Ben Avison: I was fortunate enough to be in Glasgow for the MTV EMAs – what a fantastic show!

Bruce Gillmer: It was a great show, we are very proud. The city was great too, it was a good partnership – it was a good one for sure, glad you were there.

Ben Avison: What qualities is Viacom looking for in a host city of the MTV EMAs?

Bruce Gillmer: First and foremost, we are attracted to cities that have rich musical heritage and robust music fans – that lights up the scoreboard for us. Cities that are interesting culturally are attractive. 

Also a city that’s easy to travel in and out of from a variety of different cities around the world – easy to get to from the US and the UK, not too far off the beaten path. 

Something that is of huge importance to us is the presence of a proper venue to stage the event. 

Ben Avison: What are the main technical requirements of a venue to host the MTV EMAs?

Bruce Gillmer: The EMAs is quite a big event, so generally speaking we look for an arena that can hold approximately 10,000 fans and VIPs. We prefer a structure that’s on the newer side, maybe built in the last 10 years.

The Hydro this year was incredible. We got tremendous feedback from the artists, fans and VIPs. It was a comfortable environment with very good sightlines, no matter where you are sitting, for taking in the various different staging that we had around the venue.

And then there are all the other ancillary bits – a dressing room area that can support a red carpet pre-show and so on. The newer venues tend to be much more appropriate for an event of this scale.

Ben Avison: How can hosting the MTV EMAs benefit a city?

Bruce Gillmer: There’s the obvious economic boost that an event brings to a city, with several people travelling in from all around the world. 

But really we think the value is in the amount of exposure on an international level that the event brings to the host city. There’s all of the pre-show marketing and promo and press, and then the broadcast of the EMAs itself reaches over 160 territories around the world – it’s a massive audience on every platform. In our minds that’s key – it’s the international exposure. 

Also, the EMAs is synonymous with being super-relevant. A city that’s hosting the EMAs will be seen as a forward-looking, exciting location.

Ben Avison: What opportunities are there for cities outside Europe to host MTV events?

Bruce Gillmer: We host a variety of events around the world and we’ve got several award shows in addition to the EMAs, starting with the MAMAs, which is the Mother Africa Music Awards that takes place in Africa each year. 

In the past it’s been in Lagos but most recently in Durban. The next host will be another exciting city in South Africa that will prove to be most advantageous from a staging production perspective. The other locations were extremely interesting from a cultural standpoint. 

We have the VMAJs (Video Music Awards Japan) which is our awards show for MTV Japan, in Tokyo. 

We also produce a variety of World Stage events around the world, which is not an awards per se – it’s basically a collection of artists, both international and local. It’s in Malaysia each year; we’ve been to quite a few cities around Mexico; we also host several events throughout Europe. We reach every major cluster of the world with our events.

It’s not just the obvious locations. We go for keen interest from a city or from a partner to go to a certain location, as long as it makes sense from a staging and production perspective and we can get what we need and we’ve got robust audience and excited music fans, then we’ll consider. 

Ideas for events sometimes come to us from external partners or cities. In the case of the MAMAs, we staged an event also on South Africa a couple of years ago – the MTV Africa All Stars – where we had a vast array of artists from different genres from all over the continent – just. We also brought Snoop down, which was really cool and there was a lot of interaction between the artists.

So we’ve literally been to every corner of the world. 

Ben Avison: How important are the EMAs to the MTV brand?

Bruce Gillmer: We do a vast array of events throughout the year; they are all important and they all serve a purpose and they all quite frankly support our brand and help us keep connected to the audience, which is vital. 

The EMAs is really the crowning jewel and it really does personify the MTV brand. It’s always cutting edge; we hope that it’s always funny and fun and irreverent – all these characteristics are part of the DNA for the MTV brand. It’s really our opportunity to bring the brand to life in one glorious evening. 

Ben Avison: The next MTV EMAs is in Milan, isn’t it?

Bruce Gillmer: Correct, we’re extremely excited about that. We announced that partnership as we were leaving Glasgow so really looking forward to that experience. The city of Milan really seems to be excited as well  and we look forward to it.

Ben Avison: Have you had much interaction with the World Expo people there?

Bruce Gillmer: Not a tremendous amount just yet but I assume as the weeks and months go on we will for sure, because we are tied in and meant to be the exclamation point to the Expo if you like. We always look to bring the fun with us.

This interview first appeared in the Winter 2014/15 issue of HOST CITY magazine

Three of FIFA’s most influential figures voiced concerns at Soccerex Global Convention about the media crisis that has engulfed football’s governing body in recent times, expressing a need for action to counter negative perceptions. 

Quizzed by Soccerex consultant David Davies about the impact of the ongoing media allegations about FIFA’s affairs, in a panel discussion entitled “A Word from the Wise”, FIFA Executive Committee Member Michel D’Hooghe said “I think we must be very honest and say that this has been very damaging for the reputation of FIFA.

“Although FIFA does many good things, these things never appear in the media. It’s the bad things that give, for the moment, FIFA a bad reputation.”

And according to Jim Boyce, Vice President of FIFA, the press is not the only source of negative attacks. “We are not only talking about the English press – the FA have come out and made certain statements regarding FIFA” said the Northern Irish ExCo member.

“There is a perception that when England lost the bid, that’s when most of the adverse criticism started. Some of the criticism is entirely justified, but an awful lot is not entirely justified.

“There are a lot of good people in FIFA – they shouldn’t all be tarnished with the same image. I am proud to finish my career as being Vice President of FIFA.”

The challenge for FIFA is to communicate its positive contributions to the world. “I am not blaming the media; I think we have to blame ourselves,” said D’Hooghe. 

“We need to have better communication of the good things that FIFA is doing. Do you hear about 20 centres for hope? Do you hear about restoration of sports facilities after the tsunami? 75 per cent of all FIFA funding goes back into infrastructure.

“Whoever is or will be president, this will be one of his first obligations: to restore confidence in FIFA, to prove to the world that FIFA wants to good for people all over the world. We are promoting football for health to youth in many countries. 

Another major priority is to tackle the issue of transparency. “We are challenging transparency and integrity, to restore confidence in FIFA, to prove to people that FIFA wants to good,” said D’Hooghe.

Also on the panel was Moya Dodd, who joined FIFA’s Executive Committee in 2013. “I get people asking me how it feels to be part of the problem now I’ve joined the FIFA ExCo,” she said. “It’s difficult for people from outside it to understand how it works.

“What’s important is that the leadership of any organisation at board level is independent from the day-to-day flow of interests that tend to make decision-making difficult.”

[Source: Identity] Identity has established Australian operations, completing the global experience agency's major projects footprint across UK and Europe, the US, Middle East and Australia. The agency can now deliver major sporting events, expos, business conferences and cultural activations seamlessly east to west, with local expertise backed by global infrastructure in every market.

Identity has acquired EPG, the Queensland-based major projects specialists, to establish its Australian presence. Led by Andrew Sharp and Jake Benson, EPG brings an exceptional track record in major sporting events, expos, business conferences and cultural activations delivered globally.

EPG retains its name, brand identity and operational autonomy as "An Identity Company," operating from its Queensland headquarters. Andrew Sharp and Jake Benson join Simon Dunnell's major projects leadership team, bringing decades of experience delivering complex, high-stakes projects across sport, business, culture and expos worldwide.

The move strengthens Identity's capability in Australia, combining EPG's proven local expertise with Identity's global creative teams, operational infrastructure and specialist sub-brands. This enables the agency to deliver more ambitious, impactful major projects at scale across the region whilst enhancing Identity's capability globally.

"This represents a significant strengthening of our global major projects capability," said Simon Dunnell, Director of Major Projects at Identity. "Andrew and Jake have built an exceptional business with deep expertise in sporting events, expos, business activations and cultural projects delivered worldwide. Their capability enhances our delivery across existing operations in the UK, US and Middle East, whilst establishing our presence in Australia. This isn't about adding a logo to our portfolio - it's about genuine capability expansion backed by proven expertise."

"The Golden Age of Experience is happening on every continent, and we're delighted we can now deliver on four of them," said Michael Gietzen, Group CEO of Identity. "Our clients demand world-class experiences regardless of where they're activating. With major projects teams across Europe, North America, the Middle East and now Australia, we can deliver seamlessly around the world - local expertise backed by global resources, 24 hours a day."

"We're thrilled to join the Identity family," said Andrew Sharp, Director, EPG. "Our clients will continue working with the same EPG team they trust, whilst gaining access to significantly enhanced capabilities. Major projects deserve major resources and local expertise - now we can strengthen our delivery of both. Whether it's a major sporting event, an expo, a multinational business conference, or a large-scale cultural activation anywhere in the world, we can deliver even greater creative excellence and operational rigour."

Europe’s most innovative and impactful event partnerships took centre stage last night at the 2026 European Sponsorship Awards (ESA), where festivals, races, cultural spectacles, and sports events were among the winners celebrated for their ground-breaking collaborations. In front of a packed audience of 600 at London’s The Brewery, the awards recognised the power of partnerships - from music festivals and charity races to marathons, cultural celebrations, and sports spectacles.

Winning event partnerships The 2026 ESA Awards shone a spotlight on events of all kinds, proving that sponsorship can elevate experiences across every sector: Vhi Women’s Mini Marathon 2025 (Ireland) was crowned Event of the Year, proving that mass-participation events can drive both community engagement and commercial success. Gjensidige’s The Breathing Space (Norway) claimed the Festival Sponsorship award, demonstrating how brands can turn festivals into immersive, socially impactful experiences. The Pfizer Cycle 2025 (Ireland), co-organised by Titan Sports, won Best Employee Engagement, showcasing how a charity cycling event can drive internal engagement while supporting a global cause.

Sustainability and social purpose take centre stage The awards particularly celebrated partnerships that prioritise purpose and sustainability. The Irish Times Ireland’s Greenest Places, in partnership with Electric Ireland, won Environmentally Sustainable Sponsorship, setting a benchmark for eco-conscious events. This award was presented by Andrew Hodson of Wasserman Live. Sparebank 1 Østlandet and Retail Factory’s The Entry Room claimed Sponsorship with a Social Purpose, proving that events can drive meaningful change in their communities. Cairn Community Games won the Equality, Diversity & Inclusion in Sponsorship award, showing how local events can champion inclusivity. Canon & RNIB’s World Unseen took home ESA Sponsorship of the Year and Arts & Culture Sponsorship, making photography accessible to blind people and proving that event sponsorships can drive both business and social impact. Culture and entertainment shines RTÉ’s The Traitors dominated the TV and entertainment space, with sponsors Centra and Very winning awards for their creative activations, proving how TV events can become cultural phenomena through smart partnerships.

Tommy Hilfiger and F1: The Movie received the Chair’s Award for "disruptive brilliance", blending fashion, film, and motorsport in a way that redefined cross-sector collaboration. Guinness secured a triple win, including ESA Best of Europe for Lovely Summer for a Guinness, showing how beer brands can own both sports and cultural moments. “Heartfelt, spirited debate” Hosted by England rugby legend and diversity advocate Ugo Monye, the 18th annual ESA Awards celebrated 26 categories of sponsorship excellence. MSQ Sport + Entertainment was named Agency of the Year, while Oak View Group won Rights Holder of the Year for the first time. “The standard was higher than ever,” said ESA Awards Chair of Judges, Matthew Leopold. “More than a few categories came down to the sort of margin that made the judges re-check their notes and engage in heartfelt, spirited debate.”

When the Australian state of Victoria pulled out of hosting the 2026 Commonwealth Games in 2023, citing cost concerns, the future of the mega multisport event was thrown into jeopardy – until Scotland and Glasgow intervened to keep it alive.

“The reason there was no host, frankly, was because the Games had become unaffordable,” said Ian Reid, Chair of Commonwealth Sport Scotland.

When considering stepping in to host the Games, the challenge – and opportunity – was to create a feasible model of delivery, he said, speaking at an exclusive event at Edinburgh Castle on 29 January 2026 to celebrate Scotland’s hosting of the Games.

“We thought not just about bring the Games to Scotland, but can we leave a legacy for Commonwealth Sport in terms of how the Games are delivered.”

“The world needs more partnership”
The Commonwealth Games in 2026 will feature an electrifying, but reduced, programme of sports events with participants from 74 nations and territories.

“Glasgow 2026 will be a different Games in terms of what we experienced in 2014, a revised and a developed model to make it sustainable for the future,” said John Swinney, First Minister of Scotland.

“It is about respecting what has come before and embracing the excitement of what lies ahead… but above all else, cherishing what is strong about the Commonwealth, which is friendship, partnership and shared ambition.

“The world needs an awful lot more partnership and cooperation at this moment, so let Glasgow be the focal point for so much of that in the course of this summer.”

For Commonwealth Sport, the rightsholder of the event, Scotland has not just saved the day but the future of the movement.

“We're deeply grateful because what Glasgow is delivering is not simply a plan for 2026; it's a signal for the Commonwealth, a signal that the Games can be reimagined, more flexible, more sustainable and more inclusive, without losing the ambition and meaning of the Games,” said Helen Phillips MBE, Vice President of Commonwealth Sport.

“And thanks to everybody's efforts, we now have a real momentum across the Commonwealth Sport movement, with Malta hosting the 2027 Youth Games, the city of Ahmedabad in India hosting our Centenary Games in 2030. And beyond that, there's an incredible strong interest emerging for 2034 and 2038 and other Youth Games.”

“On track to deliver”
Despite having to organise the Games in such a compressed timeframe – less than two years – the project remains on schedule.

“I am pleased to say we remain on track to deliver these Games on time and within the overall budget,” said George Black, Chair of the Glasgow 2026 Commonwealth Games Organising Company.

“But we're now 175 days to go, and the pace has picked up, and it needs to. We need to ensure the athlete and spectator experience are positive and be reassured that transport plans are robust and that C3 contingency arrangements proportionate.”

The success of the event delivery is very much a team effort, and there are still opportunities to play a part in making it a success.

“We are open arms to anyone who wants to help us make this event altogether brilliant,” said Phil Batty, CEO of the Glasgow 2026 Commonwealth Games Organising Company.

“Major events have a magical power to bring people together,” he said. “And the idea that we're going to have over the course of 11 days, one of those moments where you see smiles, you see joy, you see energy and you see electricity created by the act that one single athlete can do on the field of play is just phenomenal. It's exactly what we need right now.”

“We want to be trailblazers”
“The most important thing is that we have an event for our athletes,” said Reid. “The main reason we did this at Commonwealth Games Scotland is because we know how much it means to them.”

“Glasgow standing up and being brave matches the Scottish culture and how we play as athletes: we want to be trailblazers,” said netballer Emily Nichol.

Glasgow 2026 will have the largest parasport programme in the history of the Commonwealth Games.

“Growing up I was very inspired through Ellie Simmonds,” said Para powerlifter Finlay Davidson. “To feel like I'm slowly reaching that level, and now inspiring another generation, is just amazing.”

Newly elected Olympic Council of Asia (OCA) President H.E. Sheikh Joaan Bin Hamad Al Thani has underlined the importance of unity across Asia, as Saudi Arabia’s hosting of the 2029 Asian Winter Games was postponed.

Speaking following his election on 26 January, Sheikh Joaan described Asia’s diversity as a strength that must be guided by shared values.

“Asia is the largest and most diverse continent within the Olympic family… This diversity is our greatest strength,” he said, adding that unity would allow the OCA to empower National Olympic Committees and provide opportunities for young athletes.
“Together, let’s work towards a more united, stronger, and successful OCA. Together for Asia.”

The comments came soon after the OCA confirmed that Saudi Arabia’s planned hosting of the 2029 Asian Winter Games has been postponed indefinitely.

In a joint statement on 24 January, the Saudi Olympic and Paralympic Committee and the OCA said they had agreed on “an updated framework for future hosting of the Asian Winter Games, confirming the postponement of the 2029 edition to a later date to be announced in due course.”

The statement said the decision followed “extensive consultations” and reflected “a shared strategic commitment to the long-term and sustainable development of winter sports in Saudi Arabia and across the West Asia region.”

Under the revised framework, Saudi Arabia will instead host a series of standalone winter sports events in the coming years, designed to promote participation, develop athletes and officials, and support wider regional representation at future Asian Winter Games.

The OCA said it “commended Saudi Arabia’s ongoing efforts to establish comprehensive and sustainable winter sports programs,” while Saudi Arabia reaffirmed its commitment to winter sports development through continued investment in athletes, infrastructure and international-standard competitions.

The OCA had previously held discussions with South Korea about the possibility of stepping in to host the 2029 Games.

Sheikh Joaan was elected unopposed at the 46th OCA General Assembly in Tashkent, Uzbekistan, attended by representatives of all 45 Asian National Olympic Committees, as well as Uzbekistan President H.E. Shavkat Mirziyoyev.

Also serving as ANOC Senior Vice President and President of the Qatar Olympic Committee, Sheikh Joaan outlined his “Together for Asia” vision, committing to “strengthen solidarity and development throughout Asia… promote good governance… ensure OCA events and programmes are sustainable, inclusive, and credible.”

He becomes the 22nd President of the Olympic Movement in Asia since the continent’s first multisport Games in 1913 and will serve the remainder of the term following the resignation of former OCA President Randhir Singh due to health reasons.

Sheikh Joaan praised Singh’s contribution, saying, “I wish to express my sincere appreciation to my dear friend His Excellency Mr. Raja Randhir Singh for his leadership, vision, and tireless efforts during challenging times.”

The sports industry is entering a period of sustained growth, fuelled by rising demand for major events and live experiences, Kelly said in a wide-ranging interview with Financial Times journalist Josh Noble.

“I think we’re in a golden age for sport,” Kelly said. “Sport will fuel the experience economy to even greater heights. Live is a premium product: an intangible, beautiful element that excites people in a way nothing else does.”

Demand for tickets is expected to continue rising, particularly for global mega-events. “The Super Bowl and the FIFA World Cup this year will be huge catalysts for further growth,” he said. “There are few predictable things in today’s world, but we know there will be a packed stadium and a live audience of billions watching the FIFA World Cup final on July 19.”

He also pointed to increasing demand and attendance across TKO and IMG events.

Kelly highlighted the unique community power of live sport, citing a fan video from the 2022 World Cup final showing scenes across Buenos Aires as Argentina won. “You don’t just hear a few fans; you hear the entire city cheering. Only sport and a live experience can deliver that. It’s a cultural phenomenon you can’t replicate elsewhere.”

Hospitality, venues and live experiences are also becoming increasingly important drivers of economic growth for host cities. “There are more major stadium and arena developments, and governments and host cities recognise the importance not just for ‘soft power’, but for tourism and infrastructure, so investment in this space is increasing.”

The interview also explored the rising value of sports rights in an increasingly fragmented media landscape. “Sport uniquely plays in both the attention economy and the experience economy at the same time,” he said. “It drives additional value through scarcity, but the underlying factors are deeper: it taps into community and passion, and it requires an extra commitment from audiences to make a positive decision to engage.”

As AI-generated material floods the media landscape, authentic human-led content will become even more sought-after, he said. “If there’s a ‘human premium’, if community and loyalty are reinforced because sport cuts through a saturation of AI-generated material, then sport becomes even more valuable.”

Kelly pointed to a future combining live attendance and digital engagement. “It’s the hybrid model: live attendance and digital engagement packaged together, driving long-term growth and value. IMG and TKO sit at the centre of a lot of this through our events, operations, hospitality and global media distribution.

“Getting people together at concerts and sporting events is something special. It’s worth continuing to invest time and energy in.”

The Association of Summer Olympic International Federations (ASOIF) has outlined a new long-term strategy aimed at strengthening the collective voice and influence of International Federations (IFs) within the Olympic and wider sports movement.

Unveiled at the start of 2026, the ASOIF Strategy 2026–2032 follows a year of consultation with member federations under the leadership of ASOIF’s new President, Ingmar De Vos. The strategy sets out a shared mission “to represent, strengthen and grow the collective influence of the Summer Olympic International Federations within the Olympic and Sports Movement”.

Developed through a comprehensive membership survey and consultation process, the six-year framework is designed to guide ASOIF’s priorities through the next two Olympic cycles, up to and including Brisbane 2032.

Three strategic pillars

The strategy is built around three core pillars intended to support IFs during a period of significant change for the Olympic Movement.

The first pillar, Advocacy, Influence and Representation, focuses on advancing the collective voice and autonomy of IFs, promoting high governance standards and strengthening their standing within sport and society.

The second, Olympic Games Excellence, seeks to secure more meaningful and structured involvement of IFs in International Olympic Committee (IOC) and Olympic Games Organising Committee (OCOG) decision-making, while maintaining a constructive and aligned partnership with the IOC.

The third pillar, Collaboration and Knowledge Sharing, aims to coordinate collective responses to shared challenges, encouraging structured cooperation, information exchange and member-driven initiatives.

According to De Vos, the strategy is designed to move beyond high-level principles and deliver practical outcomes.

“Our new Strategy translates three clear strategic pillars into actionable, achievable and measurable initiatives,” he said. “With a roadmap extending to 2032, aligned with the Olympic cycle, we are anticipating an evolving governance and operational landscape while remaining firmly guided by our core principles of member focus, collective value, clarity, transparency and future readiness.”

Implementation and governance focus

As ASOIF moves into the implementation phase, the role of its Olympic Games Committee has been elevated and more closely aligned with the Olympic Games Excellence pillar. The intention is to strengthen support for IFs across Games planning, delivery and operational coordination.

Good governance remains a central theme. The Sixth Review of IF Governance has already been launched, continuing ASOIF’s benchmarking work in this area, with results due to be published in summer 2026.

Progress on the new strategy will be reviewed by the ASOIF Council at its next meeting on 3 March 2026, with a more extensive discussion planned for the organisation’s 50th General Assembly, scheduled for 25 May 2026 in Baku, Azerbaijan.

Key milestones in 2026

Beyond internal governance, ASOIF and its members will be closely involved in several major Olympic milestones during the year ahead.

These include continued support for the Dakar 2026 Youth Olympic Games in October, which will mark the first Olympic event hosted on the African continent. Preparations for the Los Angeles 2028 Olympic Games are also expected to intensify, while confirmation of the sport programme for the Brisbane 2032 Olympic Games is anticipated.

Throughout 2026, ASOIF plans to maintain structured dialogue with the IOC, positioning its new strategy as a foundation for closer collaboration and a more coordinated, future-focused Olympic Movement.

A new industry report suggests that a growing proportion of fans remain “commercially invisible” to sports organisations, with implications for how major events and commercial rights are valued.

According to the Anonymous Fan Index - based on insights from senior executives across 50 leagues, clubs and rights holders - roughly one in three rights holders estimates they lose between $1 million and $5 million annually because they cannot identify and monetise much of their audience.

Across the sample, 62% believe they forgo more than $100,000 annually due to limited ability to reach or convert fans, and organisations say they only know about a quarter of their total fanbase by name or contact.

The findings arrive in a broader industry context where sports bodies increasingly prioritise direct fan engagement and data-driven revenue streams amid slowing media rights growth. Major global events such as the FIFA World Cup and the Olympics are pushing digital fan engagement strategies as part of rights and sponsorship negotiations, but the new research underscores a persistent gap between visibility and commercial capture.

The research notes that some smaller and challenger organisations may be moving faster to adapt. Over a third of respondents said that more than half of their sponsorship renewals are now directly linked to fan engagement and data, reflecting the need to maximise commercial returns from smaller audiences.

Ed Abis, CEO of Dizplai, who produced the report, says the findings should be a wake-up call. “This isn’t a data issue. It’s a commercial one. Rights holders aren’t losing fans - they’re losing the ability to know them. And if you don’t know them, you can’t grow them.”

Not all stakeholders view fan anonymity solely as a missed revenue opportunity. Privacy advocates warn that data collection – especially at scale and during major events – raises legitimate concerns.

Surveillance technologies in stadiums and digital platforms in particular can create uncomfortable environments for fans who value privacy, and European and US frameworks like GDPR and CCPA require explicit consent and transparency in data use. For some spectators, remaining anonymous is not just preference, but protection against intrusive tracking and potential misuse of personal data.

The International Federation of Sport Climbing (IFSC) has officially become World Climbing, unveiling a refreshed global identity that reflects the sport’s rapid rise and its diverse global community. The rebrand highlights the evolution of climbing, nearly 19 years after the organisation’s founding. 

Built around the guiding philosophy “We get the World Climbing,” the new identity reinforces the federation’s values and commitment to openness, inclusivity, culture, and inspiration. 

“Since climbing began its Olympic and Paralympic journey in 2007, our community has evolved rapidly,” said World Climbing President Marco Scolaris. “This transformation into World Climbing is another important step in the journey. It reflects our heritage while embracing the future. This new brand represents every part of our sport, from Athletes to National Federations, to global partners and more.”

As climbing continues to grow in mainstream society, particularly with younger, digitally connected audiences, the new visual identity aims to strengthen the sport’s visibility and accessibility worldwide. World Climbing’s modernised brand will help connect new participants with the sport’s history, culture and values, while also enabling a more cohesive presence across events and digital platforms. 

At the heart of the rebrand is a distinctive new logo: a ‘world’ formed from climbing holds, with interwoven routes symbolising global climbing. Each colour in the new palette represents one of the sport’s three disciplines, Lead, Boulder and Speed, all in harmony with a written font that will be seen to be ascending in selected visuals.

“Climbing started from humble beginnings and has developed into the sport we always believed it could be,” Scolaris added. “With World Climbing, we are not simply adopting a new name, we are promoting a global identity that reflects our principles of inclusivity, adaptability, responsibility and adventure. We are becoming a bigger part of many more people’s lives, and this brand is built for that future.”

The transition to the name World Climbing was formally approved by national federations in October 2023 and written into the federation’s statutes, after which work began on developing the new identity.

The visual identity will be rolled out throughout the 2026 season, anchored by the launch of the new World Climbing Series, which will succeed the IFSC World Cup. The federation’s five continental bodies, World Climbing Africa, World Climbing Asia, World Climbing Europe, World Climbing Oceania, and World Climbing Pan America, will adopt the updated identity as part of the global implementation. A phased digital transition will accompany the rollout, including new broadcast graphics, event branding and online platforms designed to bring the sport to life for audiences across the world. 

“We’re setting the holds on the wall of life, building the routes that we will climb together, into the future. Higher, stronger, faster; Together”, president Scolaris concluded.