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The Olympic News Digest and International Inside Sports Newsletter PDF Imprimir E-mail
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Martes, 07 de Mayo de 2013 23:59

The Olympic News Digest and International Inside Sports Newsletter Karl-Heinz Huba, Editor & Publisher Telephone: +49 - (0)6251- 96 230

Faksimile: +49 (0) 6251–96 2323


Volume 45 Issue 20130502 © Copyright 2013



I sense that in the future the IOC President will necessarily move towards being executive chairman

EXCLUSIVE: Retiring IOC President discusses with David Miller the logic behind appointing a salaried successor

Elaborating expansively on his controversial suggestion that the IOC President should be full time and professional Jacques Rogge considers it his duty to create the possibility before his retirement. With the onerous demands of a post that largely operates seven days a week, answerable to more than a hundred IOC Members and over 250 affiliated associations around the globe, he believes it will be a strengthening of the job for all its responsibilities.

At the same time, Rogge emphatically counters the suspicion that such a radical move would further reduce the influence of either the Executive Board, nor any the more that of run-of-the-mill members.

Not long before Rogge’s own election in 2001, I had joined him, with then President Samaranch on a tour of seven central Asian countries, in the wake of the dissolution of the Soviet Union. Behind the urbane, relaxed manner was a medical consultants mind for detail. And Rogge reckons the President’s task is going to become more consuming than it already is.

“Any change is not going to affect me,” he says financially comfortable in late middle age with all expenses covered, including his wife’s travel on many trips

but I think it important to raise the idea with the Executive Board: that my successor should receive a salary if he or she wishes that. It would not be mandatory, the successor would decide.

Whether the EB will agree, I dont know, but I sense that in the future the President will necessarily move towards being executive chairman. Other sports organisations already have salaried presidents.”

Regarding the warning, expressed by Phil Hersh in the Chicago Tribune, that the IOC should heed the adverse experience of USOC in professional promotion of in- house staff to executive roles, Rogge is undeterred. I noted the comments ►►►

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by Phil Hersh, a respected writer, yet in many international companies, such as Coca-Cola, they traditionally promote from inside. From outside you might get fresh ideas, from inside you gain experience.” Hersh was equating a single NOC with the international body governing 205 nations, for which internal knowledge is paramount.

An inevitable consequence for the IOC from professionalised presidency would be higher expectation of someone on substantial income. Could they be sacked, within their term of office? Will the Charter require amendment?

This possibility [of dismissal] already exists with a vote of no confidence,” Rogge says, “and there is nothing in the Charter about the President being an honorary position. I’ve checked on the Charter and I dont think it would need to be reviewed. I think the change would only require approval of Members in a formal vote [at a Session], but our Juridical Commission would give the answer.”

While Rogge considers professionalising the presidency would enhance administration, increasing scope to work in an executive mode, he is alert to the accusation, among peripheral IOC Members, that appointed IOC staff such as director general Christophe de Kepper and Games executive director Gilbert Felli have increasing control of affairs.

I know just what the staff are doing and what co-ordination there is with the Members,” Rogge says. The staff report to me, an important role, and from there to the Executive Board for approval. The Members still control major events. For

example, where in other sports bodies, television negotiations are sub-contracted to

external agencies, we keep it in-house: very successfully, for millions of dollars. Thomas Bach handles European contracts, Richard Carrion the rest of the world. The Medical Commission, for instance, is perceptively managed by Professor Arne Ljungqvist. And so on.

I do try to keep involved those peripheral Members who have no parallel, concurrent duties with either IFs or NOCs, by embracing them in commissions: co- ordination, evaluation, etc. In Samaranchs time, there was occasional lack of information, Members complained, and I helped initiate a weekly gazette, relating to Members on current activities.

These days, before and after every EB meeting, a full outline of all decisions are sent by email, covering the past two or three months or, immediately following a meeting and before any press release, the latest details, so that Members dont find out first from the media.”

If there are some who sense that Rogge no longer has his foot on the accelerator after 12 arduous years at the helm, intellectually he has far from applied the handbrake.



Mundial 2012