[Source: ASOIF] At its first meeting of 2021, the Council of the Association of Summer Olympic International Federations (ASOIF) today agreed to organise its General Assembly virtually on 8 June, due to the ongoing global pandemic. This year’s annual gathering of the ASOIF member federations will feature the election of three Council members.

During its virtual meeting, the Council agreed on proposing to the General Assembly amendments to the ASOIF statues, aimed at improving gender balance within the representation of International Federation (IF) delegates at the General Assembly. The draft wording states that if any member federation intends to send the maximum number of three delegates to the ASOIF General Assembly, then both genders must be represented.

In another move to continuously enforce good governance, the ASOIF Council discussed arrangements for the fourth ASOIF review of IF governance and endorsed the launch of a pilot study on organisational culture within IFs.

ASOIF President Francesco Ricci Bitti said on this occasion: “It’s important to have rules and regulations in place, but we all know that the behaviour and actions of people play a large role in how an organisation really functions. Our new pilot study on organisational culture is a complex exercise but we are convinced that the outcomes will be highly beneficial to our member federations.”

The Council also reviewed the latest developments in the final preparations for the Tokyo 2020 Olympic Games and welcomed the COVID-19 countermeasures “Playbooks”, which also lay out the framework for IF operations at Games-time. ASOIF and its member IFs remain fully committed to delivering successful and safe Games in Tokyo. Everybody is working hard to find practical and fair solutions regarding the Olympic qualification process.

With the pandemic having accelerated the interest and participation in virtual simulations of IF sports and disciplines, the Council endorsed an esports project to explore strategic and business options for all IFs to engage with gaming/esports.

Finally, the Council welcomed the recent views expressed by the European Commission in support of the European Model of Sport. The COVID-19 pandemic has highlighted sport’s important contribution to society in social, health and economic terms as well as the need for solidarity within the sports movement. The Council stressed that the fundamental elements of the European Model of Sport – solidarity, revenue redistribution and sport autonomy – should be protected and that the public authorities should be mindful of the third-party sport event promoters’ impact on the European Model of Sport.

Singing is one of the most beautiful things in the world. It is healthy and makes people happy – whether as a singer or a listener. Without a song, the world would be silent.

Music and especially singing have always been a comfort to people in the darkest times. Be it the many spirituals describing the hardship of slavery, the Singing Revolution in the Baltic States, and, most recently, the many songs sounding from balconies in neighbourhoods all over the world at the beginnings of the current pandemic.

There are an estimated 37 million choir singers in Europe alone, with millions more scattered all over the world. All have been suffering from restrictions since the start of the Covid-19 pandemic, but at the same time it quickly became obvious that the choir singers not only handled the given circumstances with high responsibility, but also got immensely creative in keeping their community alive: choirs were among the first to create fun and emotional virtual music videos when social distancing started to become the name of the game.

And especially this high spirit of hope and confidence among the choral community will be the key to get out of the current situation. INTERKULTUR, as the world’s largest organizer of international choir competitions and festivals all over the world, comprises a strong network of choir singers, conductors and musical institutions all around the world. Its events are an experience of international communication – connected through the universal language of music. Whether in Hoi An (Vietnam), Barcelona (Spain), Princeton (USA), Vienna (Austria), or Guangzhou/Canton (China), at more than 230 international events in the last 30 years INTERKULTUR has brought people together from 107 countries, regardless their origin, religion or world view. And every two years INTERKULTUR organises the world’s largest international choir competition in different cities on different continents: the World Choir Games, known as the Olympics of Choral Music.

Three World Choir Games editions are already in preparation, holding the spirits among the choral community high during an ongoing global low. The outlook on celebrating the World Choir Games in Flanders, Belgium (2021), Gangneung, Republic of Korea (2022) and Auckland, New Zealand (2024) are exciting goals to approach with new motivation.

And there is hardly any other event that visualises so clearly why arts and culture are sorely needed here, in a deeply troubled world.

Anyone who has witnessed a World Choir Games event on site will immediately understand how this unique event for this special group of people is able to inspire an entire city and an entire community with an unprecedented spirit of music, culture and international community. The World Choir Games is an occasion to experience the most beautiful sounds and emotions of humanity: listening to music from all over the world, watching singers in traditional costumes presenting their individual cultures, and meeting people from countries one could barely visit in a lifetime. Together, all participants, residents and visitors are celebrating a great festival of music, song and joie de vivre – all at one single place, in the World Choir Games host city.

An unforgettable experience for all involved and especially for the host city itself! You can find more information here: http://host.worldchoirgames.com

It might not feel like it right now, but sport event rights holders are extremely fortunate. They have access to a wide range of revenue streams: broadcasting and city hosting rights, ticket sales, sponsorship and public funding. For the last twenty years these streams flowed ever faster, until the age of social distancing and staying at home blocked many of these lifelines.

With loyal customers and packed calendars of events, sports organisations rarely felt the need to save up for a rainy day. Few could have envisaged a black swan like Covid-19 preventing them from serving their loyal customers or paying their bills.

While some organisations have been able to stage events through the pandemic, they have tended to lack audiences to sell tickets to – and not all sports have a level of broadcast reach that can make up for this shortfall. This means most rights holders are now under intense pressure. And one person’s loss is another’s gain.

“Private equity companies are circling due to Covid,” says Andy Westlake, Chairman of the European Sponsorship Association. “A lot of rights holders will go over the cliff if they don’t get investment.”

The most popular sports have attracted ownership from high net worth individuals for decades, but institutional investment in teams is a relatively new phenomenon. “They were once seen as risky ventures that wouldn’t get past an investment committee – this has changed,” says Nic Couchman, Head of Sport at international law practice Charles Russell Speechlys (CRS).

Private equity investment in sports federations

Private investment in international sports federations is also on the rise. One of the earliest adopters was the World Professional Billiards and Snooker Association (WPBSA), which set up World Snooker in 2002 as a self-perpetuating commercial model to fund the not-for-profit WPBSA. 

“Private equity is very interesting to sport right now," says Jason Ferguson, Chairman of the WPBSA and Director of World Snooker Ltd. "International federations can do things differently; many are not running as proper businesses.”

Much more recently, the International Table Tennis Federation (ITTF) set up World Table Tennis as a new commercial arm. “Establishing World Table Tennis as the rights holder has enabled us to get equity, which has positioned us well through the pandemic,” says Matt Pound, Director of World Table Tennis.

The latest federation to buoy its governance function with a commercial arm is the International Volleyball Federation (FIVB), which at the start of February 2021 announced the launch of Volleyball World with backing from private equity giant CVC Capital Partners.

Rugby is also attracting a wave of private investment. CVC, having invested £200m in a 27% share of Premiership Rugby in 2018, is now closing in on a major investment into the Six Nations. Meanwhile, Silver Lake have reportedly offered US$330m for 15% stake in New Zealand Rugby.

The sport’s international federation, World Rugby, has been relatively fortunate in that the cycle of its World Cup events have so far avoided being impacted by Covid. The men’s event in Japan in 2019 broke attendance and viewing records despite Typhoon Hagibis, while the largely Covid-free New Zealand hosts are expected to fill stadiums in 2021.

But financial challenges remain. “With Covid, many of our Union members are struggling due to a lack of crowds and matches,” says Mihir Warty, Director of Strategy at World Rugby. “We have drawn down on our reserves to actively support several in managing their cashflow issues’.

“We are conscious that some organisations within the sport have attracted external investment. This appetite from investors points to the potential of rugby to continue growing as a global sport.”

Sport gets serious

“Investors normally look for strong commercial fundamentals – predictable, annual revenues, strong brand loyalty and market share –  and the ability to use cash and expertise to increase market share and accelerate growth,” adds Robert Datnow, Managing Director of The Sports Consultancy. “For decades, sport has been seen as a complex and impenetrable investment – with a few notable exceptions – but now, the right opportunities, at the right price, and with the right execution plans are serious business.”

Recent years have also seen the rise of strong challenger brands within the sport event space. Super League Triathlon was set up with venture capital funding from triathlon fan and co-founder Leonid Boguslavsky – a model that CEO and co-founder Michael Dhulst says is others will no doubt replicate. “There will be growth of new events with passion-driven investors. Private investment is going to become more important for rights holders.”

It’s not just immediate financial concerns that are driving the trend towards private investment: the media landscape is shifting the foundations of the industry. The sport event industry is reliant on broadcasting revenues, which has become increasingly problematic as the internet draws audiences away from TV.

“Sport at its core is a media enterprise. It was inevitable that it would confront forces of changes due to new technologies and evolving consumer habits. The pandemic accelerated all of that,” says Scott Novak, Head of Global Communications for Bruin Sports Capital.

As Giles Morgan, global sports industry veteran and executive vice president of Pumpjack Dataworks puts it, “Sports has reached a perfect storm. The sports industry was created around the eyeball; TV ratings were the gold standard. Sponsorship is the most valuable form of marketing, but it’s quick to fall in a downturn – and it relies on TV.”

Future growth of sports events 

All this disruption brings an opportunity for private equity. But investors are not only looking for distressed assets; they are looking for future growth.

“We have been approached by investors from a variety of sources. There’s clearly a lot of interest in investing in sport," says Mihir Warty. "However, the crucial thing is to identify properly what the money is needed for. All federations and rightsholders need to ensure that investment is seen as just that – a way of growing the entity and driving sustainable revenues. Not as a windfall.”

The loyalty of sports fans is an important, untapped asset. Although younger people are becoming more fluid about which teams they support, tending to follow the individual athlete as much as the team, there are still few industries that have as unique a hold on their customer’s hearts as sport.

“The reason that investors see potential returns in these properties is fundamentally because of the unrealised value in the fan bases,” says Charlie Greenwood of Sports Loft. “If the teams can start to know that fan base better, engage with them more through great content and sell them more products – all of which requires better technology than what has been previously used – then the investors can increase the value in the property.

“As investors are looking at investments into teams and leagues, there is much more appetite for investing in the technologies that support sports organisations - and in many cases there is an opportunity to use the sports property to help increase the value in their tech investment.”

A challenge for investors will be how to value companies coming out of the pandemic, and the rate at which fans will return – not only buying tickets to live sport, but also subscriptions and merchandise during what could be a prolonged economic downturn. A rapid rebound would represent a great opportunity for investors. According to Ian Clayden of BDO, “Private equity views sports as a sector that can mobilise quickly post-lockdown.”

Where future growth will come from is a question that applies not only to sport. Asia – particularly China – is emerging fast and strong from the pandemic. There are large, young populations with growing disposable incomes representing plenty of headroom for growth in the entertainment industries.

Sports are not the only events that have been hit by the pandemic. “Trade shows enable the discovery and furthering of commercial relationships and long-term partnerships in a way that no digital business has been able to replicate online so far. At the right entry price, this asset class could deliver quite attractive returns on the 2023-2025 horizon,” wrote Alfonso Marone of KPMG in a recent insight piece.

Music festivals have been equally badly hit, with no viable digital alternative to the real thing. Before the pandemic, private investment was growing in the live entertainment sector, which could enjoy a similar rebound to sports post-Covid.

“As the owner of Host City, the world’s largest meeting of sports, business and cultural events, we know these properties have perennial value to a variety of stakeholders,” said Matthew Astill, CEO of Cavendish Group, which also owns leading China-Europe investment forum International Capital Conference. “As the events industry opens up around the world, the opportunities are immense for anyone investing in these vital sectors.”

But private equity won’t go in with its eyes closed. Large, structured investors want detailed data on a business and its customers. Fan bases are a massive untapped resource of data – the sports and entertainment organisations that can show business acumen and a deep knowledge of their customer base will be the ones that are most attractive to investors. And in this area, sport and entertainment have a lot of homework to do.

Private investment will be a central theme of Host City Asia on 14 April and Host City Americas, set for 30 June (both virtual). Host City's global series of events climaxes in Glasgow with the hybrid Host City 2021 on 7-8 December 2021. For more information ask ben.avison@hostcity.com

[Source: FIVB] The International Volleyball Federation (FIVB) and CVC Capital Partners Fund VII are pleased to announce the launch of Volleyball World, a new partnership which will drive innovation, growth and investment in volleyball around the globe.

Volleyball is the fourth most popular sport globally, with more than 800 million fans and high participation, across attractive markets, including Italy, Brazil, Japan, Poland, China and the US. Volleyball was the most watched sport at the 2016 Rio Olympic Games, with 2.6 billion viewer hours globally.

Volleyball World will become the commercial entity for the sport around the world, initially for FIVB and aiming at working later alongside other leagues and federations, with the goal of increasing the profile and popularity of the sport, through fresh investment for the benefit of fans, players and National Federations. Volleyball World will be responsible for the commercial operation of key volleyball and beach volleyball international events, including: the World Championships, Olympic Qualifiers and the Volleyball Nations League. The partnership will focus on event hosting, fan experience, media, data / digital opportunities, and sponsorship to grow commercial revenues for reinvestment, which will ensure the long-term success of the sport.

FIVB, together with its 222 National Federations, will remain the sole, global volleyball regulatory body with responsibility for the sport and its development. As the majority shareholder in Volleyball World, FIVB will oversee the new commercial vision for volleyball while ensuring the interests of all stakeholders are represented. CVC brings extensive experience to this partnership, with a strong track record of investing in multiple sports businesses, including Formula 1, Moto GP, and Rugby. CVC also brings access to a broad international network of relationships with offices in 22 countries in Europe, Asia and the Americas, which will help accelerate the commercial growth of volleyball and investment in the sport at all levels.

Finn Taylor, who was previously the head of Cirque du Soleil’s Global Touring show business overseeing significant geographic expansion and growth, will be the CEO of Volleyball World. Fernando Lima, formerly FIVB Secretary General will Chair the Board of Volleyball World. Other Board members will include Fabio Azevedo (the current FIVB General Director) and Simon Denyer (founder and former CEO of DAZN Group).

FIVB President Ary S. Graça F° said: “We are delighted to partner with CVC to launch Volleyball World. The FIVB is committed to constantly innovating while searching for opportunities that can sustain the development of the sport around the world. In CVC we are confident we have found a partner with the experience, network and capital to support FIVB in its mission to further professionalise the sport for the benefit of fans, players and National Federations.

Volleyball World will boost our sport’s financial growth and deliver lasting legacies for the whole game. Working in partnership with CVC we will be able to secure volleyball’s future and emerge stronger from the current challenges.”

CVC Capital Partners Head of Sports, Media and Entertainment, Nick Clarry added: “Volleyball is one of the most popular sports in the world and there is a huge untapped fan base and commercial potential. FIVB & CVC working together at Volleyball World, will drive innovation and greater fan engagement, which will accelerate growth and allow for substantial reinvestment back into the sport. We are delighted to be partnering with FIVB and look forward to working closely together to develop the sport globally, working collaboratively with all the players, leagues and federations in the years to come.”

In January, Japan set its new single day record for Covid 19 infections and there is polling reported by The Times indicating that 80% of the country’s population are against the Games going ahead. That same newspaper also reports a Japanese government source as saying they are searching for a way out of staging the Games this summer because “the consensus is that it’s too difficult”. Sir Keith Mills, deputy chairman of the London 2012 Games, said earlier this month that it was unlikely the Games would proceed.

The official mood music from those actually involved in the Games' organisation though is much more positive. “Our task is to organise the Games, not to cancel them,” said IOC President, Thomas Bach, earlier this month. “And our task is to make the Olympic dreams of athletes come true. This is why we are working day and night to organise a safe Olympic Games in Tokyo.” So, the focus now appears to be shifting towards how exactly the IOC and the Tokyo organising committee plan to make it happen.

Next week they will publish their “playbook”, a set of strategies and proposals to explain how they see the Games being held this Summer, safely. While Bach had said back in November 2020 he was “very, very confident” that spectators would be able to attend the Games this Summer, there is a growing acceptance that full stadia are unlikely and that stadia with no fans at all are a distinct possibility. When asked earlier this month whether full crowds would be able to cheer on the athletes in Tokyo, Bach replied, “This I cannot tell you. Because our priority is to ensure a safe Olympic Games and we will do whatever is needed to do that. Everybody would love to have full-capacity stadia and the roaring crowds. But if that is not possible we will respect our principles, safety is our first priority.”

Other sporting events, from Europe’s leading football leagues and the NBA to the handball World Championships have been successfully staged in the midst of the pandemic. So there is a body of learning regarding event operations for the Olympic organisers to draw on. The truth though is that none of those events really get close to the scale of the Olympics, with over 200 nations represented and over 15,000 athletes taking part. UEFA’s Euro 2020, itself postponed from last Summer, will probably be the closest in terms of scale but is due to finish a mere two weeks before the Olympics begin, by which time the Olympic plans will be fully crystallised.

Returning to that impending playbook announcement, one can well imagine what measures might be included in there. Social distancing, hygiene and regular testing will be essential pillars. Other possible measures that have been mentioned include a wave system where athletes arrive in the country and depart within a five day window, insistence on a negative Covid 19 test immediately before departure to Japan and, somewhat jarringly, a ban on fans cheering.

Needless to say, there are financial pressures too, with the Tokyo organising committee expecting around USD 800 million in ticket sales and the Japanese government having invested tens of billions of dollars in the event. To the extent those sums are underwritten by the Japanese government, might there be good reason for them to be in favour of a further rescheduling (very difficult) or, dare we say, cancellation? If the event is cancelled, a report in The Times refers to the possibility of Tokyo putting its hat in back in the ring for the next “available” Games, in 2032.

The approach in the sports industry to the Covid crisis from where I have been sitting has in most cases been a sensible and practical one. There have been tough conversations and there have been threats but most stakeholders acknowledge that the pandemic was an unforeseen event, blame for which cannot be laid on a single doorstep. So, the necessary pain has in most cases been shared out. To paraphrase the character in Full Metal Jacket played by John Terry – the US actor, rather than Chelsea’s finest – “It’s a huge $#!@ sandwich and we are all going to have to take a bite.”

My own guess for what it is worth, and it really does have to be a guess at this stage, is that the Games will take place this Summer but with significant restrictions on fans in the stadia, together of course with a host of other virus management measures. If the Games do end up being cancelled, expect the IOC, the organising committee, Japanese government, International Federations and National Olympic Committees, broadcasters, sponsors and athletes all to have their share of an unappetising sandwich.

This opinion editorial was written by Nick White, Partner, Charles Russell Speechlys. Read more insights at www.charlesrussellspeechlys.com

[Source: FIFA] As part of the next stage of the venue selection process, FIFA has provided further information to the 23 candidate host cities for the FIFA World Cup 2026™ in Canada, Mexico and the United States regarding the timeline with deadlines set for 2021, subject to any restrictions related to the coronavirus pandemic.

Following on from the information-exchange phase initiated last year, FIFA and the host associations will organise virtual one-on-one meetings with each stadium to discuss infrastructural aspects from the end of February 2021 onwards.

From April 2021, FIFA and the host associations will launch targeted virtual discussions with each candidate host city.

Bearing in mind the constantly changing circumstances with regard to the COVID-19 pandemic, FIFA and the host associations are aiming to start the venue visits in the candidate host cities at the beginning of July 2021. In keeping with FIFA’s policy of following the recommendations of the health authorities in the context of the pandemic, the visits will only take place if the health and safety situation in the host countries allows FIFA to do so.

Provided the aforementioned venue visits are conducted, FIFA and the host associations aim to have the host cities appointed by the FIFA Council in the last quarter of 2021.

As per the focus areas for assessment shared during the candidate host city workshops last year, while stadiums remain the foundation for the successful hosting of a FIFA World Cup, FIFA considers that providing key infrastructure and services (both sporting and general) and realising the commercial potential of each venue, as well as in terms of sustainability, human rights and event legacy, is of the utmost importance.

In line with FIFA’s strategic objective of making football truly global, the FIFA World Cup 2026 will be the first-ever edition of the competition to feature 48 teams.

Baltimore-Maryland's bid to host 2026 FIFA World Cup matches has launched a new ‘International Football Development 2026’ (IFD26) initiative as part of its commitment to creating strong local and international football legacies.

As part of the campaign, Baltimore-Maryland 2026 is partnering with regions across the world to offer support where sports development resources may be limited. The launch of the initiative is accompanied with the announcement of the initiative’s first partner, West-African Benin.

“We’re very excited to be part of the IFD26 family and to be forging a close relationship with the Baltimore-Maryland 2026 team. We are looking forward to working alongside Baltimore 2026 as the first region to develop, not only our domestic football landscape, but also close economic and cultural ties with the city. For us this a natural alignment because it is evident we share similar values,” said Benin’s Minister of Sports, Mr. Oswald Homeky.

“As a diverse and welcoming city, Baltimore-Maryland would offer FIFA a unique and unrivalled opportunity if chosen as host of 2026 FIFA World Cup matches. The bid’s proven commitment to creating enduring legacies is testament to its central vision of welcoming the world to enjoy the 2026 FIFA World Cup.”

IFD26 will see Benin and Baltimore-Maryland 2026 collaborate and share knowledge, building on the West African country’s passion for football and developing its women’s and youth programs to empower all areas of the game. Capability-building lies at the heart of the IFD26 initiative, and the partnership will grow Benin’s domestic football industry, creating employment pathways, education, skills and job opportunities.

“Baltimore-Maryland 2026 is committed to expanding the global horizons of football and delivering impactful programs that deliver a strong football legacy for local and world football and FIFA,” said Terrance Hasseltine, President of Baltimore-Maryland 2026 and Executive Director of Maryland Sports Commission.

“Baltimore-Maryland 2026 has been described as underdogs in this race and that simply pushes us on to deliver a dynamic bid that shows our diverse city is ready to welcome the football family. IFD26 will be a central focus for our bid, and we are looking forward to supporting fellow ‘underdogs’ and their football development.”

Aligning with Baltimore-Maryland 2026’s vision of expanding football’s audience locally and internationally, IFD26 will enable the bid to engage new global audiences with the 2026 FIFA World Cup and grow the game in new markets.

“Expanding the horizons of football is a core commitment of our bid to host 2026 FIFA World Cup matches and the IFD26 initiative will support football’s long-term development in Baltimore-Maryland and across the world. Partnering with Benin is a fantastic opportunity for our shared passion for football to grow and to deliver tangible legacy initiatives for current and future players to benefit from,” said Olubunmi Jinadu, Senior Advisor to and Member of the Baltimore Maryland 2026 FIFA World Cup Host Committee.

“Baltimore-Maryland 2026 promises to be a platform for growing football in new markets and engaging new audiences locally and internationally and IFD26 is a key part of this.”

According to the announcement accompanying the launch, Baltimore-Maryland’s bid to host 2026 FIFA World Cup matches offers “a unique and unrivalled opportunity to build one of the most welcoming, diverse and inclusive host cities in World Cup history. As an easy to navigate city ready to accommodate football, Baltimore-Maryland 2026 will promote sustainable practices and human rights and provide a catalyst for positive change through football.”

Event organisers today emphasised that the health and safety of athletes, spectators and staff is their number one priority in reopening for business in the wake of the COVID pandemic.

On the second day of Host City 2020, speakers from across the events and venues industry, including rights holders, organising committees, facility managers and suppliers, exchanged views about tackling the COVID challenges. They also discussed how they’ve used the unprecedented pause in event staging to rethink business models and strategies.

More than 1,000 delegates tuned in to listen to the 100-plus speakers at the largest annual meeting of cities and sports, business and cultural events. The theme was “The Big Restart”, with panels over two days assessing how event stakeholders can bring about “Recovery with a Purpose for the Digital Age”.

The opening panel focused on the road to recovery, asking the question ‘What strengths have carried our sector through the storm?’.

Joe Ryan, Head of Health and Safety at the Birmingham 2022 Commonwealth Games, talked about how they had dealt with COVID challenges and were well-positioned to react quickly to new public health messaging from government, the rollout of the coronavirus vaccination programme and changes in policy to bring people back to work in the office and accelerate preparations: “We need to monitor those and implement change where we need to and be very reactive.”

Michelle Hooper, Tournament Director of Rugby World Cup New Zealand 2021, said the event organisation had benefited from the government going “hard and early to stop COVID coming in at the border”. For the rugby showcase in autumn next year, the managed isolation and quarantine requirements for 12 teams was a critical collaborative effort with the government and World Rugby.

John Langford, Chief Operating Officer of AEG Europe, which operates multipurpose venues such as The O2 Arena in London and Staples Center in Los Angeles, said the sports and entertainment giant had worked hard on health and safety plans to prepare for a full re-opening of COVID-secure venues. But there were uncertainties over “what the future will look like” in terms of ticket demand, the economy and how existing business models might have to change.

He said government help was needed because commercial insurance was not available. “Without a government-backed insurance scheme we don’t believe we can open effectively. There’s so much risk about events being rescheduled or cancelled again.”

In the week when the first COVID vaccine jabs were administered, speakers were optimistic that 2021 would see a much-needed revival in the events business.

Jon Ridgeon, CEO of World Athletics, presented a fascinating case study on how track and field’s governing body had successfully staged the World Half Marathon championships in Gdynia, Poland, in October. It had been postponed from March.

He said it was “far from easy and only possible due to strict COVID protocols”. World Athletics had to “to take back control of the competition environment”. More than 100 men and a similar number of women, drawn from 53 member athletic federations, participated.

Ridgeon praised the “strong cooperation and can-do attitude” of the Polish government, local organising committee and city of Gdynia.

Athletes and officials were tested for coronavirus and accommodated in a COVID-secure bubble across two hotels. Managing the testing regime, including administering about 90 tests per hour for a peak inflow of athletes and their entourage, keeping the hotel bubble secure and understaffing of the medical team were among the challenges.

Although there were increased costs in holding the World Half Marathon amid the pandemic, coupled with significantly reduced income streams, it was deemed a major success. Ridgeon said athletics’ governing body was now better placed to upscale its COVID protocols and improve them for bigger events to come in 2021.

“We’ve got our head around the fact that the first half of 2021 is going to be compromised,” he added, saying he hoped more athletics events would be staged from summer onwards.

Tatsuo Ogura, Director of International Communications for the Tokyo Organising Committee of the Olympic and Paralympic Games, gave an update on the pandemic’s impacts and how organisers were working on a pathway to stage COVID-safe Games next summer. With 226 days to go, he said athletes were front and centre of plans and the Olympics “provides a symbol of hope, resilience and the power of humanity working as one”.

In a fascinating interview session, Sir Russell Coutts, CEO of SailGP, spoke about his transition from an Olympic gold medallist with five Americas Cup titles under his belt, to sports administrator. He has transformed sailing with the launch of what is billed as “the world's most cutting-edge sail racing league”.

“People looked at sailing as being far away and quite slow moving. SailGP couldn’t be further from that,” he said, adding that it was both financially viable and in a format that could be neatly packaged for broadcasters and consumed by a global audience. Coutts said there was a big effort on sustainability and youth engagement programmes and ensuring a low carbon footprint.

Another topic of discussion was the convergence of digital and real-world events. It brought examples from Super League Triathlon and golf’s European Tour about how they have innovated to stage virtual sports for elite athletes as they look to learn lessons from the Esports community and integrate VR and AR into event strategies.

Michael Dhulst, Co-Founder & CEO of Super League Triathlon, spoke about the SLT Arena Games held in Rotterdam in August. Developed in partnership with Zwift, the new concept blended real life and virtual racing and offered “a new level of immersive viewing experience” for fans.

He said it was a huge hit across triathlon’s digital channels and an opportunity for the sport to extend the concept beyond the pandemic to become part of its events portfolio.

Later on the conference programme, in a session led by Katie Traxton, Chief Communications Officer of Formula E, four young ‘Gen Zers’ explained the importance of social media channels in their lives and how they engage and share content with friends. It offered some eye-opening comments for the events industry about how young people connect with each other in 2020. They highlighted the importance of being authentic and when posting on their social platforms, and of only identifying with brands that reflect their values.

In the final panel session, sports officials from Florida spoke about how they are readying to welcome the world again once the pandemic has passed.

Angela Adams Suggs, President & CEO of the Florida Sports Foundation, said the not-for-profit corporation’s goal was to continue to grow partnerships and promote professional and amateur sport to maintain its thriving sports industry and attract international visitors in 2021.

Wrapping up Host City 2020 with final remarks, Paul Bush, director of events at VisitScotland, one of the conference’s supporting partners, described the level of discussions and debate across the two days as “phenomenal”. Among the highlights, was hearing speakers say that “events will return… we just don’t know when, how and what shape they will be”.

ENDS

Speakers at Host City 2020 are shedding new light on how rights holders and organising committees are adapting to the impacts of the COVID-2019 pandemic.

The largest annual meeting of cities and sports, business and cultural events, is being held virtually to debate the theme of “The Big Restart” and evaluate how event stakeholders can bring about “Recovery with a Purpose for the Digital Age”.

The two-day conference opened on Tuesday with welcome addresses from its supporting partners, Paul Bush OBE, Director of Events at VisitScotland, and Dr. Bridget McConnell CBE, Chief Executive of Glasgow Life.

Bush sounded an optimistic note despite the difficulties being experienced by many in the events industry due to coronavirus. He said the next few years may be challenging for everyone: “We have not lost our drive, ambition and determination for Scotland to continue to be the perfect stage for events.

“We as an industry will have to be even more focused, brave and ambitious along with seeking logical pragmatic solutions that are evidence based.”

McConnell outlined Glasgow’s rich heritage and expertise in staging international events. She noted the roster of upcoming events including holding UEFA Euro 2020 matches and the UCI Cycling World Championships in 2023, the year Glasgow is European Capital of Sport.

She spoke about the need for event organisers to remain ambitious, bolster strategic partnerships and focus on innovation and citizen engagement to deliver their visions.

Keynote addresses were given by Sir Craig Reedie GBE, a member of the International Olympic Committee, Etienne Thobois, CEO of the Paris 2024 Organising Committee for the Olympic and Paralympic Games and H.E. Reem Al Hashimy, UAE Minister of State for International Cooperation and Director General of Expo 2020 Dubai.

Thobois said COVID-19 had forced Paris 2024 to “review our priorities and adapt our planning… but our vision has not changed”. There was a renewed focus on promoting sports participation, using sport as a tool to change society and showing through a major public engagement program that “everyone can play a role”. He cited the Le Club Paris 2024 digital platform as one area where the organising committee was increasing engagement to maximize the social impact of the Games.

Expo 2020 Dubai was scheduled to be one of this year’s biggest international events before it fell victim to COVID-19. Al Hashimy told said that when it runs from 1 October 2021 it may be the first mega-event to take place in the wake of the global pandemic.

Commenting on the resilience of Dubai, she said the Expo was a product of extensive international cooperation and even at the height of the pandemic “work continued apace with its partners”. The bulk of construction for the Expo will be completed in the next few weeks.

In the first panel ‘Hosting with a purpose in the digital, post-Covid era’, Paul Foster, COO of the Global Esports Federation, talked about the importance of connecting with Esports audiences, athletes and the communities in a sustainable and dynamic way. The huge growth of Esports, which has triggered plans to stage the first Global Esports Games in December 2021, was an opportunity for host cities “to think about how we consume entertainment”.

Despite the postponement of the Tokyo Olympics to next summer, Reedie said the IOC was confident in Japan delivering and getting crowds back to sport, encouraged by the fact that Japan was now bringing spectators into baseball and soccer matches.

The theme of adaptability surfaced again and again in conference panels related to the repercussions of COVID-2019.

In one titled ‘Preparing to deliver the greatest shows on earth’, Paris 2024’s Thobois said the biggest shift for Olympic organisers was integrating new hires into the team while adopting a working from home philosophy during the pandemic. But he said Games preparations were “very much on time and on target into terms of planning” with construction on a limited number of projects due to start in early 2021.

Ian Reid, CEO of the Birmingham 2022 Commonwealth Games, said the shake-up of the 2022 events calendar to incorporate the rescheduled world and European athletics championships in Oregon and Munich respectively, together with the 2022 UEFA Women's Championship, was one challenge.

Reid said the athletes’ village for Birmingham 2022 had “fallen foul to COVID” but led to a multiple village model welcomed by the Games family: “It has de-risked the project”. The impact of coronavirus lockdowns on office working was also being felt. Hiring through the pandemic has seen staff grow from 80 to 250; procurement had also become more difficult as Birmingham accelerates its preparations.

A panel discussion on the Black Lives Matter movement evaluated whether it was causing sports, business and cultural events industries to change for the better.

Densign White, Chair of Sporting Equals and CEO of the International Mixed Martial Arts Federation, said BLM had made people more aware about institutional racism and forced organizations “to rethink and re-evaluate how they do things to be more diverse and more inclusive”.

But he raised concerns about the ongoing lack of diversity in ethnic minority representation in the leadership of sport at board level and in coaching: “There’s a lot of talk but the needle has hardly moved into terms of those numbers”

“Unless there are targets and consequences for governing bodies for not making sure targets are met I don’t think we are going to see any change,” he said.

In a session on inclusion and diversity in the boardroom and playing field, Baroness Tanni Grey-Thompson, winner of 16 Paralympic medals in a glittering career, said sports bodies needed to listen to the lived experience of disabled people and include more of them in coaching and administrator roles

On a future event delivery panels, Bruno Marie-Rose, Director of Technology at Paris 2024, said the organising committee was harnessing digital platforms to connect with the French population. Technology was also being used to contribute to the Games’ neutral carbon goal, he added.

Elsewhere on Day One, Saoud Al Ansari, Precinct Director of Al Thumama Stadium, Competition Venues, Qatar 2022 Supreme Committee for Delivery & Legacy, gave an update about progress across the project. He spoke about the organiser’s responsibilities to deliver an outstanding World Cup while aligning with the long-term legacy vision of Qatar.

Three of the eight host stadiums are finished. All venues in the compact host city plan are within 75km distance, a “strong advantage for players and the fans,” Al Ansari said.

‘How major events are contributing to environmental goals’ was an interesting panel. Georgina Grenon, Director of Environmental Excellence for Paris 2024, said the environment was a focus in early concepts of Games preparations. It had guided decisions including a sustainable procurement strategy and throughout the supply chain.

Wrapping up the day was a session looking at ‘Aligning event strategies with green city plans.’

Tim Briercliffe, Secretary General, AIPH – International Association of Horticultural Producers, said global horticultural expos “provide a great opportunity to showcase green innovation and to set the scene for the development of a city into the future”. They also provided huge economic benefits and stimulate environmental and sustainable best practices.