Pinnacle sailing league SailGP has partnered with Aggreko, the world-leading provider of mobile modular power, temperature control and energy services, as the championship prepares to become fully powered by clean energy by 2025.

Through the partnership, the delivery of all event operations over the next three seasons will become increasingly sustainable.

SailGP has already achieved the Carbon Neutral International Standard, joined the UN Climate Neutral Now Initiative and met the international sustainability standard ISO20121.  

“We are extremely excited to work with Aggreko – a company that shares our belief that innovation and technology is critical to drive the sustainability agenda and transition to a cleaner future, powered by nature,” said Fiona Morgan, Director of Purpose and Impact at SailGP.

“We look forward to working together to test and innovate on solutions to reduce emissions across our global events and share a blueprint of clean events so others can learn and follow.”

Starting next month, SailGP will deploy a hybrid solution from Aggreko that comprises solar power, battery storage and thermal generation. Further into the partnership, Aggreko will work with SailGP to lower emissions further by introducing green grid distribution and alternative fuels such as bio-methanol and hydrogen, as they become available.

Robert Wells, MD at Aggreko Events Services said: “At Aggreko, we greatly admire SailGP’s commitment to sustainability, inclusivity and innovation – values that we proudly share. This partnership brings us one step closer to delivering sustainable sporting events globally, and we are excited that Aggreko continues to demonstrate reliable innovative energy solutions for world class events such as SailGP.”  

Aggreko has itself committed to reduce local emissions and diesel usage by 50%  and become Net Zero by 2050.

SailGP aims to set new standards for major event delivery as the first climate positive sports and entertainment property.

As part of its Race for the Future purpose-driven agenda, SailGP champions “a better world powered by nature”, with a focus on accelerating a transition to clean energy.

Taking place in some of the world’s most iconic harbours, anticipation is growing for the opening event of SailGP Season 2, with the Bermuda Grand Prix presented by Hamilton Princess kicking off April 24-25.

National reopening plans, pent-up customer demand and digitalisation will all contribute to the revival of the live events sector, according to Joe Berchtold, President of Live Entertainment.

The head of the world leading event promoter cited the UK government’s announcement of a roadmap to lifting lockdown in England as a great enabler to reopening the events business.

“The UK is the leading example of what’s working well. They got out fast with the vaccines. They came out with a plan last week,” he told Morgan Stanley’s Technology, Media & Telecom Conference on 4^th March.

Subject to the progress of the virus and vaccination, the UK aims to remove all lockdown restrictions in England in a phased approach by 21 June. “Because we have those dates, we can make an informed decision. It has a big impact on consumer side.”

The announcement of the roadmap created a rapid surge in sales of festivals, with Live Nation selling 170,000 tickets in three days, including Creamfields and Reading and Leeds which sold out rapidly.

“We needed a 90-day plan that gives the ecosystem the ability to plan.

“We’re waiting for that in the US, or if not on a state-by-state basis,” he said. “It looks like the south is moving fast. And there are more aggressive plans from some of the big states like California and New York; others are more conservative."

Fortunately outdoor events, which reopen soonest due to the lower risk of transmission, serve the promoter’s biggest customer base. “The benefit for us is the large volume of fans. our most valuable customers are our fans in amphitheatres and our festivals. That’s the best way for us to economically get moving.”

With pressure building on both the supply and demand side, Live Nation’s post-pandemic strategy is to drive more fans into its ecosystem and monetise more effectively.

“We are looking at an elevated supply and demand as we come out of this. We have a very large pent up supply issue,” he said, highlighting a roster of big name artists who have been unable to tour during the pandemic.

“You have latent demand of people wanting to see artists. 95% of fans want to go as soon as they can – so we’re going to have an accelerated supply and demand dynamic.”

Although Live Nation’s revenues were hit dramatically in 2020, their cost base has also reduced.

“We’ve took $950 million out of our cost base last year, and we’re putting $750 million back in. So that’s making us nimbler and more effective.

The promoter is also looking for new revenue streams.

“We’re looking into streaming. There are fans out there that are not going to be able to go to the show, if it’s not in their city or if it’s sold out, who will buy a stream. We can very efficiently provide our thousands of artists with the option of adding a stream to a show or a  tour.

“Most people want to go to the show rather than stream, which reinforces the value of the live proposition. But there are a lot of people who just can’t make it. so it opens the scale of distribution on a global basis. For most artists it will be integrated into touring – an additional element of their live show.”

The pandemic is also accelerating the deployment of digital ticketing. “People will go into the venue on a ticketless basis. This will improve the fan experience and reduce friction. If you reduce friction, you’ll sell more food and beverage and merchandise. That will have direct benefits for the fan, for the venue, it helps us to know and understand our fans, to add value to the sponsors – so the whole system starts to work better.

“Across the whole business, we’re finding ways to do it better.”

Future growth will also be driven beyond the UK and the US. “We’re doing this on a global basis in 40 countries. We have teams in all the markets, taking a market by market approach.

“We are excited about new markets and how they come out of this.”

These comments were made in conversation with Ben Swinburne, Head of U.S. Media Research at Morgan Stanley

An Infrastructure Workshop with FIFA and the U.S. Soccer 2026 FIFA World Cup Host City selection delegation gave the Baltimore-Maryland 2026 Bid Committee an opportunity to showcase hosting plans it describes as “transformative”.

“It was a very positive infrastructure workshop and we’re delighted with the way our campaign is progressing,” said Terrance Hasseltine, President of Baltimore-Maryland 2026 and Executive Director of Maryland Sports Commission. “We were thrilled to present our world-class M&T Bank Stadium and our transformative and compact hosting plans. We are also incredibly proud that our proposed concept offers an unbeatable tournament experience for visiting teams, fans and officials from across the world.

“As a new domestic market for the FIFA World Cup, Baltimore-Maryland is an opportunity for FIFA and U.S. Soccer to capture the attention of more fans and accelerate the overall development of football in the U.S. FIFA World Cup 2026 in Baltimore will provide a great social and economic boost, inspire a new generation of football lovers and create a tangible legacy for all.”

The bid team highlight the stadium’s downtown location, with more than 10,000 hotel rooms within walking distance, and 10-mile proximity to the BWI Marshall International Airport.

The 71,000-capacity venue also benefits from USD $140 million of recent upgrades. The country’s first LEED Gold rated outdoor professional stadium, it equipped with 28,000 sq ft of 4K Ultra HD boards and displays and meets FIFA’s natural grass turf requirements.

Hosting the FIFA World Cup 2026 would accelerate Baltimore-Maryland’s urban development plans, which the bid team say are approved and supported by all levels of city and state government. Baltimore-Maryland plans to boost sporting and recreational activity with more green spaces, sporting facilities and football development initiatives.

“Maryland is united behind our bid to bring the 2026 FIFA World Cup to Baltimore. We are fully committed to Baltimore as a great Host City that offers not only quality venues for competition, but a rich history and love of sport that brings people together,” said Maryland Lt. Governor, Boyd Rutherford.

“Baltimore’s diverse communities, public institutions, and business communities are working hand-in-hand and looking forward to providing teams and fans from all over the world with the best FIFA World Cup experience possible. We appreciate the helpful insights provided by FIFA and U.S. Soccer during today’s workshop.”

[Source: Glasgow Convention Bureau] New figures have shown that despite the current challenges facing the meetings industry, Glasgow has secured 28 new conferences from a range of sectors since 1 April 2020. The conferences will welcome over 36,000 delegates to the city and have an economic value of £84m.

Throughout the last year Team Glasgow have championed a partnership approach, working together to keep Glasgow front of mind for organisers as a world leading conference destination.

Glasgow Convention Bureau is proud to have worked closely with the city’s academic Conference Ambassadors to secure future conferences, two of which include the 2022 Council for Advancement and Support of Education (CASE) Europe Annual Conference and the 2022 bi-annual AMA SERVSIG Conference.

“Never has partnership working been more significant than during the last twelve months. Glasgow has continued to win conferences for future years, despite the current restrictions. This is a clear endorsement of the confidence that the global meetings industry holds in our city, and the importance of our world-class academic ambassadors who invite their international peers to meet in Glasgow,” said Aileen Crawford, Head of Conventions at Glasgow Convention Bureau.

The annual CASE Europe Conference will take place in the city from 29 August – 1 September 2022 at the Scottish Event Campus, welcoming 1,200 delegates to Glasgow with an economic benefit of £2.4m.

“I am delighted that Glasgow has been chosen to host the CASE Europe Annual Conference in 2022. The opportunity to network with colleagues and share ideas and best practice has never been more mission-critical, and the opportunity to welcome colleagues from across the globe to Glasgow is hugely valuable to the University and our communities,” said Rachel Sandison, Vice-Principal, External Relations at the University of Glasgow.

Kathleen Warden, Director of Conference Sales at the Scottish Event Campus said: “The SEC was delighted to support the University of Glasgow in the bid to secure CASE Europe for Glasgow in 2022. Conferences are key to supporting economic and social change, and CASE Europe is the perfect example. The goal of the event is to champion education to transform lives and society, and there is nowhere better to host the event than in Glasgow.”

The bi-annual AMA SERVSIG Conference is to be held in the city in June 2022 and will welcome 250 delegates to the University of Strathclyde Technology & Innovation Centre, worth £350K to the local economy.

“The bi-annual AMA SERVSIG conference brings academics from all over the world to highlight the superb research being undertaken in the service research community. I am proud that Glasgow will host SERVSIG in June 2022 at the University of Strathclyde Technology & Innovation Centre, and look forward to welcoming delegates to the city for the conference, which will provide an excellent platform for innovation, knowledge exchange and collaboration,” said Dr Matthew Alexander, Associate Dean (Post-Graduate Research), University of Strathclyde.

Gordon Hodge, Head of Conferencing & Events, University of Strathclyde Technology & Innovation Centre said: “We’re delighted that Matthew and his colleagues in Strathclyde Business School have won the right to host SERVSIG 2022, and we can’t wait to welcome delegates to our award-winning Technology and Innovation Centre next summer. It’s a great example of the power and potential of the partnership between the Convention Bureau and the city’s universities, something that will surely be a key driver as we work together to reposition and to re-assert Glasgow’s status as a leading conference destination in the post-COVID world.”

[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.