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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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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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During the presentation, Kamil Novak, Executive Director of FIBA, underlined the strategic importance of strengthening the presence of 3×3 basketball in Europe and identified Zadar as a natural choice in the development of the format. “From the perspective of FIBA Europe, it is extremely important for Europe to host new events of this format, especially after a period in which 3×3 basketball has primarily developed in Asia. The arrival of the World Tour in Croatia and in Zadar represents great value for Croatian basketball as well as for FIBA and FIBA Europe,” Novak explained, highlighting the country’s basketball tradition and the city’s strong alignment with the urban identity of the circuit.

The event will feature 14 of the world’s top-ranked teams, including one Croatian side, competing for points in the global ranking and for a total prize fund of 150,000 euros. The finals will be broadcast nationally and internationally, reaching audiences in more than 200 countries and generating over one billion views across digital and social platforms.

Institutional support and tourism impact

The Government of the Republic of Croatia has recognised the sporting, economic and promotional impact of hosting an event of this scale and will co-finance the tournament with a total contribution of three million euros over the next three years. Basketball 3×3, an Olympic discipline since the Tokyo Games, is currently one of the fastest-growing formats within the Olympic programme. Representing the Minister of Tourism and Sport, Tonči Glavina, State Secretary Josip Pavić noted that “events like this are extremely important for the development of sport and for the sports and tourism promotion of the country, particularly as they take place in May and directly contribute to the growth of year-round tourism”.

The Mayor of Zadar, Šime Erlić, emphasised the city’s deep-rooted connection with sport and, in particular, with basketball. “Zadar lives and breathes sport 365 days a year. We have outstanding individual and collective achievements, but basketball is something special and forms part of the DNA of our city,” he said, referring to the historic figures who have shaped the local sporting identity.

Erlić added that hosting the FIBA 3×3 World Tour will further strengthen the city’s international profile and consolidate its position on the European and global basketball map, thanking the Ministry of Tourism and Sport of Croatia and the Croatian Basketball Federation for their support.

Dunk contest and side events

As a prelude to the main event, the weekend before will see the eighth edition of the Diadora Open, the first of ten stops on the CRO 3×3 Tour, which will travel across Croatia until the national championship finals. The Zadar tournament will begin on Friday with qualification games, while Saturday will feature the quarter-finals, semi-finals and final. The programme will also include a dunk contest, a shooting contest and entertainment activities between games. Admission to the stands will be free of charge, and more than 10,000 spectators are expected to attend, drawn by a fast-paced and dynamic game format that has rapidly evolved from street courts to the Olympic stage.

Olympic champion Worthy de Jong attended the presentation event and shared his personal connection to 3×3 basketball. “This format brought my passion for basketball back and reconnected me with the essence of the game. With the sea, the atmosphere and the energy of the city, Zadar is a perfect place for 3×3,” he said. Meanwhile, Nikola Rukavina, President of the Croatian Basketball Federation, highlighted that the tournament will be broadcast in more than 50 markets and reach hundreds of millions of viewers, positioning Croatia as a modern sports destination with strong international visibility.

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The project is part of a broader structural shift within the sports industry, as more athletes such as Leo Messi, Tom Brady, Jimmy Butler and LeBron James choose to control their own commercial channels, reduce intermediaries and manage their relationship with fans directly. Compared with traditional licensing agreements, these platforms provide access to consumer data, enable limited-edition drops and diversify revenue streams beyond conventional sponsorship.

From sponsorship to owned channels: the rise of direct-to-fan

The 77X platform combines e-commerce, content and exclusive activations through a membership-based structure, following a model already established in other sports and entertainment sectors. The use of Shopify provides the technological infrastructure required to scale the business, manage international payments and operate with limited inventories, a common approach in direct-to-fan strategies focused on maximising brand value.

This model has underpinned initiatives such as Autograph, the collectibles platform co-founded by Tom Brady, which closed a Series B funding round of 170 million dollars and reached close to 195 million dollars in total investment. The company’s growth was largely measured through capital raised and strategic partnerships, with market estimates at the time placing its valuation at around 3.2 billion dollars during its peak expansion phase.

Licensing, profitability and cost structures

Not all approaches have delivered the same financial outcomes. The case of Leo Messi highlights the limitations of models based solely on licensing. The Messi Store, operated under licence by MGO Global, reported sales of 1.7 million dollars in a recent fiscal year, alongside losses of approximately 1.9 million dollars, despite an agreement that included a guaranteed minimum payment and royalties for the player.

Such results have prompted many athletes to reassess the balance between fixed licensing income and proprietary models that involve higher operational risk but offer greater medium-term growth potential. In this context, platforms like 77X allow athletes to align production, pricing and release schedules with real-time audience behaviour.

From digital platforms to physical retail

A different route has been explored by Jimmy Butler through BigFace Coffee, a brand that emerged within the NBA ecosystem and later expanded into physical retail with the opening of a flagship location in the Design District of Miami, spanning 2,500 square feet. The concept combines direct sales, brand experiences and selected collaborations, positioning itself at the premium end of the market while building community around the product.

Another example of how owned audiences can evolve into business platforms is The SpringHill Company, founded by LeBron James, which reached a valuation of 725 million dollars following the entry of strategic investors. Although its core activity lies in content and media production, the model illustrates how community-building and storytelling can precede direct monetisation through products and experiences.

In this landscape, the launch of 77X places Luka Dončić firmly within a movement that blends business and sport, where personal brands are managed as companies and fans move from passive consumers to central participants in the commercial ecosystem.

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The creation of the university club positions higher education as a key driver in the growth structure of Muaythai in Senegal, integrating sports training, education and social development. The initiative forms part of a broader national vision for the development of sport, at a time of increasing international attention on the country and its commitment to youth and sport.

The university as a driver of Muaythai development in Senegal

UCAD, widely regarded as the country’s leading university, brings together students from all regions, ranging from major cities to rural areas. This diversity turns the new university club into a strategic platform to extend Muaythai beyond the academic setting and support its expansion across the national territory.

The approval of the club is the result of a process launched in 2022 and led by the national federation under the presidency of Papa Abdou Karim Diop. The federation president has consistently highlighted the role of universities as spaces for comprehensive education and as channels for the nationwide dissemination of Muaythai, a vision that is now beginning to take shape with the institutional backing of UCAD.

A project aligned with Senegal’s international projection

The new university club also gains relevance in the context of Senegal’s participation in international university competitions, such as the World University Championships organised by the International University Sports Federation -FISU-, scheduled to take place in Brazil. The university structure will enable talent identification, strengthen athletes’ technical preparation and facilitate their access to high-level competition.

This development coincides with the momentum generated by the Dakar Youth Olympic Games, the first Olympic event to be held on African soil, which has placed youth, education and sport at the centre of public debate and national sports policies. The university initiative aligns with these values, reinforcing the role of sport as an educational and inclusive tool.

Training, expansion and the future of university Muaythai

The Senegalese federation emphasises that students trained at UCAD will act as ambassadors for Muaythai once they complete their studies, contributing to its expansion across different regions of the country. As Papa Abdou Karim Diop explained: “UCAD students come from all the cities of Senegal and, after their studies, they work in different areas of the country, which will allow them to spread and teach Muaythai following their university training.”

With the approval now formalised, the university club begins its activities with the aim of consolidating its structure, attracting new practitioners and becoming a reference point for Muaythai within the academic sphere. The initiative strengthens the growth strategy of the discipline in Senegal and opens a new pathway for development linked to higher education and the international projection of the sport.

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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 report examines how this relationship between city and sport affects both grassroots sport and the organisation of competitions and events. It analyses the role of parks, rivers, open facilities and active mobility networks as everyday sports infrastructure, as well as differences in access between neighbourhoods and the impact that major events can have as catalysts for investment and urban transformation.

Neighbourhoods competing on unequal terms

Access to open sports infrastructure emerges as one of the most influential factors in physical activity levels. The report notes that the presence of green spaces, urban circuits, cycle lanes and pedestrian areas significantly increases the likelihood of regular sports participation by reducing access barriers and dependence on indoor facilities.

However, the report warns that access to sports infrastructure is not evenly distributed within cities. There are clear differences in sports participation between neighbourhoods depending on the availability of suitable spaces, urban connectivity and environmental quality. These territorial inequalities condition participation and limit the ability of certain areas to integrate into the city’s sporting life. From an institutional perspective, this gap has direct implications for federations, clubs and local authorities.

Equipment as part of sports infrastructure

Beyond physical space, the report identifies access to equipment as another key component of sports infrastructure. The cost of sporting goods remains a barrier for large segments of the population, limiting participation even in urban environments that are otherwise well supplied with open facilities.

In this context, the document highlights circular economy models — such as resale, rental and the reuse of sports equipment — as tools to expand access. These practices lower the entry cost to sport and support continued participation, particularly among young people and new participants, reinforcing the effective use of existing infrastructure. The report stresses that public policies integrating urban planning with access to equipment can increase participation without requiring major additional investment in facilities.

The report also analyses the role of major sporting events as urban catalysts. Venue preparation, transport infrastructure improvements and the regeneration of public spaces linked to these events can leave a lasting legacy for everyday sports participation, provided there is planning focused on post-event use. However, the document cautions that this impact is not automatic. Sporting legacy depends on how newly created infrastructure is integrated into the existing urban network and remains accessible after the event, avoiding underused venues disconnected from local communities.

The city as a key actor in the sports system

At a global level, the World Economic Forum positions cities as strategic actors in the future of sport. The combination of open infrastructure, access to equipment and event planning shapes the capacity to increase physical activity and sustain more inclusive and efficient sports systems.

The report notes that the growth of sport will largely depend on how cities integrate sport into territorial planning and infrastructure management, consolidating the urban environment as a permanent sports venue that influences both participation levels and the development of the wider sports ecosystem.

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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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