Did you know that numerous sports clubs claim to be true to their code of ethics, promote climate as a spearhead and launch initiatives to engage as many people from the community as possible, regardless of their background? But at the same time, some clubs are guilty of fraudulent practices such as match-fixing, a huge footprint or a homogeneous board where there is no attention to diversity. > What is CSR and why is it important? The above examples all contribute to Corporate Social Responsibility (CSR), a concept in which organizations are committed to people and planet in addition to profit. Focusing on every aspect of CSR creates win-win-win situations where long-term efforts benefit customers, society, and the organization itself. Topics such as the environment and ethics are becoming increasingly important both in business and in the professional sports context. This context is characterized by a number of unique factors such as power of the media, fan base, social interaction that cross cultural differences, and the passion that both athletes and fans have for their sport. All of this creates an environment in which CSR initiatives can be even more impactful. > Measuring CSR So how do we know if a sports club is "doing the right thing"? A sport-specific measurement tool that takes into account the whole spectrum of CSR is not yet available. In this study, we take a first step toward a sport-specific CSR performance scorecard that should enable future measurements within the professional sports context. With the scorecard, we want clubs to be able to compare themselves with each other and thereby become even more committed to CSR. We consulted CSR experts from different countries and working industries and they all agreed that a sport specific CSR measurement tool should be developed. We also found 10 sport specific CSR pillars (labor relations, community relations, environmental sustainability, philanthropy, diversity and equity, corporate governance, stakeholder management, financial responsibility, human rights, and integrity) and 10 external indicators that further deepen four of the pillars. We only focused on external indicators at this stage of the study, partly because they are publicly available and internal indicators are not, but also because little is known about them. The final CSR scorecard should include both internal and external indicators. Furthermore, we found standards to measure each indicator and labeled them with average, below average or the gold standard, which means a very high score. The standards are indicator-specific but for the gold standard we found recurring themes across all indicators. The first is communication, talking about telling a story of an event rather than reporting on the number of participants of that event, for example. The second is impact, where we learned reporting on impact and success is more important than just outcomes (e.g., healthy and active kids vs number of schools funded for sports programs). The third is measuring instruments, talking about what information should be written down in a measurement report (e.g., board construction). The fourth is measuring process where we found out what a club should do, have or use to measure in the best way possible (e.g., an ethical committee for safeguarding the ethical code of conduct). The last category is persistence, talking about the value of long-term reporting. We also found challenges related to the diverse contexts or structures of sports clubs, which sometimes makes it seem as if we were comparing apples to oranges, or challenges related to measurement, which taught us that impact measurement is difficult. Important to remember is that the development of a sport specific CSR scorecard is needed to increase the effectiveness of CSR initiatives and thus have a greater impact. A next step is to prototype and test the external indicators along with the internal indicators in a professional sport club.