The FIGC has published its 2025 Activity Report on its official website. Part of an annual reporting process introduced in 2015, the document aims to promote transparency and provide a comprehensive account of the Federation's activities for all internal and external stakeholders.

The report brings together contributions from the Federation's various departments as part of a broader commitment to good governance and ongoing collaboration across the organisation. Each department regularly produces a summary of its activities, which are then compiled into a single, comprehensive report.

The Management Report serves as a tool for reviewing, monitoring and assessing management and administrative performance against the policy objectives set by the Federation's governing bodies and its organisational strategies. To further promote transparency, the FIGC makes its key reference documents publicly available alongside the Activity Report through a range of publications, some also available in English, in the ‘Federazione Trasparente’ section of its official website. These include the Social Report, Integrated Report, Federation Budget and Annual Financial Statements, as well as ReportCalcio, the Economic Report on Italian Football and numerous other publications outlining the key features of the Federation's management model and strategic approach.

OPERATING CONTEXT. The Federation's work focused on strengthening and developing its potential across the sporting, commercial, institutional and social spheres, while maintaining high standards of governance and management. The overarching aim was to deliver high-quality services in line with its institutional responsibilities and achieve the best possible sporting, organisational and financial results.

In 2025, the main initiatives approved by the Federation's governing bodies once again focused on ensuring the sustainability of football at every level. These included targeted regulatory measures and the continuation of a major financial support programme for clubs and the Federation's constituent bodies. The overall value of the so-called 2025 "service policy" exceeded €30 million. The FIGC's support therefore centred on long-term financial sustainability and the protection of youth and amateur football through structural reforms and direct funding.

Throughout 2025, the permanent forum bringing together the Federation's constituent bodies addressed a range of pressing issues facing Italian football. Discussions focused not only on sustainability in its broadest sense, particularly financial and economic stability, but also on measures to encourage new investment and strengthen capital bases, expand management training, review the provision of refereeing services and introduce a new organisational structure for elite referees, with the aim of raising standards and further professionalising their work.

The Federation's objective was to provide practical solutions to the most urgent challenges facing Italian football, recognising the need for broad agreement across the game to safeguard fair competition and the integrity and value of its leagues.

Alongside measures designed to strengthen the financial stability of professional clubs, including incentives for youth academies, stricter extended labour-cost indicators and additional financial guarantees, the FIGC continued to support the foundations of the football system. This involved reviewing the mechanisms governing registration and youth development compensation payments, which remained subject to ongoing regulatory monitoring and improvement throughout 2025, as well as introducing new digital tools, including the dedicated Portale Premi.

Overall, the strong financial results achieved by the Federation in recent years, together with support from Sport e Salute SpA and international football governing bodies FIFA and UEFA for specific projects, enabled the FIGC to continue funding investment in programmes aimed at developing its strategic assets throughout 2025.

NATIONAL TEAMS. In 2025, Club Italia maintained a busy schedule across its national teams, organising 248 events compared with 236 the previous year. The senior men's national team competed in the inaugural UEFA Nations League quarter-finals in March before beginning their qualifying campaign for the FIFA World Cup 2026 in June. That campaign ended in defeat in the play-offs in late March 2026, leaving Italy out of the World Cup for the third consecutive time.

Elsewhere, the year brought notable achievements for the men's and women's youth national teams, as well as the men's Beach Soccer national team. In particular:

  • The Men's Under-21 national team qualified for the UEFA European Under-21 Championship finals in Slovakia, where they reached the quarter-finals.
  • The Men's Under-20 national team once again qualified for the FIFA U-20 World Cup finals, held in Chile.
  • The Men's Under-17 national team reached the semi-finals of the UEFA European Under-17 Championship and secured a historic place at the FIFA U-18 World Cup, held in Qatar in November, where they finished third.
  • The senior women's national team enjoyed an outstanding campaign at the UEFA Women's European Championship in July. After progressing from a challenging group and defeating Norway in the quarter-finals, Italy were denied a place in the final by eventual champions England, who prevailed in the closing minutes of extra time in a thrilling semi-final.
  • - The women's youth national teams also enjoyed considerable success, with both the Under-19 and Under-17 sides securing World Cup qualification. The Under-17 team reached the semi-finals of the UEFA European Championship in the Faroe Islands before progressing to the quarter-finals of the FIFA World Cup in Morocco. The Under-19 national team also reached the semi-finals of the UEFA European Championship in July.

ORGANISATION AND PROCESS INNOVATION. In 2025, the FIGC continued to streamline its institutional operations and modernise its processes, placing an even greater emphasis on digital transformation and data centralisation. The aim was to reduce administrative burdens for clubs and improve transparency in decision-making and oversight. The Federation completed its transition to fully digital management of its dealings with clubs. Key developments included improvements in the following areas:

  • Qualified Electronic Signature (QES): This became mandatory for the submission of contracts, financial guarantees and certificates of enforceability, eliminating paper-based procedures and ensuring document integrity throughout the league registration process.
  • - Traceable Payments: The integration of digital payment systems has simplified the payment of club affiliation fees and training compensation, reducing administrative processing times.
  • The new Portale Premi is now fully operational. The platform, which continues to be developed and improved, gives all clubs real-time access to information on registration and training compensation payments owed to or by them under current Federation regulations. It also allows clubs to obtain the relevant documentation to initiate payments and communicate electronically with the bodies responsible for resolving any disputes.
  • Data and Performance (Big Data). Innovation has also reached the technical heart of Coverciano.
  • - Data-Driven Scouting: The FIGC has further expanded its use of algorithms and big data to monitor national team performances. The Federation has invested in proprietary software that combines physical and technical data on registered players of all ages, in strict compliance with regulations governing the processing of sensitive personal data.
  • Coverciano 3.0: The Technical Centre has been transformed into a highly connected technology hub, providing online training (e-learning) for coaches and officials. This has made professional development more accessible across all categories involved in the Federation's activities.

Integrated Reporting and Transparency

  • Sostenabilia: As outlined in greater detail later in this report, Sostenabilia is a multimedia digital platform launched by the FIGC in late 2024 to showcase and promote social and environmental sustainability initiatives in football. It quickly became the Federation's official tool for transparent reporting on the 66 objectives of its 2030 Sustainability Strategy, giving supporters and stakeholders real-time access to relevant FIGC data.

WOMEN'S FOOTBALL. 2025 was a landmark year for the growth of women's football in Italy, with major structural reforms, including changes to the league system, accompanied by a sharp rise in participation and media interest. The year was also marked by the senior national team's outstanding run at UEFA Women's EURO 2025. In particular, the Federal Council approved a significant restructuring of the competitions for the 2025/26 season, aimed at raising competitive standards and expanding the professional game:

  • Serie A: The league expanded from 10 to 12 teams.
  • New format: The two-phase system was replaced by a single round-robin league format, with 22 matchdays in total.
  • Serie B: The league was restructured to 14 teams to strengthen its competitive standards.

Women's football is also experiencing unprecedented growth:

  • Registered players: The number of registered female players approached 50,000 in 2025.
  • Attendance and media: Serie A recorded a 62% increase in attendance, while the UEFA Women's EURO 2025 semi-final attracted a peak television audience of 4.08 million.
  • Economic impact: According to recent studies, women's football now contributes an estimated €3.2 billion to Italy's GDP.

In terms of external financial support, the FIGC welcomed the extension of the public fund supporting the transition to professionalism into 2025, helping clubs develop and expand their operations.

Further evidence of the growing importance of women's football came from the record level of UEFA club benefits linked to players' participation in Women's EURO 2025. These payments reached a total of €9 million for European clubs, including Italian clubs receiving their respective shares.

TRANSPARENCY. The Federation strengthened its commitment to communication and transparency through the publication of strategic documents, social awareness campaigns and regulatory reforms designed to provide greater clarity in its dealings with registered members and stakeholders. In particular, the FIGC continued to expand its reporting on all areas of activity, used its media channels to promote ethical values and enhanced its digital services to make information more accessible. This included further improvements to its platform for managing registrations, payments and training courses, making administrative procedures faster, more transparent and easier to track.

 

COMMERCIAL DEVELOPMENT. In 2025, the FIGC's commercial activities continued to grow, with increased visibility for its brand partners despite a challenging regulatory and competitive environment. In recent years, the Federation has worked to strengthen its commercial operations by bringing several key activities in-house, including partnership sales, account management, brand visibility monitoring, television rights management (excluding those marketed centrally by UEFA), editorial content production, business event organisation and the activities of its e-National Teams. This approach has driven steady and significant growth in commercial revenue, with the increase even more pronounced when income from technical sponsor adidas is taken into account. Notably, despite 2025 being a year without major football events involving the senior men's national team, royalties generated from worldwide sales of Italian national team merchandise comfortably exceeded the minimum guaranteed under the sponsorship agreement. The main areas of activity relating to youth football at club and school level focus on promoting, organising and developing sporting and educational opportunities for young male and female players throughout Italy.

YOUTH FOOTBALL. In 2025, the FIGC's Youth and School Sector (SGS) focused its activities on three key pillars, aimed not only at developing the technical skills of approximately 900,000 registered young players, but also at safeguarding their welfare and supporting their education. The Youth Championships represent the highest level of youth football in Italy. During the season, 98 clubs took part, comprising 97 professional clubs from Serie A, Serie B and Serie C, alongside San Marino Academy. The seven competitions organised and managed entirely by the SGS featured 299 teams and a total of 7,400 players across the Under-15 to Under-18 age groups. Alongside its sporting activities, the SGS places considerable emphasis on education and training, most notably through its Evolution Programme. The initiative aims to establish a structured approach to technical, sporting and educational development across Italy, involving everyone who plays a role in the development of young male and female players, including technical staff, club officials, coaches and parents. More broadly, the Territorial Development Programme promotes a new approach and methodology designed to create an environment in which every young player can fulfil their potential. As in previous years, considerable efforts were also devoted to developing football in schools. These activities were supported by the continued involvement of the SGS's technical staff and the Valori in Rete platform, which for more than a decade has brought together the full range of educational programmes specifically designed for schools of all levels throughout Italy. In 2025, the FIGC also continued its comprehensive reorganisation of youth football's technical development structure, with the support of a leading external adviser. The initiative focuses on improving coordination and strengthening cooperation between the Youth and School Sector, the Technical Sector and Club Italia, bringing greater consistency to their respective roles in developing young players across the country.

 

LEGAL AND REGULATORY MATTERS. In 2025, the FIGC introduced significant changes to its oversight systems and implemented targeted reforms aimed at balancing clubs' financial stability with the protection of players' rights. Alongside revisions to the National Licensing System, the rules governing financial checks on clubs during the season and the penalties for non-compliance (Title VI of the NOIF), introduced in accordance with applicable legislation, the transfer of supervisory responsibilities previously held by the Commission for the Supervision of Professional Football Clubs (Co.Vi.So.C.) became fully operational. From October 1st, 2025, these responsibilities were assumed by the Independent Commission for the Verification of the Economic and Financial Stability of Professional Clubs. To date, however, this transition has had no significant impact on the costs previously incurred by the Federation in providing administrative support to its supervisory bodies. Under current legislation, the FIGC remains responsible for covering the personnel costs of Federation staff assigned to the newly established Commission. Meanwhile, implementation of the provision under Decree 71/24 requiring the sports federations subject to these controls (football and basketball) to contribute towards the Commission's operating costs was postponed by one year. The Federation also introduced important amendments to its Internal Organisational Regulations (NOIF), particularly concerning player registration and apprenticeship contracts. Following constructive discussions with the Italian Competition Authority, which had raised concerns about the compatibility of the existing rules with the principle of free movement of workers, the so-called "authority contract" mechanism underwent a substantial overhaul. From July 1st, 2025, it was replaced by a new arrangement allowing players and clubs to agree in advance to grant the club an option to convert a player's voluntary registration into an apprenticeship contract at specified deadlines.

 

SUSTAINABILITY. As an institution with responsibilities towards its stakeholders and Italian society as a whole, the FIGC has long recognised the importance of the social environment in which it operates. Social responsibility and sustainability are therefore central to the Federation's strategy. The introduction of new sections on its website reflects its commitment to making related development and promotional initiatives more visible and accessible to the public.

In particular, the previously mentioned Sostenabilita project, officially launched by the Federation in late 2024 and further developed throughout 2025, serves as a multimedia platform bringing together and showcasing the FIGC's social and environmental sustainability initiatives.

The main initiatives developed under this project in 2025 included:

  • Sostenabilia.it platform: A central digital platform for monitoring the 66 measurable objectives set out in the 2030 Sustainability Strategy.
  • Matchday initiatives – Quiet Rooms: Safe, welcoming spaces were provided for supporters with cognitive and sensory disabilities at Italy's national team matches in 2025, including Italy vs. Norway in Milan.
  • Audio Description: A dedicated service for blind and partially sighted supporters, now established as a standard feature at Italy's home matches.
  • Environmental Sustainability – Circular Economy: The introduction of sustainable catering practices and the elimination of single-use plastics in hospitality areas at Federation events.

PARALYMPIC AND EXPERIMENTAL FOOTBALL. In 2025, the Paralympic and Experimental Football Division (DCPS) continued its activities following its establishment by the FIGC in 2019, under a memorandum of understanding signed with the Italian Paralympic Committee (CIP).

The FIGC was the first sports federation in the world to establish a dedicated division for Paralympic and experimental football, marking an important step towards promoting cultural change and greater inclusion in the sport. During the 2024/25 season, approximately 300 teams and 3,300 registered male and female athletes took part in the Division's national competition, Il Calcio è di Tutti (Football for All). Competitions were held across 17 Italian regions, culminating in the National Finals in Tirrenia in May 2025. The Division occupies a unique position within Italian football, with its projects supported by the Federation's main constituent bodies. All official DCPS matches and certain affiliated tournaments are officiated by referees from the Italian Referees Association (AIA), while a dedicated coaching course for players with disabilities was developed in collaboration with the Italian Football Coaches Association (AIAC). All professional leagues and the National Amateur League also provide promotional and organisational support, including through partnerships involving individual clubs. Further recognition of the project's importance came at the end of 2025, when the Italian Football Federation was officially recognised by the Italian Paralympic Committee as a National Paralympic Sports Federation. From January 1st, 2026, the CIP entrusted the FIGC with responsibility for the technical, organisational, educational and financial management of football activities for athletes with amputations and brain injuries, both nationally and internationally. These responsibilities were previously held by the Italian Federation of Paralympic and Experimental Sports (FISPES).