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Thanks to audiovisual material sourced from all FIS World Cups, optimised for mobile consumption and fully aligned with broadcast rights, athletes and federations are increasing their digital presence and sharing stories in their own voice. The platform responds to a clear shift in sports consumption, where fans connect through specific moments and immediate reactions rather than long or delayed narratives.

From clip to story: the athlete as a communication channel

The FIS Content Exchange Platform was created with a simple premise: to provide fast and consistent access to official content that can be published shortly after competition. Through a centralised system, users can download broadcast-derived clips and official photography already formatted for social platforms, reducing editing time and ensuring visual consistency. According to FIS, the objective is “to enable more storytelling, in more markets and by more voices”, while fully respecting media rights agreements.

Following an initial rollout phase during the 2024/25 season, usage of the CXP has accelerated significantly in the current campaign, with athletes playing an increasingly central role. As of 7 January, 1,208 athletes and 65 NSAs were onboarded on the platform, with more than 10,000 total downloads, including approximately 6,600 photos and 4,200 videos.

The share of video content has grown notably. Athletes have published competition clips 489 times so far this season, representing a 239% increase year-on-year and surpassing the volume of posts made by NSAs. This evolution reflects a shift in usage patterns and highlights athletes’ ability to amplify official content through their own channels.

Social impact and expansion of the model

This growth is also reflected in reach and engagement metrics. Content distributed via the FIS CXP has generated 59.1 million impressions, a 182% year-on-year increase, alongside 2.7 million interactions, up 168%. The average engagement rate stands at 7.3%, rising to 8.5% for athlete-led posts.

The platform has also been extended to other parts of the federative calendar, including Para snow sports World Cups and Junior World Championships, enhancing the visibility of disciplines and categories that have traditionally received less media exposure and aligning storytelling efforts with the sport’s broader development objectives.

Rights, fast access and new monetisation opportunities

Content usage is governed by a clear regulatory framework. Clips and photographs may be published on the official channels of athletes and NSAs across platforms such as Instagram, Facebook, TikTok and YouTube, following a standard embargo period of 60 minutes after the competition ends and official results are confirmed. This system protects media rights and ensures consistent and compliant use of content.

For the first time, the model also allows direct monetisation on athletes’ and federations’ own channels through sponsored posts or brand integrations, within clearly defined guidelines. This approach forms part of FIS’ centralised digital platform strategy, aimed at increasing reach, engagement and the long-term sustainability of the global snow sports ecosystem.

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Considered one of the most respected leaders in international rugby, Robinson will lead a new Rugby Division created to integrate key areas that had previously operated in a more fragmented way. From match officials and game technology to law evolution, player welfare and fan experience, his role will be to articulate a shared vision that ensures the Rugby World Cups and major events continue to set the global standard.

From strengthening the All Blacks brand to projecting rugby to the world

Robinson’s six years at the helm of New Zealand Rugby are central to understanding why World Rugby has entrusted him with this responsibility. Under his leadership, the brands of the All Blacks and the Black Ferns expanded their international presence, not only through sporting performance but also by building a global narrative that connected with new audiences, particularly in the United States.

That ability to link high performance, commercial strategy and a deep understanding of the rugby ecosystem is seen by World Rugby as a key asset at a time when the sport is seeking to expand into new markets without losing its essence. Robinson not only led one of the most recognizable brands in global sport, but also managed to translate tradition into international projection — something he will now be expected to replicate on a global scale.

A new division to rethink the game and its governance

Reporting directly to CEO Alan Gilpin, Robinson will work alongside figures such as Mark Harrington in player welfare and Phil Davies in rugby management, within a structure designed to align technical, regulatory and operational decisions under a single vision. Part of this work is already reflected in the review of the game’s philosophy and the alignment of match officials that Robinson is leading, which will be presented at the Shape of the Game 2026 conference.

For Brett Robinson, Chair of World Rugby, the timing of the appointment is “crucial” to reimagine how rugby grows and thrives. Gilpin, meanwhile, highlights the unique combination of performance, commercial and governance experience that Robinson brings. The executive himself summarizes the challenge ahead in a phrase that captures the scale of the task: forging a future that enhances the spectacle for fans, supports unions and protects the core values of rugby on a global stage.

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Both actions form part of ISU Vision 2030, the programme aimed at integrating technological innovation, optimising athlete development and strengthening the connection with fans and key communities, both in the competitive environment and across the international skating digital ecosystem.

Technology applied to performance and injury prevention

The agreement with Aiving will allow the rollout of lightweight devices that attach to skates and deliver real-time data through the ‘Jump Tracker’ programme. This technology enables objective analysis of jumps and training loads, with the aim of improving performance and reducing injury risk, both for skaters and in the daily work of coaches and judges. The Director General of the ISU, Colin Smith, explained that “one of the pillars of our Vision 2030 is to embrace technology to elevate all aspects of our sport”, underlining that the tool provides usable and accessible motion data. The federation is also considering broader applications of the system, not only for athlete development but also to support the work of officials in competition.

From Aiving, its Founder and Chief Executive Officer Halla Sigurthorsdottir stressed that the objective is “to make training in skating sports as measurable and accessible as in disciplines such as running and cycling”. The company combines data science and artificial intelligence to transform complex information into clear, actionable metrics for everyday training environments. The ISU will support the product launch through its Members and Centres of Excellence, reinforcing the gradual integration of the technology within the federative ecosystem and exploring its potential application across other disciplines under its governance.

Digital expansion and connection with new audiences

In parallel, the ISU announced the launch of its official account on LINE as part of a localised content strategy aimed at strengthening its presence in key Asian markets. The initiative seeks to optimise engagement with the Japanese community and expand the reach of figure skating, speed skating, short track and synchronized skating among Japanese-speaking audiences worldwide. The federation already operates dedicated platforms in Korea and China and recently renewed its web ecosystem with a dual structure that combines a fan-oriented space, ‘Home of Skating’, and a modernised institutional portal, ‘Inside ISU’, offering content adapted to different profiles and skating disciplines.

The choice of LINE responds to its strong penetration in the Japanese market, where it reaches a majority of the population and forms part of everyday life in areas such as messaging, news and entertainment. Through this platform, the ISU will deliver exclusive news, live competition coverage, real-time results, behind-the-scenes content and information tailored specifically to local audiences. The ISU’s Chief Commercial and Marketing Officer, Jiao Li, stated that the federation “continues to invest in serving its existing fans while actively engaging new ones through localised content and dedicated digital resources”, highlighting the potential of LINE to strengthen the visibility of skating disciplines and connect with new generations of followers in Japan.

An integrated strategy of innovation and communication

The two initiatives reflect a complementary approach that combines innovation applied to high-performance sport with a communication strategy adapted to the digital consumption habits of each market. The ISU is therefore advancing in the construction of a more connected ecosystem, where technology, data and content play a central role in the development of the sport and in its relationship with global communities.

The federation continues to explore new tools and channels to enhance the experience of athletes, coaches, officials and fans, aligning sporting performance and digital transformation within the strategic framework of ISU Vision 2030.

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The Assembly endorsed a statutory reform aimed at strengthening FISpT’s alignment with the principles of the Olympic Movement, with a clear focus on good governance, transparency, accountability and ethical leadership. The updated regulatory framework seeks to consolidate the federation’s role within the international sports community and to adapt its operations to the institutional standards of the Olympic environment.

A statutory reform to strengthen FISpT governance

The new Statutes establish that the organisation, recognised by the International Olympic Committee -IOC-, is governed under Italian law and has its registered office in Rome. The text also redefines the federation’s legal representation, assigning this responsibility to the CEO, with the aim of reinforcing clarity in decision-making and institutional accountability.

In electoral matters, the Assembly confirmed Isa Mohamed Abdulrahim Mohamed Alrafaei, from Bahrain, as President of FISpT, and appointed Marco Tomasini, from Italy, as CEO and Secretary General. The new organisational structure includes vice presidencies dedicated to areas such as sport, education, parasport and development, shaping a governance model designed to address the main strategic fields of the Sport for All movement.

A new Executive Board for the next institutional cycle

The Executive Board elected for the new mandate features broad international representation, with members from Europe, Asia, Africa and America. This composition reflects the federation’s geographical and functional diversity, as well as its commitment to integrating different perspectives and experiences within the global Sport for All ecosystem.

Following the Electoral General Assembly, the Congress addressed a range of topics related to the development of Sport for All, with contributions from experts representing international federations, national organisations and other stakeholders from the Olympic sphere. The programme included discussions on emerging disciplines, the role of traditional sports, community-based initiatives in challenging contexts and innovative approaches to inclusive physical activity.

Objectives and expansion of the federation

On Saturday, the newly constituted Executive Board held its first official meeting, focusing on defining strategic priorities, the working framework and the roadmap for the start of the mandate, with the aim of ensuring institutional continuity and enhancing the federation’s global impact. In this context, Isa Mohamed Abdulrahim Mohamed Alrafaei stated: “I am honoured to continue serving as President of the International Sport for All Federation, and I trust that the new leadership will help FISpT grow stronger and faster, becoming one of the leading organisations within the Sport for All environment.”

The Assembly also reflected significant growth in participation, with the admission of new national, individual, associate and committee members, bringing together organisations and individuals from 45 countries across four continents. Marco Tomasini highlighted this development, noting: “The presence of representatives from the International Olympic Committee and sport managers from different parts of the world, with diverse backgrounds, represents a key opportunity for FISpT to continue growing and to strengthen its position as a reference organisation in the field of Sport for All.”

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The achievement, recognised within the framework of World Sailing, marks the first successful all-female attempt in the history of the Jules Verne Trophy, following the 1998 bid led by Tracy Edwards, which ended in dismasting. While breaking the outright speed record was never the objective, completing the course represents a turning point in one of the most demanding challenges in ocean racing.

Completing the challenge over chasing the record

From the early weeks, sailing aboard the trimaran IDEC Sport was shaped by a succession of technical setbacks. Initial steering and manoeuvring issues were followed by an entanglement with fishing gear mid-ocean, which rendered the starboard foil unusable. “Each incident forced us to rethink how we sailed and adapt the boat to a new reality,” explained Alexia Barrier, reflecting on the progressive management of the damage.

The most critical moment came in the final stretch, when the mainsail tore apart in strong winds, a situation worsened by Storm Ingrid, with gusts reaching 45 knots. The crew completed the final days largely restricted to the wingmast and headsails. “It wasn’t about speed anymore, it was about finishing,” said Dee Caffari, summarising the last push towards the finish.

Despite the condition of the boat and external doubts over whether continuing was viable, the crew ruled out retirement and chose to seek temporary shelter before resuming their voyage. “Retiring was never our first option,” Barrier stated, emphasising that safeguarding the crew and completing the circumnavigation remained the overriding priority.

Female leadership and a lasting legacy in offshore sailing

The arrival in Brest carried strong symbolic weight. Co-skipper Dee Caffari referenced an adapted version of Theodore Roosevelt’s ‘person in the arena’ speech, highlighting the value of taking risks and persevering through adversity. The message linked the experience at sea with the broader meaning of the project.

Alexia Barrier, founder and skipper of the initiative, led an international crew comprising Annemieke Bes, Rebecca Gmür Hornell, Deborah Blair, Molly LaPointe, Támara Echegoyen and Stacey Jackson, sailing a boat with a unique legacy in the Jules Verne Trophy, having previously held the outright record.

Almost simultaneously with the completion of The Famous Project, the Jules Verne Trophy saw a new benchmark set for speed. Thomas Coville and his crew aboard Sodebo Ultim completed the 28,315-mile course in 40 days, 10 hours and 45 minutes, improving the previous record by more than twelve hours.

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The meeting, opened by the President of the Fédération Internationale de Volleyball (FIVB), Fabio Azevedo, and by Commission President Glenn Quinlan, reviewed the programme’s progress throughout 2025 and outlined the next phase of a platform designed as a cornerstone of sustainable volleyball growth, in line with the FIVB Strategic Vision 2032.

Competitive impact and gender balance

Between April 2025 and January 2026, National Federations supported through Volleyball Empowerment translated this investment into tangible competitive results. In beach volleyball, 59 National Federations won medals across FIVB, continental, zonal and multi-sport events, with a balanced distribution between women’s competitions, accounting for 52% of medals, and men’s competitions, with 48%.

In indoor volleyball, 52 National Federations reached the podium during the same period, maintaining an almost identical split between women’s competitions (52%) and men’s competitions (48%). The Commission also received an update on the FIVB International Centres of Excellence, identified as pillar 10 of the Vision 2032. In 2025 alone, 14 memorandums of understanding were signed to establish new centres, with the aim of creating a global, performance-driven network based on a two-tier model combining High-Performance International Training Centres and International Training Centres.

From April 2026, National Federations will be able to access training camps at these centres, while existing Development Centres will progressively transition into the new system after completing the current cycle. The model is designed to provide continuous technical and competitive support to national teams, strengthening a more consistent and efficient development structure.

Olympic solidarity and regional growth

Collaboration with the International Olympic Committee through Olympic Solidarity was highlighted as another key pillar of the programme. Applications for team support grants in volleyball and beach volleyball represented 30% of all approved applications across summer Olympic sports, underlining the strong presence of these disciplines within Olympic development policies.

Within this framework, the Youth Athlete Development Programme, delivered in partnership with Olympic Solidarity, was presented as a new initiative aimed at strengthening young talent in emerging regions. The programme is designed to provide long-term development pathways and to reinforce the pipeline of athletes feeding into high performance in future cycles.

The goal of real and measurable change

The report also reviewed the evolution of zonal competitions, with 17 events registered in 2025 within the World Ranking system and significant growth in participation: a 49% increase in men’s teams and a 32% increase in women’s teams. This expansion has increased the number of official matches and reinforced the competitiveness of regional structures. The Commission also confirmed the formal recognition of a new zonal body, the North Central America’s Zonal Volleyball Association.

In closing, Glenn Quinlan stated that “the Volleyball Empowerment programme continues to demonstrate that targeted investment, strong partnerships and a shared vision can deliver real, measurable change,” while Fabio Azevedo thanked members for their commitment and reaffirmed empowerment as one of the strategic pillars underpinning the global growth of volleyball.

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Beyond the calendar itself, the Pro League has established itself as a structural pillar of international hockey. Its long-format competition, based on the continuous accumulation of points, turns each window into a test of consistency, squad depth and adaptability—factors that now make the difference in the Olympic race and in the medium-term planning of national federations.

The Pro League as a tool for sporting development

From the teams’ perspective, the Pro League represents far more than a sequence of matches. For national sides such as Spain, continued participation in the competition is seen as essential to remain among the elite and to keep progressing. “Being in the Pro League is essential if we want to sustain our improvement process and compete regularly against the best teams in the world,” explained Spain’s head coach, Carlos García Cuenca, when assessing the tournament’s role in the team’s development.

In an increasingly demanding international calendar, the FIH Hockey Pro League has become the backbone of modern international hockey, combining global competition, consistency and Olympic qualification. The February window not only promises high-level matches, but will also mark a turning point in a season in which every detail could prove decisive on the road to Los Angeles 2028.

A global format that tests consistency

The February window will be staged across five venues on three continents, a logistical and sporting challenge that reinforces the competitive value of the tournament. The women’s Pro League will open the month in Yunfu, where the hosts will face England and the Netherlands. For China, home advantage offers an opportunity to measure progress against two established European sides.

At the same time, Valencia will host an intense programme of men’s and women’s fixtures. In the women’s competition, Spain will face Belgium and Germany. Belgium top the standings after a flawless start, while Germany and Spain look to consolidate their positions in an early but meaningful phase of the season. In the men’s competition, Valencia will bring together Spain, England and the Netherlands, the reigning Pro League champions.

February, a decisive month in the Olympic race

Midway through the month, the competition will split between Oceania and Asia. In Hobart, the women’s competition will see Australia, Argentina and Ireland go head to head, with the hosts making their seasonal debut and Argentina aiming to regain ground after an uneven start. In parallel, the men’s tournament will feature Australia, Germany and Pakistan, a combination of contrasting styles and high competitive demands.

Meanwhile, Rourkela will host the men’s competition between India, Argentina and Belgium. With Argentina and Belgium sitting near the top of the standings after their opening matches, the games on Indian soil carry strategic weight in defining hierarchies at an early yet decisive stage of the Olympic cycle.

The February window will conclude once again in Hobart, from 20 to 25 February, with men’s and women’s matches in which all teams will already have played earlier fixtures. This context amplifies competitive pressure, as previous results will shape risk management, squad rotation and tactical decisions at the close of the first half of the season. At this point, the standings begin to offer a clearer picture of the true balance between teams, reinforcing the Pro League’s role as a barometer of international level and as a direct pathway in the race towards Los Angeles 2028.

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Throughout 2025, the scale and reach of the FIVB’s development activity continued to expand significantly. Over the course of the year, 90 development courses were delivered through 54 organisers, engaging 2,969 participants and strengthening technical and structural capacity at all levels of the sport worldwide.

Olympic investment and the expansion of development programmes

The annual review was accompanied by a substantial increase in support from Olympic Solidarity for the Los Angeles 2028 Olympic cycle (2025–2028). Investment allocated to volleyball programmes reached USD 4,081,222, representing a 33 per cent increase compared to 2022. This funding is supporting a wide range of initiatives focused on coaches and athletes, including technical courses, Olympic scholarships for coaches, national sports system development programmes, team support grants and youth development projects.

Beyond structured programmes, the Commission highlighted the growing social and cultural impact of volleyball through legacy initiatives. Among them, the Volleyball Legacy Art Project stood out as a flagship example. Led by the FIVB and the FIVB Volleyball Foundation and launched in the Philippines alongside the Men’s World Championship—the first edition hosted in Southeast Asia—the project transformed an outdoor court into a mural featuring leading international volleyball figures, underlining the sport’s ability to connect competition, culture and community.

A new framework for national federations

In 2025, the FIVB began transforming how it supports National Federations through the introduction of a new categorisation system based on transparent and verifiable criteria. Following a globally inclusive pilot phase, the model identified achievements and areas for growth and will be rolled out to all 222 National Federations in 2026. In parallel, fan engagement remained a key focus, with 47,000 visitors attending Volleyball Experiences across the World Championships held in Thailand, the Philippines and Australia. Commission President Mushtaque Mohammed noted that “development is multilateral”, highlighting the importance of collaboration across the Global Volleyball Movement.

As part of its international expansion, the FIVB and Volleyball World also confirmed the launch of the FIVB Beach World Series, a new global series set to debut in November 2026, with Abu Dhabi named as the founding destination. The agreement, signed with the Dubai Sports Council, establishes a five-year partnership and a calendar of ten carefully selected international destinations designed to integrate elite sport, local culture and beach lifestyle into the competition format.

Decathlon and a new commercial dimension for the Volleyball Nations League

The meeting also provided the framework for the agreement with Decathlon, which from March 2026 will produce and distribute an exclusive merchandise collection for the Volleyball Nations League (VNL). The products will be available both in physical stores located in host cities and through Decathlon’s e-commerce platforms across host and participating countries, including France, Italy, Germany, Serbia, Slovenia, Poland, Türkiye, Switzerland, China, Thailand, the Philippines, Brazil, Canada and Japan.

The licensed range will include official fan merchandise such as volleyballs, apparel and accessories, complementing the official match ball supplied by Mikasa. The agreement also introduces new fan engagement experiences and digital touchpoints throughout the season, with a potential monthly reach of tens of millions of fans. According to Volleyball World CEO Ugo Valensi, the partnership represents “a milestone” as the first global, multi-channel retail collaboration of its kind, while Grégory Volpi, Volleyball Sport Leader at Decathlon, emphasised the shared ambition to expand access to the sport and strengthen volleyball’s global reach.

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The 12-month project will involve all six Olympic sailing classes and will be based on comprehensive life-cycle assessments of equipment, with the aim of understanding the full footprint from production and competitive use through to end of life.

Environmental data at the heart of Olympic decision-making

The findings from these assessments will inform future rules, technical standards and Olympic class selection processes, embedding environmental data within World Sailing’s decision-making framework. The initiative aligns with the federation’s Sustainability Agenda 2030 and its Olympic Vision, which commits to systematically integrating sustainability criteria into technical regulation and Olympic equipment governance, in line with the priorities of the Olympic movement.

From 2032 onwards, all classes seeking Olympic inclusion will be required to submit an independently verified life-cycle assessment, making environmental impact a key criterion alongside sporting performance. Alexandra Rickham, Sustainability Director at World Sailing, underlined that “sailing depends on a healthy ocean, and that gives us both a privilege and a duty to lead”, adding that the project will enable the sport to “make smarter choices and shape the future of Olympic equipment with data”.

Tools, industry and a cascading effect

The methodology and technical tools will be delivered through MarineShift360, a purpose-built solution for the marine industry developed by Marine Futures and supported by 11th Hour Racing. The system will provide training and a shared analytical framework for classes and manufacturers, supporting fairer and more transparent standards in the competition for Olympic selection. In this context, Julie Duffus, Head of Sustainability at the International Olympic Committee, said that “integrating life-cycle assessments into equipment rules sets an important precedent for how environmental impact can be considered alongside performance”.

The scope of the project extends beyond elite competition, as many of the manufacturers involved also supply boats for recreational and youth sailing. This creates the potential for innovation driven at Olympic level to cascade across the wider marine industry. World Sailing has already begun onboarding Olympic-class manufacturers, with the first workshops held in October, and expects each class to complete its assessment within approximately three months under the coordination of its technical team.

Future phases will expand the analysis to cover complete Olympic campaigns, including equipment transport and athlete travel, helping to guide event structures and identify further opportunities to reduce environmental impact. Classes that have already undertaken individual assessments, such as iQFOiL and ILCA, will contribute valuable experience to the shared framework, while the results from the initial phases will inform updated sustainability criteria for future equipment and event operations across upcoming Olympic cycles.

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