Sport has long been considered a platform for brands to reach millions of potential customers on television and through other forms of media.
However, in response to evolving consumer expectations, sponsors are increasingly using their sports partnerships as a vehicle to showcase their corporate social responsibility (CSR) commitments and broader sustainability credentials.
Whether it be increasing female participation, improving access to sport in deprived areas or rewarding fans for using public transport, brands are shifting from traditional advertising towards more purpose-driven, community-focused campaigns that deliver real social and environmental impact.
The question is, though, are those initiatives still supporting broader business objectives and delivering bottom-line growth? And how is it possible to tell whose investments are genuine and which brands are simply paying lip service to important societal issues in an effort to win over socially conscious consumers?
Few people are better placed to answer those questions than a group of esteemed sports marketing experts who have spent recent months evaluating which brands have been leading the way in using their investments in sport for good.
So, ahead of next week’s release of the fourth edition of the Laureus Sport for Good Index, which champions the brands making a positive impact through sport, SportsPro asked some of the judges involved in determining this year’s inductees what trends they are seeing in the space and how to separate the wheat from the chaff.
The contributors
Are you seeing signs that more brands are starting to invest in sport for good campaigns and initiatives?
James Williams: Absolutely. While the number of brands incorporating sport for good initiatives is still relatively low, there has been a noticeable shift. More brands are rethinking their approach to sports sponsorships, moving beyond traditional advertising to integrate purpose-driven campaigns. These efforts, while sometimes subtle and not always highly visible, are growing, with more brands exploring how sport can play a role in broader societal good.
Marzena Bogdanowicz: Yes. We are seeing more brands partnering with sports organisations where they can align on purpose and help with meaningful support of programmes in communities focusing on access, inclusion etc. Brands are also working with sportsmen and women who are increasingly using their platforms to champion social causes and amplify messages around mental health, equality, and environmental sustainability, among many others.
Guy-Laurent Epstein: There is a clear rise in both the number of brands becoming official sustainability sponsors and those launching ambitious purpose-led activation campaigns either in partnership with sports organisations or on their own. Companies like DHL, Yeti and Cognizant have signed on as official sustainability sponsors with various sports properties, underscoring the growing commitment to using sport as a platform for positive impact.
Katie Cross: I think brands are starting to realise the need to go above and beyond to justify their positive credentials. Certain business models are really limited in how much positive change they can make whilst still remaining operational and, as such, brands are looking to support positive actions outside their own scope.
Katrina Galas: I’m definitely seeing signals, perhaps even trends, which is encouraging, but what is needed is a major shift towards how brands come to life. Ideally, reversing the thinking about how a brand views a campaign could be helpful – re-orienting storytelling to bring brand values to life, illuminating how they are rooted in purpose and enabling their “sport for good” story to prove it, rather than adding a “sport for good” element to their overall brand campaign planning. 
There’s an ongoing debate over whether purpose-led campaigns are effective. But what are the main business benefits you believe brands can expect to see from using their investments in sport for good?
GLE: Purpose-led campaigns, when done authentically, can deliver significant business benefits. They help enhance a brand’s relevance and reputation by building trust with consumers who increasingly value corporate responsibility and differentiate brands in the marketplace. By aligning with social causes through sports partnerships, brands not only stand out but also build deeper connections with consumers, attract new audiences, and contribute to long-term business growth – all while advancing positive societal and environmental outcomes.
KG: I would encourage the industry to widen the aperture on how they value success, and thus, what it will take to achieve it – embedding purpose is often the most common solution. There are endless benefits to a brand that is embedding purpose throughout their organisation, including business growth and everlasting brand loyalty. You don’t ever hear of anyone choosing to walk away from supporting Patagonia, only those who go out of their way to elevate and defend it.
KC: The key motive is surely to show their customers that they are concerned about many of the issues that we face all around the world. They will want to distinguish themselves from their competitors by proactively supporting (hopefully legitimate) remedies and also showcasing that support.
JW: At the heart of it, the benefit is trust. Younger generations in particular are increasingly values-driven and want to support brands that align with their desire for positive impact. This translates into brand loyalty and deeper emotional connections with consumers. While it can be challenging to quantify the direct business benefits, we’re seeing advancements in tracking and demonstrating this impact more effectively, from both brand equity and sales growth perspectives.
Patagonia’s focus on purpose has done little to put off customers, according to Katrina Galas
How can you tell if a brand’s investment in sports-related CSR activities is an authentic one, or if they’re simply doing it to distract from more questionable business practices?
JW: Authenticity often reveals itself in a brand’s consistency and long-term commitment. If a brand’s involvement is strategic and rooted in a desire for sustained impact, it will usually show through in their engagement over time. Sport for good initiatives require thoughtful planning and consistent effort to drive real change, so if a brand sticks with it and integrates it into their broader strategy, you know they’re in it for the right reasons.
KG: I would like to believe that the people behind the brands are worthy of our trust, in that they too are human, doing the best they can for our planet and humanity. However, commercially driven business expectations can cloud that vision. True purpose and values don’t solely live within CSR – traditionally it’s been viewed as a holding tank for that work, where “all the impact lives” so to speak. Collectively, we need to evolve CSR into a leadership priority as a way to drive business growth through purpose, instead of an offset for their greater business imperatives that may or may not be as favourable. This is a best practice we need businesses’ to prioritise.
GLE: Brands that integrate social initiatives into their core strategy and communicate openly about their goals and progress tend to be seen as genuine. Transparency and consistency between what a brand says and what it does are key indicators of authenticity. On the other hand, if initiatives feel disconnected from the brand’s core business or lack clear communication, they may be perceived as superficial efforts to divert attention from other practices.
Japanese car manufacturer Toyota was previously inducted into the Laureus Sport for Good Index for its work celebrating the participation and inclusion of disabled people in sport
What were some of the things you were looking out for during the judging process for this year’s Laureus Sport for Good Index?
KG: I was really looking for brands that could clearly identify what exactly they are solving for with their campaign or initiative. This is the key to solving a problem well – identifying and understanding the scope of the problem in the first place – and that takes an investment in research, expertise and wider commitment to that challenge over time, well beyond a single campaign or partnership. The longevity and robust nature of the commitment is key, as is how the brand is authentically using its assets and expertise to address it.
MB: I wanted to see a long-term commitment from the brand in terms of resource or financial and business support rather than a short-term campaign with high media value but less longer-term impact.
GLE: The key elements I was really looking for were ambition and scalability, authenticity and creativity. Authenticity is the starting point as we cannot support green washing that would be implemented only for image or commercial rationales. In addition, the scalability of an ambitious project is obviously extremely important to make a difference. On that basis, creative projects would stand out from others and deserved to be supported and rewarded.
KC: I was really looking for originality. For example, around climate, offsetting schemes are becoming more sophisticated while still not being a scalable solution to climate mitigation. Therefore, if brands want to be seen as positive actors on climate, I was looking out to see more authentic and deeper ways of engaging with problems.
JW: We’ve seen a shift from surface level, tactical efforts to much more comprehensive, deeply integrated programmes. It’s exciting to see more thought through initiatives that not only align with a brand’s values but also make a significant difference across ESG metrics.
Lego’s ‘Play Unstoppable’ campaign helped earn the company recognition in the Laureus Sport for Good Index in 2023
Without giving too much away, what impressed you the most about this year’s entries and were there any trends you noticed?
KC: What stood out to me was the diversity of brands and business models put forward for selection. It’s interesting that so many brands are trying to engage in CSR and also want to be credited for it. It did make the judging process more difficult because there were some that were perhaps better designed or more authentic but were from a much smaller brand. Then others weren’t as good but had a much more scaled impact due to the larger support. It’s difficult to pick a winner in these circumstances.
JW: The level of maturity in how brands are approaching sport for good initiatives is what stood out most. We’re seeing fewer one-off campaigns and more long-term commitments, which is promising for the future of sport and its potential for broader societal impact.
GLE: I was impressed by the number of entries and the variety of projects. You can really tell that companies are truly and genuinely embracing ESG activities that are now fully integrated in their core strategic objectives.
KG: How many brands made a submission and valued being legitimately recognised by SportsPro and its judges for their efforts in this space. The shift begins when the value proposition of behaviour change becomes more widely known and embraced. This will only continue to grow as we announce this year’s honourees for the Laureus Sport for Good Index.
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What role do you think social impact initiatives will play for brands actively involved in sports marketing moving forward? And how can businesses improve their work in this space?
GLE: Social impact initiatives will play an increasingly important role in sports marketing, as brands look to connect with consumers on issues that matter. Sports organisations like Formula E and SailGP are good examples of properties that are leading with purpose and embedding sustainability into their core missions and value proposition, giving brands opportunities to partner on initiatives that resonate deeply with fans. To succeed, businesses should prioritise long-term, transparent partnerships, setting clear, measurable goals and aligning their efforts with both their own values and stakeholder expectations. This approach not only helps drive social impact but also strengthens brand appeal, trust, and business success.
KC: It may soon become a minimum requirement for brands to engage in social impact work. My hope is that they take some of what they learn during these efforts and apply it to their own ways of doing business and maybe even try to empower their customers to reflect on their own actions, assuming it’s something of substance and not a gimmick.
MB: Social impact initiatives are increasingly important for brands involved in sports marketing as consumers, especially younger ones, prioritise values like sustainability, inclusivity, and social justice. Brands need to align their marketing strategies with these, or similar, values to resonate authentically. Young consumers are the future of many brands and have strong opinions – for them, brand differentiation and reputation makes a tremendous difference in a crowded marketplace. Get it right and brands build loyalty and engagement.
KG: I think it will become more than a best practice – eventually an expectation – going forward. I do also think it will stretch beyond social and environmental silos to address multi-industry, multi-stakeholder and multi-generational issues that require the private sector’s involvement. So I guess the question becomes, what role will brands play in advancing the trajectory of how companies can positively impact our collective world in the future? The Laureus Sport for Good Index will continue to show us how and track that corporate sector change over time. The more brands that show up in this way, the better!
JW: Social impact initiatives are likely to become increasingly crucial for brands as part of their sports marketing strategies. The key difference will be between brands that view sponsorship as just a marketing tool and those that see it as an opportunity to make a meaningful impact. The real winners will be the brands that embrace the broader potential of their sponsorships – balancing both marketing goals and positive societal outcomes.
This feature is part of the Sport for Good Playbook, which explores how brands are implementing strategies that deliver social and environmental impact through sport. To learn more about the Laureus Sport for Good Index, the latest edition of which will be released on Monday 11th November, click here.