Helping Clubs Take the Next Step: The J.League and Sport Positive

Conceptual illustration of a Japanese town linked by paths to a football ground and a solar-roofed clubhouse, with the FootballGravity logo.

A journey to the ground, the electricity used during a match, the food served before kick-off: environmental action has many places to begin in football. For the people running a club, the practical questions soon follow. Who can help? What should come first? Where will the money come from? A league can help clubs work through those decisions together.

The J.League is bringing that supporting role into focus through Sport Positive Leagues (SPL). Its April 2025 announcement committed the league and its 60 clubs to an environmental assessment framework already used in European football, making the J.League its first Asian participant. The programme connects a shared framework with financial support for clubs and opportunities to learn from one another.

Getting started deserves encouragement. Environmental work can mean finding time for another task, changing a familiar routine or accepting a less convenient option. Its benefits may take time to become visible. A club willing to begin can give others a reason to join in. The J.League’s approach is worth sharing beyond Japan because it puts support around that first step and the patient work that follows.

Finding a place to start

The framework gives clubs a broad view of the work. The twelve areas set out in the launch announcement cover policy and reporting, renewable energy, energy efficiency, lower-impact transport, single-use plastics, waste, water, plant-based and low-carbon food, biodiversity, education, communication and sustainable procurement. They reach from decisions in the office to the routines around a stadium.

That range makes room for different starting points. A conversation with a facility operator about energy use could be one beginning. Finding a local partner to help with waste or supporter travel could be another. Starting with someone the club already knows can make a large subject feel more manageable. A modest first project also gives people an opportunity to learn by doing.

With support from KPMG, the J.League has adapted the framework for use in Japan. That gives clubs a way to learn from overseas experience while working through the practical circumstances they encounter at home.

A common set of topics also gives people something specific to discuss. A supporter can ask about the journey to a match; a supplier can recognise where its expertise might help. For a club employee trying to bring colleagues into the work, a clearly described area of activity is an easier conversation to begin than sustainability in the abstract.

Putting support behind the invitation

Good intentions still need time and a budget. In May 2025, The Nippon Foundation announced a ¥370 million grant for the broader J.League Sustainability Activation Project, helping prepare clubs for SPL and supporting efforts to bring environmental action into their communities.

The initial club grant scheme announced in April 2025 set aside ¥240 million, with clubs able to apply for up to ¥4 million each. They could propose work in one or several environmental areas. A club with a willing partner and an idea had a route to seeking funds to put it into practice.

That support recognises the work involved in beginning. Someone has to make enquiries, bring colleagues into the conversation and agree on a project with partners. Helping with the cost can make it easier for those people to take the next step. It gives a promising idea a chance to become something people can try together.

The J.League also plans to give higher-ranked clubs a larger share of future grants. Alongside the initial support for getting started, this would offer encouragement to keep developing the work. The connection between assessment and funding gives clubs another reason to build on what they learn.

For other leagues, the useful idea is the connection between an assessment framework and resources to act on it. Recognition can bring attention to a project. Financial support can help a club find the room to begin it or take it further. The Japanese approach brings both into the same programme.

Making experience easier to share

At the January 2026 Sustainability Conference, club staff met with partners and public bodies to discuss how to move the work forward. Sport Positive founder Claire Poole and Bristol City representative Peter Smith gave presentations, the Japanese criteria were introduced, and participants worked through ideas in group discussions.

The conference’s message was one of shared progress: clubs could exchange useful practices and advance together. Supporters are used to seeing their clubs as rivals, but an environmental idea can help more people when it travels from one club to another. There is something hopeful in using football’s connections that way.

In environmental work, an idea can become more useful when another club takes it up. A conversation about arranging a collection point, working with a local authority or involving a supplier can save someone elsewhere from having to work out every step alone. A league has the relationships to make those conversations possible, including between clubs that might rarely otherwise share their day-to-day experience.

The international exchange works in both directions. Japanese clubs can draw on experience from overseas, while people elsewhere can learn how a Japanese club works with its hometown and partners. FootballGravity’s introduction to Tokyo Verdy’s TOKYO♡GREEN follows some of those local connections. Its clothing collection and supporter travel activities put a local face on those wider environmental themes.

A framework that can keep the conversation going

Sport Positive’s own work offers a helpful perspective on the role of a table. For its Premier League Clubs 2023 edition, the organisation replaced the points table with a searchable environmental sustainability report. It explained that the format was intended to make clubs’ activities easier to find and share. Different formats can serve that continuing purpose.

The J.League plans to publish Japan’s first ranking in November 2026, covering activities during January–June of that year. It will offer a new way to discover clubs’ work and the people and partnerships behind it.

Some of that work may be quiet: a conversation with a supplier, a collection point that needs looking after, an invitation to try a different way of travelling. Such tasks require someone to keep showing up. Making them more visible can help supporters recognise the care involved and see a place for themselves in the effort.

For football elsewhere, Japan offers an encouraging example of how to stand behind clubs that are willing to try. A shared direction helps people find a starting point; funding and contact with others can help them continue. The willingness to begin, make adjustments and invite more people in deserves recognition in its own right. Given time and support, those first steps can become part of the everyday care a club takes of its community.

Based on public league, funder and Sport Positive documents. Researched on 16 October 2026; revised on 23 October, with the league’s programme overview and first-ranking schedule rechecked.

Featured image: AI-generated conceptual editorial illustration, with the official FootballGravity logo added separately. It depicts no actual club, stadium or project.

Part of Football in Japan — What can football learn from Japan?

A Stadium That Can Teach: Bayern Opens Up Its Climate Work

The Allianz Arena’s red illuminated diamond-patterned facade and white arena sign at night, above the headline A Stadium That Can Teach.

FC Bayern and Allianz’s Munich Climate Week programme offers schools and families a closer look at the systems behind the game.

A heated pitch, the lights above it and the journey through the turnstiles are familiar parts of football. Each also involves decisions about energy and resources. At the Allianz Arena, FC Bayern and Allianz are inviting visitors to look more closely at those decisions, using the stadium itself as a place to learn.

Their Munich Climate Week programme is scheduled for 22–24 October 2026. Around 40 minutes of guided exploration will introduce energy efficiency, renewable power and mobility alongside biodiversity and waste sorting. The audience changes across the three days: Climate Week visitors and specialists on Thursday, Munich classes from Bavaria’s climate schools on Friday, and Munich families on Saturday.

Afterwards, participants are due to visit the Allianz lounge for examples of climate risks and adaptation, information about the company’s climate measures, and a playful activity inviting them to consider their own future commitments. These are the activities set out in Bayern’s 20 October announcement.

The invitation deserves attention because a stadium gives a large subject a recognisable address. People can encounter environmental technology through a place they already care about, with practical examples close enough to discuss.

Looking behind the matchday experience

The Arena’s environmental work has developed over time. Its June 2026 infrastructure overview describes air-to-water heat pumps for pitch heating, LED lighting across the façade, interior and playing field, and photovoltaic installations on the visitor car park and south entrance canopy. The operator says the remaining electricity supply comes from certified renewable sources.

These systems offer useful starting points for a conversation. A solar installation above an entrance connects electricity generation with a part of the stadium that visitors use. Heating the pitch introduces the less visible work involved in keeping football playable. Lighting provides another familiar route into discussing how a building consumes energy.

Opening up that work also makes room to recognise the people maintaining and improving a stadium. Environmental change involves facilities teams, engineers and other staff whose decisions usually sit outside the match report. A tour can help visitors understand the care involved in operating the place.

The Arena also has an established reporting framework. Its environmental information page records EMAS certification dating from 2006 and links to its 2024/25 environmental declaration. That continuing record gives the public something to return to as the infrastructure develops.

Installing equipment, recording its operation and establishing the savings attributable to it are different stages of understanding. The same care applies to education: offering a tour creates a learning opportunity, while lasting changes in understanding or behaviour require evidence gathered afterwards. Keeping those distinctions clear allows the work to be appreciated on its own terms.

Bringing the experience back to school

The participation of Bavaria’s climate schools gives the programme a particularly useful connection beyond the stadium.

According to the Bavarian education ministry, Klimaschule Bayern supports schools in calculating their carbon footprint, preparing climate action plans and involving pupils in practical climate measures. The programme already connects learning with the buildings and routines of school life.

A stadium visit could give that work another reference point. Pupils might compare how energy is used in a large sports venue with the needs of their own school, or discuss how travel choices depend on the routes available. These are possibilities the setting creates; the published tour announcement does not establish a specific classroom follow-up programme.

For families, there is a similar opportunity to explore the subject together. Adults and children can bring different questions to the same piece of equipment or familiar part of the ground. Football provides a shared interest from which the conversation can begin.

That is a worthwhile contribution from a club. Technical information becomes more approachable when people can connect it with an experience they recognise. Repeated encounters could give the subject a continuing place in the relationship between the stadium and its neighbours.

A German transition with work still ahead

The Arena’s programme sits within Germany’s wider energy transition, the Energiewende.

Germany’s Federal Climate Change Act sets a greenhouse gas reduction target of at least 65 per cent by 2030 compared with 1990, and net greenhouse gas neutrality by 2045. Its neutrality deadline comes five years before the EU-wide 2050 target.

The country has also made a substantial shift in electricity supply. The German Environment Agency’s figures, updated on 19 October 2026, put renewables at 55.1 per cent of electricity consumption in 2025. Their share of heating and cooling was 19.2 per cent, illustrating how differently the transition is progressing across sectors. Umweltbundesamt

Those differences help explain why a stadium’s heating systems belong in the public conversation alongside its solar panels. Germany offers experience of sustained environmental policy and changing infrastructure, with considerable work continuing in everyday buildings and transport.

For football elsewhere, the useful idea is adaptable. A club can begin with the systems it operates, the expertise of its staff and the schools or community organisations around it. Making that experience available gives other people a way into the subject.

Bayern and Allianz’s programme offers such an opening. Its educational promise lies in connecting the running of a football ground with questions visitors can recognise in their own surroundings. Giving that connection time and continuity would help the Arena’s environmental work reach further into the life of the city.

Based on public primary sources checked on 21 October 2026, with the event announcement and German renewables figures rechecked on 22 October. The tours are described according to the published programme. This article is based on documents and does not report attendance at the event.

Featured image: Allianz Arena, photographed on 31 January 2016. Photo: Lee Min-joon / Wikimedia Commons, CC0 1.0. Cropped and resized; headline and official FootballGravity logo added. Archive photograph, not a record of the 2026 programme.

Beyond the Final Whistle: How Football Creates a Place to Belong

A Place to Belong — Unity EURO Cup 2026. AI-generated oil-painting-style illustration of diverse adult teammates playing football at sunset; an imagined scene.

On 15 October 2026, the pitches at Coverciano, the Italian Football Federation’s training centre near Florence, hosted 22 teams with a common purpose. Latvia defeated the Republic of Ireland 2–1 in the final of the fifth Unity EURO Cup. But the final score tells only a small part of what brought the players together.

Organised by UEFA in partnership with UNHCR, the UN Refugee Agency, the tournament brings refugees and people from their host communities onto the same teams. It offers a day of competition and, more importantly, a setting in which people can meet as teammates.

The teammates make the tournament

The seven-a-side tournament has an unusual squad rule: each eleven-player squad includes seven refugees and four players from host communities, with at least three women among the players. The mix is part of the design. On the pitch, participants need to make decisions together, support one another and share the small rituals familiar to any football team.

The 2026 event was the largest edition yet, with 22 teams, four more than the previous year. Italy hosted for the first time. Winning still mattered: Latvia celebrated a hard-fought final. Yet no team needed to win a trophy to experience the value of training and competing with new people.

A European context

Across Europe, communities bring together people with different languages, cultural backgrounds and experiences of moving to a new country. Welcoming newcomers, including refugees, is part of everyday life in many towns and cities. Getting to know neighbours and finding shared interests are small but meaningful parts of making a home in a new place.

In places where playing and watching football are already part of local life, a neighbourhood pitch offers a familiar setting for those encounters. Newcomers and long-time residents can join in the same activity and get to know one another through the game.

A federation’s work beyond the national team

National football federations are usually judged by the fortunes of their senior teams and the decisions of their leaders. Italy’s FIGC has faced criticism over sporting results, but its responsibilities and contributions extend well beyond them.

The federation has run RETE! Refugee Teams since 2015. Across its first ten editions, FIGC reports 11,613 young participants and 1,027 reception centres involved. Its 2026 programme included 784 players, 91 reception centres and 29 partner sports clubs. That sustained local work gives the international tournament roots in communities across Italy.

FIGC also places refugee support within its sustainability commitments. For a federation whose public image is so often shaped by a result on the pitch, this quieter and sustained investment deserves recognition.

From playing to helping others play

Mahmoud Ali offers a personal example of the connections football can bring. In UEFA’s account of his experience, he describes finding friendship through the Berlin organisation Champions ohne Grenzen. He later gained coaching qualifications, coached children and joined the organisation’s board. Ahead of the 2026 Unity EURO Cup, he was invited to represent Germany.

Coaching also became a way to learn together. As Mahmoud helped children develop their football, they helped him with the language. His experience gives a human shape to the idea of a team: people bringing what they know, learning from each other and enjoying a shared activity.

For local clubs and community organisations, regular sessions offer more occasions to meet, play and welcome someone new. Over time, a familiar face at training may become a friend, a volunteer or a coach. Each person can take part in their own way.

The simple joy of playing together

There is something remarkably direct about football. You do not need to share a first language to recognise a pass, offer a teammate an option or celebrate a goal. A gesture or a well-timed run can start a conversation that words have yet to begin.

Teammates who might otherwise never meet can spend an afternoon chasing the same ball, helping each other after mistakes and laughing during a break. The pleasures are ordinary, and that is their strength. Refugees taking part bring their own ambitions, skills and enthusiasm as footballers and teammates.

Victory adds excitement to the day. So do a good pass, a teammate’s encouragement and the laughter after a missed chance. Whatever the score, those shared moments are part of the pleasure of being a team.

Beyond the final whistle

An afternoon of football can matter simply because someone enjoys being there. Feeling at ease with teammates, being included in the play or sharing a laugh can make that day a little brighter. That is a worthwhile reason to bring people together.

The Unity EURO Cup makes room for that possibility, with people from different backgrounds sharing the rules, movement and excitement of a game. FIGC’s continuing work through RETE! creates further opportunities to come together in everyday community life.

Latvia left Coverciano with the trophy. Alongside the result, there is another reason to value a day like this: the chance to go home thinking, “I enjoyed playing with them today.” Sometimes, a sense of belonging begins with something that simple.

Featured illustration: AI-generated artwork of an imagined football game, with the official FootballGravity logo added separately. It does not depict the Unity EURO Cup or its participants.

The Cup Keeps the Door Open: South Melbourne and the Joy of Competing

Original editorial artwork reading “The cup keeps the door open”, beside an abstract football pitch with an opening in its touchline.

South Melbourne’s giant-killing win over Melbourne Victory, and a Japanese university’s memorable cup run, reveal the joy of competing across football’s divisions.

South Melbourne pulled off a landmark giant-killing on 10 October 2026: a community-rooted club outside Australia’s top professional league beat A-League heavyweight Melbourne Victory to win the Australia Cup. Their 4–3 penalty shootout victory made them the first club from outside the A-League Men to lift the trophy.

Max Mikkola’s equaliser arrived in the 117th minute. South were three minutes from the end of extra time, a goal behind Victory, when the substitute brought them back into the match and sent the final to penalties.

The official match report records a 1–1 draw after extra time and an attendance of 29,911 at AAMI Park. Victory’s Denis Genreau had opened the scoring in the 95th minute. South goalkeeper Javier Lopez received the Mark Viduka Medal after a shootout in which he saved Harrison Sawyer’s penalty, then saved the retake too.

For supporters following a club beyond the top division, a cup offers a particular kind of anticipation. An opponent usually seen on television becomes a team to prepare for. The familiar shirt belongs in the same fixture. South Melbourne carried that possibility all the way to a trophy, giving Australian football an occasion worth looking at far beyond the usual European centres of attention.

A club with a long memory

South Melbourne’s place outside the A-League needs context. Founded in 1959, the club emerged from the merger of Hellenic, Yarra Park and South Melbourne United. Its identity is deeply connected to Melbourne’s Greek community. It was a founding member of the National Soccer League, competing throughout that league’s existence from 1977 to 2004, and won four national league championships.

When the A-League began in 2005, South continued in Victorian competition. By the time of this cup final, its ambitions had acquired further outlets: it had won the inaugural Australian Championship in December 2025, and reached the OFC Pro League final in May 2026. The club was also included in the 2026 Australian Championship.

South’s achievements gave them a formidable history to draw on. They still entered this final as the challengers from outside the country’s top professional league, facing one of its most successful clubs. Their victory was a cup upset with deep roots: a community institution that had once helped define the national game beating a leading club of its modern top flight.

Ange Postecoglou supplied a more personal account before the final. In a Football Australia interview, the former South player and coach recalled the club as a social hub for migrant families. Of his own connection, he said: “it sustained me on a personal level because all my meaningful relationships came from the football club.”

That memory helps explain how a club can remain significant through changes in its competitive position. A family’s connection to football may begin with a place where parents feel at home; children inherit the habit of going, then make friendships of their own. A national final gives that everyday attachment a much larger stage.

The pleasure of sharing a fixture

Melbourne Victory brought its own history to AAMI Park. An inaugural A-League club, it built a substantial following and won the league’s Premiership and Championship doubles in 2007 and 2009. Postecoglou later coached Victory as well as South. The official final preview also noted connections across the squads: South’s Paulo Retre and Sebastian Pasquali had played for Victory, while Victory’s Harrison Sawyer had played for South.

Those crossings make it difficult to draw a clean cultural border between the two teams. Professional football has its own communities and inherited loyalties. A cup can bring them into contact with clubs whose histories developed along a different route. Supporting a successful A-League and valuing the clubs beyond it belong comfortably within the same vision for the game.

The attraction extends to teams that never reach a final. A university side or regional club can prepare for a genuine competitive test against professionals, with elimination at stake for both. Selection, training and the journey to the ground acquire a different scale. Even a defeat can become part of a club’s shared memory. Winning is the exceptional possibility that makes the fixture compelling; access to the contest is the condition that makes it possible.

A Japanese university takes its chance

Japan’s Emperor’s Cup offers a useful comparison. The JFA describes eligibility across its registered senior teams, professional and amateur. Its 2026 national field comprises 88 teams: 20 from J1, 20 from J2, one amateur seed and 47 prefectural representatives. Prefectural competitions create routes into that field for teams outside the two leading professional divisions.

In 2017, the University of Tsukuba made that opportunity tangible. Representing Ibaraki, it beat J1 side Vegalta Sendai 3–2 on 21 June. Kaoru Mitoma scored twice, in the sixth and 73rd minutes; Seiya Nakano scored the other goal. On 12 July, Nakano scored both goals in a 2–1 third-round win over J2 side Avispa Fukuoka.

Tsukuba’s run ended with a 2–0 defeat by J1 club Omiya Ardija in the round of 16. That ending matters. South Melbourne won a national cup; Tsukuba won memorable matches and reached the last 16. A university team and a former national league champion also occupy different places in their countries’ football cultures. The comparison concerns the opportunity to compete across those divisions, rather than equivalence between the teams or their achievements.

Mitoma’s name gives overseas readers an entry into the Japanese story, but Nakano’s four goals across the Sendai and Fukuoka matches keep the achievement in its proper collective frame. The university team earned its results together. Its players could test their football against professional opponents while still representing the institution in which they were developing.

South Melbourne · 2026University of Tsukuba · 2017
Club context
Former NSL champion; 2025 Australian Championship winner; 2026 OFC Pro League finalist.
Club context
University team; Ibaraki prefectural representative in 2017.
Selected results
Final: 1–1 after extra time; 4–3 on penalties against Melbourne Victory.
Selected results
3–2 vs Vegalta Sendai (J1); 2–1 vs Avispa Fukuoka (J2).
Campaign outcome
2026 Australia Cup champions.
Campaign outcome
Round of 16: lost 0–2 to Omiya Ardija (J1).
Different achievements, a shared opportunity. Selected fixtures, not complete cup paths. Sources: Australia Cup, Australian Championship, OFC and JFA; specific Japanese match records are linked above.

What can last beyond the cup

Football’s long-term health depends in part on whether these places of belonging remain open to the next generation. Clubs give people a way to remain involved, whether as players, supporters or those doing the work that allows another match to take place. A cup can make those connections visible to a wider audience and give sporting ambition somewhere to go.

South Melbourne’s final demonstrates that such a meeting can command attention. The crowd figure measures attendance on one night. Whether that attention becomes regular support or a lasting financial benefit will take longer to establish. The result alone tells us nothing about the club’s environmental footprint.

What the competition has already delivered is concrete enough: a serious contest between two Melbourne clubs, a late equaliser and a champion from beyond the A-League. Japan’s university players have their own version of that invitation, with a different history and a different outcome. For everyone else entering a national cup, there is still the next draw, the next opponent, and the work of getting ready.

Beyond the First: How Women Are Changing Football’s Coaching Landscape

Original geometric illustration of branching routes over a stylised football coaching board, beside the words Beyond the First.

Marie-Louise Eta and Sabrina Wittmann have made careers in places once unfamiliar to women coaches. Germany’s next challenge is to make those routes easier to follow—and to sustain.

When Union Berlin needed a coach for the closing weeks of the 2025/26 men’s Bundesliga season, it turned to someone already working inside the club. Marie-Louise Eta had coached its young players and worked with its senior teams. Her appointment was historic. The experience behind it had accumulated through less conspicuous jobs.

That is a useful place to begin looking at women’s progress in football coaching. A first appointment changes what people can imagine. The work that makes another appointment possible takes longer: earning a qualification, being trusted with a team, developing players and finding the next employer.

By October 2026, German football offers examples of those connections being made. It also offers a reminder that a coaching career includes setbacks. Eta’s move across Union’s teams and Sabrina Wittmann’s long association with Ingolstadt reveal different parts of that working life. Around them, the DFB and UEFA are investing in education and professional contacts. The evidence supports a story of opportunities being built, with some reported progression, while leaving the wider employment picture open.

A career inside a club

Union appointed Eta on 11 April 2026, following the departure of Steffen Baumgart. The men’s team still needed points to secure its Bundesliga status. Eta was then coaching the boys’ under-19 side; her future role leading the women’s first team was already part of the club’s plans.

The Bundesliga’s season review records seven points from her five matches and survival. She became the league’s first woman head coach. Those five games were a meaningful responsibility, though far too small a sample to establish any general claim about women’s coaching performance.

Her route through Union is more revealing for this article. In a July overview, the DFB describes work since 2023 as an assistant with the boys’ under-19s and men’s first team, individual coaching with the women, and head-coaching roles with the boys’ under-19s and senior men before taking charge of the women.

These are different jobs, with different demands. Together they illustrate how a club can get to know a coach’s work across its own departments. Eta’s move into the women’s team should be understood as a substantial appointment in its own right, rather than a step down from a brief spell in men’s football.

Speaking to Elizabeth Payne in the Guardian on 6 October, Eta said: “I wanted to be judged by the same standards as my male colleagues.”

That expectation makes room for serious football discussion. How does a coach prepare a team? How well do players understand their tasks? What improves over time? Gender alone supplies no answer to those questions.

Wittmann and the life after an appointment

Sabrina Wittmann’s experience adds a longer view. The DFB identifies her as the first woman to coach in German men’s professional football, at third-tier Ingolstadt in May 2024. She initially took over on an interim basis and became permanent head coach that June.

When Ingolstadt extended her contract on 6 March 2026, it recorded 79 competitive matches in charge. She had completed her Pro licence that January. Her appointment therefore also shows that practical responsibility and formal education can overlap; a coaching career does not always follow a tidy sequence of qualifications followed by promotion.

On 24 September, Ingolstadt relieved her of her duties. The club cited sporting development across seasons and results in the current campaign. Its statement traced her work in the academy back to 2009. Wittmann said she had wanted to continue and described how much the club meant to her.

A dismissal is a loss for the person involved. It should not be celebrated as evidence of equality, nor can the club’s stated sporting reasons establish that every aspect of the decision was free from bias. What the record does show is a career with sustained responsibility, further qualification and a contract renewal, followed by a difficult ending.

For football’s employment culture, the next appointment matters too. Experienced coaches carry knowledge beyond the club where they first established themselves. Whether women can build that same continuity across employers belongs in any serious account of progress. This article does not establish a subsequent appointment for Wittmann.

Connecting qualifications with work

The DFB’s June 2024 coaching FAQ gives a useful dated reference: 3,901 women held a valid coaching licence on 1 June that year. It also said Germany had trained 31 women at Pro level. Those figures describe different things—valid licences at a specified date and a cumulative training total. Neither is a count of women employed by professional clubs in October 2026.

Professional contact is one of the bridges between qualification and work. In an announcement dated 1 October 2026, the DFB reported its third career forum for women coaches. Participants holding at least a B+ licence met professional-club representatives and academy sporting staff through speed interviews and other sessions. The particular emphasis was access to boys’ and men’s football.

The DFB says earlier forums had successfully brought coaches and clubs together. Its report does not quantify resulting appointments or promotions. The practical contribution is nevertheless clear: qualified coaches meet people involved in hiring, and clubs encounter candidates whose work they may not previously have known.

There is also evidence beyond general coaching courses. In September the DFB reported on 18 women taking a goalkeeper-coaching B-licence course, including Almuth Schult and Laura Benkarth. Supported by the DFB and FIFA, with scholarships for every participant, it was scheduled to finish by February 2027. It was still a course in progress when this article was prepared.

Specialist coaching deserves attention alongside the head coach’s seat. Retaining a goalkeeper’s experience in the game creates another possible professional route. These examples concern coaching and coach education; they cannot establish a broader employment trend across analysis, medicine, recruitment or the rest of a club’s staff.

What UEFA’s evidence can tell us

UEFA’s September 2026 update says its Coach Development Programme for Women had helped more than 3,000 women advance their careers since 2016, with more than 150 gaining a Pro licence. It also outlines options for associations to expand Pro-course capacity. Some additional places serve coaches working in women’s football as well as female coaches; the two groups should not be treated as interchangeable.

There is a reported employment-related outcome too. In its June account of the coach mentor programme, UEFA says it had paired 55 women with mentors since the pilot in 2018. More than 80 per cent of mentees had subsequently earned promotions, including moves from assistant to head coach, into older age groups or to higher-ranked teams.

That is encouraging evidence from a selected programme, reported by its organiser. The article does not provide a comparison group or enough detail to calculate an annual promotion rate. It cannot tell us how much of that progression was caused by mentoring, or how women coaches across Europe fare as a whole. It does show why following careers after a course or programme can be more informative than counting places alone.

What the available evidence measures
Population and dateReported observationHow to read it
Germany · 1 June 20243,901 women with valid coaching licences (DFB)A dated qualification snapshot; not a 2026 employment count.
UEFA programme · September 2026 reportMore than 3,000 women supported since 2016; more than 150 gained Pro licences (UEFA)Programme totals with different measures; not a count of professional jobs.
UEFA mentors · June 2026 reportMore than 80% of mentees subsequently promoted (UEFA)Organiser-reported outcome for a selected programme; no causal estimate.
DFB forum · October 2026 reportThird forum linking qualified women coaches with clubs (DFB)Recruitment contacts; no quantified placement rate in the report.

Room for more kinds of coach

The case for opening these routes does not require a theory that women lead more gently, communicate better or possess some shared tactical instinct. A former goalkeeper, an academy teacher and a senior-team assistant bring different experience. Their individual methods deserve examination on their own terms.

For a club, widening the field of candidates creates the possibility of finding expertise it might otherwise overlook. That is a sporting opportunity as well as an issue of fair access. Its value depends on the work people are enabled to do: the players they develop, the responsibilities they earn and the teams they help improve.

The familiar pathway—qualification, academy experience, an assistant’s role, a head-coaching job and another appointment—is best read as a set of connections to make possible. Specialist careers and leadership in women’s football also have value without leading to a men’s first-team post.

By October 2026, there are concrete achievements to recognise: Eta’s responsibilities across Union, Wittmann’s extended tenure at Ingolstadt, repeated DFB career forums and UEFA’s reported mentoring outcomes. Establishing a change in the wider pipeline will require comparable employment records over time, including retention and reappointment. For now, football has several routes worth developing—and coaches whose next work deserves the same attention as their first breakthrough.

Sources checked on 15 October 2026 JST. This article draws on public records and attributed reporting; it does not represent interviews conducted by FootballGravity.

Back at the Club: Where the International Window Continues

FootballGravity editorial timeline linking Haaland's 67-minute Norway appearance on 4 October to his 80-minute Manchester City return on 11 October, seven days later.

Part three of Between Club and Country, FootballGravity’s series on the changing international calendar.

A week after leaving Norway’s final international match in the 67th minute, Erling Haaland started at Anfield. He scored Manchester City’s opening goal and was substituted after 80 minutes in a 3–0 victory over Liverpool on 11 October. The club season had resumed, and he was contributing again.

At the end of the international break, he had asked to come off after becoming exhausted. In his first game back at the club, he helped secure a win. The week between those appearances gives the story of his international workload a necessary next chapter.

Seven days between matches

His last Norway match was against Portugal on 4 October. His club return came on 11 October. Six calendar dates lay between them, but a gap in the fixture list is not a record of uninterrupted rest. A return journey, club training and preparation for the next opponent also have to fit around recovery. A player’s work continues on days without a match.

Across Norway’s four matches and his 80 minutes at Anfield, Haaland played 417 regulation minutes. That adds his club return to the 337 international minutes examined in our previous article. Stoppage time is excluded.

A goal cannot tell us whether all his fatigue had cleared. Equally, exhaustion at the end of a national-team camp does not predict a poor performance the following week. Time and recovery work sit between those moments. His substitution in Portugal and his goal at Anfield belong to the same continuing season.

Paris allowed a different return

Paris Saint-Germain took another approach to the league’s restart. The club gave Ousmane Dembélé and Nuno Mendes a period of rest, with training returns scheduled for 10 and 11 October respectively. Both were left out of the squad for the 10 October match against Le Mans.

The club calendar starts moving again on a set date. Players return with different demands behind them: their national-team minutes, journeys and accumulated workload vary. Some go straight into the opening line-up; others are given more time.

Haaland’s start and the two Paris players’ rest involved different people and circumstances. They offer no basis for ranking the clubs’ decisions. They do make visible the individual choices that accompany the handover from country to club.

An absence can reflect a decision to prioritise recovery for the games ahead. A start follows the work of preparing a player to compete. Behind the names included in a weekend squad—and those left out—there is a process of adjustment.

One fewer journey, then time to return

FIFA’s new calendar combines the former September and October periods into a 16-day window allowing up to four matches. Reducing two club-to-country cycles to one can remove a substantial journey, particularly for players crossing continents. Our first article modelled that change across ten internationals.

That benefit can coexist with a need for recovery after a concentrated run of national-team games.

After starting all four Norway matches, Haaland started for City a week later. In Paris, two internationals were given more room before resuming training. The way a new calendar reaches players can become visible in these club returns as well as in the national-team matches themselves.

One goal or one missed match cannot settle the merits of the whole system. The first weekend back nevertheless brings a familiar task into focus: clubs receive players with different needs and prepare them for what comes next.

The international window has a closing date. A player’s season continues across it.


Read the series: Between Club and Country · Part 1: One Less Round Trip · Part 2: When ‘Available’ Does Not Mean Fresh.

More Than a Colour: Tokyo Verdy’s TOKYO♡GREEN

Conceptual illustration of green football stands, a bicycle, a folded T-shirt, a tote bag and a tree, with the FootballGravity logo.

An old T-shirt can still have a place on matchday. Tokyo Verdy’s TOKYO♡GREEN DAY programme invites supporters to bring one they no longer wear and turn it into a bag, using scissors rather than a needle and thread. The invitation leaves room for a shirt from any part of someone’s life, not just the club shop. It is a small, approachable way to think about keeping something useful.

That attention to familiar things runs through TOKYO♡GREEN, the sustainability initiative Verdy launched in 2024. A journey to the stadium, clothes waiting to be cleared out, a child’s afternoon of making things: each offers a way to take part. For a football club whose name and colour are rooted in green, these activities give supporters another way to express their connection to the club.

The programme spans environmental footprint reduction, greening, education, inclusion and well-being. This introduction follows its environmental activities, where Verdy and its partners are finding practical ways to bring sustainability into the routines around football. The club’s overview sets out the wider ambition.

The journey is part of the day

Verdy’s Green Route Challenge begins before supporters reach the turnstiles. Introduced for home league games from 29 August 2026, it offers a limited-edition sticker to the first 100 participants at each match who share an eligible journey on X and show the post at the stadium.

The qualifying routes are specific: walking all the way from home, cycling all the way, or travelling by car with at least three people sharing the ride. Different stickers recognise the different journeys. Public transport is encouraged separately in the club’s Fan Policy, but is not listed among the challenge’s sticker-qualifying options.

It is an invitation people can recognise in their own plans for a match. Supporters who can walk or cycle may choose to make that trip part of the occasion; people travelling by car can arrange to go together. Sharing the journey also makes a usually private choice visible within the supporter community. That is a useful role for a club: giving an everyday decision a social connection.

Clothes with somewhere else to go

The GREEN RELAY PROJECT brings another everyday decision to the ground. Verdy collects unwanted clothing with corporate partner Chori, using the company’s B-LOOP textile recycling scheme to connect collection with sorting and reprocessing. The project is designed to turn collected material into new supporter goods and other products.

There is already a record of supporters taking part. In its December 2025 account, Chori reported that the project had collected approximately 585kg of clothing across that season. The total included matchday collections and a permanent collection box at the clubhouse, with players also contributing. Chori said the material was to be sorted and reprocessed for supporter goods in the following season.

A clubhouse collection point is a thoughtful addition. It gives the activity a place in the club’s working week as well as its match calendar. The practical work continues beyond handing over a bag: B-LOOP coordinates handling, transport and recycled products with partner companies, as Chori’s explanation of the scheme describes.

For clubs elsewhere, the partnership is worth understanding. A stadium offers a familiar meeting place and a reason to bring clothes along; the textile partner supplies the route for what happens afterwards. The reported weight tells us how much was collected. It should be read as a collection figure, rather than a measure of carbon savings or the amount of finished merchandise.

Something to make and take home

The TOKYO♡GREEN DAY scheduled for 11 October 2026 at Ajinomoto Stadium brings several of these activities together. Alongside clothing collection and the T-shirt-to-bag workshop, the programme includes wooden crafts and a workshop using SORAKASA KIT to assemble an umbrella whose fabric incorporates recycled Ziploc material.

The umbrella workshop is supported by Asahi Kasei Home Products. Its recycling programme developed the kit with umbrella company Ca Et La so that participants could encounter the idea of material circulation by assembling something they can use. In the football setting, that offers families an activity to share before the match.

On the same day, the announced clean-up activity includes routes between Ajinomoto Stadium and nearby AGF Field, where Nippon TV Tokyo Verdy Beleza are scheduled to play. The women’s team already carries out hometown clean-ups through the year. Linking the two venues gives that continuing work a place in a shared football afternoon.

These are planned activities, with details subject to change. Their appeal is in the invitation itself: bring something, make something, or help care for the place around the ground. A useful object to take home can give the subject a life beyond the event.

Giving the work a home in the club

There is also an organisational side to the initiative. On 22 May 2026, Verdy published its first Sustainability Report, covering 2025, alongside an ESG Policy and a Fan Policy. The documents were prepared using the J.League sustainability activities grant funded by The Nippon Foundation. They give the club and its supporters a shared reference for work that reaches beyond an individual event.

The Fan Policy is framed as recommendations and an invitation to contribute. Its scope includes Verdy and Beleza home games and official away games. Alongside travel, it encourages reducing waste, reuse and repair, respect for other supporters and care for the local environment. The language leaves space for people to contribute according to their circumstances.

Verdy has also announced work with Milan-based RIGHT HUB on a sustainability management framework for Tokyo Verdy, Inc.’s activities, aligned with the principles and requirements of ISO 20121:2024. Bringing this work into club operations can help give the public-facing activities continuity.

An international connection has already produced a shared activity. In March 2025, visiting staff from Real Betis joined Verdy in holding a sustainability awareness workshop at Ajinomoto Stadium. The clubs’ visit report documents that encounter, and their July 2025 partnership renewal includes collaboration between Betis’s Forever Green and TOKYO♡GREEN.

What can football learn from this Japanese example? One promising idea is to make participation feel familiar. People already have a relationship with their club, plans for getting to a match and belongings they care about. Verdy’s activities meet them there, with partners who can help carry the work forward. There is room for that connection to grow, through repeated invitations and the pleasure of doing something useful together.

This article is based on published club and partner documents checked on 8 October 2026. The 11 October activities are described as scheduled, rather than as a report from the event.

Featured image: AI-generated conceptual editorial illustration with the official FootballGravity logo added separately. It depicts no actual stadium, event or participant.

Part of Football in Japan — What can football learn from Japan?

When ‘Available’ Does Not Mean Fresh: Haaland’s 337-Minute Window

A FootballGravity data illustration showing four match markers labelled 90, 90, 90 and 67 minutes along a declining load line.

Part two of Between Club and Country, a FootballGravity series examining what happens when the international calendar changes shape.

In Porto, the most revealing number was not on the scoreboard. It was 67.

That was the minute Erling Haaland left Norway’s 2–1 defeat by Portugal on 4 October. He had started all four of Norway’s matches in the new extended international window. Before the last one, coach Ståle Solbakken and Haaland had discussed a target of roughly an hour. Haaland then asked to come off, and Solbakken said he was “thoroughly spent”.

No injury was announced. That distinction matters. Public discussions of player load often wait for an absence, a diagnosis or a damaged muscle. Porto offered a different kind of observation: a player remained available, started the match and still reached a point at which his minutes had to be managed.

This is not evidence that the new calendar caused Haaland’s fatigue, and it is not a medical assessment. It is something narrower: an unusually clear, public load-management signal at the end of the first 16-day, four-match international period.

Four starts, 337 minutes, one continuous camp

DateMatchCityHaaland minutesFull days before next match
24 SepNorway 3–2 DenmarkOslo902
27 SepNorway 1–2 PortugalOslo903
1 OctWales 2–1 NorwayCardiff902
4 OctPortugal 2–1 NorwayPorto67—

The four matches were played across 11 calendar dates, with ten elapsed days from the first kick-off to the last. Haaland completed 337 of the possible 360 regulation minutes. He also scored three goals, twice against Denmark and once in the first Portugal match.

The recovery pattern was 72 hours, 96 hours and 72 hours between kick-offs. Counting only complete calendar dates between games, Norway had two, then three, then two full days. Those days were not necessarily rest days. The Norwegian federation’s published programme included recovery, training, media activity and travel from Oslo to Cardiff and then Porto.

Using the same city-centre method as the first article in this series, Haaland’s modelled route is Manchester → Oslo → Cardiff → Porto → Manchester: about 5,000 km. It involves one club-to-country cycle and no intercontinental crossing. The sum of absolute time-zone changes is only two hours.

That is precisely why this case is useful. The travel geography is relatively modest beside the long-haul routes in our ten-player model. The match exposure is not. A shorter route can still contain four starts and a long uninterrupted period away from the club environment.

The load did not begin with Norway–Denmark

The international window was one section of a longer sequence. Norway played six matches at the 2026 World Cup and reached the quarter-finals, where its tournament ended against England on 11 July. The new Premier League season began for Manchester City in late August. By the international break, Haaland had played 90 minutes in each of City’s first five league matches.

Norway’s run therefore did not start from a clean seasonal reset. Solbakken described some of his players as having received only six or seven days of holiday after the summer, without saying that this exact number applied to Haaland. The Norwegian players’ union NISO said Haaland had entered the English season without a normal preparation period after Norway’s World Cup.

This wider sequence prevents a simple conclusion. The four-match window may concentrate national-team exposure, but the observed fatigue cannot be assigned to those four games alone. World Cup minutes, club minutes, training, travel, sleep, individual physiology and mental demand all sit inside the same accumulated load.

Availability is a poor yes-or-no measure

An injury register asks whether a player sustained a reportable health problem or lost time. That is essential information, but it does not capture every stage between full freshness and absence.

Sports-medicine consensus work treats load more broadly, distinguishing the work performed from the individual’s response to it. Match minutes and travel are forms of external exposure. Fatigue, soreness, sleep, perceived effort and readiness are part of the internal response. Two players can complete the same schedule and experience it differently.

LayerWhat public data can show hereWhat remains private or unknown
ExposureFour starts; 337 minutes; match spacing; modelled routeTraining load; sprint distance; accelerations; collisions
ResponsePlayer asked to come off; coach described him as spentWellness scores; sleep; soreness; perceived exertion
Medical outcomeNo injury was announced at the research cutoffClinical findings; later symptoms; future injury risk
AvailabilityStarted all four Norway matchesReadiness for the next club match

Calling the Porto substitution “functional fatigue” can be useful as editorial shorthand, but it should not be mistaken for a validated diagnosis or a new binary statistic. A better description is a fatigue-signalled substitution: a visible management decision supported by the player’s request and the coach’s explanation.

If analysis counts only injuries, it misses that signal. If it labels every early substitution as fatigue, it invents information. The useful middle ground is to record observable events—planned minute limits, requests to come off, rest from training, omitted starts and delayed club returns—while stating exactly who explained them and what is still unknown.

NISO’s question is about the brake, not only the speed

NISO’s response moved the discussion beyond one striker. The union called for clearer workload and recovery rules covering time between matches, continuous rest periods, travel strain and recovery after a long season. Its central concern was that protection should not depend on a player being the person who finally says stop.

That position is consistent with a 2025 FIFPRO consensus exercise involving 70 medical and performance experts. Its 12 proposed safeguards included a four-week off-season, at least two completely commitment-free weeks, a four-week retraining period before competition and explicit consideration of travel burden.

These are proposals from player representatives and independent specialists, not the current rules of every competition. They also do not turn one substitution into proof that a calendar design has failed. They do identify the governance question exposed in Porto: where should collective safeguards sit when a player’s competitive instinct is to remain available?

What this case changes—and what it does not

Our first window analysis found a consistent structural benefit: replacing two separate September and October periods with one integrated window removes a club-to-country round trip. Haaland’s case does not reverse that result. It adds another dimension.

Fewer transitions can coexist with concentrated match exposure. Lower travel distance can coexist with fatigue. Continued availability can coexist with reduced freshness. Those are not contradictions; they are different measurements.

A single case cannot tell us whether players were more or less fatigued under the old two-window structure. It cannot establish injury risk, and it cannot show that Haaland would have felt fresher under a different schedule. A matched comparison would need completed minutes, recovery intervals, travel, off-season length, club return and later health outcomes across a much larger group.

It can, however, improve what that future dataset looks for. Injury should remain an outcome, but not the only one. The moments before absence—the conversation about a minute limit, the player asking to leave, the coach changing the plan—belong in the record too.

Manchester City are scheduled to visit Liverpool on 11 October, seven calendar dates after the Portugal match. Whether Haaland trains, starts or plays is a follow-up observation, not a conclusion available today. The responsible approach is to record it when it happens.

Method note: National-team minutes and substitutions come from official NFF match records. “Full days” counts calendar dates strictly between matches. The route uses standardised city-centre coordinates and the haversine formula: Manchester → Oslo → Cardiff → Porto → Manchester, summed before rounding to the nearest 100 km. Time-zone shift is the sum of absolute UTC-offset changes on each leg at local noon, including daylight-saving time. It is a comparison proxy, not a measurement of jet lag. No airport, flight, hotel, training-base or personal movement is inferred. Research cutoff: 6 October 2026, 15:00 JST.

From a First Step to a Place to Stay: How Osaka’s Football Clubs Are Widening Access to Sport

An AI-generated editorial illustration connecting a child's first ball activity in a university gym with teenagers training on a school football field.

A child walks into a university arena unsure whether sport is really for them. Elsewhere in Osaka, a teenager wants to keep playing football, but the school system around that team is becoming harder to sustain. Neither scene belongs to the familiar world of elite academies. Both are places where a professional club may have something useful to offer.

Two recent projects involving Cerezo Osaka and Gamba Osaka sit at different points in a young person’s sporting life. One creates a gentle first encounter with movement. The other is designed to help an established school activity continue. Read together, they suggest a broader role for clubs: sharing their people, expertise and local standing so that more children can find a way into sport and a reason to stay.

A first step for children who feel left behind

On 18 August 2026, the Osaka Sports Association and Osaka Metropolitan University’s Research Center for Urban Health and Sports held a free Children’s Exercise Challenge Class at the university’s Morinomiya campus. It was designed for third- and fourth-year primary school pupils, particularly those who felt they were not good at exercise. The organisers set a capacity of 50.

The programme moved through running, throwing, rhythm exercises and games with a ball. University students worked alongside the children, while Cerezo ambassadors Toshinobu Katsuya and Yusuke Maruhashi joined the ball activities. The club’s account describes the ambassadors speaking to the children individually and sharing the simple pleasure of kicking a ball together.

That detail matters. Organised sport can appear to begin with confidence, ability and knowing the rules. A class built for children who already feel uneasy about exercise begins somewhere else. Its first task is to make movement feel possible and enjoyable.

Cerezo did not create the class alone. It was organised through the university and the Osaka Sports Association, using the university’s facilities, students and research base. The club brought recognisable football figures and a direct connection to play. This is a modest form of partnership, but also a practical one: each organisation contributes something the others do not hold by themselves.

Keeping a school team available

In Suita, the challenge begins later. The city says about eight in ten of its junior-high students take part in extracurricular clubs. At the same time, teacher workload and a shortage of staff able to serve as advisers have made it difficult in some schools to maintain the range and quality of those activities.

Suita has been testing external management since 2024 and now contracts out the operation of selected clubs across all of its municipal junior high schools. The school activity remains in place. An outside operator selects and coordinates coaches, communicates with schools and parents, handles incidents and accompanies teams to weekend competition. A teacher remains a school contact and continues to support pupils in their wider school life.

The city has now announced a model involving Gamba Osaka. Subject to the contracting process, Gamba Osaka Academy is due to manage the football clubs at three municipal junior high schools from April 2027. The two-year model is scheduled to run until March 2029, with the participating schools still to be selected in the material published by the city.

This is more than sending a coach for an occasional session. It places the academy inside the routine responsibilities of a school club. The value of the club’s expertise will lie not only in the content of a training session, but in whether it can help provide a dependable place to play week after week.

Two stages of the same journey

The projects are different in scale and status. Cerezo joined a class that has already taken place; Gamba’s school-club role is planned for 2027. One lasts a day and welcomes younger children at an entry point. The other is intended to operate for two years within the weekly life of junior-high students.

They nevertheless belong in the same conversation. Access to sport is not secured by opening a single door. Children need an invitation that feels safe, adults who understand how to teach them and places where participation can continue as they grow. Universities, public bodies, schools and community organisations all hold parts of that chain. Football clubs can strengthen it.

Japan’s wider reform of school club activities makes the second example especially timely. The national reform period that began in the 2026 financial year is intended to expand sustainable opportunities for children while reducing a system’s dependence on teachers alone. Suita has chosen to preserve extracurricular clubs as part of school education while outsourcing parts of their management. The planned work with Gamba is one local version of a much larger national transition.

Beyond the academy

Professional academies are usually judged by the players they produce. These Osaka projects point to another kind of contribution. Coaching knowledge can help a hesitant child enjoy a ball for the first time. Organisational capacity can help a school keep a familiar activity available. A club’s name can also give public programmes visibility and make participation feel connected to the football culture of the city.

Neither project needs to turn every participant into a footballer. The more generous ambition is to help children build a comfortable relationship with movement, teammates and a place to belong. Cerezo’s involvement begins with an invitation. Gamba’s planned role is about continuity. Osaka offers room for both.


This article is part of What can football learn from Japan?, FootballGravity’s continuing series on ideas, communities and experiments in Japanese football.

Dreams Have No Age: What Football Can Give Back

Original cream and green typographic cover reading Dreams have no age, with an abstract football pitch and the official FootballGravity logo.

Eleven Real Betis players walked onto the pitch before their match against Getafe on 17 September 2026. Beside them were eleven companions, wearing the club’s green and white. This time, the escorts were some of Betis’ oldest members.

The invitation gave older supporters a place in a ceremony usually associated with childhood. It also offered a different way to think about the relationship between a club and the people who sustain it. Supporters spend years giving football their time and affection. Here was an opportunity for football to give something memorable back.

The image remains worth spending time with after the match has passed. Walking onto a pitch alongside a player can be a dream at any age. A club has the means to make that dream possible.

A place in the Betis family

In its announcement, the Real Betis Foundation connected the Getafe occasion to its Older People’s Week, scheduled for 28 September–4 October. The programme included letters delivered to a care home through De Béticos a Abuelos, bringing generations into contact, and visits by older groups to La Cartuja. The foundation described its purpose as recognising older people’s contribution and keeping them actively involved in the Betis community.

Participation also extends to playing. A separate club announcement about Walking Football traces the project to 2022. Its advertised eligibility was women over 40 and men over 50, all club members. Running and balls above head height are prohibited, and contact is penalised. The adapted game offers another route into football as people grow older.

Those routes matter because people do not all want the same relationship with their club. One person may want to play again; another may enjoy exchanging letters or visiting the stadium. An invitation onto the pitch adds an extraordinary experience to those more regular forms of connection. Together, they give belonging somewhere to go.

The children beside the players

There is a useful historical connection to the familiar sight of children accompanying footballers. At the 2002 World Cup in Korea and Japan, FIFA and UNICEF worked together to promote children’s rights through the Say Yes for Children campaign. The Japan Committee for UNICEF’s contemporary materials record the campaign’s connection with the tournament.

A UEFA report published on 11 June 2002 described children accompanying each player at every match. It connected that visible role to football’s responsibility towards children, including their access to recreation and primary education. The walk onto the pitch carried a message beyond the coming game.

This establishes what the partnership did at that tournament; it does not establish when player escorts were first invented. What makes the connection interesting is the use of a few highly visible minutes to recognise people whose lives extend far beyond the stadium.

Betis’ invitation can be read as widening that possibility to another generation. That is an interpretation of the two occasions, rather than evidence of a formal connection between their organisers. Children retain every reason to be there. Older supporters have reasons of their own.

Japan’s supporters discover a new role

In Japan, a related idea has taken root through Be supporters!, an initiative begun by Suntory Wellness in December 2020 and promoted nationally with the J.League from 2021. It invites older people, including care-home residents and people living with dementia, to support local clubs. Its guiding phrase translates as moving from being supported to becoming someone who supports.

In an August 2025 announcement, the J.League reported participation across approximately 230 facilities, involving around 10,000 people cumulatively. Dating those figures matters: they describe the programme at that point, rather than its present size.

The league’s earlier account, from September 2022, included an 86-year-old who began studying Spanish after becoming a fan of a Spanish player, and a 90-year-old who normally used a walking frame taking steps independently to see a favourite player’s photograph. These are individual experiences reported by the organisers, rather than evidence of a general clinical effect.

The language-learning story is particularly telling. A new interest opens a door into another country and its language. There is a player to follow, a match to anticipate, something to talk about with somebody else. Curiosity continues to make demands on the world, long after the age at which society tends to expect it.

Betis and Be supporters! approach this relationship from different directions. In Seville, established members received an invitation to share the players’ entrance. In Japan, people accustomed to receiving assistance gain an opportunity to encourage a team. Both allow older people to take part in the present life of football.

Sustaining the people who sustain a club

Environmental action remains essential to football’s future. The sport depends on habitable places, usable pitches and communities able to live with a changing climate. Alongside that work, social sustainability asks how people remain connected to the institutions they care about through different stages of life.

The J.League includes Be supporters! within the People dimension of its sustainability activities. It is a useful reminder that sustaining a club also involves sustaining relationships: making room for someone whose mobility, circumstances or daily routine has changed.

A supporter can stay with a club longer than any player, manager or owner. Across those years, the contribution takes many forms, from buying tickets to bringing another generation to a first match. The club becomes part of family memory. Recognition of that commitment can be deeply personal, especially when it offers a new experience rather than simply commemorating the past.

Other clubs can find versions of these ideas that fit their own communities. A matchday invitation can sit beside regular contact with care homes or opportunities for adapted play. The arrangements need to follow the people involved: their wishes, their comfort and the assistance that makes participation possible. A shared walk onto the pitch becomes more meaningful when there are ways to remain connected afterwards.

A memory for life

We often describe a child’s visit to a stadium as a memory for life. The phrase belongs just as naturally to an experience made much later. The value of a new memory does not diminish because someone already has decades of memories behind them.

For the older members invited to accompany Betis’ players, the occasion made room for another chapter in their relationship with the club. We cannot know what each person felt without asking them. But we can recognise the generosity of making that space available, and the possibilities it leaves for others.

Football has long understood the joy of giving a child a first glimpse of the pitch. It can keep creating those moments throughout a person’s life. Dreams have no age.