This month marks a leadership transition at the EOC EU Office. Seventeen years after founding the office and steering its direction, Folker Hellmund is stepping down to enjoy a well-deserved retirement. Carlotta Giussani, Head of Funding at the EOC EU Office since 2021, has been selected as his successor and officially took office on 1 April. 

Folker witnessed the early days of EU sport policy and played a key role in establishing the office as a trusted partner of EU institutions, while strengthening ties with the Olympic Movement. In this joint interview, he reflects on the key milestones of his career, while Carlotta outlines how she intends to build on his legacy, further strengthen the office’s strategic positioning, and increase support for actors of the Olympic Movement. 

The EOC EU Office team wishes Folker all the best in this new chapter and looks forward to supporting Carlotta in her new role. 

Question 1: Folker, since 2007 you have served as Director of the EU Office of German Sports and, since 2009 of the EOC EU Office. In retrospect, what were the main milestones in European sports policy during this period?  

Between 2007 and 2026, European sport policy underwent a gradual but significant transformation. Firstly, I would mention the White Paper on Sport from 2007. Legally it was a non-binding document but content-wise it paved the way for the future EU sports policy, including the formal recognition of sport within the Lisbon Treaty in 2009, the expansion of financial support through the Erasmus+ programme, and an intensification of judicial oversight by the Court of Justice of the European Union (CJEU). While political and financial instruments shape EU sport policy indirectly, the most profound influence stems from the jurisprudence of the CJEU. The Court has consistently held that sport falls within the scope of EU law whenever it constitutes an economic activity or has economic effects. These rulings triggered a learning process of sport governing bodies (SGB). In this regard, I cannot accept critics implying that SGB are still considering themselves as standing outside EU law, at least not those that are partner of the EOC EU Office.

Question 2: How would you describe the role of the EOC EU Office during this period? 

Long before the Lisbon Treaty came into force, we advocated for giving sport its own article in the EU treaties. However, the Olympic sports movement had hoped to anchor the autonomy of sport even more strongly in the treaties. Article 165 TFEU merely refers to the “specificity of sport,” which has been criticized by some federation representatives as insufficient.

The EOC EU Office played an important role in shaping the Erasmus+ Sport programme and held numerous meetings in advance with the Sport Unit of the European Commission to present our expectations for the programme. However, it must also be said that we initially called for an independent sport programme outside of Erasmus, though fortunately a different decision was ultimately made.

Overall, the EOC EU Office always acted as a mediator between organized sport and the European institutions. With the growing number and importance of its now 38 partner organizations - comprising international and European federations as well as the IOC, EOC, and NOCs - the recognition of the EOC EU Office has increased significantly, especially since we cover all areas of elite sport, grassroots sport, and, for some time now, Paralympic sport. With our expertise in EU funding, we have also been able in the past to support many of our partners in their successful applications, which is highly appreciated by them.

Question 3: What are the main challenges of the Olympic Movement as of today? 

There are several. The increasing political instrumentalization of sport, the debate over the participation of athletes from countries engaged in war in sporting competitions, the treatment of athletes, the impact of climate change on sport -especially on the Olympic Winter Games - and the long-term financing of sport in times of economic crisis.

At the European level, the discussion around the European Sports Model (ESM) is particularly high on the agenda. The recent rulings of the European Court of Justice have fundamentally strengthened the special role of sports federations and confirmed issues such as promotion and relegation and solidarity mechanisms as essential components of the ESM. Nevertheless, federations must continue working to improve their governance structures and, in the future, demonstrate how funds from solidarity mechanisms are being used. However, this list could easily be expanded to include other points as well.

Question 4: Is there something you are proud of and what have you appreciated most? 

It was an absolute privilege to be able to work in the field of sport and politics for such a long time. My thanks go to the EOC, IOC, and DOSB!

What motivated me most was the collaboration with so many outstanding colleagues and the fact that, together, we managed to maintain a very positive working environment despite the heavy workload. In particular, in the past few years, I have felt very supported, which facilitated our work a lot. Thanks to Eva, Carlotta, Elisabeth, Laura und Jakob!

The development of the office into the main point of contact for EU institutions in the field of sport, as well as successful EU projects such as OCEAN, SIGGS, GAMES, and now SAFE HARBOUR, make me proud because they have created a true legacy for the project partners involved and beyond.

A particular highlight for me was having the opportunity to be part of the German Olympic team at seven Olympic Games. These memories will stay with me.

Question 5: Carlotta, you take over the role as Director of the EOC EU Office after having served as Head of Funding for nearly five years. What are the legacies that you will take up? 

First and foremost, I would like to express my sincere appreciation for Folker’s outstanding leadership over the past 17 years. His vision, dedication and tireless commitment have been instrumental in positioning the EOC EU Office as a trusted, credible and authoritative partner of the European institutions, and a recognised voice of the Olympic Movement in Europe. He has established very strong foundations for the EOC EU Office, and I feel very fortunate to follow in his footsteps 

I have had the privilege of witnessing part of this journey and will continue to uphold the Office’s role as a bridge between sport and the EU, ensuring continuity in our core activities while further strengthening our policy and funding engagement. I look forward to ensuring that the priorities of both the EU and the Olympic Movement are effectively translated into impactful initiatives across organised sport in Europe.  

In recent years, we have built encouraging momentum with more NOCs and International and European Federations actively engaging in EU matters, which is a clear sign of a strong spirit of cooperation and shared ambition across our network. This collective engagement is a big asset, and I am committed to further strengthening these synergies to ensure that our network continues to engage, implement and cooperate on tangible initiatives. 

Question 6: Can you already tell us in which direction you would like to develop the office ? 

Looking ahead, the EOC EU Office will structure its work around three core pillars: advocacy, funding and capacity-building.  

In terms of advocacy, our objective is to further elevate the voice of the Olympic Movement within the European institutions, ensuring that sport is appropriately recognised and supported in EU policies. 

This is particularly critical in the context of the ongoing negotiations on the Multiannual Financial Framework 2028–2034. EU funding represents a significant opportunity to join forces across our network and effectively translate both EU and Olympic Movement priorities into concrete, lasting initiatives with genuine impact and legacy.  

The capacity-building pillar will be key to empowering our network to engage strategically with EU matters and maximise opportunities in advocacy and funding. We will continue to strengthen opportunities for training, peer-to-peer dialogue and the exchange of good practices, strengthening the culture of collaboration across our network and beyond. 

Ultimately, my goal for the EOC EU Office is to help our members access EU funding, shape policy decisions, and fully capitalise on the opportunities European institutions offer for sport. 

Question 7: Could both of you tell what you appreciate from each other working skills?  

Folker: Carlotta is an exceptionally strong networker who can quickly build good personal relationships, which is extremely important for work. She is diligent, fully committed to her work, has a quick grasp of things, and works in a very structured manner. Since she also brings a good sense of humor, I am convinced that the office is heading toward a bright future with her as its leader and the excellent team around her.

Carlotta: It has been a real privilege to work alongside Folker over the past years and to learn from his deep understanding and extensive experience of the European policy landscape, as well as his ability to navigate complex institutional environments with both strength and kindness. Moreover, his guidance and mentorship, combined with his great sense of humour, his passion for music, and the many work trips we shared, have been truly invaluable in preparing me for this new role.