Inside a conversation that’s changing tennis in Türkiye

This month, the 2025 Advantage All Gold Award winners, the Türkiye Tennis Federation, took centre stage in a global webinar, sharing a model that’s not just working, but scaling.

Led by President Şafak Müderrisgil, alongside Dr. Canan Koca and Dr Nezih Orhon, the session explored how intentional leadership, data, and system wide thinking are driving real change across Turkish tennis.

So, what set them apart?

A clear strategy - designed for delivery.

Türkiye’s 2025 - 2028 Equal Opportunities Strategy is built around four pillars: leadership and governance, participation and performance, coaching and officiating, and culture and visibility, connecting every part of the tennis ecosystem, from boardroom to baseline.

From board-level representation (with nearly 50% women) to nationwide programmes, targeted workshops, and a strong focus on mentorship, the approach is both structured and practical - designed to evolve as it grows.

Q&A: In conversation with the TTF

Q1.) What was the first step that created real momentum?

Intentionality.

From the very beginning, gender equality was embedded into the vision and campaign, not added later. We also ensured structural commitment, including near 50% board representation.

Internally, momentum came from inclusion - bringing people into discussions, listening, and working collaboratively. Data and continuous dialogue helped us stay aligned, while challenges were treated as part of the process.

Q2.) How are you funding and sustaining this work?

By starting small - and building proof.

We started with important support from the ITF through the Gold Award, which helped us launch and gain recognition for the programme. Long-term sustainability also depends on building a wider ecosystem of partners and sponsors.

Gender equality is a necessity - “it is rational, not romantic” - because it brings the other half of the economy into the picture.

Through workshops and pilot initiatives, we created stories that built awareness and attracted support, while the federation focuses its own resources on coordination and delivery.

Q3.) How vital has male allyship been as a pillar in this strategy?

Gender equality is not a favour to women - it benefits the whole system. Allyship is shared: 'he for she' and 'she for he.'

Many men support the idea but need guidance, so we are developing practical tools for coaches, managers, and officials to turn awareness into action. It is about working together, not in silos.

Q4.) How is data shaping the strategy?

Through a structured, research-led model.

We use a socio-ecological model covering individual to institutional levels. The methodology is mixed: quantitative surveys first, followed by qualitative work.

Data is collected via online forms distributed through clubs to coaches, athletes, and referees. We prioritise depth of insight over volume, with referees currently the most engaged group.