Acquisition: Specific areas of volunteer work were defined with clear task descriptions, including shift lengths and the number of volunteers required. A central database serves as a communication platform and provides both volunteers and the organization with a transparent overview at all times.

Preparation: Volunteers receive detailed task descriptions via the platform and by email. In addition, there are so-called department heads (lead volunteers) who receive particularly intensive briefings. For these lead volunteers, a meeting with a working phase for exchange and a subsequent joint dinner takes place before the event.

Implementation: During the event, the volunteer management team is on site with three employees and is in constant communication with the department heads. All volunteers are provided with appropriate equipment and meals.

Follow-up: All department heads submit a feedback form to the volunteer management team. In addition, another department head meeting is held after the event to reflect on the event together. This second meeting serves primarily to show appreciation for their commitment.

Training opportunities and recognition: Volunteers who have been involved for many years are inducted into a “Hall of Fame.”

At Christmas, a celebration is held for all volunteers as a thank you (with full-time employees acting as volunteer helpers). Refreshments are provided. There is also a raffle and the opportunity for volunteers to purchase remaining event merchandise in exchange for a donation.

In addition, volunteers involved in the event were provided with free digital learning opportunities on the topic of sustainability at sporting events. A total of 829 volunteers took part; 81% of them received a certificate in recognition of their commitment after successfully completing the course. Based on a total of 5,700 volunteers, this corresponds to just under 12%.

In general, there is a high demand for volunteer work at the event. At the same time, numerous volunteers have been involved in the event for several years and have built up valuable expertise during this time.

The aim of structured volunteer management is therefore to attract new volunteers and to retain existing volunteers and their expertise in the long term.