An interview with Mate Kozma from the EHF EURO Event Department.
When dealing with high complexity, simply “making a plan” is rarely enough. You need a structure that creates clarity while still allowing for adjustment as conditions change.
At EHF, planning a EURO event begins long before the start signal. The bid process begins several years before the tournament, and the first formal meetings with stakeholders typically take place four years before the event itself.
“Under regular circumstances, the bidding process for the EHF EUROs starts 7 years before the actual event. This means that we must have finalized the actual bid book to this point, so we begin working on [it] approximately 8 years prior. The first meeting, the so-called kick-off meeting with the Organising Committees traditionally takes place 4 years before the throw-off of the respective EHF EURO,” explains Mate Kozma.
In recent years, however, it has become clear that planning rarely happens under “regular circumstances.” External events have repeatedly forced EHF to work with much shorter planning deadlines.
“We experienced several special situations throughout the last couple of years, such as Covid-19 or the conflict between Russia and Ukraine. We had to adapt to the “special circumstances” whereby this timeframe of when we begin planning was much shorter than usual,” says Mate Kozma.
Your takeaway:
You don’t need to plan seven years ahead to apply EHF’s principles. What matters is establishing a clear structure early on—with defined milestones and decision points—that lets you adjust along the way without losing oversight.
Photo: EHF
When large-scale events are repeated, a classic question arises: should you start from scratch every time, or reuse what already works?
At EHF, the answer is a combination of both. The core organizational structure remains consistent between events, while the content is continuously adapted.
“The general workflow of organising an EHF EURO is pretty much the same every time: we have the same timelines, the same procedures, the same preparatory and side events, etc. However, every EURO is different, that is why there is always something new we have to individually adapt to,” says Mate Kozma.
It gets even more complex when multiple countries co-host an event. In these cases, collaboration between many actors becomes critical—much like on the court, where no playmaker can win the game alone.
“A big challenge is bringing all the organising countries under the 'same roof' because we observe a tendency of co-hosting the EHF EUROs,” Mate Kozma explains.
He also highlights the many differences that need to be managed: cultures, time zones, currencies, traditions, financing models, and geography.
In short:
When multiple parties are working together, multiple versions of the plan can easily emerge. To create a strong counterbalance to this phenomenon, it's important to be clear about:
What must be consistent (quality standards, governance, milestones)
What can be local (methods, staffing, and practical execution)
For an EHF EURO to succeed, having a solid plan isn’t enough. That plan must work across a wide range of stakeholders with different roles and interests.
EHF coordinates with organizing committees, partners, suppliers, and its most central stakeholders: teams and officials. According to Mate Kozma, collaboration with these groups is essential to delivering a successful tournament.
“There are of course many different stakeholders which we need to cooperate with in order to ensure a successful EHF EURO,” he says.
This collaboration includes both the host countries’ organizing committees and a wide range of commercial and technical partners.
“We are regularly in touch with the Organising Committees of the organising countries during the preparatory period. In addition, there are many different partners involved in the organisation of such an event. As an example, the EHF has an excellent partnership with the EHF EURO Media & Marketing partner “Infront”, which is essential for a sustainable development from event to event.”
When so many stakeholders are involved, challenges rarely stem from a lack of willingness. More often, they arise from differing perspectives, priorities, and areas of responsibility.
That’s why Mate Kozma describes the EHF EURO as a shared product, where collaboration and clear frameworks go hand in hand.
“The EHF EUROs are not solely organized by the European Handball Federation but are a common product together with all stakeholders, most importantly the Organising Committees, the EHF Partners and the National Federations. However, as a governing body, we strictly adhere to a certain level of quality.”
The point:
The more stakeholders there are involved, the greater the need for shared goals, clearly defined roles, and clear standards. These don’t limit collaboration—they make it possible.
Photo: EHF
Complex projects are not solved merely by “more communication”. What really matters is when you communicate, who is involved, and whether everyone understands their points of contact.
At EHF, communication is therefore planned as an integral part of the event organization. Clear procedures are in place: weekly internal meetings within EHF, regular cross-departmental project meetings, and monthly coordination meetings with organizing committees and partners. As the event approaches, coordination becomes increasingly more detailed, with a focus on specific tracks such as guest management, competition operations, arena setup, and accreditation.
“In order to ensure quick communication processes, a counterpart list including all contacts and responsibilities per each area is created and regularly updated, so that everybody is aware of the respective touchpoints and, most importantly, whom to contact directly,” explains Mate Kozma.
Once the tournament begins, communication shifts. The focus moves to rapid adjustments and shared, day-to-day learning. As Mate notes: “During the tournament, daily de-briefing meetings take place with the key personnel after each match day to discuss the most relevant topics.”