﻿

2020 ANNUAL
COUNCIL REPORT
www.worldathletics.org
www.worldathletics.org

1CONTENTS
Introduction ..................................................................................................... 5

President’s Report......................................................................................... 7

Executive Board Report........................................................................... 13

Council Report............................................................................................. 21
3.1 Governance & Membership.........................................................................................22
3.2 Competition & Events.....................................................................................................31
3.3 Development..........................................................................................................................41
3.4 Communications..................................................................................................................56

Commission Reports.................................................................................. 59
4.1 Athletes’ Commission.......................................................................................................61
4.2 Competition Commission..............................................................................................64
4.3 Development Commission............................................................................................68
4.4 Governance Commission...............................................................................................72

Working Group Reports........................................................................... 77
5.1 Human Rights Working Group ..................................................................................78
5.2 World Plan Working Group ..........................................................................................80
5.3 Athletic Shoes Working Group..................................................................................82

Financials & Audit Reports .................................................................... 85
6.1 Financial Audit .....................................................................................................................86
6.2 Non-Financial Audits .......................................................................................................86

Appendices.................................................................................................... 89
Appendix A – 2020 Audited Financial Statements.............................................90
Appendix B – World Athletics 2020 Remuneration Policy .........................122

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3﻿2020 Annual Council Report

4Introduction
This is the Annual Council Report for 2020 required
under Article 79 of the World Athletics Constitution,
for the period 1 January 2020 to 31 December 2020.
It includes the audited annual financial statements for2020 and outlines the key decisions and activities
during that period.
The 2020 Annual Council Report is divided into thefollowing sections:
1. President’s Report
2. Executive Board Report
3. Council Report
4. Commission Reports
5. Working Group Reports
6. Audit Reports
6.1 Financial
6.2 Non-financial (Governance & EthicalCompliance and Anti-Doping & Integrity
Programmes)

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Contents
Introduction

2020 Annual Council Report

6

PRESIDENT’S REPORT

1
President’s Report
Introductionwww.worldathletics.org

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1. President’s Report
From home workouts and backyard competitions toonline conferences and Athletics@Home, everyone
worked hard to keep connected and keep athletics
going. By June we grew accustomed to virtual training
sessions, virtual backyard competitions and even virtualin-stadium events – much to the delight of our fans,broadcasters and of course the athletes who finally got
the chance to compete again.
Bravery in the way we didn’t sit by and let the
pandemic wash over us. We took action and madedecisions to help our athletes navigate the year. We
built a season when we could, and when it was safe to
do so. We found ways to support our athletes throughthe Athlete Welfare Fund, largely funded by theInternational Athletics Foundation, under the patronageof HSH Prince Albert II of Monaco, which gave somelevel of respite in an unpredictable year to 193 athletes
from 59 Member Federations. And we found ways tosupport each other. We worked hard at keeping our fansengaged in new and creative ways with a huge amountof help from our athletes and our Member Federations.

We have just staged our World Athletics U20
Championships in Kenya, right off the back of theTokyo 2020 Olympic Games, and we have seen the
return of most of our one-day meetings in the Diamond
League and the Continental Tour, albeit without
spectators for the most part. We have also celebrated
the extraordinary performances of our athletes as
they came back into global competition after a year of
disruption and frustration.

Flexible in the way we adapted our ways of working,from our global decision-making forums going virtualto the staging of regular online Member Federation
Information Sessions joined by over 2,500 participantsand 85% of our Member Federations. This kept us
connected in a strong and powerful way and led toall our six Area Associations running their own online
information and education sessions which reachedthousands of people that work in our sport.

Against these most recent memories the year 2020
seems a lifetime ago, but I know that times are still
difficult for many of our athletes as the Covid-19 global
pandemic continues to restrict our movements and add
layers of complexity to our lives.
Looking back on 2020 I am proud and grateful for way
we came together as a sport. Three words define 2020
for me: Resilience, Bravery and Flexibility.

In March 2020, when the pandemic moved from a local
to a global pandemic, we had just held a successful
World Athletics Indoor Tour with almost 600 athletes
from 73 Member Federations and had held our first, andonly, in-person Executive Board and Council meetings.
As the world closed borders and, for the most part,subjected us to self-isolation in our individual homes
we, as a sport, created four priorities to see us throughwhat, at that stage, was a sea of confusion and fog. Ourfour priorities kept us focused and helped us weather
the uncertainty better than most sports. They were:

Resilience in the way we managed to adapt to thecircumstances of the year better than most othersports. It was really hard work, but we were told
regularly that we were braver and delivered better
than almost any other International Sports Federation.
As most of the world adjusted to lockdown, our sportrose to new heights, moving into an online world.

2020 Annual Council Report8

1
President’s Report• Getting our athletes back into competition as soon

postponement of the Tokyo 2020 Olympic Gamesas possible, once it was safe to do so. We wereable to preserve and create an outdoor season of

on the feedback we received right across our sport,
particularly from our athletes, but we also took the

one-day meetings in 2020, starting and ending laterlead to work with all sports to sort out the sporting

than usual, so athletes had access to competitions
in every region. More than 600 events took placecalendar in 2021 and 2022. We started a review ofour own sport’s global calendar in February, bringing

in 2020, including eight Diamond League and 28
Continental Tour meetings, which gave athletes

together a team from different aspects of our sportand from different parts of the world to review

some competition so they could benchmark their

the range of events that happen every year on a

performances and adjust their training accordingly
for the Tokyo 2020 Olympic Games. This could

national, regional and global level. We put renewed
effort and time into this and the expansion of ournot have been achieved without the network offantastic meeting directors, cities, governments

one-day meetings to deliver high quality events inall parts of the world so our athletes do not haveand organising committees across our World

to travel across the world to compete and earn aChampionship and Continental Tour events to the
Diamond League, marathons and road events wholiving, but can do so on their own continents and intheir own countries. This is good for athletes, theirwere willing to be flexible and work with us to do
this. We have amazing partners who were working
with us on schedules and opportunities and 214
determined federations who went out of their way
to explore national and local opportunities. My
immense thanks go out to all of them.

families and friends and the legions of fans who
follow our sport.
• Developing our strategy to grow athletics.
We drafted and released our four-year strategy for
growth and our 10-year sustainability strategy. We
had teams planning a new kids’ athletics programme;
new events and competition formats like the World
Athletics Road Running Championships – whichbuilds on the huge global popularity in running which
increased during lockdown periods; new partnerships
to help get the world moving; new collaborations
around sustainability, air quality and health; and theuse of new technology to highlight the amazing
talents of our athletes, their stories and theirtriumphs, to take them into the homes of millions offans around the world. New technology also enabled
us to launch our eLearning platform, which will be a
key educational tool for our Member Federations andprovide our stakeholders with increased access andopportunities to participate in courses and achieve
qualifications. We set up a Working Group for oureight-year World Plan which received input from
85% of our Member Federations and over 25,000
individuals across the world through our Global
Conversation for Athletics campaign.

• Expediting our review of the Olympic qualification
system and releasing any changes to the process
as soon as possible so athletes knew where theystood. We supported the IOC’s proposal that all
athletes that had qualified for the Tokyo 2020
Olympic Games before they were postponed would
remain qualified for the Games. We also listened
to the athletes, and given the inconsistency ofcompetition and training opportunities worldwide
we agreed to freeze the qualification period to level
the playing field and provide a fairer process for theremaining athletes to qualify. Once the qualification
period resumed, where possible, to support athletes’
qualification ambitions we prioritised preserving
outdoor competition opportunities with a series of
one-day meetings on each continent.
• Reorganising the global calendar of events, notjust for 2020 and 2021, which saw some major
disruptions, but for the long term. Not only were
we the first International Federation to call for a

And we delivered on all four and much more.

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President’s Report

I was also delighted to welcome three new partners –Thanks must also go to our Health and Science

Pinsent Masons, parkrun and Nielsen – in 2020, andalso with the new 10-year broadcast collaboration

Department. Despite the ongoing challenges, the teamworked tirelessly to create the Covid protocols aroundwith NBC which will be instrumental in growing ourathletes, coaches, officials, media and volunteers thatUSA market in the lead up to both the World Athletics
Championships Oregon 22 and the Los Angeles 2028

allowed us, with confidence, to bring back safe, worldclass meetings in August, stretching all the way to the

Olympic Games. These new partnerships, ratified by
the Executive Board under its new remit, and the workend of the year, with road races taking centre stage inthe final months of this unusual season. They wrote thewe did with all our existing partners during the year to

playbook that all of us, and many other sporting events

keep our sport relevant and front of mind has helped
us maintain our finances in the face of a pandemic that

including the Tokyo 2020 Olympic Games, followed.

has crippled many other sports. We have been prudent
about how we have managed our resources (which as

This has been a huge effort in such a disrupted year,
but we have made significant progress across so mucha membership-based organisation are your funds) bothof our sport. We didn’t just survive, we thrived. In a year

financial and human, but continued to deliver, where
we could, competition and events for our athletes, andwhen it would have been easy to let go of some ourambitious goals, we rallied and delivered across all fourdevelopment initiatives and support for our Member
Federations and Areas. Over the course of the year, as
many as 60% of HQ staff were furloughed or partiallyfurloughed and we are grateful to the Monegasque
Government for their generous financial support of
furloughed staff. This enabled us to top up salaries so no
staff member was financially worse off during this period.

of our strategic goals. My thanks go to all our hardworking Commissions, Working Groups, Headquarters
and our Council for the work they have all done indeveloping and planning for growth in our sport.
The priority for all of us right now is to continue towork hard for our sport in a pandemic environmentthat will be with us longer than we had envisioned.
We must continue to drive our sport forward and again
my thanks go to the World Athletics team, our Areas,
Member Federations, our athletes and all our partners
for making time to do this.

While three of our four World Athletics Series eventswere postponed, I am proud of the fact we were able
to host one of our World Championships in 2020 –the World Athletics Half Marathon Championships in
Gdynia, Poland. And I should pay tribute here to theorganising committee, the Polish Athletics Federation,and the local and national Government of Poland forthe enormous part they played in getting this event
over the line. Their resilience and fortitude were second
only to ours and our athletes’, who so desperately
wanted to compete. And that is, after all, our primaryreason to exist. Just to recap: one world record,
one area record, two championship records and 22
national records were set at the event. And many ofyou, our Member Federations, also staged successfulcompetitions from national to area levels. Thank you
for your commitment and determination to provide
opportunities for our athletes to compete.

Together we have come through this year stronger,
more resilient, more innovative and creative, moreconnected, and more confident about our sport and its
future. And, dare I say it, a little braver.
I would not want to end this report without
remembering one of our sport’s largest characters,
Svein Arne Hansen, who sadly passed away in 2020.
His passion, innovation and tenacity to drive and growathletics will be the legacy that we will all push forward
on his behalf.

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President’s Report

world will not be the same after this“ The
pandemic. It will be different and that could
be a good thing.
Going back to core human values, back tobasics of what is important, redefining our
purpose, is something we can all do on ahuman, business and sporting scale.

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President’s Report
1. President’s Report2020 Annual Council Report

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EXECUTIVE BOARD REPORT

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Executive Board Report
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Executive Board Report

Introduction
The Executive Board (EB) is made up of the following

The priorities and core areas of focus for the EB innine members:

2020 can be summarised as follows:• Sebastian COE (GBR), President• development of the World Athletics Strategic Plan

• Sergey BUBKA (UKR), Senior Vice-President• Geoff GARDNER (NFI), Vice-President

2020-2023 in conjunction with the headquarters,
which was approved by the Council in June 2020,• Ximena RESTREPO (COL), Vice-President• Nawaf Bin Mohammed AL SAUD (KSA), Vice-and the monitoring of the Plan against agreed key
performance indicators;• establishment and appointment of members to the

President• Abby HOFFMAN (CAN), Appointed Member• Hasan ARAT (TUR), Appointed Member

three EB Committees and subsequent managementof these bodies;• Sunil SABHARWAL (USA), Appointed Member• Jon RIDGEON (GBR), Chief Executive Officer (ex• oversight of the commercial strategy andsponsorship pipeline, including the identification of

officio, non-voting member)potential new sponsor categories• confirmation of new commercial partnerships namely
Pinsent Masons and Nielsen;

The term of office is four years (2019-2023). Details• management and monitoring of the 2020 annual
plan, cashflow and budget including control ofincome and expenditure, which has been particularly
pertinent during the Covid-19 pandemic, andconsideration of longer term financial security;• management of the HQ and human resources
processes specifically the approach to the Monaco
furlough scheme;• adoption and approval of the 2019 audited
accounts under International Financial ReportingStandards (IFRS) guidelines;• adoption and review of the 2021 annual plan andbudget, and three-year projections for 2022-24• oversight and monitoring of the World Athletics
Series (WAS) events scheduled for 2020 and
2021, and financial and risk assessments related topotential postponement or cancellations.

regarding the EB are available on the website here.
The EB held eight meetings in 2020 as listed below.
Due to the global Covid-19 pandemic the majority ofthese were virtual:
•
•
•
•
•
•
•
•

25 January 2020, Monaco
10 March 2020, Monaco
24 April 2020, Video conference
17 June 2020, Video conference
15 July 2020, Video conference
8 September 2020, Video conference
27 October 2020, Video conference
30 November 2020, Video conference2020 was the first full year of operation of the EB under
the new World Athletics governance structure, in which
the EB’s remit is govern World Athletics’ business. The EB
has responsibility for all decisions related to the businessof World Athletics including developing and reviewing
the World Athletics Strategic Plan; adopting andmonitoring the annual plan and budget; financial planningand controlling income and expenditure; identifying
and managing risks; and developing internal controls,organisational policies, procedures and systems.

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Executive Board Report

Executive Board Committees
The World Athletics Constitution and Governance

The EB subsequently agreed to separate the Risk

Rules provide that the Executive Board establishescommittees to carry out specific roles andCommittee from the Audit, Risk & Finance Committee
at its 8 September 2020 meeting, as given the ongoing

responsibilities to support the EB in its work. At the EB

Covid-19 situation the risk aspect was identified asmeeting on 25 January 2020, two EB Committees were
established an Audit, Risk & Finance Committee, and arequiring a specific and immediate focus.

Remuneration Committee.

Following an open recruitment process to appoint theindependent members, the full composition of the three
EB Committees is as follows:

EB Committees compositions
EB Committee

MembershipRole
To assist the EB in fulfilling its

Audit &
Finance

Sunil Sabharwal (USA), Chair
Nawaf Bin Mohammed Al Saud (KSA), EB Member
Julie Asante (GHA), Independent Member
Riaan Cloete (AUS), Independent Member
Mary Hardy (GBR), Independent Member

Risk

Hasan Arat (TUR), Chair
Ximena Restrepo (COL), EB Member
Arnis Lagzdins (LAT), Independent Member
Joanne Mortimore (CAN), Independent
MemberAdille Sumariwalla (IND), Appointed Member

To assist the EB in fulfilling its
responsibilities for identifying andmanaging key areas of risk.

Remuneration

Abby Hoffman (CAN), Chair
Sergey Bubka (UKR), EB Member
Rob Clarke (GBR), Independent Member
Jean Gracia (FRA), Independent Member
Renee Washington (USA), Independent
MemberTo review and make recommendations to
the EB on the remuneration of membersof elected and appointed bodies ofWorld Athletics within an establishedremuneration policy.

responsibilities for financial reporting andinternal control; in considering mattersrelating to financial management tosafeguard financial stability and strengthentransparency and accountability.

The term of all EB Committee Members is from appointment through to the conclusion of the 2023 Election
Congress. Details on each of the EB Committees are available on the website here.

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Executive Board Report

Key decisions
The core responsibilities and areas of work for the EB have been detailed above. Key decisions taken by the EB in2020 are summarised below:
Focus

Decision
The EB finalised and signed off the proposed new World Athletics Strategy
for Growth 2020-23 in May 2020 for recommendation to the Council. The
Strategic Plan was approved by Council on 2 June 2020.

Strategic Plan 2020-23

EB also identified and agreed the associated key performance indicators tomonitor progress against the strategy.
Detail on the strategy and progress against the plan in 2020 follows later in thissection.
The EB confirmed their approval of the following commercial partnerships:••

Pinsent Masons, as the worldwide official provider of legal services
Nielsen, as the official supplier of research services

Commercial partnerships

Financials

Appointment of Disciplinary
Tribunal Secretariat
Executive Board Committees

Agreement was also given to pursue sponsorships in the energy drinks sector,
as a prospective new sponsor category to be included in the World Athletics
Marketing & Advertising Regulations.
The EB approved the following on the recommendation of the Audit & FinanceCommittee:• The 2019 audited accounts based on IFRS for the first time. The audited
accounts and annual report were circulated and published on the World
Athletics website in August 2020.
• The 2021 budget and annual plan and 2022-24 indicative budgets.
Decisions taken in relation to cost management of the 2020 budget primarily
related to use of the Monaco furlough scheme and departmental spend. The
EB also agreed the process, eligibility criteria and reporting obligations for the2020-2021 Athletics Olympic Dividend grant and to act as the oversight bodyfor all grants.
The EB approved the AIU Board’s recommendation to appoint Sport Resolutions
as Secretariat to the Disciplinary Tribunal for a two-year period, starting 1
January 2020 and ending on 31 December 2021.
The EB approved the establishment, the terms of reference and appointments tothe EB Committees as detailed above.

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Executive Board Report

Commercial Partnerships

MEDIA PARTNERS
TBS is World Athletics’ official media partner.

DENTSU ATHLETICS
The World Athletics-Dentsu Steering Board continues

EBU/ESPN are World Athletics’ official media

to work in partnership to grow commercial revenues,
which includes regular World Athletics-Dentsu Steering

distribution partners. From a media rights perspective,
World Athletics signed a 10 year deal with NBC to

Board meetings, as well as joint operations, sales
and media sub-group meetings. The Steering Board

broadcast the WAS Events in the USA. Further, World
Athletics concluded a media distribution arrangement

reported on a quarterly basis progress against thewith Infront Sports pursuant to which Infront Sports sellcommercial strategy to the EB.

the international broadcast rights to the World Indoor
Tour on a global basis. Infront Sports are also selling theinternational broadcast rights to the World Athletics
Continental Tour and increasing the distribution

Commercial Affiliates of World
Athletics and the WAS competitions

footprint for those meetings.

Despite the difficult circumstances prevailing inWorld Athletics’ Official Partners are set out here on the2020 with many World Athletics Series competitions
postponed and/or cancelled and with many companies/
brands halting their marketing spend, World Athletics/
Dentsu still managed to secure sponsorship deals with
two new sponsors in 2020.

World Athletics website.

Pinsent Masons were appointed as the worldwide
official provider of legal services and Nielsen as theofficial supplier of research services. Both these
suppliers have already provided services and training in2020 to not only World Athletics, but also to the wider
World Athletics family.

Bringing President Coe’s strategy for growing athletics
to life, the World Athletics Strategic Plan 2020-2023
was launched on 3 June 2020 to drive growth and give
direction for the future. A summary of the Strategic
Plan is on page 19.

World Athletics Strategy for Growth2020-232020 PROGRESS REVIEWThe EB is responsible for monitoring delivery of thePlan, and progress against the Plan at the end of 2020
under each of the four goals can be summarised asfollows:

The EB has been instrumental in proactively seeking
new commercial relationships and facilitating strategic
discussions for World Athletics in 2020, which it ishoped will lead to new partnerships in 2021.
OFFICIAL PARTNERS
In 2020, World Athletics’ top tier partners were ASICS,
QNB, Seiko and TDK.

MORE PARTICIPATIONWith the severely disrupted year the focus wason delivering a mini season to enable athletes tocompete and, where possible, earn prize money. Four
full Diamond League events (and an additional four
exhibition meetings), seven Continental Tour events andone World Athletics Series competition, most without,or with low numbers of spectators, were successfully
hosted. The first Continental Tour Gold meetingin Africa was hosted where 137 athletes from 28
countries participated.

OFFICIAL SUPPLIERS
Mondo was an official supplier as were Pinsent Masonsand Nielsen.

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Executive Board Report

The Athletes Welfare Fund was created thanks to theus to get a better, tailored experience of our sport andgenerosity of the International Athletics Foundationand other donors to support those athletes in need ofaccess to premier content which is being developed. A
significant amount of work also went into creating a world

basic financial assistance. Over 190 athletes from 59

class content hub for broadcasters and other media tocountries benefited from the fund.

directly access live and on-demand content. The Ultimate
Garden Clash – a series of three innovative competitions,

New hosting and bidding protocols and guidelines weredeveloped in 2020 and work began on the new kids’

devised by Renaud Lavillenie and his fellow polevaulters – was the world’s first high-level ‘live’ athletics

athletics product which will be launched in 2021.

competition since global lockdowns went into effect in

MORE PEOPLE

March 2020 and attracted more than one million viewers
from more than 90 countries in the first 24 hours.

Connectivity has improved with our Member
Federations (MFs) and the guidance and information

MORE PARTNERSHIPS

provided to them through the delivery of initially

Despite the pandemic and worldwide lockdown as

weekly and then monthly MF Info Sessions. 16 sessions
were delivered in 2020 with over 170 MFs (85% of thewell as the economic downturn two sponsorshipagreements were concluded (Pinsent Masons andmembership) attending at least one of the sessions andover 2,500 participants attending in total. Webinars
were also delivered to stakeholders attracting over 500
participants and focused on topics including medical
protocols and road running. Area Associations havealso successfully run online skills and development
webinars for their Member Federations, coaches, andtechnical officials.

Nielsen) and a collaboration established with parkrun.
parkrun will assist World Athletics to leave community
health and participation legacies in the host countries
of World Athletics Series events by creating a seriesof permanent park runs in the host cities and countries
of world championship events, including the World
Athletics Championships Oregon22 and Budapest
2023. Health and fitness are very much on theagendas of many non-governmental organisations at
the moment and productive meetings were held in2020 with both UNESCO and UNDP with the aim ofagreeing memorandums of understanding. Discussions
were also held with our partners to see if they areable to support additional programmes created or run
by World Athletics (such as the new kids’ athletics
programme) and to see how they can support our
Area Associations, Member Federations and Local
Organising Committees (e.g., ASICS with kit andPinsent Masons with legal services provided at reduced
rates).

The new eLearning platform was launched in November(press release here). The platform is a key tool todeveloping and certifying new coaches and officials,
as well as providing additional seminars and educationmaterial primarily aimed to support capacity buildingof Member Federations. Further detail on eLearning
content is set out under the development section ofthis report.
MORE FANS
2020 was a mixed year in this area with limited live eventsor opportunities to engage fans through traditional
broadcast. However, great strides were made across all
social media platforms culminating in a 73% increasein followers with TikTok contributing a million new
followers in just six months. Work has also progressed on
developing tactical plans to evolve social media followers
into ‘known’ fans and tying that into a comprehensive fan
engagement and digital strategy that will drive our quest
for a million ‘known’ fans. A new single sign on (SSO) for
our website aims to enable fans to engage more with

The full Strategic Plan is available on the website here.
The Strategic Plan will be formally reviewed by the
Executive Board on an annual basis with information
provided to Member Federations. Ongoing detailsof progress will be available through the website,
celebrating milestones as they are reached.

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Executive Board Report
Key decisions

STRATEGY FORGROWTH
2020-2023

Our Vision

TO USE THE
POWER ANDACCESSIBILITY OF
ATHLETICS AND OUR
ATHLETES TO CREATEA HEALTHIER AND
FITTER WORLD
Our Mission

GROW

Grow the sport of athletics and make it
relevant in people’s lives and in the lives of
their communities.

LEAD

INSPIRE

Create globally appealing and accessible
competitions, events, and activities so ourtalented athletes can entertain and inspire
the world.

Be the best example of a well-governed
sports federation taking brave leadershipdecisions and valuing partnerships thatdeliver athletics around the world.

Our Approach
By doing the good things we do already even better via a programme of continuous improvement, and by delivering new innovative initiatives and programmes.

Our Goals

PARTICIPATIONPEOPLEFANSPARTNERSHIPS

We will deliver more events at every
level of the sport. From more worldclass athletics competitions in allcontinents at national, regional
and international level, through toensuring there are opportunities forchildren to try our sport wherever
they live and campaigns for more
people to get active through running.

We will celebrate, support anddevelop the people (coaches,
officials, volunteers and professionals)
who deliver our sport throughout theworld, at every level, providing clear
access and pathways and we will
double the number of new recruits
who help deliver our sport - ascoaches and officials or in Member
Federation, event or club roles.

We want our fans to attend and watch
our athletes compete, as well as get
to know and engage with themthrough new platforms and initiatives.
By 2023 our aim is to grow ourbroadcast reach, double our digital
following and create a database of
1 million known fans who actively
choose to connect and engage with
us and our sport.

As the world’s most accessible
sport we rely on strong partnerships
to deliver events and programmes
at all levels. We value thesepartnerships and aim to double
our current number of meaningfulcommercial and non-commercial
partnerships to generate new financial
and activation opportunities for our
sport, our athletes, our MF’s and ourcommunities around the world.

Our Stakeholders
Member Federations, Athletes, Partners, Media, Fans, and Our People.

© 2020 World Athletics. All Rights Reserved.

Our Values

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Respect, Integrity, Leadership, Commitment, Innovation, Excellence.

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Executive Board Report
Key decisions

2020 Annual Council Report

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COUNCIL REPORT

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Council Report
Key decisions

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Council Report

3.1 Governance & MembershipCouncil2020 was the first full year of operation for the Council

situation for the athletes and Member Federations andunder the new World Athletics governance structure,taking necessary decisions relating to the schedulingin which the Council’s remit is to govern the sport ofathletics. The Council is responsible for all decisions

and inevitable postponement of competitions. The
pandemic also provided the opportunity in the latter

related to the sport, as well as for the conduct andmanagement of athletics and its disciplines.

part of the year to more quickly progress projects
identified in the World Athletics Strategy for Growth2020-2023 under the four strategic goals of more

Given the disruption to the global sporting calendar
in 2020, the Council was focused on monitoring theparticipation; more people; more fans; and morepartnerships.

The Council is made up of the following Members:
Sebastian COE
Sergey BUBKA

(GBR)
(UKR)

President
Senior Vice-President

Geoff GARDNER
Nawaf Bin Mohammed AL SAUD
Ximena RESTREPO
Alberto JUANTORENA
Nawal EL MOUTAWAKEL

(NFI)
(KSA)
(COL)
(CUB)
(MAR)

Vice-President
Vice-President
Vice-President
Individual Member
Individual Member

Abby HOFFMAN
Dahlan AL HAMAD
Hamad KALKABA MALBOUM
Anna RICCARDI
Sylvia BARLAG
Hiroshi YOKOKAWA
Antti PIHLAKOSKI
Adille SUMARIWALLA
Svein Arne HANSEN*
Nan WANG
Willie BANKS
Raul CHAPADO
Dobromir KARAMARINOV
Beatrice AYIKORU
Mike SANDS
Helio Marinho GESTA DE MELO
Robin SAPONG-EUGENIO
Renaud LAVILLENIE
Valerie ADAMS

(CAN)
(QAT)
(CMR)
(ITA)
(NED)
(JPN)
(FIN)
(IND)
(NOR)
(CHN)
(USA)
(ESP)
(BUL)
(UGA)
(BAH)
(BRA)
(NMI)
(FRA)
(NZL)

Individual Member
Member, Asia Area Group Representative
Member, Africa Area Group Representative
Individual Member
Individual Member
Individual Member
Individual Member
Individual Member
Member, Europe Area Group Representative
Individual Member
Individual Member
Individual Member
Individual Member
Individual Member
Member, NACAC Area Group Representative
Member, South America Area Group Representative
Member, Oceania Area Group Representative
Member, Athletes’ Commission Chair
Member, Athletes’ Commission Representative*deceased on 20 June 2020

The term of office is four years (2019-2023), details regarding the Council are available on the website here.

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COUNCIL MEETINGS

In addition to the formal Council meetings, information

The Council met on three occasions in 2020:

sessions were also held to provide an opportunity fora more in-depth briefing and discussion on relevant• 221st Council meeting, 11/12 March 2020, Monaco

topics. As well as meeting formally, the Council also

and video conference• 222nd Council meeting, 29/30 July 2020 by video

made decisions via email on an as needs basis tofacilitate progress and meet deadlines as appropriate.

conference• 223rd Council meeting, 1/2 December 2020 by

The key decisions of the Council and their subsequent

video conference

implementation by the headquarters are summarised in
the relevant sections of this Annual Report.

Due to the ongoing global Covid-19 pandemic,
the Council meetings which took place in July andDecember 2020 were held by video conference overtwo sessions of approximately three hours.

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3.1 Governance & Membership

World Athletics Awards

2020 and attracted more than one million viewers

The World Athletics Awards 2020 were staged as afrom more than 90 countries in the first 24 hours.
• Athletes’ Community Award (an award createdvirtual event on 5 December 2020 and streamed liveby the athletes to show their thanks to a group of

on the World Athletics YouTube channel (link to the fullawards show can be found here). The following athletes

individuals who have helped and supported themand their communities throughout trying times): Allathletics clubs.
• Member Federation Award (in recognition of awere recognised for their outstanding acheivements
in 2020:

particularly inspiring effort by a Member Federation• World Athlete of the Year (male): Mondo Duplantis• World Athlete of the Year (female): Yulimar Rojas

in spite of the global Covid-19 pandemic shutting
down most of the sporting world): Polish Athletics

The following individuals were also celebrated for their

Association. The federation was recognised forhaving successfully delivered much of the country’s

contributions to the sport in the respective categories:

competitive calendar in spite of the pandemic,• Coaching Achievement: Helena and Greg Duplantis

including the staging of three World Athletics
Continental Tour competitions and the World• President’s Award: Tommie Smith, Peter Norman andJohn Carlos• Athletics Photograph of the Year: Michael Steele

Athletics Half Marathon Championships Gdynia 2020.

53rd Congress & Convention

Three new awards were introduced in 2020 and thewinners were as follows:

Under the World Athletics Constitution the membershipshould be notfied of the time, date and venue ofthe World Athletics Congress at least 12 months inadvance. Given the Covid-19 pandemic, to provide
flexibility and enable the Council to best manage
the situation amongst the ongoing uncertainty, in
December 2020, the Council proposed to Member
Federations a resolution which allowed the Council todecide on the time, date, venue, and exact format (i.e.
in-person, virtual or hybrid) of the 2021 Congress andwith less than 12 months notice. The resolution was
unanimously approved by Member Federations with156 responses received.

• Covid Inspiration Award (in recognition of anindividual(s) whose efforts, despite the challengesof 2020, resulted in the delivery of a particularly
inspiring athletics event or experience): The
Ultimate Garden Clash – a series of three innovativecompetitions, devised by Renaud Lavillenie and his
fellow pole vaulters. The events were held over a
five-week period in which athletes faced off via alive video link while competing in their respective
training bases. Organised jointly by the athletesand World Athletics, and broadcast live on its social
media platforms, the Ultimate Garden Clash featured
separate men’s and women’s pole vault competitions(detail and YouTube Video can be found here andhere respectively) and a triathlon event with threeof the world’s best decathletes (detail and YouTube
video can be accessed here). The men’s pole vault
edition on 3 May between world champion Sam
Kendricks, world record-holder Mondo Duplantis
and former world record-holder Lavillenie was theworld’s first high-level ‘live’ athletics competition
since global lockdowns went into effect in March

Member Federations were subsequently notified of
the Council’s decision in March 2021 that the 53rd
World Athletics Congress and Convention will be held
virtually on 16-18 November 2021.

2020 Annual Council Report24

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3.1 Governance & Membership

Membershipto Congress to expel RusAF from membership of

MEMBER FEDERATION OBLIGATIONSWorld Athletics, but to suspend the making of thatrecommendation provided RusAF met specific

Member Federations’ compliance with their Member

conditions, including making the outstanding payments

obligations is monitored annually. The Covid-19
pandemic impacted on the ability of many Member(the USD 5 million fine and USD 1.31 million costs)
before 15 August 2020. The payments were received

Federations to meet their Member obligations throughno fault of their own. This was primarily due to either

before the deadline, therefore the first of the conditions
set by the Taskforce were met in full. Details on thetheir inability to stage national championships given

further conditions are set out here.

local legislation and health and safety restrictions
during the periods of lockdown or due to their

A deadline of 1 March 2021 was set for RusAF toinability to have athletes participate in international
competitions as a result of the cancellation andproduce a meaningful reinstatement plan that was
fit to drive the cultural change required for Russia topostponement of competitions including three of the

return to full international membership of the sport. The

four World Athletics Series events scheduled in 2020,the 2020 Olympic Games and Area championships.

Taskforce reported in November 2020 that RusAF had
made progress in developing that plan. International

As a result, 2020 was considered an exceptional
year where some Member Federations were not able
to organise national championships or participate ininternational competitions. Despite the disruption, all
Member Federations met their reporting requirements.

experts were appointed to work on the ground with
RusAF to draw up a detailed strategic and operationalplan, and a new “framework agreement” was put inplace setting out how the Taskforce and international
experts will help RusAF to finalise and implement theplan. Revised terms of reference for the Taskforce
reflecting these developments were approved byCouncil and can be accessed here.

RUSSIAN ATHLETICS FEDERATION
Following the decision by Congress in September
2019 to confirm the suspension of the Russian
Athletics Federation (RusAF) until such time as there is
full compliance with the reinstatement conditions set
by the Russia Taskforce, Council has received reports ateach subsequent Council meeting from Rune Andersen,
the independent Chair of the Russia Taskforce, on
RusAF’s progress against the reinstatement conditions.
All of Mr Andersen’s reports, and Council’s consequentdecisions, have been notified to Member Federations
and made available on the World Athletics website.

Following detailed work by the Russia Taskforce, its
international experts, and RusAF, a final plan for thereinstatement of RusAF to membership of World
Athletics was approved by Council on 28 February
2021 (i.e., before the 1 March 2021 deadline). The
Taskforce is now monitoring the milestones and key
performance indicators (KPIs) in the Reinstatement Plan
on a monthly basis, and will continue to report to futureCouncil meetings as to whether RusAF is keeping
up with the work that is required to implement theReinstatement Plan successfully.

In March 2020, RusAF admitted breaching the World
Athletics Anti-Doping Rules by its senior management
being complicit in and covering up a whereabouts
rule violation by high jumper Danil Lysenko. As aresult, Council imposed a package of sanctions on
RusAF, including a USD 10 million fine, of which USD
5 million was payable by 1 July 2020, as well as USD
1.31 million in costs. Following non-payment of thoseamounts, on 30 July 2020 Council unanimously agreed
with the Taskforce’s recommendation to recommend

Rules and Regulations
All new, or amended, rules and regulations approved
by Council in 2020 are listed overleaf. They werecommunicated to Member Federations via circular andincluded within the Book of Rules, which can be foundon the website here.

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Council Report
3.1 Governance & Membership• Anti-Doping Rules and Regulationsin international competitions. The new rule is• Athletics Integrity Unit Rules• Competition Rules

complemented by an athletic shoe availability
scheme and a list of over 200 (spikes and non-

• Continental Tour Regulations

spikes) approved shoes has been published on• Event Bidding Rules• Governance Rules

the World Athletics website.

• Label Road Race Regulations• Technical Rules– Amendment to Rule 6.3.4 following the decisionof the Court of Arbitration for Sport (CAS) in the• Vetting Rules• World Indoor Tour Regulations

Blake Leeper case. The CAS agreed with World
Athletics’ view that the prostheses or mechanicalaids used by Blake Leeper provided him with

A summary of the key amendments is provided below.

a competitive advantage but determined that
it was unfair to place the burden of proof on• Anti-Doping Rules

the athlete. Technical Rule 6.3.4 was therefore
amended to align with the CAS decision and the– The 2020 Anti-Doping Rules and Regulations
were amended in March and December 2020
to ensure compliance with the new World Anti-

World Athletics Constitution Article 4.1(j), anda panel of experts established with the relevant
competence to review individual cases.

Doping Agency (WADA) Code.
– Amendment to Rule 30.1.1 (Long Jump) to• Athletics Integrity Unit Rules– Rule 12 of the Athletics Integrity Unit Rules wasdelay the enforcement of the amendments to
the rule from 1 November 2020 to 1 November
2021 i.e., after the Olympic Games, to allow foramended to allow for the Ethics Board to handle
the final case originally due to be heard andfurther clarification on the implementation andinterpretation of the amended rule.

concluded before 31 March 2020. The Ethics
Board was disestablished from 31 March 2020.

• Competition Rules• Technical Rules– Amendments to Competition Rules 31.3.5 and31.14.4 (World Records Ratification Process)aimed to align the Anti-Doping Rules with theCompetition Rules and provide clarification interms of when and to whom the doping control– Rule 5 (Clothing, Shoes and Athlete Bibs) of
the Technical Rules was amended to provide
certainty for upcoming competitions covering theperiod from 28 July 2020 until after the Tokyo
2020 Olympic Games when, subject to thefinal recommendations from the Athletic Shoes
Working Group, the new process, procedure, andnew rules will come into force. Council agreed

results should be sent and when the additional
requirement of the erythropoiesis stimulating
agents analysis applies.
• Regulationsin principle that use of development shoes canbe worn in international competitions before
their availability if they meet the requirementsof the rules relating to technical specifications
and availability. The approved amendments to– New Regulations for the World Athletics
Continental Tour; 2021 Label Road Race
Regulations; and World Indoor Tour Regulations.

Technical Rule 5 concern the detail regarding
the use of prototypes (development shoes)2020 Annual Council Report26

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Council Report
3.1 Governance & MembershipAppointments to World Athletics bodies
During 2020, Council approved appointments to World
Athletics’ bodies as summarised below.

World Athletics governance Membership and appointments

Term of appointment

or independent body
Raul Chapado (ESP), Chair
Julio Gómez Gaitan (COL), Member
Siddig Ibrahim (SUD), MemberDavid Katz (USA), Member

Competition Commission

Development Commission

Governance Commission

Ellen van Langen (NED), Member
Cydonie Mothersill (CAY), Member

12 March 2020 through to

Antti Pihlakoski (FIN), Council Member
Anna Riccardi (ITA), Council Member

the conclusion of the 2023
Election Congress

Akine Simbine (RSA), Athletes’ Commission Member
Trevor Spittle (NZL), Member
Katerina Stefanidi (GRE), Athletes’ Commission
MemberMariko Yamada (JPN), Member
Geoff Gardner (NFI), Chair
Beatrice Ayikoru (UGA), Council Member
Nick Bitel (GBR), Member
Sergey Bubka (UKR), Council Member
Carlos Cavalheiro (BRA), Member
Kim Collins (SKN), Athletes’ Commission Member
Frank Hensel (GER)*, Member
Annette Purvis (NZL), Member
Donna Raynor (BER), Member
Edith Skippings (TKS), Member
Adille Sumariwalla (IND), Council Member
Tendai Tagara (ZIM), Member
Francis Dodoo (GHA), Chair
Sylvia Barlag (NED), Council Member
Carlota Castrejana (ESP), Member
Dagmar Freitag (GER), Member
Helio Marinho Gesta de Melo (BRA), Council
MemberIñaki Gómez (CAN), Athletes’ Commission MemberDavid Grace (AUS), Member
Leung Hong Shun (HKG), Member
Jinaro Kibet (KEN), Member
Sirje Lippe (EST), Member
Ronald Russell (ISV), Member
Norman Wain (USA), Member

2020 Annual Council Report28

12 March 2020 through tothe conclusion of the 2023
Election Congress

12 March 2020 through tothe conclusion of the 2023
Election Congress

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3.1 Governance & Membership

World Athletics governance Membership and appointments
or independent body

Term of appointment
12 March 2020 throughAthletics Integrity Unit
Board

Screening Panel

Victoria Aggar (GBR), Independent Member
Jill Pilgrim (USA), Independent Member

until the first Council
meeting after the 2021

Parth Goswami (IND)**, Member

Ordinary Congress
30 July 2020 through tothe conclusion of the 2023
Election Congress

Maria Clarke (NZL), Chair

Human Rights Working
Group

Stephanie Hightower (USA,) Member
Toralf Nilsson (SWE), Member
Aisha Praught-Leer JAM, Member
Ximena Restrepo (COL), Member
Aleck Skhosana (RSA), Member

30 July 2020 through to
31 March 2021

Adille Sumariwalla (IND), Member
Jinaro Kibet (KEN), Member (GovernanceCommission representative)
Robbert de Kock (NED), Co-Chair

Athletic Shoe Working
Group

Sylvia Barlag (NED), Co-Chair
Carson Caprara (USA), Member
Tom Carleo (USA), Member
Chris Cook (GBR), Member
Toni Arndt (SWE), Member
Iñaki Gómez (CAN), Member
Ryan Montgomery (GBR), Member
Spencer Nel (RSA), Member
Anna Riccardi (ITA), Member
Brian Roe (AUS), Member

6 June 2020 until 5 June
2021

*deceased on 29 November 2020** appointment arose due to a vacancy in the membership of the Screening Panel

Due to the postponement of the 2021 World Athletics
Championships to 2022 and to maintain the Athletes’
Commission elections at the time of the World Athletics
Championships in 2022, the term of office for the six
elected Athletes’ Commission members (whose fouryear mandate began in 2017) was extended until the
Athletes’ Commission elections at Oregon22.

The affected Athletes’ Commission members are listed
as follows:
•
•
•
•
•
•

Kim COLLINS (SKN)
Iñaki GÓMEZ (CAN)
Adam KSZCZOT (POL)
Thomas RÖHLER (GER)
Ivana ŠPANOVIĆ (SRB)
Benita WILLIS (AUS)

2020 reports from the Commissions are included in
Section 4. Further information about these bodies andtheir members can be found on the website here.

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3.1 Governance & Membership

Nationality Review Panel

Annual Report

The current composition of the Nationality Review

Council approved the 2019 Annual Council Report

Panel (NRP) is as follows:

including the 2019 audits on 28 July 2020 which was• Hiroshi YOKOKAWA (JPN), Chair

subsequently circulated to all Member Federations andpublished on the website here.

• Geoff GARDNER (NFI), Council Member• Márton GYULAI (HUN), Member• Catherine JORDAN (BAR), Member

Strategic Plan

• Jinaro KIBET (KEN), Member• Rožle PREZELJ (SLO), Member

Council approved the World Athletics Strategy for• Miguel CARRIZOSA GALIANO (PAR), Member• Brian ROE (AUS), Member

Growth 2020-2023, detail of which is outlined in
Section 2 with the strategy also available on the• M’Hammed RHAZLANE (MAR), Member

website here.

Upon the application of a Member Federation the NRP
determines the eligibility of an athlete to compete
on behalf of the Member Federation in National
Representative Competitions in accordance with therelated rules and regulations.
In 2020, the NRP took 15 decisions, which aresummarised here on the website (Athlete Transfer ofAllegiance section).

2020 Annual Council Report30

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3.2 Competition & Events
World Athletics Series (WAS)
competitions

held in 2020. Key statistics and highlights from thisDue to the Covid-19 pandemic, World Athletics had• Athletes: 121 men and 104 women (total 225)

to adapt and make major decisions concerning its
competition programme. In a year blighted by the• Member Federations: 53 and the Athlete RefugeeTeam. Team participation was the second highest in

pandemic and athletes unable to train or travel, thewhole athletics season was compromised, and three ofthe last 10 years.
• Athlete performances were outstanding andevent are briefly summarised below:

the four WAS competitions scheduled to be delivered

included one world record, one area record, two

in 2020 were unfortunately postponed along withthe 2020 Olympic Games which were rescheduled

championship records and 22 national records.
The women’s only world record was set by Peres

to 23 July to 8 August 2021. The postponements of
the WAS events in 2020 and new dates approved by

Jepchirchir of Kenya.
• A virtual mass race (with more than 14,000 runners

Council are outlined below:

registering) was also staged.
• Gdynia records among the best results of World
Athletics’ Air Quality project.

• World Athletics Indoor Championships in Nanjing,• A Covid-19 protocol was created by the healthand science team and put into practice for the firsttime at a large scale WAS event. The protocol fully
incorporated the LAMP (Loop Mediated Isothermal
Amplification) technology to test teams and staff
involved in the competition. Over 650 LAMP tests
were undertaken which led to the identification of
two infected people. The protocols and testing werea success and allowed for the further developmentof the Covid-19 protocols used for the WAS events
delivered in 2021.
• In a year when broadcasters have been starved oflive sports, Gdynia saw a huge increase in coveragecompared to Valencia 2018 (by more than double).
The resulting broadcast coverage saw an increase in
overall viewer hours up by over 60%, reaching justover 12 million viewers around the world (62% of
which were from Asia and 19% across Europe). TVP
in Poland also continued to draw in strong numbers
for athletics with a slightly higher better than
average rating for the day.

China
– Originally scheduled from 13-15 March 2020,
these were initially postponed to 19-21 March
2021 and again rescheduled to 2023.
• World Athletics U20 Championships in Nairobi,
Kenya– Postponed from 7-12 July 2020 to 17-22
August 2021. It was also agreed to maintainthe rescheduled championships as an U20
competition (not U21). Therefore, under thecompetition’s regulations, athletes aged 18 or
19 years on 31 December 2021 were eligible tocompete.
• World Athletics Race Walking Team Championships
in Minsk, Belarus– Originally scheduled on 2-3 May 2020, the newdates were approved as 23-24 April 2022.

The Council thanks the Local Organising Committee
and host Member Federation for their commitment,
support and dedication which was essential to thesuccess of this competition, in such challenging
circumstances.

The World Athletics Half Marathon Championships
Gdynia 2020 which were originally scheduled for 20
March 2020 were successfully held in Gdynia, Poland
on 17 October 2020. This was the only WAS event

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3.2 Competition & Events

Future WAS competitions
The following future WAS events were either

In addition, a revised qualification system and entry
standards were approved for the Tokyo 2020 Olympic

postponed or had a date change as outlined below:

Games following the postponement of the Games to• World Athletics Championships Oregon22:

2021. The qualification principles remained unchanged
with athletes able to qualify through entry standards
and the World Athletics World Rankings. Athletes who
had already met the entry standard since the start of– following the postponement of the Tokyo
Olympic Games the new dates of Oregon22

the qualification period in 2019 remained qualified

were approved as 15-24 July 2022.

and eligible for selection by their respective Member
Federations and National Olympic Committees,• World Athletics Half Marathon Championships inYangzhou, China

together with the other athletes who qualified within
the extended qualification period. The Olympic
qualifying system is available here.

– the date of the event was changed from 20
March 2022 to 27 March 2022.

After consultation with stakeholders, Council
concluded in early April 2020 that due to the uneventraining and competition opportunities the worldwide
competition landscape was too compromised tooffer a level playing field and therefore decided thatthe qualification period for the Tokyo 2020 Olympic
Games, and for any World Athletics Series competition(where applicable), should be suspended from 6 April
2020 until 30 November 2020 included.

• World Athletics Cross Country Championships in
Bathurst, Australia– the event was postponed from 20 March 2021
to 19 February 2022.
• World Athletics Indoor Championships in Belgrade,
SerbiaThe suspension of the Olympic qualification system,
based on entry times, was subsequently lifted for the
marathon and race walk events from 1 September
2020 onwards, due to concerns over the lack ofqualifying opportunities likely to be available forroad athletes before the end of the qualification
period on 31 May 2021. The decision concerned
only Olympic Games entry standards in relation to
the pre-identified, advertised, and authorised races
being staged on World Athletics certified courses,
including the implementation of an effective in- andout-of-competition drug testing programme for boththe sanctioned competitions and the athletes. The
accrual of points for World Rankings and the automatic
qualification through Gold Label/Platinum Labelmarathons remained suspended until 30 November2020.

– the championship was rescheduled from 11-13
March to 18-20 March 2022.
• Following a review of all WAS events, the Council
also took the decision to remove the Continental
Cup from the World Athletics Series.
QUALIFYING PROCEDURES AND TIMETABLES
The qualifying procedures and/or timetables forthe following WAS competitions were approved byCouncil with detailed information circulated to Member
Federations and made available on the website:••••

World Athletics Relays, Silesia 21
World Athletics U20 Championships, Nairobi21
World Athletics Championships Oregon22
World Athletics Indoor Championships Nanjing
2021 (revised qualification system following theinitial postponement – an updated version for 2023
will be decided by Council in 2022).

In 2020, World Athletics launched ‘Road to Tokyo’, an
online tool to help athletes, media and fans track thequalification process for the Olympic Games.

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3.2 Competition & Events

World Athletics worked with Member Federations• World Athletics U20 Championships Cali 2022

and meeting organisers to maximise pre-Tokyo 2020
Olympic Games competition opportunities for all• World Athletics Championships Budapest 2023
• Olympic Games Paris 2024

athletics events from 1 December 2020 onwards.

• Council Member Panel for Jury of Appeal 20202023

Delegate appointments

Council emphasised the need to accelerate
programmes that will create greater diversity amongst

In 2020, Council approved the delegate appointments

future international technical officials and delegate

for the following events:

appointments.

• World Athletics Cross Country Championships
Bathurst 2021
• World Athletics Relays Silesia21• World Athletics Championships Oregon22• World Athletics Indoor Championships Belgrade2022• World Athletics Half Marathon Championships
Yangzhou 2022

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3.2 Competition & Events

WAS competitions bidding
In 2020, Council awarded one WAS event as follows:
Date
2-7 August 2022

WAS eventWorld Athletics U20 Championships

Location/HostCali, Colombia

To explore the market and create the best possible

Due to the ongoing Covid-19 pandemic, the bid

bidding landscape for the 2024 World Athletics

process for the 2023 World Athletics Series events was

Indoor Championships and 2025 World Athletics
Championships, which are critically important WAS

also postponed. Bidding for the 2023 World Athletics
Road Running Championships and the 2023 World

events aligned to the new World Athletics StrategicPlan, Council approved the postponement of the Area

Athletics Relays opened at the end of 2020, as set
out below:

selection process for both events to late 2020. The bid
process for the 2025 World Athletics Championships
was opened for bids in December 2020 and the 2024
World Indoor Championships in April 2021.
Bid Process Stage

Official launch & Bid Guide
sharedPre-Qualification Formsubmission deadline
Bid Application documents
submission deadline
Event awarded by Council

2023 World Athletics
Relays2023 World Athletics
Road RunningChampionships

2025 World Athletics
Championships

21 December 2020

21 December 2020

21 December 2020

1 March 2021

1 March 2021

1 March 2021

14 June 2021

14 June 2021

1 September 2021

July 2021

July 2021

March 2022

WAS competition
World Athletics Half Marathon Championships
World Athletics Relays
World Athletics U20 Championships
World Athletics Cross Country Championships
World Athletics Indoor Championships
World Athletics Half Marathon Championships
World Athletics Race Walking Team Championships
World Athletics Championships
World Athletics U20 Championships
World Athletics Indoor Championships
World Athletics Championships

Location/Host
Gdynia, Poland
Silesia, Poland
Nairobi, Kenya
Bathurst, Australia
Belgrade, Serbia
Yangzhou, China
Minsk, Belarus
Oregon, USA
Cali, Colombia
Nanjing, China
Budapest, Hungary

The bidding calendar with all deadlines is set out here.

WAS competition calendar
Date
17 October 2020
1-2 May 2021
17-22 August 2021
19 February 2022
18-20 March 2022
27 March 2022
23-24 April 2022
15-24 July 2022
2-7 August 2022
17-19 March 2023
19-27 August 2023

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3.2 Competition & Events

World Athletics Road RunningChampionships

The cross country event format proposed to the IOC
was an alternate mixed team relay to be contested by
15 teams. Each team would be composed of two men
and two women. Each member of the team would run

In 2020, Council agreed to launch a new global
event in 2023, the World Athletics Road Runningtwo legs of a 2.5km course, alternating between maleand female athletes.

Championships. These championships will encompass
the existing World Athletics Half Marathon

Council also recommended that the IOC include four

Championships but over a two-day period will also

race walk events, namely men’s and women’s events

include a new 5km road race in the competition
programme and mass participation races alongside thein both the long and short race walks (rather than thethree currently in the programme for Tokyo 2020) toelite events to allow recreational runners to be part of a
global festival of road running.

ensure gender equality.
The IOC Executive Board decision was to not include

The rationale for the change is to increase the overallvalue for World Athletics and the Local Organising

any new athletics events in the 2024 Olympic Games
programme but the IOC has committed to continue

Committees by combining several events into an
aggregated championship and therefore evolve theone-day World Athletics Half Marathon Championships

to work with World Athletics to realise the vision ofseeing cross country in a future Olympic Games. With
regards to the future of the men’s long race walk, theinto a multi-day World Athletics Road RunningChampionships creating greater impact and offering for

IOC’s request was for World Athletics to develop arace walk event that is able to feature both men andathletes and spectators.

women for the 2024 Olympic Games. This work is
being undertaken by the Competition Commission in
conjunction with the Athletes’ Commission and race

The Council also agreed to switch the cycle of theWorld Athletics Half Marathon Championships (World
Athletics Road Running Championships) and the World

walk community.

Athletics Cross Country Championships, with theformer staged in even years instead of odd years.

One-day meetings

The concept of the World Athletics Road RunningChampionships has subsequently evolved. Principles

WANDA DIAMOND LEAGUEThe Diamond League was forced to suspend several

have been developed by the Competition Commission
for the new event in relation to the field sizes andnumber of entries by country, the financial support forparticipation and quota athletes, and the prize money
per country, which were approved by Council and fromof its early season meetings because of health andlogistical concerns brought about by the global
Covid-19 crisis. These decisions to either cancel orpostpone the Diamond League meetings were reachedin consultation with all relevant parties and based on

which technical regulations will be drafted.

concerns over athlete safety and travel restrictions
which made it impossible to stage the competitions
as planned. In addition, Diamond League organisers
announced that the meetings being staged would be
individual meetings and would not include a series point

Competition programme changes
Council approved to request to the International
Olympic Committee (IOC) the inclusion of crosscountry and an additional race walk event in theathletics programme for the 2024 Olympic Games.

score, so there would be no overall league winners in2020 and the final in Zurich would not be held.

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3.2 Competition & Events

The Bislett Games hosted an alternative athletics

The Tour is divided into three levels – gold, silver andcompetition, an exhibition event dubbed ‘The
Impossible Games’, on 11 June 2020, the original datebronze. Each level has a clear brand with the statusdetermined by the quality of competition and prizeof the Oslo Diamond League meeting. The concept

money on offer. The meetings have been identified

saw several world-class athletes take part in one-off
showpiece events fully aligned to Norway’s coronavirus

in close cooperation with the Area Associations andin most cases have a long-standing tradition and an

regulations and social distancing rules.

established financial model.

After months of heavily adapted competitions, Monaco

In 2020, 28 Continental Tour meetings took place:

was able to hold the first normal Diamond League
meeting on 14 August and the season then continued

seven gold, five silver and 16 bronze level meetings.
3,606 athletes (1,965 men and 1,641 women) fromthrough until mid-October 2020.

94 countries took part. Full results are available on thewebsite here.

In total in 2020, eight Diamond League meetings were
held in which 484 individual athletes took part (279
men and 205 women) from 58 countries. Full results are

The original 2020 Diamond League and Continental
Tour dates and meeting schedule were published in lateavailable on the website here.

2019 but were significantly impacted by the Covid-19
pandemic. Information about one-day meetings isavailable here.

At the end of 2020, Council approved changes tothe Diamond League series for 2021. These changes
included a return to the full programme of 32
disciplines and the introduction of a new award forthe ‘Best Performing Athletes’ across five disciplinegroups. At the end of the 13 meetings, the athleteswith the most points in each Diamond League discipline
qualify for a place in the Wanda Diamond League Finalin Zurich, where all 32 Diamond League champions
will be crowned in a two-day season finale. Seven
finals will take place as street events in Zurich’s historiccity centre, with the remaining disciplines held in the
Letzigrund Stadium as part of a three-hour world feed
programme on the following day. Both days will bebroadcast live on TV.

WORLD INDOOR TOURThe 2020 World Athletics Indoor Tour (WIT) staged
all planned meetings despite the pandemic. Seven
meetings took place between the end of January andend of February, which were Boston (USA), Karlsruhe(GER), Düsseldorf (GER), Torun (POL), Glasgow (GBR),
Liévin (FRA) and Madrid (ESP).
589 athletes from 73 Member Federations took part in
the WIT in 2020. The 11 overall discipline winners each
received a winner takes all USD 20,000 bonus.
Liévin (FRA) was added to the WIT in 2020 andachieved the highest number of competition World
Ranking points ever recorded by an indoor one-day
meeting. Notable highlights from the 2020 WIT
included world records by Mondo Duplantis (men’spole vault) and Yulimar Rojas (women’s triple jump). Full
results are available on the website here.

WORLD ATHLETICS CONTINENTAL TOURThe inaugural World Athletics Continental Tour was
launched in 2020 replacing the IAAF World Challenge.
The Tour comprises the leading international one-day
meetings (outside of the Diamond League) in a dynamic
and global series. It aims to eventually span all six
continents and is designed to provide more athleteswith more high calibre competitive opportunities toearn prize money and World Ranking points while
reaching fans in nearly every corner of the world.

Council approved a new structure for the indoor seasonfrom 2021. Like the World Athletics Continental Tour,it was agreed that the World Athletics Indoor Tour willoffer enhanced competition opportunities with the2020 Annual Council Report36

3Council Report
3.2 Competition & Events

introduction of three tiers of competition – gold, silver

Global Calendar Unit

and bronze – comprising 26 meetings spread across 12
countries in Europe and North America. The expanded

Council recognised in 2019 the need to bettertour will broaden the geographical spread of meetings

coordinate the global calendar dates including toaround the world and incorporate additional Arealevel competitions. The prize money allocation will beidentify national championship windows. To support
this process and ensure a better coordination of

restructured to allow World Athletics to provide more
funds directly to the individual meetings, which will

global calendar dates, a Global Calendar Unit wasestablished in 2020 to decide on the restructuringassist them to remain financially viable in the recently

and harmonisation of the athletics calendar forchallenging times, and to maintain or increase the prize
money on offer to athletes. Each gold meeting will offer

championships and major competitions. The unit is
responsible for managing all aspects of the global

at least USD 7,000 in prize money for each individual
discipline on the programme, including USD 3,000 toathletics calendar from world to national championships
and all competitions in between. Its aim is to create

the winner.

a three to four year long-term, constantly updated
global calendar to make the competition schedule
across the globe easier to understand and follow for all

World Athletics Challenges

stakeholders. Membership of the unit comes from all six
Areas and includes:

RACE WALKING CHALLENGE
In 2020 it unfortunately proved impossible for theorganisers to put on their traditional competitions in
the face of the global health situation and therefore
none of the planned Race Walking Challenge meetings
were staged.

• Jakob Larson, World Athletics Director ofCompetitions & Events (Chair)• Cherry Alexander (GBR, European Athletics
Competition Commission Chair)• Helio Marinho Gesta de Melo (BRA, Athletismo
Sudamericano President)• Alfonz Juck (SVK, Euro Meetings President)• Duffy Mahoney (USA, USATF Chief of Sport
Performance)• Yvonne Mullins (AUS, Oceania Athletics Executive
Director)• Anna Riccardi (ITA, World Athletics Council Member& Competition Commission member)• Jean-Pierre Schoebel (MON, Wanda Diamond
League representative)• Yukio Seki (JPN, JAAF International Relations
Director)• Michael Serralta (PUR, NACAC Competition
Director)• Jackson Tuwei (KEN, Athletics Kenya President and
CAA Senior Vice-President)• Gavin Yang Feng (CHN, Chinese Athletics
Association Competition Director)

COMBINED EVENTS CHALLENGE
Similar to Race Walking, in 2020 none of theplanned Combined Events Challenge meetings took
place. However, to make up for missed competition
opportunities, and to capitalise on the reopening of the
Olympic qualifying window, La Réunion (FRA) staged
a successful competition in mid-December 2020 atwhich several athletes were able to achieve the Olympic
qualifying standard. The competition will count towards
the 2021 World Athletics Combined Events Challenge.
Full results are available on the website here.
HAMMER THROW CHALLENGE
The Hammer Throw Challenge was discontinued in2020 as the event is now held at the World Athletics
Continental Tour level.

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3.2 Competition & Events

Year

2021 NATIONAL INDOOR CHAMPIONSHIPSPROTECTED WINDOW
Throughout 2020, the Global Calendar Unit actively

2021
2022
2023
2024

engaged with Member Federations and Area
Associations to plan the calendar for the 2021 indoor
season in a coordinated manner. In cooperation withProtected National
Championships

Protected National
Championships

window 1
5-6 June25-26 June
8-9 July
8-9 Junewindow 2
26-27 June
29-30 July
29-30 June

Member Federations and the World Indoor Tour
organisers, the unit agreed the weekend of 20-21

These protected windows mean that the Member

February as the protected 2021 National Indoor

Federations in Europe, North America and theChampionships window.

Caribbean, and northern Africa, can plan their National
Championships on these weekends free in the2021-2024 NATIONAL CHAMPIONSHIPSPROTECTED WINDOWS

knowledge that there will be no clashes with Wanda
Diamond League, or Continental Tour Gold, Silver or

In 2020, to assist long-term planning for the athletesBronze international meetings.

and Member Federations and in line with the global
calendar hierarchy, the unit agreed on the following
National Championships protected windows from2021-2024:2020 Annual Council Report38

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3.2 Competition & Events

WAS ‘IN PRINCIPLE’ DATESA more flexible approach will be adopted in consulting

Council approved to change the fixed dates of theWorld Athletics Series events to ‘in principle’ dates, aswith potential Local Organising Committees inthe bidding phase, taking into consideration local

outlined in the table below, to ensure more flexibility

conditions and aligning with the global calendar

across the global calendar and maximise opportunities
for potential future hosts.

strategy from participation and commercial
perspectives.

World Athletics Series event
World Athletics Cross Country
Championships
World Athletics Indoor
Championships
World Athletics Road RunningChampionships
World Athletics Race Walking TeamChampionships
World Athletics Relays
World Athletics U20
Championships
World Athletics Championships

Former fixed dates

New ‘in principle’ dates

Second weekend of February

Second weekend of February

Second weekend of March

Third weekend of March

Last weekend of March

March/April or OctoberIn either April or May

In either April or May

First weekend in May

First weekend in May or September

July

Mid-August

Last weekend of August & firstweekend of September

Last two weeks of AugustLabel Road Races

A Pro Running Board was launched in 2020 as an
informal consultative and advisory body to theCompetition Commission on all aspects of World
Athletics’ involvement in professional road racing.
Membership represents all branches of professionalroad running and includes:

World Athletics’ 2020 road running season was
heavily impacted by the pandemic but was able torecommence, mostly as elite-only, in September 2020
with an extensive international calendar of Label Races
held through until the end of the year, supported by astrong anti-doping programme, despite the challenging
circumstances for race organisers.

•
•
•
•
•

The partnership established between the AIU andthe Abbott World Marathon Majors in 2019 to fundintelligence-led anti-doping investigation and testing
programmes that allow the AIU to monitor a larger
pool of elite road athletes, was expanded in 2020 with
contributions from other key stakeholders of the roadrunning community including the organisers of all Labelraces, athlete representatives and shoe companies.
The ongoing commitment of all these key stakeholders
means that more than 300 Platinum and Gold Labelathletes will be monitored and tested.

Carlo Capalbo (ITA, Label Races’ representative)
Paco Borao (ESP, President of AIMS)
Jurrie van der Velden (NED, Athlete Representative)
Michel Boeting (NED, AAM representative)
Tim Hadzima (USA, Executive Director of the World
Marathon Majors)

At the beginning of the year, 168 Labels in 50
countries from all six Areas were granted with a totalof 48 of the 168 Label races held in 2020 due to theimpact of the pandemic.

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3.2 Competition & Events

World Records in 2020
In 2020 world records were set and ratified as follows:

Category
OutdoorIndoorU20
U20 Indoor
Total

Men
7
2
0
1
10

World records are listed on the World Athletics website here.

Women
5
1
0
4
10

Mixed
0
0
0
0
0

Total
12
3
0
5
20

World Rankings

Trail, Mountain, Ultra and Masters

During the period of suspension of the qualification
period for the Tokyo 2020 Olympic Games (6 April
2020 to 30 November 2020), results achieved at
any competition were not considered for qualification
purposes, whether by entry standards or World
Rankings, and the publication of the World Rankings
was also suspended. Results continued to be recorded
for statistical purposes, including for world records,
subject to the applicable conditions. The World
Rankings are available on the World Athletics website
here.

Significant progress was made in 2020, with strong
working relationships reinforced between the threeassociations (World Mountain Running Association;
the International Trail Running Association; and theInternational Association of Ultrarunners) and theassociations working successfully together towards
delivering the World Mountain & Trail RunningChampionships in Thailand (on 11-13 February 2022),
which will be the largest to date competition for
national teams in the sport. For the first time, a host fee
has been generated for the competition, which served
as the World Athletics grant for 2021.

The ‘Road to Tokyo’ online tool provided trackingof the qualification process for the Olympic Games.
Searchable by discipline, country and qualification
status, the tool provides a real time view of each event
over the course of the Tokyo 2020 qualification period
which ended on 29 June 2021.

In terms of masters’ athletics, World Athletics continues
to work with World Masters Athletics towards more
integration, with official masters’ championships events
to be staged at our out-of-stadium WAS competitions.
This cooperation is being launched at the World
Athletics Cross Country Championships in Bathurst(AUS) in 2022.

2020 Annual Council Report40

3Council Report

3.3 Development
World Athletics supports Member Federations and Area

Actual grant expenditure in 2020 was significantly

Associations in the global growth and development of
athletics through the provision of financial grants andless than budgeted due to the impact of the Covid-19
global pandemic on the delivery of competitions and,delivery of education initiatives and technical services

education and development initiatives by the Member

and guidance.

Federations and Areas. Further detail is providedof actual expenditure in the 2020 audited financial

The Executive Board approved budget for grantsupport for Member Federations and Area Associations

statement at Appendix A of this report.

in 2020 is set out below.

Area Associations
Area
AfricaAsia
Europe
NACAC
OceaniaSouth America
Total

Administration
300,000
250,000
250,000
250,000
200,000
200,000
1,450,000

2020 Area Association Grants (USD)
Competition
Development
634,500
1,000,000
395,000
474,000
531,500
250,000
475,000
263,000
375,000
270,000
430,000
225,000
2,841,000
2,482,000

A total budget of USD 6,773,000 was initially allocated to the six Area Associations in 2020.

www.worldathletics.org

41

Total
1,934,500
1,119,000
1,031,500
988,000
845,000
855,000
6,773,000

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3.3 Development

AREA ADMINISTRATION GRANT

The competition grant is typically used to deliver

The purpose of the area administration grant is toassist Area Associations to operate, including, forarea championships; however, as illustrated, in 2020,
the grant was primarily used by the Areas to support

example, support to maintain a permanent office as adelivery of one-day meetings including Continental

headquarters and to defray costs such as rent, utilities,
communications, website, staff salaries, and holding ofTour gold, silver and bronze events, grand prix series
events, and road circuits. This reflects the approach

institutional meetings. A total of USD 1,450,000 was
provided to the Areas for this purpose in 2020.

during the disruption of the pandemic to provide as
many global competition opportunities as possible with
one-day meetings proving more viable to organise than

AREA COMPETITION GRANT
The purpose of the area competition grant is tolarger area or regional championships.

support the organisation and delivery of competitions
at continental level, primarily regional and international

The competition grant supported the delivery of 40
competitions across Africa, Europe, NACAC and South

competitions, and area championships.

America, offering competition opportunities for more

Due to the Covid-19 pandemic, the global competition

than 4,000 athletes. A total of 34 one-day meetings
were staged including the one gold, five silver and 11

calendar was greatly impacted. All competitions
scheduled in Asia and Oceania through the Area
Associations were cancelled in 2020, but the fourother Area Associations were able to deliver a reduced
competition programme. As a result, a total of USD
821,940 was provided to the Areas for competitionsin 2020.

bronze Continental Tour events. In addition, two areachampionships were organised in 2020, both in SouthAmerica and prior to the Covid-19 outbreak:• South American Indoor Championships,
Cochabamba (BOL) (11 MFs & 96 athletes)• South American Race Walking Championships, Lima
(PER) (11 MFs & 122 athletes)2020 Annual Council Report42

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3.3 Development

The following area regional or pan-regional

The Areas are responsible for the day-to-day

championships were also supported:management of the ADCs in their respective region, forproviding athlete scholarships (if they choose to do so)• CADIDA Cross Country Championships, La Ceiba

and for the selection and organisation of educational(HON) (6 MFs & 87 athletes)• Pan American Cross Country Cup, Victoria (CAN)

coaching courses and seminars. Two activities remain
mandatory at the ADCs – women’s and youths.

(12 MFs & 114 athletes)• CADICA Race Walking Championships, San JoseIn 2020, all area business plans had to be revised due(CRC) (4 MFs & 47 athletes)to the pandemic and the cancellation of over 90%• 31st CADICA Senior Championships, San Jose
(CRC) (10 MFs & 90 athletes)of the initially planned face-to-face education anddevelopment activities. Activities were converted to

AREA DEVELOPMENT GRANT

online where possible or exchanged for similar topics
where appropriate. The new online format also led to an

The area development grant is utilised to support

overall reduction in expenditure with reduced budgets

delivery of education and development in each of theAreas primarily through the Area Development Centres

across all six Areas. As a result, in total USD 1,336,089
was provided to the Areas through the development(ADCs).

grant in 2020.

The Areas determine their business plans and activities
to be supported through the area development grant
based on the needs of their Member Federations withWorld Athletics providing an oversight role.

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3.3 Development

Summary of the ADCs status in 2020
Area

ADC and course details• Total of seven ADCs (Togo, Zambia, Nigeria, Mauritius, Dakar, Nairobi and Cairo)• Four of the ADCs (Togo, Zambia, Nigeria and Mauritius) are dedicated athlete training centres
and are subsidised through other partners. In total 68 athletes train at these centres (16 in
Togo, 12 in Zambia, 25 in Nigeria and 15 in Mauritius)• Dakar delivers education activities (six courses delivered in 2020 – two in-person) and athletes

Africatraining for 11 athletes. Courses included sport sciences, coaching and technical officials, antidoping, and women’s leadership• Nairobi and Cairo deliver education activities (six and eight courses delivered respectively andall online). Courses included competition management, TOECS and CECS refreshers, sports
medicine, starters, sprints & hurdles, and women’s leadership• Cairo is shared between Africa and Asia and supports 10 athletes training• Total of three ADCs (Beijing, Jakarta and Cairo)• All ADCs deliver only education activities

Asia

Europe

NACAC

OceaniaSouth
America• All 2020 courses were delivered online (six in Beijing and nine in Jakarta) including strengthand conditioning, sport sciences, coaching, road races, women’s technical officials and sports
marketing (plus the eight in Cairo as detailed above)• Programme of activities also includes outreach education projects in Member Federations• As above, Cairo is shared with Africa• Mobile ADC at area headquarters in Lausanne which delivered education activities online and in
the Member Federations• 13 courses and forums were delivered (all online) in 2020 including a digital forum, managers,
medical, high performance, starters, photo finishers, young leaders, and women’s leadership• EA supplements this development grant to deliver activities• Mobile ADC at the newly established area headquarters in the Bahamas (following the movein early 2020 from Puerto Rico) which delivers education activities online and in Member
Federations• Seven courses delivered all online including gender leadership, coaching and technical officials• One ADC at the area headquarters on the Gold Coast which delivers education activities
online, at the ADC and in Member Federations• Seven courses delivered in 2020 (four in-person and three online) including governance,competition management, athlete retention, social media, coaching and technical officials, andgender leadership• ADC also supports athletes training for 15 athletes• One ADC in Santa Fe which delivers education activities online, at the ADC and in Member
Federations• 13 courses delivered in 2020 (one in-person with the remaining online) including administration,kids’ competition organisation, coaching and technical officials, trail & mountain running, young
leaders, kids’ athletics, and gender leadership2020 Annual Council Report44

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3.3 Development

Key points regarding the activities delivered through• 75 courses were delivered across the ADCs in total

the ADCs using the 2020 area development grant
include:in 2020• The online format allowed more people to take partand the total number of ADC course participants• Due to the necessary cancellation of most in
person activities there was limited delivery throughincreased from 2,080 in 2019 to 9,256 in 2020 – a
four-fold increase. 2020 also saw an increase in thethe ADCs of Coach Education Certification
System (CECS) and Technical Officials Education

percentage of female participants on courses (upfrom 32% in 2019 to 39%)
• A total of 104 athletes trained at the ADCs in 2020

Certification System (TOECS) courses• Instead, the Areas adapted, and online courses
and seminars were delivered for a broad range of(49% male and 51% female)• The total number of Member Federations utilising

stakeholders and across topics including coaches,
technical officials, gender leadership, competition

and benefiting from the ADCs in 2020 was 192,
which is 90% of the World Athletics membership.

management, sports medicine, communications, andhealth and scientific matterswww.worldathletics.org

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3.3 Development

Member Federations
MEMBER FEDERATION GRANT
The Member Federation grant supports federations

The grant was mainly used by Member Federations

to deliver their basic administrative functions andoperations in order to meet their member obligations. In

to support administration and delivery of national
championships (90% of MFs still delivered a national

2020, a total of 119 Member Federations were eligible
for the USD 15,000 Member Federation grant with 108

championships in 2020 despite the pandemic), withmore limited use than in previous years for participation

MFs receiving the grant.

in regional and continental championships due tothe disrupted global calendar and cancellation/
postponement of competitions.

Area
AfricaAsia
Europe
NACAC
OceaniaSouth America
Total2020 Member Federation grant
Number of eligible MFs
46
16
11
19
18
9
119

ATHLETICS OLYMPIC DIVIDENDThe Athletics Olympic Dividend (AOD) grant wasestablished in 2015 to redistribute revenues received
from the International Olympic Committee following
each Olympic Games directly back to Member
Federations and their athletes. As a project-based
grant, the AOD allows Member Federations to tailor thefunding to support delivery of their individual strategic
priorities and long-term development needs.

Total (USD)
690,000
240,000
165,000
285,000
270,000
135,000
1,785,000

Following the initial four-year cycle of the AOD grant,
the Executive Board and Council committed to support
continued investment in the AOD grant for eligible MFs
for the 2020-21 period. The continuation of a projectbased grant reflects the philosophy that ‘one size does
not fit all’ and recognises the diversity of priorities andneeds across the membership.

2020 Annual Council Report46

3Council Report
3.3 Development

For the 2020-21 period and based on a review of the

As illustrated, at a global level the majority of the

2016-19 AOD grant process, the AOD grant principles
and process were refined to ensure investment was

AOD projects are focused on athletes’ support (32%),
education (24%) and youth and grassroots programmes

targeted at those Member Federations most in need(21%). Use of AOD grant funding varies slightly whenof financial support and to support greater strategicalignment in terms of project outcomes and therefore

analysed across Areas with the global situation broadly
reflecting project use in Africa and Europe; in Asia

impact and contribution to the overall growth anddevelopment of athletics. Refinements for the 2020-21

and Oceania education and youth and grassroots
programmes are the most popular types of projects;

AOD grant cycle included:

in South America there are no youth and grassroots• Up to USD 40,000 to be provided to Member

projects and in NACAC no competition related
projects.

Federations to support project delivery over a twoyear period with a total budget of USD 5,000,000

The case studies overleaf provide examples of thefor the 2020-2021 AOD grant

AOD projects which were approved in 2020 and will be• Project eligibility introduced based on a financial
needs assessment with 141 MFs eligible to apply

implemented over the next two years.

• Projects to be tailored to MF priorities but withthe scope focused on one or two of the following
five areas: athlete support; equipment; youth
and grassroots programmes; development ofcompetition structures; and education.
The deadline for MFs to submit AOD projectapplications was originally 15 April 2020 but due tothe covid-19 pandemic and the challenges for MFs
to plan and implement a project, the deadline was
extended to 15 August 2020 with the AOD cycle also
extended to mid-2022.
In 2020, a total of 63 projects were approved for an
AOD grant (22 in Africa, 12 in Asia, 13 in Europe, 7 in
NACAC, 3 in Oceania and 6 in South America) resulting
in a total distribution of AOD funding in 2020 of USD
937,056.

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3.3 Development

AOD GRANT CASE STUDIES

athletes, to support their preparation and performance

Athletics Federation of Pakistan: National development
for coaches and female technical officials (education)in major athletics events in 2021 and 2022. The overall
aim through the training camps is to improve theperformance level and success of athletes and help

To upgrade the knowledge of coaches and technicalofficials in Pakistan, this AOD project will deliver a

develop role models to promote the sport of Athletics
to the younger generations as well as to potential

Coach Education & Certification System Level I course,
and two Technical Officials Education & Certification

sponsors.

System (TOECS) Level I courses, including a female

Federación Salvadoreña de Atletismo: Athletics

only TOECS course to address the shortage of female
officials in the country. Additionally, a mentoring

programme in the city of San Miguel (youth &grassroots programmes and equipment)

programme will be set up for the newly qualifiedcoaches to support the development and network of

The purpose of the AOD project is to establish an

registered coaches in the 15 regions of Pakistan.

athletics programme for athletes aged 14-17. The

Eritrean National Athletics Federation: TalentFederation will carry out talent identification activities
in which they will test and select the best athletes to

identification programme (youth & grassroots
programmes)

be part of the athletics programme at the San Migueltraining centre. The Federation will organise one
training camp per month bringing five athletes from thenational team to promote joint training between elite
and young athletes. The AOD grant will also be used
to purchase throwing equipment and contribute to theorganisation of the training camps. The Government
and the National Sport Institute will also support theconstruction of the horizontal jumps areas and throw
circles at the sports centre.

This AOD project will establish a talent identification
programme to uncover new talents and support thedevelopment and progression of 70 new talented
athletes in different regions of Eritrea. The project also
involves the parents of the athletes to encourage themto support the athletes’ progression.
Athletics Papua New Guinea: Development of distancerunning (athletes’ support)

Confederación Atletica del Uruguay (URU):
Identification of the next generation of athletes(athletes’ support and development of competition
structures)

In view of the 2022 World Athletics Cross Country
Championships in Australia, this AOD project aims tobuild a strong team for the championships and add
more athletes to its squad. In addition to the athlete
training programmes and in partnership with the
National Olympic Committee and local sponsors, theFederation will organise coaches and technical officials’
courses to raise the standards of middle and longdistance running in the country.

The purpose of the AOD project is to support theidentification and development of the next generationof athletes. The Federation will strengthen and expand
the current structure of competitions by organising
events in two different locations, Durazno andPaysandú where new tracks have been built recently.
Delivering competitions in these new locations will
attract more athletes to take part and provide increased
frequency and opportunity for participation.

Athletic Federation of Georgia: Training Camps for
Georgian Athletes (athletes’ support)
With the AOD grant, the Federation plans to organisefour training camps for senior, U20 and U18 Georgian2020 Annual Council Report48

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Council Report
3.3 Development

Overall distribution of grant funding
to Areas and Member Federations

In addition to the grants are the standard travel
and accommodation benefits provided to Member
Federations linked to their participation in WAS
competitions which in 2020 included:

Distribution of the total grant funding of USD• World Athletics Half Marathon: Travel – for athletes

6,155,085 provided to Areas and MFs (Area
Development Grant, Area Administration Grant, Area

within the quota 50% of economy class from theMember Federation headquarters to official airport

Competition Grant, Member Federation Grant, andAthletics Olympic Dividend grant) in 2020 can be split

and 100% of economy-class airline tickets for Area

into seven main categories as illustrated below.

champions. Accommodation – full-board during thethree-nights official period for all athletes within

Total grant funding distributed in 2020 is significantly

the quota.

below the total approved budget due to the global
pandemic’s impact on the delivery of competitions and

The World Athletics Indoor Championships, Worlddevelopment activities. All Areas and MFs adapted,

Athletics Race Walking Team Championships and World
Athletics U20 Championships were all postponed inand many education programmes were delivered
online but the majority of in-person meetings and2020.

competitions were cancelled or postponed. Grant
funding was therefore only provided to Areas and MFs
for event and activities that were delivered in 2020.
The administration grant to Areas and MFs was paidout in full which is why distribution of funding in 2020is predominantly for administration as opposed tocompetitions and education as would be the case in a
typical year.

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3.3 Development

MF Info Sessions

Road Race webinars

Member Federation information online sessions werelaunched in June 2020 to maintain connectivity

In addition to the MF Info Sessions, seven road racewith MFs and to support information sharing duringwebinars were organised in 2020 with over 1,400

the pandemic and transfer of knowledge. A total of
16 MF Info Sessions were delivered between Juneviewers. The webinars were open to the public, with themost popular attracting 480 participants. On average,

and December 2020 covering topics such as World
Athletics Series competition updates, eLearning

20% of attendees were MF officials. The webinars
covered multiple topics, such as best-practices inplatform introduction, Council meeting decisions, andreturning to competition, road race regulations andcommunications and sponsorship guidance. 85% of
MFs attended at least one of the sessions and total

anti-doping.

viewer numbers across all sessions were over 2,500. On
average representatives from approximately 80 MFs
from across all Areas attended each session.

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3.3 Development

eLearning

the objective of providing participants with the

The educational vision of World Athletics is to establish
a single source of truth and information for the global

ability to manage various health-related scenarios
during mass endurance events. Workshops areathletics community through the development of anorganised in conjunction with major road races andeLearning platform and education hub. The overarching
objective is to provide, and for everyone in the world

World Athletics events, to give participants theopportunity to visit the medical set up and observeof athletics to enjoy, both experience and regulatory
learning through fresh and user-friendly content.

the work done by the hosting medical staff during
the race.
• Gender leadership course: comprised of seven

The eLearning platform was successfully launched on
10 November 2020 with the aim to bring the following

modules and a pre-course module. The objectiveof the course is to develop the confidence, skills

benefits to Member Federations, Area Associations,and stakeholders:and expertise to empower women to take on seniorleadership roles within the sport.

• Engage users with on-demand content• Better reach and scalability for easy delivery

The platform will be regularly updated withmeaningful education content that will attract and

•
•
•
•

engage users and support them on their education
pathway. A detailed eLearning content strategy has
been developed, with input from the Development
Commission, setting out phasing for the development
and upload of educational content.

Increase learning efficiency
Reduce training and development costs
Create a network and community
Promote sustainability and paperless learning

eLearning platform content published in 2020
comprised:

Kids’ Athletics• Technical officials apprentice course: open to allusers but primarily targeted at people who want toknow more about athletics’ rules and inspire them toenrol in the TOECS Level I course.
• Sustainability course for Member Federations:comprising six modules focused on air quality,
climate change and carbon production andconsumption, leadership, diversity accessibility andwellbeing, and global equality.

A priority of the World Athletics Strategy for Growthis “to ensure that school-age children around the world
have the opportunity to try our sport by delivering a
best in class kids’ athletics programme”. A key area of
focus in 2020 has therefore been to modernise andredefine the scope of a new kids’ athletics programme.
The aim of the new programme will be to:

eLearning platform content under development in 2020
and to be published in 2021:• create lifelong participants and fans of the sport• promote a healthy lifestyle and the foundations ofphysical literacy• provide the framework for potential champions• TOECS Level I course: 13 online modules aimed at
Member Federations but open to all.
• CECS Level I course: 31 mandatory online modules,
six optional modules and 31 tests. The course is also
aimed at Member Federations but open to all.
• Race emergency medicine course: combining
online theory (five modules) and practice, with

The vision is for the programme to be delivered
through the global network of Member Federations
by providing content that can be delivered to children
and young people through schools and clubs bytrained coaches and kids’ athletics teachers and which
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3.3 Development

globe to take up athletics. The new programme will

CECS AND TOECS

be designed to be inclusive and have the flexibility
to cater for all school age groups as well as reflect

In terms of the Coach Education and Certification
System (CECS) and the Technical Officials Education

geographic and cultural differences including diversity

and Certification System (TOECS) courses, theof technology access. Programme resources will sit on
an accessible and inclusive digital platform with content

numbers certified through these programmes in 2020are as set out overleaf.

both digital and downloadable and range from specificathletics related exercises to more broader motor skills

Figures show a significant decrease in courses delivered

and life skills. The programme content will also include

due to the pandemic. Only 28 CECS courses took

specific material to guide Member Federations toengage with policymakers and deliver basic practitioner

place compared to 101 in 2019 and 20 TOECS
courses compared to 36 in 2019.

training in their country.
As a pilot initiative, the Palestine Athletics Federation
The goal is to launch the new kids’ athletics programme

successfully delivered a full online version of thein September 2021. To keep the programme relevant
and fresh, content will be added and updated at least

CECS Level 1 course. 10 out of the 20 TOECS level 1
were conducted partially online with theory sessions

three times a year.

presented by a certified lecturer remotely.

Education courses
In 2020, the following education courses weredelivered by World Athletics:
GENDER LEADERSHIP WEBINAR
This purpose of the gender leadership webinar was todevelop the individual personally and professionallyand provide the skills and expertise to empower women
to take on senior leadership roles within their Member
Federation as well as at a regional and global level. Dueto the difficulties presented in holding face-to-faceactivities during the pandemic, the gender leadershipmaterial was delivered as webinars by the Areas. The
online format allowed more women to take part witha total of 380 women benefiting from the seminar in2020 as opposed to 65 in 2019.

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3.3 Development

Number of CECS courses by Area:
Area

AfricaAsia
Europe
NACAC
OceaniaSouth
America
Total

Level I

Level II

Level II

Level II

Level II

Level II

Level II

total

ThrowsCombined
Events
-

Jumps

1
-

Middle/ Long
& RW
1
-

6
12
1
3
1

2
4
-

Sprint/Hurdles
1
1
-

5

-

-

-

-

-

-

28

6

2

1

1

0

2

1
1
-

Numbers of CECS participants and lecturers:
Type
CECS Level I course
CECS Level II course
CECS Level I Lecturer/ Refresher
seminar
CECS Level I Lecturers seminar
CECS Level II Lecturers seminar
CECS Level II/III Lecturers seminar
Total

Course
28
6

Men
443
113

%
77%
84%

Women
132
21

%
23%
16%

Total
575
134

Passed
327
40

1

22

81%

5

19%

27

23

35

578

-

158

-

736

390

Number of TOECS courses by Area:
Area
AfricaAsia
Europe
NACAC
OceaniaSouth America
Total 2020

TOECS Level I
1
8
4
7
20

TOECS Level II0

Numbers of TOECS participants and lecturers:
Type
TOECS Level I course
TOECS Level I Lecturer
seminarTOECS Level I Lecturer/
Refresher seminar

Course
20

Men
334

%
60%

Women
222

%
40%

Total
556

Passed
147

-

-

-

-

-

-

-

-

-

-

-

-

-

-

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3.3 Development

2020 Annual Council Report54

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3.3 Development

Global Athletics Coaches Academy(GACA)• Evaluation of the Area seminars and progression ofparticipants based on feedback and communication.
• Set up and management of the Empowering Women

The GACA was formed in July 2020 to supportin Athletics Facebook Page and promotion of World

the development of coaches and coaching in World
Athletics. The focus of the GACA is to create world

Athletics’ gender leadership initiatives. The Taskforce
chair, Stephane Hightower, gave a presentation atleading coaches and coaching development resources,
and to facilitate Areas and Member Federations

the IOC IF Gender Equality webinar (in Sept 2020)
on Leadership: Entrenching Gender Equality into adopt and adapt the resources tailored to their

Electoral Processes.

coaching programmes and needs. 2020 saw thecreation of the Coaching Matters series, a quarterly• Delivery of a global conference. The World Athletics
Global Conference: Inspiring Women Leaders

virtual forum to discuss matters that affect athletics
coaches all over the world and to give a platform toin Athletics held on 18 November 2020 was
attended by 280 women from all six Areas. The

the coaching community to discuss issues that impact

aim was to raise the profile of women leaders incoaching or on which coaching may have impact. The
Chairs of the GACA and Development Commission

athletics and involve more women in the first stepsof leadership with the theme of the conference

meet on a regular basis to ensure collaboration andalignment.

being a five-year vision and how to overcome the
obstacles to achieve the goals. Taskforce chair andmembers Beatrice Ayikoru, Jaya Mylvaganam and
Ximena Restrepo all presented along with Donna
Raynor, President of the Bermuda National Athletics
Association. The related news can be found on thewebsite here.

Gender Leadership Taskforce
The role of the Gender Leadership Taskforce in 2020
has been to provide oversight of the gender leadershipstrategy to mainstream equity and ensure sustainable
leadership pathways for women with the key focus
being to support delivery of the gender-based
objectives set out in the World Athletics Strategic Plan
2020-2023:• build the pipeline of talented and empowered female
administrators, coaches and technical officials• drive gender leadership programmes to ensure the
50% gender targets by 2027 are met
Actions identified by the Taskforce and delivered in2020 included:• Delivery of gender leadership seminars in each of
the six Areas (following the moderator training in2019) and conversion of the seminars into both an
online format and eLearning modules. During 2020,
12 women’s activities took place across the Areas,
involving over 850 participants.

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3.4 Communications
The communications strategy for 2020 was to grow our

We identified lockdown as the best time to put

sport by creating best in class content across existingand new platforms to tell the stories across the whole

resources behind TikTok and developed a strategy
following in-depth research of the platform. This

sport to inspire and excite current and future fans andproved hugely successful with TikTok seeing explosive

build on our campaigns to get the world moving.

growth, from a base of under 16,000 to over one million
followers in just 12 months. World Athletics’ TikTok

When the pandemic struck we decided to keep our
objectives but to find a different way to execute them.

platform is now No. 1 across all sport.

All the plans we had developed in early 2020 were

The other two initiatives that proved popular wereshelved and a whole new plan was developed that did
not rely on our world class events or the Tokyo Olympic

Athletics@Home which focussed on content producedin four categories – Kids, Active (helping people stay

Games 2020 but instead focused on our athletes.

active), Rewind (videos) and Unwind (athletics related
content for relaxing – movies, music, books etc). Many of

As more and more events were cancelled or postponed,

our athletes contributed to and supported this initiative.

including the Olympic Games, over the first quarterof 2020, and as more and more countries around theMany of the assets and content from Athletics@Homeworld went into ‘lock down’ we created a new digitalcommunications strategy and corresponding plans fromscratch. The new initiatives included:

were made available to Areas and Member Federations
via a dropbox for them to use across their social media
platforms.

• Athletics@Home• New Normal – Life in the Time of Coronavirus –daily web blog documenting the impact of thepandemic on the sport and the athletes• Ultimate Garden Clash – a unique back garden event• Focus on YouTube video highlights to takeadvantage of a community need for entertainment
during lockdowns• Explosion of TikTok – we deployed a new strategy
and plan for this emerging platform• Focus on Areas series – to look at the impact of
Covid-19 across each Area.

The Ultimate Garden Clash proved an instant successin a time where no sport was being played at elite level,
let alone being shown ‘live’. This unique competition
format, filmed from athletes’ back gardens with iPhones,
was raw, unpredictable, exciting and fun. Three editions
were produced with an average of 25.3 million people
per event tuning in live or replaying the events. A huge
thank you goes to our Athletes’ Commission Chair
Renaud Lavillenie, who came up with the idea, and to all
the athletes who agreed to participate.
The Communications department also created a seriesof events and activities (Covid Connect – mind, body,soul) to keep the home working HQ team connected
and drove a successful proactive media relations
campaign to keep athletics at the top of the sports
news agenda.

Despite the loss of all live competition content, which isthe core of our regular digital content, World Athletics’
website and social media platforms continued to growand maintain the momentum of growth experienced
over the last two years.

In early 2020 we also published World Athletics’ 10-year
Sustainability Strategy (2020-2030). It was a hard
year to deliver in but over 70% of the first year delivery
actions were met, including the creation and launch of fiveeLearning modules that provided Member Federations
with an engaging sustainability foundation course.

Some platform growth even accelerated. We leveraged
the ‘stay at home’ fans by running watch parties
showing a substantial amount of our archive footage
from WAS events.

2020 Annual Council Report56

Worldathletics.org 30 November 2019 – 29 November 2020
3
Council Report
3.4 Communications

Press Conferences 2019 v 2020

Press Releases 2019 v 2020

sessions

users

page views
World Athletics
Internal Communications

World Athletics Social Media
30 November 2019 – 29 November 2020

editions of Friday Comms,
the weekly internal newsletter

1,063,513

289,966

663,884

422,000

1,300,000

Likes

Followers

Followers

Subscribers

Subscribers

+11%

+7.4%

+44%

+94%

+100%

Total social media fanbase

Info Sessions with the participationof 179 Member Federations

President Interviews

World Athletics Media Operations

1 Feb 2020 – 11 Oct 2020

4 meetings of the Media Ops Focus Group composed by the
top 30 news agencies, sports media and photo agencies
Remote Mixed Zones set-up for WA Half Marathon Championships Gdynia 2020,
Wanda Diamond League meetings and Continental Tour Gold meetings

8

Covid-Connect sessions during
the March – August lockdown

3

media interviews
indifferent countries

World Athletics Coverage in Mainstream and Social MediaTop 50 athletics nations / 9,500 articles / 227,000 posts
1 Feb 2020 – 31 Oct 2020

Top 8 Most Visible Federations
FIFA (Football)(positive 14% – negative 16%)

IOC (Olympics)(positive 4% – negative 8%)

World Athletics

Sports Events Athletics Topics Social Media(positive 24% – negative 8%)

World Rugby

Olympic Games 2020/21
4,294 articles

Effects of pandemic
3,047 articles

USA
78,763 posts

ITF (Tennis)

Wanda Diamond League 2020
950 articles

Doping issues
1,998 articles

Great Britain
13,247 posts

UCI (Cycling)

WA Championships 2021/22
715 articles

Reinstatement of RusAF
1,170 articles

Spain
11,192 posts

FIBA (Basketball)

WA Indoor Championships 2020/21
345 articles

Lamine Diack trial
550 articles

WA Continental Tour 2020
190 articles

Nike shoe technology
279 articles

Ugandawww.worldathletics.org

10,925 posts

57 Kenya
9,883 posts

FINA (Aquatics)

4
Council Report
3.4 Communications

2020 Annual Council Report58

COMMISSION REPORTS

4
Commission Reports
3.4 Communications

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Commission Reports

Commission Reports
This section covers reports of the four World Athletics

2020 was the first year of the establishment of theCommissions:four Commissions under the new governance structure.
Membership of the Competition, Development and• Athletes’

Governance Commissions were approved by Council• Competition• Development

in March 2020 and the terms of references and 4-yearplans for all commissions were approved by Council in• GovernanceJuly 2020, which are available on the website here. All
commission meetings in 2020 were held remotely.

2020 Annual Council Report604Commission Reports

4.1 Athletes’ Commission
Composition of the Athletes’
Commission

Introduction

The Athletes’ Commission is comprised of the following

Council with advice on relevant matters:

The role of the Athletes’ Commission is to provide themembers:• To include the athletes’ perspective in the decisionFirst Name
RenaudLast Name
Lavillenie

MF
FRA

Valerie

Adams

NZL

Kevin
MilcahKim
Iñaki
Majd Eddin
Adam
Bernard
Aisha
Thomas
Olga
Akani
Ivana
Katerina
BingtianMarie Josée
BenitaBorléeChemos Cheywa
Collins
Gómez
Ghazal
Kszczot
Lagat
Praught-Leer
RöhlerRypakova
SimbineŠpanović
Stefanidi
Su
Ta LouWillis

BEL
KEN
SKN
CAN
SYR
POL
USA
JAM
GER
KAZ
RSA
SRB
GRE
CHN
CIV
AUS

making processes within World Athletics; and,• To ensure that there is a link and regular discourse

Position
Chair
Deputybetween the athlete community and World Athletics

Chair
MemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberin order to convey athletes’ views to World Athletics
and vice versa.
The importance of the athletes’ voice as part of thedecision-making process within World Athletics
was recognised and embedded as part of the
new governance and integrity structures of theorganisation that have been built on since the initialreforms approved in December 2016. Under the 2019
Constitution, the Chairperson and one other member of
the Commission (one male and one female) became fullvoting members of the World Athletics’ Council.
The 18 Members of the Athletes’ Commission areelected by the athletes competing at the World
Athletics Championships and confirmed by Council(12 elected members) or appointed by Council (6appointed members). The Commission is representativefrom a geographical, gender and athletics-discipline
perspective. The term of each member is approximately
four years.
The Athletes’ Commission thrives to be a driving force
and play a pivotal role in the changes to our sport.

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4Commission Reports
4.1 Athletes’ Commission

Meetings / Activities
Throughout 2020, the Athletes’ Commission held four
meetings to discuss ongoing and upcoming projects:
Meeting date
5 May
1 July25 November
22 December

Key meeting topic
Presentation of Commission’s terms of reference and 4-year Plan
Update on major competition matters
Approval of a Communication Strategy
Planning of first Athlete Info Session

In addition to these meetings, the Athletes’ Commission

The Athletes’ Commission and the athletes’ voice aremembers also participated in several conference callswith President Sebastian Coe and CEO Jon Ridgeon,

also represented across the other three World Athletics’Commissions (Kim Collins for Development, Katerina

as well as World Athletics departments to discuss

Stefanidi and Akani Simbine for Competitions and Iñaki

decisions directly affecting athletes relating to the
Covid-19 pandemic that included the postponement ofGómez for Governance). The work of the Athletes’
Commission is intrinsically linked to the Competition

the Tokyo 2020 Olympic Games and the 2021 World
Athletics Championships, and the setting up of theAthletes’ Welfare Fund.

and Development Commissions and feeds into theGovernance Commission.

Key work, including related
recommendations to Council
In 2020, the Commission’s key areas of focus were as
follows:
Key work
Provided input to the development of the Commission’s 4-year Plan, which isaligned with World Athletics’ Strategic Plan
Provided input in drafting the Athletes’ Commission’s terms of reference, which
details the Commission’s roles and responsibilities and scope of work
Represented on the following• Group created to oversee the staging in Sapporo of the Race Walking andRoad Running events for Tokyo 2020
• Athletic Shoes Working Group• Human Rights Working Group
Involved in the creation and allocation of the US$500,000 Athlete Welfare Fund
set up to support professional athletes experiencing financial hardship due to thecoronavirus pandemic

Outcome (if relevant)Approved by Council
Approved by Council

N/A

Implemented

Participated in discussions and support of postponement of the Tokyo 2020
Olympic Games

View communicated to theCouncil (Olympic Games
postponed by the IOC)

Participated in discussions and support of postponement of WAS competitions:• 2020 World Athletics Indoor Championships• 2020 World Athletics U20 Championships• 2021 World Athletics Championships

Views communicated to theCouncil (events postponedby Council)

2020 Annual Council Report624Commission Reports
4.1 Athletes’ Commission

Key work
Participated in discussions and support of freezing of the World Rankings from 6
April until 30 November 2020 (lifted for road events on 1 September)
Provided input on the quota & qualification system for the World Athletics
Championships Oregon22
Contributed to the creation of the Ultimate Garden Clash competitions

Outcome (if relevant)Views communicated to theCouncil (recommendation
approved by the Council)
Recommendation approvedby the Council
Multiplex competitions
held “live”

Provided input on revised regulations for:• Diamond League

Recommendations• World Athletics Continental Tourapproved by the Council• World Athletics Indoor Tour
Participated in the review of the prize money structure at WAS events

In progress

Conclusion
The Athletes’ Commission continues to strive to best
represent the athletes’ perspective and voice within
World Athletics while growing engagement withathletes and fans globally to promote and celebrate thesport of athletics.
The Commission inputs and/or oversees many projects
that aim to improve communication with athletes toprovide tailored advice on matters related to their sport.
Some of these projects include a quarterly newsletter
addressed to the global athletes’ community, athlete
forums at events, virtual information sessions open to allathletes, surveys, further engagement and cooperation
with different athlete bodies (The Athletics Association,
Area Associations’ Athletes’ Commissions, etc.), as well
as opinion pieces on Spikes.

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4Commission Reports

4.2 Competition Commission
Composition of the Competition
Commission

Introduction

The Competition Commission is comprised of thefollowing members:

expertise and advice to the Council on the mattersnecessary:First Name
Raul
Julio
SiddigDavid
Cydonie
Antti
Anna
Akani
TrevorKaterina
Ellen
Mariko• To establish the format, qualifications, programmeand organisation of all World Athletics International
Competitions including new competitions; and,

Last Name
ChapadoGómez Gaitan
Ibrahim
Katz
Mothersill
Pihlakoski
Riccardi
Simbine*SpittleStefanidi*
Van Langen
Yamada

MF
ESP
COL
SUD
USA
CAY
FIN
ITA
RSA
NZL
GRE
NED
JPN

The role of the Competition Commission is to provide

Position
Chair
MemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMember• To uphold the highest technical and operation
standards of International Competition.
The Competition Commission works in alignment withthe work of World Athletics’ Council and the World
Athletics’ Strategic Plan. It also thrives to be the driving
force behind the changes in our sport, whilst working
collaboratively with the other commissions.

*Athletes’ Commission members

2020 Annual Council Report644Commission Reports
4.2 Competition Commission

Meetings / Activities
The Competition Commission met on three occasions

The workstreams of the Competition Commission (asin 2020 via video conference: 5 May, 22 June, and 10

set out below) met on a regular basis via conference

November.

calls, included the Athletes’ Commission in theirdecisions, consulted more broadly as needed, andAdditionally, the Competition Commission set up
different workstreams to focus on specific matters thatthen reported to the Commission to finalise any
recommendations to the Council.

had been identified as part of its 4-year Plan.

Workstream

Led byMembers (Competition Commission members andexternal experts, on an ad-hoc basis)
Trevor Spittle, Julio Gómez Gaitan, Akani Simbine,

Technical

David Katz

WAS Regulations

Anna Riccardi

WAS Events Strategy

Antti Pihlakoski

World Rankings
In Stadium Strategy

Ellen Van Langen
Katerina Stefanidi

Out of Stadium Strategy

Jakob Larsen

Brian Roe, Jorge Salcedo, Krisztina Horvath
Ellen Van Langen, Mariko Yamada, Chris Cohen,
Luca Verrascina, Iñaki Gómez
Katerina Stefanidi, Mariko Yamada, Anna Riccardi,
Márton Gyulai
Cydonie Mothersill, Willie Banks, Renaud Lavillenie
Akani Simbine, Paul Doyle, Michelle James
Siddig Ibrahim, David Katz, Iñaki Gómez, Marko
Vasic

In addition to these workstreams, the Pro Running
Board was launched in 2020 as a consultative andadvisory workstream of the Competition Commission
on all aspects of World Athletics’ involvement in
professional road racing.

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4.2 Competition Commission

Key work, including related
recommendations to Council• Amendment to Rule 6.3.4 (Assistance not Allowed)of the Technical Rules (further clarification)• Amendment to Rule 30.1.1 (Long Jump) of
the Technical Rules (delay enforcement of the

Between March and December 2020, the Competition
Commission made the following recommendations toamendment to 1 November 2021 to allow
further clarification on the implementation andCouncil that were approved:

interpretation of the amended Rule).

• Competition Commission’s 4-year Plan, which is

In addition to these recommendations, the Commissionaligned with World Athletics Strategic Plan
• Competition Commission’s terms of reference, which

focused on reviewing the organisational strategy ofeach WAS event (for more cost efficiency and better-details the Commission’s roles and responsibilities
and scope of workbalanced financial responsibilities between the Local
Organising Committees and World Athletics), as well

• Revised 2020 World Indoor Tour Regulations

as the need to establish elite/ non-elite competition• 2020 World Athletics Continental Tour Regulations• 2021 Label Road Races Regulations

categories also for the application of rules (resulting
from the discussions around shoe technology).

• Dates / timetables of WAS events including the
WRE Silesia21, WXC Bathurst, WU20 Cali 2022,
WIC Belgrade 2022, WU20 Nairobi 2021, WCH
Oregon22, and WHM Yangzhou 2022
• World Relays Silesia 2021 Qualification System• Revised World Athletics Indoor Championships
Nanjing 2021/2023 Qualification System• Revised World Athletics U20 Championships Nairobi
2021 Qualification System and Entry Standards• Updated Oregon22 Qualification System and Entry
Standards• Protected dates for National Championships• WAS events fixed dates (“in principle” dates, toensure more flexibility across the global calendar andmaximise opportunities for potential future hosts)• New Bidding Rules (aimed at simplifying theevaluation methodology and criteria for cities
bidding for World Athletics Series events)• New aggregated Road Running Championships(principles were developed by the Commission for
the new event in relation to field sizes and number of
entries by country)• Appointment of Competition delegates for WAS
events, Olympic Games and the Council Memberson the Jury of Appeal (2020-2023)

The Commission identified the need for a separate
strategy for race walking. Prior to a potential review of
the World Athletics Race Walking Challenge and any
possible changes related to the World Athletics Race
Walking Team Championships, it is necessary to have aWorld Athletics strategy for the discipline that builds
on the new World Athletics Strategic Plan. This work
is ongoing.
The Competition Commission WAS Regulations
workstream has been reviewing the timetable principles
dividing them into two subgroups, entertainment andrules/format. The work is still ongoing and requires moreconsultation with all stakeholders.

2020 Annual Council Report664Commission Reports
4.2 Competition Commission

Conclusion• Olympic Games Qualification review (COVID-19,

The Competition Commission is focused on continuing
to work in alignment with World Athletics’ Strategic

World Athletics introduced a suspension of thePlan. The Commission is committed to contribute to
the growth of the sport for the fans and the benefit ofOlympic Games qualification period starting 6 April
2020 until 30 November 2020 inclusive)

all athletes, endeavouring to ensure safe and securecompetition environments.

• Definition of elite / non-elite competitions• Potential reintroduction of cross country at theBelow, please find a summary of the major ongoingprojects:• Support and collaboration with the World Plan and
Human Rights working groups

Olympic Games in 2028

• Athletes’ prize money review• Study of WAS events strategy• Revised Cross Country Series• Revised Combined Events Series
•
•
•
•
•

Revised Race Walking Series
Review of the Road Running Label Programme
Technical Rules
WAS Competition Delegates appointments
Qualification for Relays for Tokyo Olympics andOregon World Athletics Championships

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Commission Reports

4.3 Development Commission
Composition of the Development
Commission

Introduction

The Development Commission is comprised of theexpertise and advice to the Council on matters

following members:

necessary to support the growth, development
and administration of athletics at global, area andFirst Name
Geoff
Beatrice
SergeyAdilleNickCarlosKim
Frank
AnnetteDonna
Edith
Tendai

Last Name
Gardner
Ayikoru
Bubka
Sumariwalla
Bitel
Cavalheiro
Collins*
Hensel**PurvisRaynorSkippings
Tagara

MF
NFI
UGA
UKR
IND
GBR
BRA
SKN
GER
NZL
BER
TKS
ZIM

The role of the Development Commission is to provide

national level; and to develop partnerships and uphold
the role and relationship between sport and social

Position
Chair
MemberMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberresponsibility.
The overarching objective of the Commission is toreview and support projects related to the growthand development of athletics worldwide, to build skills
and capacity, increase levels of participation fromgrassroots to elite and help address social issues.

*Athletes’ Commission member**Deceased 29 November 2020

2020 Annual Council Report684Commission Reports
4.3 Development Commission

Meetings / Activities
The Development Commission met by videoconferenceSix workstreams were created with objectives andon three occasions in 2020: 4 May, 6 July and 13
October.

timelines to reflect the areas of work identified in theCommission’s 4-year Plan.

Workstream

Led byKids’ Athletics

Adille Sumariwalla

Members
Beatrice Ayikoru
Nick Bitel

Scope (summary)Support the development, roll out, delivery
and ongoing monitoring of a best in class

Sergey Bubka
Kim Collins

kids’ athletics programme that is accessible
to all Member Federations and provides theEdith Skippings

opportunity for children of school age acrossAnnette Purvis

the globe to participate in athletics
Advise on the development, delivery andmonitoring of an eLearning strategy including
prioritisation of course content and impact ofeLearning on traditional education and course

eLearning and
CECS / TOECS

Geoff Gardner

Adille Sumariwalla
Tendayi Tagara

Supportto MemberFederations andArea Associations

Donna Raynor

Beatrice Ayikoru
Geoff Gardner
Annette Purvis

Decentralisation

Annette Purvis

Beatrice Ayikoru
Carlos Cavalheiro
Geoff Gardner

Education

Beatrice Ayikoru

Sergey Bubka
Kim Collins
Edith Skippings
Annette Purvis
Donna Raynor

Biomechanics &Research

Nick Bitel

Carlos Cavalheiro
Adille Sumariwalladelivery
Review, evaluate and advise on the World
Athletics education and certification
programmes for coaches and officials including
the Coaches Education & Certification System,and the Technical Officials Education &Certification System
Review and evaluate the principles and policies
for the provision of support (financial andtechnical/ services) to Member Federations andArea Associations to facilitate capacity building
and delivery of targeted outcomes (linked toWorld Athletics’ vision for growth)
Monitor and evaluate the impact ofprogrammes and activities delivered by
the Area Associations on behalf of World
Athletics, including the delivery of education,
development and high-performance
programmes at the Area Development Centres
Advise on the development of education,
leadership and training opportunities forathletes and Member Federations either
through World Athletics or partners including
gender equity seminars and athlete transitionand support programmes
Advise on the need for, and to review thefindings from biomechanics and other research
projects

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Commission Reports
4.3 Development Commission

As outlined, the Commission identified six separate

The Commission also works towards identifying newworkstreams to progress specific activities and action.
These workstreams met regularly via videoconferences

opportunities to strengthen World Athletics’ key
relationships and partnerships including with otherand provided progress updates and discussion topics

organisations, institutions, and government agencies.

to the Development Commission.
In addition to the areas of focus addressed through thedifferent workstreams, the Development Commission
also advises on the development of new initiatives thatwill contribute to the aim to increase and retain levels ofparticipation across all age groups and across all formsof the sport.

Key work, including related
recommendations to Council
The Commission and related workstreams primarily
focused on three priority topics, as follows:

Topic
eLearning platform and content
development (including the incorporation of
the CECS and TOECS online)
New kids’ athletics programme development
Member Federation support and services
new development strategy

Key action(s) summary
Review and approval for the launch of the eLearning platform andfirst content.
Review of the expert panel and advice on revised CECS andTOECS courses
Participation in specific workshops and approval for the new kids’
athletics blueprint prior to tender
Development of a MF survey and review and evaluating
responses received to shape and inform future strategy regarding
support and guidance and development roles and responsibilities

2020 Annual Council Report704Commission Reports
4.3 Development Commission

The Commission, with the support of its other related

Conclusion

workstreams, has also been progressing in the following
areas of focus:

The Development Commission is focused on continuing
to work in alignment with World Athletics’ Strategy

Workstream

Decentralisation

Education

Research

Key action summary
Supported the creation of afor Growth, a particular focus is made on More
Participation and More People, where through the

new business plan template for
the Areas for 2021 with goals
and key performance indicators

different workstreams, the Commission is reviewing the
progress of key projects around education worldwide.

linked to the World Athletics
Strategic Plan

A summary of the major ongoing projects is provided
below:

Focused on gender leadershipand potential athlete support
projects. In conjunction with the• eLearning platform technical features development

Gender Leadership Taskforce
a global gender leadership• New kids’ athletics programme development andlaunchconference was delivered on 18
November and gender leadershipeLearning modules will belaunched in July 2021
Focused on the research needed• Review of the CECS and TOECS programmes (alllevels)• Online and practical assessment of CECS andTOECS Level I courses• Development of the ITO Academy project aimed atincreasing gender and area diversity amongst ITOs
• Delivery of the Gender Leadership Strategy• Finalisation of the key principles to inform the future
development model and provision of support andservices.

• eLearning content strategy and delivery schedule

to provide baseline data andinformation to support theassessment of progress against
the Strategic Plan

The Commission recommended the following to Council
that was approved on 29 July 2020:
1. Development Commission’s Terms of Reference
2. Development Commission’s 4-year Plan

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4.4 Governance Commission
Composition of the GovernanceCommission

Introduction

The Governance Commission is comprised of theexpertise and advice to the Council on the matters

following members:

necessary to:First NameFrancisSylviaCarlotaDagmar
Hélio
Iñaki
David
Hong Shun
JinaroSirje
RonaldNormanLast Name
Dodoo
BarlagCastrejana
FreitagMariho Gesta de
Melo
Gómez*
Grace
Leung
Kibet
Lippe
Russell
Wain

MF
GHA
NED
ESP
GER

Position
Chair
MemberMemberMember

BRA

Member

CAN
AUS
HKG
KEN
EST
ISV
USA

MemberMemberMemberMemberMemberMemberMember

The role of the Governance Commission is to provide• Ensure good governance practices in World
Athletics, its Area Associations and its Members;and,• Uphold the highest standards of integrity, including
ensuring that good governance and ethicalcompliance practices are embedded and monitored
in World Athletics, its Area Associations and its
Members. This includes reviewing all Rules andRegulations.

Meetings / Activities
Since its appointment by Council in March 2020, theGovernance Commission has met on three occasions byvideoconference on 6 May, 30 June and 28 October.

*Athletes’ Commission member

The Commission has also set up workstreams for 2020
to focus on specific areas as identified in its 4-year Plan.

2020 Annual Council Report724Commission Reports
4.4 Governance Commission

Workstream
Rules & Regulations
Governance structures andaudit review

Lead
David Grace QC

Members
Norman Wain, Dagmar Freitag and Jinaro Kibet

Sylvia Barlag

Norman Wain, Ronald Russell and Iñaki Gómez

Alignment

Alex Leung Hong Shun

Education & training

Sirje Lippe

Helio Mariho Gesta de Melo, Carlota Castrejana,
Ronald Russell and Dagmar Freitag
Iñaki Gómez, Carlota Castrejana, Jinaro Kibet andHelio Mariho Gesta de Melo

Proposals to amend Rules andRegulations

The workstreams met as appropriate prior to each fullmeeting of the Commission to discuss and progress
key actions, including the consideration of proposed
amendments to rules and regulations.

The Rules and Regulations workstream supported thedevelopment of new rules and reviewed proposed

A summary of the main areas of focus of theCommission is provided below.

amendments to existing rules, prior to review by the full
Governance Commission, as follows:• Candidacy Rules: consideration of proposed
amendments in relation to recommendations
from the EOP following the 2019 Congress,
recommendations from the non-financial audit
and ASOIF’s IF Governance Review relating to theelection process. Final proposals will be submitted
to Council for review and approval in 2021
• Governance Rules: proposed amendments linked tothe impact of postponing the 2021 World Athletics
Championships to 2022 on the election of a cohortof six members to the Athletes’ Commission at theWorld Championships (approved by Council in July2020), and proposed amendments to reflect the
EOP overseeing the Athletes’ Commission electionsin the future (to be finalised in 2021)• Rules of Congress: proposed amendments mainly
concerned the process for filling vacancies for
Individual Council Members at a non-elective
Congress, and procedures for a virtual Congress.
Final proposals will be submitted to Council for
approval in 2021
• Member Federation and Area Rules: new Rules
to set procedures and specific requirements
concerning obligations on Member Federations andArea Associations, as referred to in the Constitution.
These rules are being further developed in 2021

Governance structures and audits
review
The Governance structures and audit review
workstream reviewed the findings andrecommendations from both the ASOIF IF Governance
Review and the 2019 non-financial audit and identified
actions to be taken at an operational level by theheadquarters, as well as any that may require further
consideration by the Commission or other World
Athletics bodies.
The workstream also considered the feedback received
from the Nominations Panel, the EB Appointments
Panel and the Election Oversight Panel (EOP). In
addition, the workstream reviewed the outstanding
governance points and proposed Constitutional
amendments raised at the 2019 Congress. The review
informed relevant rule and Constitutional amendment
proposals made to the Council.

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4.4 Governance Commission

Key work, including related
recommendations to Council• Honorary Member and Service Award Rules: newrules to set out the criteria and process to receive
such an award/ title (approved by Council in March
2021)

In the first months of its mandate, the Governance• Anti-Doping Rules & Regulations: proposed
amendments to the Anti-Doping Rules

Commission finalised its terms of reference and 4-year
Plan that were presented and approved by the Council(incorporating the Regulations) based on the
new WADA Code and to ensure World Athletics’in July 2020.

compliance with the World Anti-Doping Code 2021

In addition, the Commission reviewed proposed(approved by Council in March 2021)• Technical Rule 6.3.4: proposed amendment arising

amendments to the following Rules and Regulations forrecommendation prior to their approval by Council:

from the Court of Arbitration for Sport (CAS)decision on Blake Leeper (approved by the Council• Governance Rulesin December 2020)• Anti-Doping Rules• Label Road Race Regulations 2021: updated
from 2020 Regulations (approved by Council in• Label Road Race Regulations 2021
• World Indoor Tour Regulations 2021

November 2020)• World Indoor Tour Regulations 2021: proposed
amendments to incorporate a three-tier competition
circuit (Gold, Silver and Bronze) (approved byCouncil in October 2020).

Conclusion
In 2021, the Governance Commission has, among otherthings, considered the proposed amendments to theConstitution, and to existing Rules and Regulations aswell as contributed to developing new Rules as follows:

Education & training on governance,
ethical compliance and integrity

•
•
•
•
•

Rules of Congress
Governance Rules
Candidacy Rules
Honorary Member and Service Awards Rules (new)Member Federation Rules & Area Association Rules(new)• Safeguarding Rules (templates & guidance for MFs
and Areas) (new)• Diamond League Meeting & World Athletics
Continental Tour Regulations

An education programme and training modules
on ethical compliance are in the process of being
developed for members of the World Athletics family.
The Education & Training workstream has focused on
identifying the target groups for either compulsory or
optional training and developing tailored content foreach group, with the aim to have the content available
on the eLearning platform in late 2021.

2020 Annual Council Report744Commission Reports
4.4 Governance Commission

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2020 Annual Council Report76

WORKING GROUP REPORTS

5
Working Group Reports
4.4 Governance Commission

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Working Group Reports
Three working groups were established by the Council in 2020, the work of each is summarised below.

5.1 Human Rights Working Group
Background

First Name
XimenaAleck
AdilleJinaroOn 26 September 2019, during the 52nd World
Athletics Congress meeting in Doha, a commitment
was made by the President to the Congress toestablish a working group focused on human rights. The
commitment was in response to a proposed amendment

Last Name
Restrepo
Skhosana
Sumariwalla
Kibet**

MF
COL
RSA
IND
KEN

Position
MemberMemberMemberMember*Athletes’ Commission member**Governance Commission representative

to the Constitution by the Swedish Athletic Associationand to the request by Athletics South Africa to discussat the Congress the topic of the United Nations call to

Scope of work

International Sports Federations to protect the humanrights of athletes.

The terms of reference of the working group, as
approved by Council on 30 July 2020, requires the
HRWG to:i. undertake an assessment of World Athletics’operations, policies, and rules in terms of humanrights;

As communicated to the Congress, whilst the World
Athletics Council fully supports respecting humanrights and the existing provision regarding unlawful
discrimination within the Constitution (Article 4.1j), due
to the associated legal risk, the Council was not willingto support the Swedish Athletic Association’s proposed
Constitutional amendment as drafted. Instead theCouncil proposed a more detailed assessment should
be undertaken by a working group and brought back to
Congress in 2021. This approach was agreed by boththe Swedish and the South African federations.

ii. develop a human rights framework for World
Athletics; and,iii. report back to the 2021 Congress including, if
deemed necessary, any recommended proposal for
amendment to the Constitution.
To support the HRWG, two world leading experts onhuman rights in sport – one from the Centre for Sportand the other from Human Rights (CSHR) and the Shift
Project – were engaged.

Membership
The Human Rights Working Group (HRWG) was
appointed by Council on 30 July 2020 for the period
through to 31 March 2021. Membership comprised:First Name
Maria
Stephanie
ToralfAisha

Last Name
ClarkeHightower
NilssonPraught-Leer*

MF
NZL
USA
SWE
JAM

The timeframe for the HRWG to provide a final reportand recommendations to Council was by the March
2021 meeting, which would also ensure that any
proposed amendment to the Constitution could beconsidered by the Governance Commission andCouncil in time for the 2021 Congress.

Position
Chair
MemberMemberMember2020 Annual Council Report785Working Group Reports
5.1 Human Rights Working Group

2020 activities

The HRWG held five online meetings during 2020.

At the commencement of its mandate, the HRWG

Preliminary observations brought forward to Council in
December 2020 included:

agreed the steps that would be necessary to achieve• Recognition that the scope of work is significant andthat the HRWG will not be able to do a “deep dive”

the scope of work and reporting to Council by March
2021. These steps can be summarised into four phasesof work as follows:i. Understanding Human Rights – led by CSHR

into all of World Athletics operations nor the sport
as a whole to assess all the human rights risks and to

and Shift, the HRWG undertook a workshop

consider ways to address them. The work and final

in September 2020 to enable them to better
understand what human rights are and how theyreport will however provide a snapshot of World
Athletics’ management of human rights from which

apply in sport. This was invaluable for the membersof the HRWG in undertaking the subsequent phases

further work can be undertaken by World Athletics,
the Member Federations and Area Associations.
• Prioritisation will be important and that some actionsof its work.

in the World Athletics’ Strategic Plan, such as theroll out of the new kids’ athletics programme inii. Initial Risk Assessment – this phase involved
the HRWG identifying and assessing the risks ofadverse human rights impacts or possible harms topeople from World Athletics’ operations, and theimplementation of its policies and rules. This was an
initial assessment to provide a snapshot of the risks.
On the advice of CSHR and Shift, to undertake thisassessment, the HRWG agreed to interview bothinternal and external stakeholders.

2021, which has significant potential risks to young
people, will need robust safeguarding measures
to be put in place by World Athletics, and by theMember Federations who will be delivering it.

Next Steps
The HRWG completed its Initial Risk Assessment
phase at the end of 2020. In 2021, the focus of
the HRWG has been to commence developing
the Human Rights Framework and the HRWG’s
recommendations to report to the Council. The findings
and recommendations approved by the Council wereshared with Member Federations as part of the 2021
Congress documentation.

iii. Develop a Human Rights Framework – this phase
involved preparing a framework, which World
Athletics can use for making decisions to minimise
the risk of harm to people affected by its operations
and activities, and provide a remedy or grievancemechanism, if harm occurs. Work undertaken byother sports was considered in preparing theframework.
iv. Report – the report will set out the humanrights risks which HRWG will find in its initialrisk assessment; any gaps identified which needaddressing in World Athletes’ current operations,policies and rules; a proposed Human Rights
framework; and recommendations by the HRWG
for further steps which World Athletics should taketo improve its management of human rights. These
recommendations will include any amendments tothe World Athletics’ Constitution and Rules (if any).

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5.2 World Plan Working Group
The World Plan for Athletics is a key document for all

A summary of the key actions under the first two

within the sport that provides the roadmap for thegrowth and development of athletics for the period

phases is provided below.

2022-2030. It sets out the vision and goals for the

PHASE 1 – PROJECT INITIATION

sport globally, and the steps that World Athletics, Area
Associations and Member Federations will undertake

The project was kicked-off at the end of 2020 with afirst meeting of the working group, including Deloitte

to achieve the goals. It is developed by Council for
approval by Congress in November 2021 and will

LLP (selected agency to provide consultancy support)
and the HQ project team. Agreed key principles for therequire annual reporting against progress to Congress.

development of the World Plan included:

Summarised below are the key steps undertaken in• The importance of engaging with all stakeholders,2020:

specifically Member Federations and the need toreflect the full spectrum of athletics and the full

• The establishment of an internal working group of

diversity of the membership were emphasised as key

Council members to be the project steering board
and provide oversight and input throughout the

points of consideration.
• The need for the plan to be a practical, inclusive andWorld Plan development process.
• The appointment of consultancy support to develop
the strategy and approach and provide resource todeliver the project.
• The development of the project process, including
the approach to stakeholder consultation, andproject timeline.

inspiring document which motivates stakeholders
and sets aspirational but achievable goals against
which stakeholders can deliver.
• The importance of building on the Strategic Plan
2020-23 and the overarching vision for growthparticularly the goals of more people, moreparticipants, more partners, and more fans.

The World Plan working group is comprised of thefollowing Council members:

PHASE 2 – INFORMATION GATHERING AND
CONSULTATIONS
The purpose of Phase 2 was to undertake initialdesk research and a series of consultation to obtainthe views of key stakeholders to understand thecurrent position; plus key challenges, priorities, andopportunities; as well as to gather views on ways
in which to ensure engagement and buy-in to thedevelopment process and future implementation of theWorld Plan.

First Name
WillieAntti
Hélio
Beatrice
Nan
AdilleRobin

Last Name
Banks
Pihlakoski
Marinho Gestade MeloAyikoru
Wang
Sumariwalla
Sapong Eugenio

MF
USA
FIN

Position
Chair
Member

BRA

Member

UGA
CHN
IND
NMI

MemberMemberMemberMember

An overview of the project process, covering five main
phases, and indicative timeline is set out below:

Project initiation

Information gatheringand consultations

MF Survey andGlobal Conversation

Plan Development

Review andfinalisation

1

2

3

4

5

November 2020

December 2020 –January 2021

February – April 2021

May – June 2021

July – August 2021

2020 Annual Council Report805Working Group Reports
5.2 World Plan Working Group

Representatives from the following stakeholder groups
were consulted during Phase 2: Council, Executive
Board, Member Federations, Area Associations,
Commissions and staff. The aim was to use the Phase 2
consultations findings to help shape the more extensive
Phase 3 consultation, which included a Member
Federation survey and a global survey promoted
through the Global Conversation campaign.
The consultation process has informed thedevelopment of the World Plan and helped to identify
goals, objectives, and actions to grow the sport. The
final document, approved by Council, was circulated
to Member Federations as part of the 2021 Congress
documentation.

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5.3 Athletic Shoes Working Group
The Working Group on Athletic Shoes was establishedThe working group is co-chaired by one representativeby Council on 6 June 2020 to advise and makerecommendations on the future direction of its rules

from the World Federation of the Sporting Goods
Industry (WFSGI) (Robbert de Kock) and one

and regulations concerning elite athlete shoes, withrepresentative from the World Athletics Council (Sylvia

the aim to try to find the right balance between
embracing innovation whilst at the same time ensuring

Barlag), and has six representatives from the shoe
manufacturers.

the principles of fairness and universality for all athletes
are protected.

The full membership of the Athletic Shoes Working Group is as follows:First Name
RobbertSylviaSpencer
Ryan
Carson
Tom
Chris
Johan
Iñaki

Last Namede Kock
BarlagNel
Montgomery
Caprara Sr
CarleoCook
Adamsson
Gómez

Anna

Riccardi

Professor Toni

Arndt

Brian

Roe

Jon

RidgeonRole
WFSGI representative
Council Member
Adidas representative
Asics representative
Brooks representative
New Balance representative
Nike representative
Puma representative
Athletes’ Commission representative
Certification and control
Sub-workstream representative
Health and science
Sub-workstream representative
Development and manufacturing
Sub-workstream representative
World Athletics CEO

Position
Co-Chair
Co-ChairMemberMemberMemberMemberMemberMemberMemberMemberMemberMemberConvenor, ex-officio attendee

There are three distinct sub-workstreams of the working group:• Development and manufacturing: To informand advise on the imperatives, constraints andinformation related to the technical and timeline
aspects, production of and launch plans (including
plans for testing and training with athletes) for new
products that come on the market.

• Health and science: To inform and advise on theexisting science on both safety and performanceenhancing aspects of shoes used in athletics and, if
necessary, design and/or supervise scientific studies
to address the safety and performance-enhancing
effect of shoes (including delivering the aims set
out in the terms of reference). Ensure that suchwork is conducted in accordance with the normal
custom and practice governing confidentiality andpublication.

2020 Annual Council Report825Working Group Reports
5.3 Athletic Shoes Working Group• Certification and control: To inform and advise

4. Testing and building a core set of results concerningon the existing and future clearance processes
and devices used to certify elite athletes’ shoes

road (non-spike) shoes led by the health and science
workstream to inform future potential testing

before, during and after competitions. Advise on

protocols;

the procedure for the certification of competition
shoes and implementation and enforcement of the

5. Understanding the duration of the process fromTechnical Rules.

design to manufacture and when long term rules
including any future testing protocols could beThis report presents the work of the working group for

introduced; andthe year ending December 2020.
6. How could the system of approving shoes anda certification of shoes be incorporated into
manufacturing timelines.

2020 Activities and results
Between June 2020 and December 2020, the working
group met three times (in July, September andWhilst there were amendments to Rule 5 of theTechnical Rules made during 2020 these either

November 2020) although in between meetings many
discussions were held and emails exchanged. As withmost matters in 2020 progress was impacted by the
global pandemic. The main activities and discussionsof the working group during this period concerned thefollowing:

pre-dated the inception of the working group and/or
were borne out of feedback and considerations led byWorld Athletics headquarters. In December 2020, two
amendments concerning the availability scheme andthe use of development shoes1 were consulted with
manufacturer members of the working group via WFSGI
and were approved by Council on 4 December 2020.

1. Explanation of Rule 5 of the Technical Rules
during the transition period up to 8 August 2021
which drew a line under current shoe technology
and the application of the rules to which level ofcompetitions;

At the time of writing this report the working group has
not concluded its final recommendation for the future
direction of the rules and regulations in the long-term.
These specifically concern technical requirements forshoes and testing protocols associated with same.
This remains under consideration along with any otheramendments that may be necessary in the short-term.

2. Approval process, checking of shoes atcompetitions and arranging for shoes to be
examined post competition;
3. Development of schemes concerning availability ofroad (non-spike) shoes;

1 As set out in Rule 5.2.2(f), a ‘Development Shoe’ means a road, cross-country or track or field shoe which has never been
Available for Purchase but which a sports manufacturer is developing to bring to market and would like to conduct tests with
their sponsored athletes (who agree to test the shoe) on issues such as safety and performance before the shoe is Available
for Purchase.

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5.3 Athletic Shoes Working Group

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Financials & Audit Reports

Introduction
The 2019 Constitution of World Athletics includes a requirement to appoint auditors to perform an audit of theannual financial statements (Article 79.2) and an audit of certain responsibilities set out in World Athletics rules andregulations (Article 79.3).

6.1 Financial audit

6.2 Non-financial audits

The 2020 budget and annual plan were approved by
the EB at the end of 2019.

EY and QSA were appointed by the 2019 Congress as
the non-financial auditors for 2019 and 2020.

The financial audit for 2020 was undertaken by Ernst

The non-financial audits for 2020 were also undertaken& Young Audit Conseil & Associés in Monaco (EY), andby EY (governance and ethical compliance), withthe full audited financial statements for 2020, whichwere approved by the Executive Board and Council as

QSA independently conducting the audit of the AIU’s
integrity and anti-doping programme compliance. A

part of this Annual Report, are provided at Appendix
A with details on our remuneration policy provided at
Appendix B.

summary of the 2020 non-financial audits (governanceand ethical compliance, and anti-doping and integrity)
are provided below.
GOVERNANCE AND ETHICAL COMPLIANCE AUDITAs the appointed auditor, EY perform certain agreed
upon procedures to assist World Athletics in addressingthese requirements and issue a final report. The subjectof the report is to present findings from the testing
performed by EY at the request of World Athletics
specifically in relation to Article 79.3(a), referred to as
the Non-Financial Audit on Governance and EthicalCompliance.
Agreed upon procedures are not the same as anaudit. The reason agreed upon audit proceduresare performed as opposed to an audit is due tothe bespoke nature of the Constitution, Rules andRegulations requirements. Agreed upon proceduresare performed in accordance with ISRS 4400
‘Engagements to perform agreed upon procedures’,
which provides guidance to enable the professional
accountant to carry out procedures of an audit nature
to which the professional accountant, entity and any
appropriate third parties have agreed and to reportfactual findings. Although procedures of an audit
nature are undertaken in this type of engagement, EY

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Financials & Audit Reports
6.2 Non-financial audits

does not express an opinion or overall conclusion. EY2020 to 31 December 2020. The audit covered thehas performed these procedures for the use of the
Executive Board only and disclaim any liability or duty

management by the AIU of the integrity programmes
on behalf of World Athletics in relation to anti-doping,

to any other third parties.

manipulation of competition results, bribery and

The procedures performed are determined by World

corruption, betting, age manipulation, transfer ofallegiance and other breaches of the Integrity Code ofAthletics and include review of evidence of compliancewith the certain provisions of the Constitution, Rules

Conduct. It also included assessing compliance by the
Disciplinary Tribunal with its functions.

and Regulations and covers the year ended 31
December 2020.

The audit was conducted and managed in accordancewith the applicable parts of the standard ISO19011

In conducting the agreed upon procedures EY has
met with a number of World Athletics employees to

Guidelines for Auditing Management Systems, using
two different checklists. The first was a detailed list forunderstand activity during the year and to obtain

the governance area, in which evidence of complianceevidence to support compliance with the requirements
set out in the Constitution, Rules and Regulations. EY

has been collected for each requirement and thesecond was a more general checklist for operational

has then presented their long form report including
their findings and recommendations to the Executive
Board Audit & Finance Committee. There were no
significant issues or material impacts reported by EY
and post a review by the Audit & Finance Committee,
their final audit report was accepted by the Executive
Board and approved by Council as part of this report.

processes related to anti-doping activities and tocombat against ethical misconduct within Athletics.
The audit highlighted the capacity of the AIU to
identify applicable requirements coming from World
Athletics (as well as WADA), and consequently, develop
and adapt its processes to satisfy these requirements.
The AIU and World Athletics Staff involved in the
integrity of athletics are competent and aware of
the organisation objectives and the applicable risks.
The Staff are also aware of the implications of notconforming to the standards and rules.

The Executive Board consider that there were nofindings and/or recommendations that were sufficiently
significant to merit reporting and will follow-up the
implementation of the recommendations during 2021.
ANTI-DOPING AND INTEGRITY AUDITThe Non-Financial Audit of the anti-doping andintegrity programmes under Article 79.3(b) isundertaken by QSA.

Some findings arose during the audit, but these did notcompromise a general opinion of compliance with theWorld Athletics requirements.

The scope of the audit conducted by QSA was toassess World Athletics’ compliance with its antidoping and integrity programmes, as set out in theConstitution, Rules and Regulations (Integrity Codeof Conduct, Athletics Integrity Unit Rules, AntiDoping Rules and Regulations, Athletics Integrity
Unit Reporting, Investigation and Prosecution Rules,
Manipulation of Sports Competitions Rules, andDisciplinary Tribunal Rules, Disputes and Disciplinary
Proceedings Rules) for the period from 1 January

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6.2 Non-financial audits

2020 Annual Council Report88

APPENDICES

7
Appendices6.2 Non-financial audits

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Appendices

Appendix A – 2020 Audited Financial Statements
Contents
Officers & Professional advisers.......................................................... 91

Statement of Executive Board responsibilities............................. 92

Independent Auditors’ report............................................................... 93

Information about the Association and significant
events of the period.................................................................................. 97

Financial Report 2020........................................................................... 100
Consolidated financial statements................................................................................100
Notes to the consolidated financial statements...................................................104
Notes to the consolidated statement of comprehensive income.............110
Notes to the consolidated balance sheet................................................................116
Other disclosures.....................................................................................................................121

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7Appendices

Officers and Professional Advisers
PRESIDENT
Sebastian COE(GREAT BRITAIN & NORTHERN IRELAND)SENIOR VICE PRESIDENT
Sergey BUBKA(UKRAINE)

VICE PRESIDENTS
Nawaf AL SAUD(SAUDI ARABIA)

Geoff GARDNER(NORFOLK ISLAND)

Ximena RESTREPO(COLOMBIA)

COUNCIL MEMBERS
Valerie ADAMS(NEW ZEALAND)

Dahlan AL HAMAD(QATAR)

Beatrice AYIKORU(UGANDA)

Sylvia BARLAG(NETHERLANDS)

William BANKS(USA)

Raul CHAPADO(SPAIN)

Nawal EL MOUTAWAKEL(MOROCCO)

Abby HOFFMAN(CANADA)

Alberto JUANTORENA DANGER(CUBA)

Hamad KALKABA MALBOUM(CAMEROON)

Dobromir KARAMARINOV(BULGARIA)

Renaud LAVILLENIE(FRANCE)

Helio MARINHO GESTA DE MELO

(BRAZIL)

Antti PIHLAKOSKI(FINLAND)

Anna RICCARDI(ITALY)

Mike SANDS(BAHAMAS)

Robin SAPONG EUGENIO(NORTHERN MARIANA ISLANDS)

Adille J. SUMARIWALLA(INDIA)

Nan WANG(CHINA)

Hiroshi YOKOKAWA(JAPAN)CHIEF EXECUTIVE OFFICER

Jon RIDGEON

AUDITORS

Ernst & Young Audit Conseil & Associes

MAIN BANKERSBARCLAYS BANKCOMPAGNIE MONEGASQUE DE BANQUE

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STATEMENT OF EXECUTIVE BOARD RESPONSIBILITIES2020 CONSOLIDATED FINANCIAL STATEMENTS
In addition to the basic financial reporting requirements set out in the statutes of World Athletics (“the Association”),
the Executive Board undertakes to prepare consolidated financial statements for each financial period which give atrue and fair view of the state of affairs of the Association as at the end of the financial period, of the surplus or loss
and of the cash flow statement of the Association for that period.
In preparing those consolidated financial statements, the Executive Board considers that the Association has usedappropriate accounting policies in accordance with the note A and B of the consolidated financial statements,
consistently applied and supported by reasonable judgments and estimates, that all accounting standards which
they consider to be applicable have been followed and that the preparation of the consolidated financial statements
on a going concern basis is appropriate.
The Executive Board has responsibility for ensuring that the Association keeps accounting records, which disclosewith reasonable accuracy the financial position of the association.
The Executive Board has general responsibility for taking such steps as are reasonably open to them to safeguard
the assets of the Association and to prevent and detect fraud and other irregularities.
Approved by the Executive Board.
And signed on behalf of World Athletics.
As of 27th July, 2021

Sebastian Coe
President

Vineesh Kochhar
Chief Operating Officer

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Independent auditor’s report on consolidated financial statements
ERNST & YOUNG Audit Conseil & AssociéWorld Athletics
Year ended 31 December 2020
To the Executive Board of World Athletics,
OPINION
We have audited the consolidated financial statements of World Athletics which comprise:• the consolidated balance sheet as at 31 December 2020,• the consolidated statement of comprehensive income for the year then ended,• the consolidated statement of changes in equity for the year then ended,• the consolidated statement of cash flows for the year then ended, and• the notes to the consolidated financial statements, including a summary of significant accounting policies.
Due to the global crisis related to the Covid-19 pandemic, the consolidated financial statements of this period havebeen prepared and audited under specific conditions. Indeed, this crisis and the exceptional measures taken in thecontext of the state of sanitary emergency have had numerous consequences for companies, particularly on theiroperations and their financing, and have led to greater uncertainties on their future prospects. Those measures, suchas travel restrictions and remote working, have also had an impact on the companies’ internal organization and theperformance of the audits.
These financial statements were approved by the Executive Board.
In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, theconsolidated balance sheet of the Association (including World Athletics and its subsidiaries), its consolidated
financial performance and consolidated cash flows for the period then ended, in accordance with the accounting
principles described in the notes to the consolidated financial statements.
BASIS FOR OPINION
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities underthose standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements
section of our report.
We are independent of the Association in accordance with the International Code of Ethics for Professional
Accountants (including International Independence Standards) (IESBA Code) together with the ethical requirementsthat are relevant to our audit of the consolidated financial statements in Monaco, and we have fulfilled our otherethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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OTHER INFORMATIONOther information consists of the information other than the financial statements and our auditor’s report thereon.
Management is responsible for the other information. Our opinion on the financial statements does not cover theother information and we do not express any form of assurance conclusion thereon. In connection with our audit of
the financial statements, our responsibility is to read the other information and, in doing so, consider whether theother information is materially inconsistent with the financial statements or our knowledge obtained in the audit orotherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is amaterial misstatement of this other information, we are required to report that fact. We have nothing to report in thisregard.
RESPONSIBILITIES OF MANAGEMENT AND THOSE CHARGED WITH GOVERNANCE FOR THE
CONSOLIDATED FINANCIAL STATEMENTSManagement is responsible for the preparation and fair presentation of the financial statements in accordance with
International Financial Reporting Standards, and for such internal control as management determines is necessary toenable the preparation of consolidated financial statements that are free from material misstatement, whether due tofraud or error.
In preparing the consolidated financial statements, management is responsible for assessing the Association’s ability
to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going
concern basis of accounting unless management either intends to liquidate the Association or to cease operations,or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Association’s financial reporting process.
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE CONSOLIDATED FINANCIAL STATEMENTS
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes
our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conductedin accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise fromfraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected toinfluence the economic decisions of users taken on the basis of these consolidated financial statements.
As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional skepticism
throughout the audit. We also:• Identify and assess the risks of material misstatement of the consolidated financial statements, whether due tofraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is
sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement
resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentionalomissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that areappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
Association’s internal control.

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Appendix A – 2020 Audited Financial Statements• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates andrelated disclosures made by management.
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, basedon the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may
cast significant doubt on the Association’s ability to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the
consolidated financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions
are based on the audit evidence obtained up to the date of our auditor’s report. However, future events orconditions may cause the Association to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the consolidated financial statements, including thedisclosures, and whether the financial statements represent the underlying transactions and events in a mannerthat achieves fair presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or businessactivities within the Association to express an opinion on the consolidated financial statements. We areresponsible for the direction, supervision and performance of the Association audit. We remain solely responsible
for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the planned scope andtiming of the audit and significant audit findings, including any significant deficiencies in internal control that we
identify during our audit.
RESTRICTION ON USE OF OUR REPORTThis report is addressed to the Executive Board of the Association. We assume or take no responsibility in respectof a third party which may use this report.
This report shall be governed by, and construed in accordance with Monaco law. The courts of Monaco shall haveexclusive jurisdiction in relation to any claim or dispute concerning the engagement letter or this report, and any
matter arising from them. Each party irrevocably waives any right it may have to object to an action being brought inany of those courts and to claim that the action has been brought in an inconvenient forum or that those courts do
not have jurisdiction.
Monaco, August 23rd, 2021
The independent auditor
ERNST & YOUNG Audit Conseil & Associés

Sandrine Arcinwww.worldathletics.org

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Consolidated financial statements according to IFRSContents
Information about the association andsignificant events of the period....................... 97
I.
II.

Notes to the consolidated statementof comprehensive income................................ 110

General...................................................................................97
About World Athletics..................................................97

1. Revenue from broadcast rights andsponsorship rights........................................................110

III. Significant events of the period............................98
IV. Official World Athletics partners...........................99

2. Other revenue from activities...............................110
3. Competition & events................................................111
4. Grants & development..............................................112

Consolidated financial statements............... 100

5. Legal & compliance.....................................................113
6. Administration.................................................................114

Consolidated statement ofcomprehensive income.......................................................100

7. Financial income............................................................114
8. Financial expenses.......................................................115

Other comprehensive income........................................100
Consolidated balance sheet...........................................101
Consolidated statement of cash flows.....................102

Notes to the consolidatedbalance sheet ........................................................ 116

Consolidated statement of changes in equity....103

9. Investments in equity.................................................116

A. General information and statement

10. Property, plant & equipment ...............................117
11. Trade receivables and other receivables.......117
12. Contract assets..............................................................118of compliance..................................................................104
B. Basis of preparation....................................................104

13. Cash & cash equivalents..........................................118
14. Equity...................................................................................118

C. Consolidation principles and perimeter..........105
D. Currency translation...................................................105
E. Tangible fixed assets...................................................106

15. Post-employment benefit and similar
obligations.......................................................................119
16. Financial liabilities current & non current......119

F.
G.
H.
I.
J.

Accruals and provisions............................................106
IOC loan..............................................................................106
Pension obligations.....................................................107
Debtors................................................................................107
Revenue..............................................................................107

17. Trade payables...............................................................119
18. Other payables & accrued expenses..............120
19. Deferred income............................................................120

K.
L.
M.
N.

Operating expenses....................................................108
Financial income and expenses...........................108
Financial risk management......................................108
Critical accounting estimatesand judgment...................................................................109

Other disclosures................................................. 121

Significant accounting policies...................... 104

20. Financial risk management.....................................121
21. Commitments given and contingent
liabilities and off-balance sheet events........121
22. Post balance sheet events......................................121
23. Related parties...............................................................121

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Information about the association and significant events of the period
I. General

performance, gold medals and records. It is also about

World Athletics is a non-profit-making association, the‘sport for all’ and about ensuring that the maximum
number of citizens are able to participate in athletics.

members of which are the National Federations, which
represent athletics in each country of the world. Its
object is to establish legal and friendly cooperation

This means, of course, the thriving world of roadrunning, which is where a large number of people acrossbetween all members for the benefit of athletics. World
Athletics compiles rules with regulations governing

the globe connect directly with the world of athletics.
It also means athletics in schools, where World Athletics

international competitions and fosters the worldwide
development of athletics and the dissemination oftechnical and other information to its affiliated entities.

is keen to ensure that we reach the maximum number ofchildren, all over the world, starting at the age of sevenbut also including those in their teens, where the dropoff from sport is most acute.

II. About World Athletics

Despite the obvious benefits the sport brings tocommunities and society, World Athletics recognizes

Athletics is one of the worlds’ most ancient sports
which has continued to adapt through the centuries,
offering a dynamic, life-enhancing sport.

that athletics is competing for the public’s attention
in an ever more varied and complex media andentertainment-driven world. This means the sport andOn 17 July 1912 in Stockholm, following the closing

all those within it embracing wider aspects touching onsocial responsibility, the environment and all mattersceremony of the Olympic Games in the Swedish capital,
the International Amateur Athletic Federation (IAAF)
was founded as the world governing body for the sportthat help advance athletics as a force for good andcreating a better world.

of track and field athletics.

Athletics disciplines are among the oldest of all
sporting competitions known to humankind, with ‘run,

During the 10 decades that followed, athletics
underwent many changes reflecting the political andsocio-economic evolution of the wider world. Even

jump, throw’ the natural and universal forms of humanphysical expression. The sport also offers broader
values that help deal with life’s challenges.

the IAAF’s name changed in 2001, becoming the‘International Association of Athletics Federations’ toreflect the growth of a professional sporting world
which did not exist in 1912. More recently, in 2019, theFederation changed its name to ‘World Athletics’.

World Athletics is adapting its competition programme
to reflect the vast array of activities the public haveaccess to. Attracting, growing, and, most importantly,
retaining young people as both participant andspectator are essential if athletics is to retain its appeal.
And it is equally important to continue the close links
the sport has to the masters’ athletics movement as wellas ultra-distance running, trail and mountain running.

World Athletics was founded to fulfil the needfor a world governing authority, for a competition
programme, for standardized technical equipment
and for a list of official world records. All of theserequirements remain today.

The biennial World Athletics Championships is thejewel of our World Athletics Series of events, which
also includes indoor, U20, relays, crosscountry, racewalking and road running during a two-year cycle ofWorld Championships events for each of these types

Yet in an ever-changing world, international sport
federations such as World Athletics need to beproactive when trying to reach new audiences and find
new hosts for their events. It is also fundamental tounderstand that athletics is no longer just about highof competition.

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Athletics also carries the mantle of being the Olympics

As World Athletics enters its second century as an

Games’ leading sport. Athletics is the main spectator
stadium sport of the Games, central to the success ofofficial governing body its aim is to further enhance thevibrant sport to offer new and exciting prospects foreach summer Olympic Games. The histories of athletics

athletes and spectators alike. Following four years ofand the Olympic Games are closely entwined, andWorld Athletics is extremely proud of this association.

reform, resulting in two revisions of the Association’sconstitution, the sport is working hard to ensure

Both the World Athletics Championships and thethat every area of athletics is reviewed, tested andencouraged to strive for excellence.

Olympic Games continue to play to packed stadiums
and attract TV audiences in their billions.

III. Significant events of the period

The marketing potential of each edition of the World
Athletics Championships is excellent with only the

DIAMOND LEAGUE ASSOCIATION

summer Olympic Games and the FIFA World Cup
bigger in terms of global reach and impact. The next

During the year, a decision was made to contributethe shares held by World Athletics in DiamondWorld Athletics Championships will be hosted in
Eugene, USA (2022) and Budapest, Hungary (2023).

League AG, a commercial entity, to an Association.
This newly created non-profit organization, Diamond
League Association, was registered under the laws of

The wide variety in the type, size and scope of therest of the World Athletics Series of competitions, with

Switzerland. World Athletics does not exercise any
significant influence over the operations of Diamond

their different demands in terms of logistics, budget
and facilities also means that there are World Athletics
events available to fit the hosting ambitions andLeague AG and the loss on disposal has beenrecognized through the statement of comprehensive
income.

resources of cities, large and small, among most of the
sport’s 200+ national Member Federations.

COVID 19

Showing the sport’s ability to innovate and respond tochanging demands, an exciting new team competition,

On 11 March 2020, the World Health Organisation
declared that the outbreak of Covid-19 represents a
pandemic.

the World Athletics Relays, was launched in 2014
in Nassau, The Bahamas and has now been staged
on three further occasions, most recently in 2019 in
Yokohama, Japan.

Consequently, a number of sporting events on ourcalendar were postponed. We had one World Athletics
Series event during the year and while we do not
expect any of our World Athletic Series events to beThis variety extends beyond championships.

cancelled, some of our Area competitions for 2020
have been postponed or cancelled.

In 2010, a new global one-day competition structure
was unveiled. It is headed by the Diamond League of
14 invitational track and field meetings in Africa, Asia,

IOC LOAN FACILITY
On 26 June 2020, in response to the Covid-19

Europe, and USA. The Continental Tour, with Gold,
Silver and Bronze one day meetings held across all
six World Athletics areas, provides the second tier of
elite international competition along with our World
Challenge events. All these play out to large stadium

pandemic and the fact that the Olympic Games
were moved from 2020 to 2021, the IOC agreed toadvance World Athletics a sum of $7 500k in threeequal instalments of $2 500k split between 2020 and
2021. Reimbursement of the advance is due upon the

and TV audiences around the world.

payment of the IOC for Tokyo 2020 or Paris 2024.

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In keeping with IFRS guidelines around recognizing
income when the event has taken place, this amountof $7 500k will be reflected in our IFRS financial
statements in 2021.
During the year, we have utilized the benefit provided
by the Monegasque Government to put staff on
furlough. This allowed us to ensure the safety of ourstaff during these difficult times and contributed
towards reducing $750k of staff costs for the year.
The Association continues to have strong long-term
revenue commitments and has sufficient cash andreserves to continue with day to day operations and tomeet future liabilities as they come due.

IV. Official World Athletics partners
World Athletics Partners

World Athletics Media Partner

World Athletics Media Distribution Partners

World Athletics Suppliers

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Consolidated financial statements
Consolidated statement of comprehensive income
in k USD

Note

2020

2019

Television Rights & Sponsorship1

34 94543 855

Other revenue

2

9 294

7 289

44 23951 144

Revenue

Total revenue

ExpensesCompetition & Events

3

15 00429 546

Grants & Development

4

8 028

15 385

Legal & Compliance5

11 92214 853Administration

6

Total expenses

Operating Profit (Loss)
Financial Income

7

Financial Expenses

8

Financial Result (Loss)
Share of (loss)/profit on investment in equity

9

Profit (Loss) for the year

6 782

8 051

41 736

67 8352 503(16 691)

302

400

(922)

(1 070)

(620)

(671)

188

(63)

2 071

(17 424)

Other comprehensive income
in k USD

Note

Profit (loss) for the year
Items that will not be reclassified subsequently to profit or loss
Actuarial gains (losses) on retirement benefit obligations
Items that will be reclassified subsequently to profit or loss when
specific conditions are met
Currency translation differences
Other comprehensive (expense)/income
Total comprehensive income (loss) for the year

2020 Annual Council Report

100

15

2020

2019

2 071

(17 424)

6

130

-

-

6

130

2 077

(17 295)

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Consolidated balance sheet
in k USD

Note

31 Dec 2020

31 Dec 2019

402

328

10

6 135

6 571

210

205

AssetsIntangible assets
Property, plant & equipment
Long term financial assets
Investments in equity-accounted investees

9Non-current assets

531

343

7 278

7 446

Trade receivables

11

521

262

Prepayments & tax receivables

11

814

1 070

Other receivables

11

1 171

7 950

Contract assets

12

5 781

9 344

Cash and cash equivalents

13

40 04834 302Current assets

48 33552 927

Total assets

55 61360 373

Reserve Fund

10 000

10 000General Fund

18 86836 287

Profit/loss of the year

2 071

(17 424)

14

30 93928 862

Trade payables

17

3 041

4 483

Other payables and accrued expenses

18

7 189

17 138Financial liabilities

16

320

282

Deferred income

19

3 475

1 119

14 02523 021

Total equity & reserves (general funds)
Liabilities

Current liabilities

Provisions

15

1 229

1 102

Financial liabilities

16

2 830

3 003

Deferred income

19

6 590

4 385

Non-current liabilities

10 6498 490

Total liabilities

24 67431 511

Total liabilities and reserves

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Consolidated statement of cash flows
in k USD

Note

2020

2019

2 071

(17 424)

Operating activities
Net result for the year
Net financial income/(expense)

7,8

502

674

Depreciation

10

1 023

1 063

Share of profit on investment in equity

9

(188)

(171)

Increase/(Decrease) in provisions for pension obligations

15

128

(3)

(Increase)/Decrease in receivables

11

11 331(4 610)12

3 563(4 794)

17,18(11 493)

9 708

6 937

(15 558)(Increase)/Decrease in contract assets
Increase/(Decrease) in payables
Net cash generated by operating activities
Investing activities(Purchase)/sale of property, plant & equipment

(588)

(106)

(Purchase)/sale of intangible assets

10

(74)

(155)

Net cash (used)/generated in investing activities

(661)

(261)

Financing activities
Proceeds from new loans / borrowings

172-

Repayment of loans / borrowings

(412)

(378)

Interest received

7

23

106

Interest paid

8

(313)

(428)

Net cash used in financing activities

(530)

(700)

Net (decrease)/increase in cash & cash equivalents

5 746(16 519)

Cash & cash equivalents as at 1 January

34 30250 820Net increase/(decrease) in cash & cash equivalents

13

5 746

(16 518)

Cash & cash equivalents as at 31 December

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Consolidated statement of changes in equity
in k USD
As at 31 December 2018

Other Reserves

Transfer

FundTransfer fromincomefrom income
statement

Total equity

10,00063,766(27,609)

46,157(27,609)27,609-Reserve

Net income allocation
Actuarial loss on retirement benefit

130

130

-

130

130
(17,424)(17,424)-130(17,424)(17,295)

10,00018,862(17,424)

28,862

Net income allocation-

17,424

Actuarial loss on retirement benefit
obligations, net of taxes

6

obligations, net of taxes
Other comprehensive income for the period
Net income
Total comprehensive income for the period

As at 31 December 2019

Other comprehensive income for the period-

Profit for the year
Total comprehensive income for the period

As at 31 December 2020

6

6

6

2,071

-

2,071

-

2,077

-

2,077

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Significant accounting policies
This note provides a list of the significant
accounting policies adopted in the preparationof these consolidated financial statements. These
policies have been consistently applied to all
the years presented, unless otherwise stated.
The financial statements are for the Associationconsisting of World Athletics and its subsidiaries.

financial statements and that the going concern basisof accounting remains appropriate. The outbreak of the
COVID-19 pandemic and the measures adopted by
the governments worldwide to mitigate its spread have
impacted the Association. These measures led to thecancellation of many sporting events during the year,
and most importantly to the reschedule of Olympics in
2021. This has negatively impacted the Association’s
financial performance during the year and also its
liquidity position. A loan agreement with IOC for $7
500k has been contracted during 2020. Reimbursement

A. General information andstatement of complianceWorld Athletics’ consolidated financial statementsof the loan is due upon the payment of the Olympic
Dividend by IOC for the Tokyo games or, in the event thefor the year ended 31 December 2020 have been
prepared in accordance with the IFRS as adopted by

Tokyo games are cancelled, from the Olympic Dividend
due for the Paris games in 2024.

the European Union. These standards are available on
the European Union’s website at: here.

There is still uncertainty over how the future
development of the outbreak will impact the

The financial statements are accompanied bydisclosures deemed to be material as required by

Association’s activity.

regulation no. 1606/2002 of the European Parliamentand of the council, which are available on the European
Union’s website at: here.

Also, to respond to a severe downside scenario,
management can take the following mitigating actions to
reduce costs, optimize the Association’s cash flow andpreserve liquidity:

B. Basis of preparation• reducing non-essential capital expenditure anddeferring or cancelling discretionary spend;• freezing non-essential recruitment; andGOING CONCERN• reducing marketing spend.

The financial statements have been prepared on a going
concern basis, under the historic cost convention, except
for the following:

NEW AND AMENDED STANDARDS ADOPTED BY
THE ASSOCIATIONThe Association has applied the following standards and• certain financial assets and liabilities (including
derivative instruments), certain classes of property,
plant and equipment and investment property –measured at fair value• assets held for sale – measured at fair value less costs
to sell, andamendments for the first time for their annual reporting
period commencing 1 January 2020:• defined benefit pension plans – plan assets measured
at fair value.

• Definition of a Business – amendments to IFRS 3• Interest Rate Benchmark Reform – amendments to
IFRS 9, IAS 39 and IFRS 7• Revised Conceptual Framework for Financial
Reporting• Definition of Material – amendments to IAS 1 andIAS 8Management has concluded that the Association
has adequate resources to continue in operation for
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The Association also elected to adopt the following

partially owned by World Athletics (50%) and recorded

amendments early:

as equity accounted investment.

• Annual Improvements to IFRS Standards 20182020 Cycle.

World Athletics has the ability to exercise significant
influence over this entity and concluded this investment
should be recorded as equity accounted investment.

The amendments listed above did not have any impact
on the amounts recognized in prior periods and are not

During the year, World Athletics has contributed its

expected to significantly affect the current or future
periods.

shares of Diamond League AG, a commercial entity, toDiamond League Association, a newly created nonprofit organization. Consequently, Diamond League AG
would not require its accounts to be consolidated withWorld Athletics and the profit for the year has been

C. Consolidation principles andperimeterrecognized through the statement of comprehensive
income.

The Association consolidated its subsidiaries, i.e.
entities directly or indirectly controlled by the
Association. The Association controls an entity when

D. Currency translation(i) it is exposed to, or has rights, to variable returns
from its involvement with the entity, and (ii) it has the

The consolidated financial statements are presented

ability to affect those returns through its power overthe entity.

in Thousands of United States Dollars, the functional
currency of the Association at the exchange closing
rate. Any resulting exchange differences are recognized

Subsidiaries are accounted for using the fullconsolidation method from the date the Associationin the statement of comprehensive income.

obtains control and until the Association loses controlof the subsidiary.

Transactions in currencies that are not the US dollar
are translated into US dollars at the transaction dateexchange rate.

Entities over which the Association has joint control
or significant influence are accounted for using theequity method. The Association is generally presumed
to have significant influence when it holds at least
approximatively 50% of the entity’s voting rights.

Monetary assets and liabilities whose currency is not
US dollars are translated into US dollars at the closing
exchange rate.

The Association exercises significant influence overan entity when it has the power to participate in thefinancial and operating policy decisions of that entity
but does not have the power to exercise control orjoint control over those policies. Under the equity
method, the investment is initially recognized at cost,and subsequently adjusted to reflect changes in the net
assets of the associate or joint venture.
The perimeter of the consolidation is comprised of
World Athletics and World Athletics Productions Ltd,

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E. Tangible fixed assets

outflow or economic benefits will be required to settle

Property, plant and equipment are measured at cost

the obligation and when a reliable estimate can bemade of future cash outflows.

less accumulated depreciation and accumulated
impairment losses. Gains and losses on the disposal ofproperty, plant and equipment are recognized in the

Any accrued liability not consumed within two
years after the recognition date shall be reversed inconsolidated statement of comprehensive income.
Depreciation is calculated on a straight-line basis overthe consolidated income statement unless specificcircumstances justify the balance to be maintained inits estimated useful lives that are as follows:

the balance sheet.

Office furniture and equipment

Payables are not interest bearing and are stated at theirComputer equipment
Leasehold improvements
Motor cars

5 to 10 years

nominal value.

5 years
up to 15 years

Contingent liabilities are not recognized unless thelikelihood of a liability is probable. They are disclosed

5 years

Leases contracted by the Association are accounted
for in accordance with IFRS 16 (Leases). The
Association recognizes a right-of-use asset and a leasein the notes to the financial statements unless thepossibility of an outflow of economic resources isremote.

liability for all of its lease contracts, except for (i) leases
relating to low-value assets and (ii) short-term leases(12 months or less). Payments made in respect of leases
not recognized on the balance sheet are recognized as
an operating expense on a straight-line basis over the

G. IOC Loanlease term.

held, the International Olympic Committee (IOC)pays an Olympic Dividend of approximately $40m

On commencement of a lease, the liability for futurelease payments is discounted at the incremental
borrowing rate, which is a risk-free rate adjusted toto World Athletics. This revenue, as defined by IFRS
15, is recognized post the successful completion of
the Olympic Games. In 2020, due to the Covid-19

reflect the specific risk profile of World Athletics.
Because lease payments are spread over the lease term,
the Association applies a discount rate based on the
duration of those payments.

pandemic, the Tokyo Olympics have been postponed
to 2021. To take care of cash flow concerns arisingfrom this postponement, the IOC entered into a loan
agreement with World Athletics for an amount of$7.5m. Of this amount, $2.5m was received by World

The payments used to determine the liability for futurelease payments exclude non-lease components but
include fixed payments that the Association expects tomake to the lessor over the estimated lease term.

Athletics in 2020 and the balance $5m in early 2021.
This loan has been recorded as current deferred income
as of December 31, 2020. The amount of $7.5m thathas already been received will be reduced from the full
Olympic Dividend that is due to World Athletics at theOnce in a 4-year cycle, when Olympic Games are

end of the Tokyo Olympics.

F. Accruals and provisions
A provision is recognized when World Athletics has alegal or constructive obligation towards a third party
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H. Pension obligations

value. The Association holds the trade receivables with

The retirement benefit obligations relates to Monaco

the objective to collect the contractual cash flows andtherefore measures them subsequently at amortizedemployees. Under legislation in Monaco, theAssociation is required to provide a pension based on
legal requirements, or, on the collective labor agreement

cost using the effective interest method.

requirements if these ones are more advantageous thanlegal. For Monaco employees, pensions are computed

J. Revenue

based upon the last twelve months gross remuneration,
excluding bonuses and other complementary
remuneration. The liability which is paid once upon

Revenue is recognized to the extent that it is probablethat the Association will derive economic benefit from it
and that the revenue can be reliably measured.

the retirement of the employee is recognized in thebalance sheet in respect of these defined benefit

World Athletics-related revenue consists primarily ofpension plans. This is the present value of the defined
benefit obligation at the end of the reporting period.

the following items:

The defined benefit obligation is calculated each year
using the projected unit credit method. The present
value of the defined benefit obligation is determined by• television rights (e.g. media rights)• commercial rights (e.g. sponsorship)• value in kind

discounting the estimated future cash outflows using
interest rates of high-quality corporate bonds that• technical certification

are denominated in the currency in which the benefits
will be paid, and that have terms approximating to theterms of the related obligation.

The exclusive broadcast partners payment is received
twice per year and covers the broadcast rights for
all World Athletics events for the year. The current

The net interest cost is calculated by applying theagreement was signed in April 2018 and covers theperiod from January 01, 2018 to December 31, 2023.

discount rate to the net balance of the defined benefit
obligation. This cost is included in employee benefit
expense in the statement of profit or loss.

Commercial sponsorship income is split in three parts:
the first part corresponds to the Commercial rights

Remeasurement gains and losses arising fromexperience adjustments and changes in actuarial
assumptions are recognized in the period in which theyoccur, directly in other comprehensive income. They

and yearly invoices amounts to $8.5m per year. The
second part relates to the TV rights in Japan which
generates a revenue of $4.5m per year. The third part
relates to commission based on the value in kind undersponsorship contracts. Value in kind in the form of

are included in retained earnings in the statement ofchanges in equity and in the balance sheet.

products and services supplied by sponsors for use in
events and is recognized as revenue and expenses in
the consolidated statement of comprehensive income.
Commissions on value in kind due to the Association’s
marketing partner are accounted for on the basis of theI. Debtors

value of in-kind contribution.
Trade receivables are amounts due from customers forservices performed in the ordinary course of business.
They are all classified as current. Trade receivables
are recognized initially at the amount of consideration

During 2018, an amendment to the agreement for theperiod of 2020-2029 was signed. This new agreement
calls for a minimum guarantee over the 10-year periodthat is unconditional unless they contain significant
financing components, when they are recognized at fairof $130m. The agreement for commercial Sponsorshipalso includes a profit-share income clause.

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The performance obligations are identified as the rightL. Financial income and expenses

to access intellectual property and as such revenue isrecognized on a straight-line basis over the term of the

The financial income and financial expenses include thecontract.

following:

For profit share revenue recognition, management• financial income, consisting of interest income fromexercises its judgement to determine an estimate of the
profit share directly attributable to the financial year

interest-bearing assets, as well as realized andunrealized foreign exchange gains;• financial expenses comprising realized andunrealized foreign exchange losses, as well as bankcharges and any interest costs.

and recognizes this in the period it is earned.
Technical certifications provided by World Athletics are
performed at a point in time with a certification durationof 3 or 5 years, regarding sportive infrastructures.
Revenue generated from Technical certifications
is recognized at a point in time when the technical

M. Financial risk management

certification is provided.

The Association’s overall risk management programme
focuses on the unpredictability of the financial markets
and seeks to minimize any potential adverse effects on

The performance obligations have been determinedfor each contract and the revenue recognition method
for each contract has been determined in accordance

the Association’s financial performance.

with IFRS 15.

The Management Board provides principles for theoverall management of risks such as foreign exchangerisk, credit risk and liquidity risk.

K. Operating expenses(a) Foreign exchange risk
Total expenses are the gross outflow of economic
benefits that arise from the ordinary activity oforganizing an event as well as from World Athletics

The Association operates internationally and is exposed
to foreign exchange risk arising from transactions
denominated in currencies other than the United

administrative activities.

States Dollar, which is the functional and presentation
currency of the Association.

Total expenses consist primarily of the following
items: contributions to Member Federations, antidoping integrity unit, event expenses (direct event

Operating income/expenses and the cash flows of the
Association are affected by exchange rate fluctuations,

expenses, broadcast and media, marketing, promotion,
publications, hospitality and other event expenses),
information technology, employee salaries and benefits,depreciation and amortization of non-current assets.

principally between the Euro and the US Dollar. The
Association estimates that the impact in absoluteterms of a 10% increase or decrease in this rate on its
operating income for the year ended December 31,
2020 would not have been material.

Expenditure relating to future events is deferred andrecognized in the consolidated income statement whenthe event takes place.

During the periods presented, the Association did not
engage in any hedging operations.

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N. Critical accounting estimates andjudgment(b) Credit risk
Credit risk is managed on an Association-wide basis.
Credit risk arises from cash and cash equivalents, anddeposits with banks and financial institutions, as wellas credit exposure to customers, including outstanding
receivables and committed transactions. The credit risk

The preparation of financial statements requires theuse of accounting estimates which, by definition,
will seldom equal the actual results. Management

on receivables is mitigated by the quality of the client.

also needs to exercise judgement in applying the
Association’s accounting policies.

Credit risk linked to cash, deposits and current financial
instruments is not material given the quality of thefinancial institutions counterparties.

This note provides an overview of the areas thatinvolved a higher degree of judgement or complexity,(c) Liquidity risk

and of items which are more likely to be materiallyadjusted due to estimates and assumptions turning out

Management monitors rolling forecasts of the
Association’s liquidity requirements on a quarterly

to be wrong. Detailed information about each of theseestimates and judgements is included in other notes

basis to ensure it has enough cash available to meetits operational needs. Expenditure trends are balancedwith committed revenues to ensure adequate liquidity

together with information about the basis of calculationfor each affected line item in the financial statements.

is maintained.

• Estimation of post-employment benefits and other
employee benefits. The Association has obligations

World Athletics benefits from long term Commercial
and Broadcast contracts that provide flexibility inmanaging operational cash needs. In addition, theto pay certain pension benefits to certain
employees. The cost of these benefits and thepresent value depend on several factors including

Olympic Dividend generally received every four years
allows the Association to smoothen its long-term

salary increases and discount rates. Management
estimates these factors in determining the net

expenditure patterns.

pension obligations (see note 15).
• Television rights and commercial rights performanceobligations. Management uses its judgement to

As a result of Covid-19, the IOC Olympic Dividend
has been delayed to 2021. When the Tokyo games
happen in 2021 as they are currently scheduled to be,this amount of dividend will be received at the end of
the games.

determine the unique performance obligation,
which is defined as the right to access intellectual
property.
• Accrual of profit share expectation for the year.
Management exercises its judgement to determine

To safeguard against the financial impact arising from
Covid-19, Management has conducted a detailed
review of activities that have slowed down during thistime and are rationalizing expenditures to balance
the reduced activity. The future of Covid-19 remains

an estimate of the profit share directly attributable
to the financial year and when the recognition
criteria has been met.
• Value in kind amount for year included in revenue.
Management are required to estimate the fair value

highly uncertain, however, should Covid-19 result in
the cancellation of the Tokyo 2020 Olympics moresignificant rationalization of expenditures would be
required unless further income or other sources ofliquidity were identified.

of any value in kind goods or services received
during the period and record these amounts asrevenue and expenses. Determining fair value
requires management to exercise significant
judgement. In the event fair value cannot bereasonably estimated, no value is recognized.

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Notes to the consolidated statement of comprehensive income
1. Revenue from broadcast rights and sponsorship rights
in k USD

2020

2019

Broadcast Rights

14 77514 725

Commercial Rights

13 00018 000Commercial Rights (Profit share)

5 751

4 794

Value in kind

1 419

6 336

Total revenue from Broadcast Rights and Commercial Rights

34 94543 855

2. Other revenue from activities
in k USD

2020

2019

World Athletics certification system

1 439

1 831

Russian Athletics Federation reimbursement

6 815

3 378

International Olympic Committee Development programme contribution

250

250

Court of Arbitration for Sport refund

21

274

769

1 556

9 294

7 289

Other income
Total revenue from other activities

Other income includes monies received across a host of miscellaneous areas; the largest portion for 2020 pertains
to a reimbursement for Legal and Task Force related costs arising from the suspension of the Russian Athletic
Federation.
Certification income pertains to monies received from across the globe where World Athletics assists in defining andmeasuring standards for tracks and equipment used in athletics events.

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3. Competition & eventsin k USD

2020

2019

World Championships

477

3 393

Diamond League

961

4 551

Olympic Games Tokyo

276

-

857

1 265

1 005

1 027

IAAF Challenge & Permit
Other expenses (Competition & Events)
International Organisation support

-

260

1 819

2 291

Competition & Events

5 395

12 787

Value in kind commissions

1 597

7 052

Information technology

2 822

2 961

Broadcasting

1 069

1 699

Marketing

488

789

Commercial partnerships

392

486

2 628

3 145

Staff costs and consultants

Communication & publications
Health & science
Total Competition & Events

613

627

15 00429 546This includes spend on our World Athletics Series (WAS) Events and includes costs for departments that work mostclosely with our Event cycle.
Our WAS events are held on a bi-annual basis. During 2020 we had 1 WAS event and 3 during 2019. This explains
the reduction in overall Event related spend for 2020.
During 2020, we hosted our World Athletics Half Marathon Championships in Gdynia.
This total includes our annual spend towards the support we offer to the Diamond League.
Also included in this total is the support we offer to the World Athletics Continental tour, World Athletics Indoor
tour and World Athletics challenge.
Expenses for other departments listed here reflect the significant cost reductions due to the impact of Covid-19
and the consequent postponement of activities and competitions.

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4. Grants & developmentin k USD

2020

2019

Area Development (a)

1 306

2 386

280

66

2

-

Education
Publications (NSA)
Other items

519

691

Staff costs

792

1 225

Area Administration grant (b)

1 450

1 450

Competition grant (c)

1 280

2 781

Member Federation grant (d)

1 510

1 740

Athletics Olympic dividend (e)

889

4 799

Continental programme, exceptional support & tracks
Total Grants & Development

-

247

8 028

15 385This includes World Athletics spend on the Development of the sport and the support that we offer to our Areas
Associations and Member Federations.
The reduction from 2019 is primarily an outcome of the pandemic which saw reduced competitions in each of
our Areas and also reduced activity through the Area Development grant and in the Area Development Centres.
In addition, following the initial 4-year cycle of the Athletics Olympic Dividend (AOD) grant, the grant principles
and eligibility were refined for the 2-year 2020-21 cycle. The project-based activity in our Member Federations
was significantly reduced due to the pandemic leading to a lower Athletics Olympic Dividend payout in 2020 and
extension of the AOD grant through to 2022.
Area Development Grant (a) are paid annually to support Area Associations to deliver development and education
programmes primarily through the Area Development Centres (ADC’s). The Areas determine their business plans
and activities to be supported based on the needs of their Member Federations with World Athletics providing anoversight role. The Areas are responsible for the day-to-day management of the ADC’s in their respective region,
for providing athlete scholarships (if they choose to do so) and for the selection and organisation of educationalcoaching courses and seminars. Two activities remain mandatory at the ADC’s – women’s and youth.
Area Administration Grants (b) are paid annually to assist Area Associations to operate and include:• Maintaining a permanent office as HQ• Defraying costs of rent, utilities, internet, telephone, website, office supplies, staff salaries, institutional meetingsand other costs

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Competition Grants (c) are paid annually to support the organisation and delivery of competitions at a Continental
level including :• Regional and International Competitions• Area Championships
Member Federation Grants (d) are paid annually to ensure the Member Federation can function and, meet its basic
membership obligations. It covers:• Administration (including staff, office, utilities and communication equipment)• Organisation (national championships)• Travel to competitions
Athletics Olympic Dividend Grant (e) is a 2 year project-based grant designed to provide tailored support acrossthe 2 year period to meet Member Federations individual strategic priorities focused on the delivery of activity
within one of the following five areas:• Provide education and training• Provide equipment• Support development and delivery of competitions• Support athletes (training, competition, talent ID)• Supports youth and grassroots projects (mass participation and school projects)

5. Legal & compliancein k USD

2020

Congress
World Athletics Council and Executive Board

2019

0

430

928

1 514

World Athletics committees

864World Athletics commissions

0

272

178

400

0

21

World Athletics awards, forums & roadshows

568

810

International Associations meetings

63

158

Staff costs

472

459

Governance

2 218

4 128

Athletics Integrity Unit

7 857

8 316

World Athletics Independent Ethics Board
World Athletics advisory Associations

Legal

1 847

2 409

Total Compliance

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This includes World Athletics spend on Governance activities, Legal & Regulatory spend and spend associated with
the Athletics Integrity Unit (AIU).
The AIU is an independent body created by World Athletics that manages all integrity issues – both doping andnon-doping – for the sport of athletics. Their annual budget is approved by the World Athletics Executive Board.
This reduction in total spend over 2019 is primarily driven by the fact that most meetings during the year wereconducted virtually and hence led to reduced travel and associated administrative costs. Reduced activity levels
for a large part of the year also contributed to the overall reduction in spend. 2019 numbers also include the spend
on our bi-annual Congress that was held in 2019 and spend associated with our governing Council and Executive
Board.

6. Administrationin k USD

2020

2019

Administration

5 264

6 342

Amortization

1 023

1 063

Heritage
Total Administration

495

646

6 782

8 051

This includes spend for our administrative departments such as Finance, HR and Heritage along with theirassociated staff costs. Expenses such as Audit fees, rentals, telephony, travel and translation are all included here.
During the year, we have utilized the benefit provided by the Monegasque Government to put staff on furlough.
This allowed us to ensure the safety of our staff during these difficult times and contributed towards reducing staff
costs for the year by $750k. This is the primary driver for the reduced administration spend in 2020.

7. Financial income
in k USD

2020

2019

Foreign exchange

221

225

Interest

81

175

Financial income

302

400

This includes our financial incomes during the year primarily related to the multi-currency impacts from our business
operations.

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8. Financial expenses
in k USD

2020

2019

Foreign exchange

475

604

Bank charges

209

321

Interest expense

221

128

Post-employment benefit obligations

17

17

Financial expenses

922

1 070

This includes the financial and bank charges incurred during the year.

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Notes to the consolidated balance sheet
9. Investments in equity
in k USD

2020

2019

Carrying amount as at January 1st

343

406

Share of profit / (loss) on investment in equity

188

(63)

Investments in equity as at December 31st

531

343

Significant influence

Investments in equity are related to World Athletics Productions Ltd, partly owned by World Athletics (50%).
During the year, World Athletics contributed its shares of Diamond League AG to Diamond League Association. As aresult, the carrying amount recorded as an equity investment has been recognized as a loss on disposal (109 K$).
Furthermore, World Athletics holds a 6% investment in Nitro Athletics Australia which is held at nil value.
World Athletics Productions Ltd
in k USD

2020

2019 restated

Current Assets

2 139

5 094

Current Liabilities

1 544

4 402

Revenue311

15 223

Profit/(loss)

(97)

820

Based on the financial statements received from World Athletics Productions Ltd, we took into account the factthat their accounts were restated for the year ended December 31, 2019. This restatement led to a recognitionof an additional profit of 367 K$ in 2019, which was partly recorded in our 2020 consolidated statement ofcomprehensive income.

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10. Property, plant & equipment
The Right of Use of assets detailed below predominantly relates to leased offices premises.
Property, plant and equipment break down as follows:in k USD

Officefurniture &Computerequipment

Leaseholdimprovements

1 657

4 523

Motor Right of use
cars
of assetTotal

equipment
Cost
Balance as at 31 December 2019
Additions

620

82

3 887

10 770

8

376

32

-

172

588

Balance as at 31 December 2020

629

2 033

4 555

82

4 059

11 358

Balance as at 31 December 2019

257

1 222

1 672

82

966

4 199

Depreciation

62

191

355

-

415

1 023

Balance as at 31 December 2020

320

1 413

2 027

82

1 381

5 223

As at 31 December 2019

363

435

2 852

0

2 921

6 571

AS at 31 December 2020

309

620

2 528

0

2 678

6 135

11. Trade receivables and other receivables
31 Dec 2020
In k USD

31 Dec 2019

Gross

Provision

Net

Net

Trade receivables

753

232

521

262

Trade receivables

753

232

521

262

31 Dec 2020
In k USD
Receivables from directors

Gross

31 Dec 2019

Provision

4

Net

Net

4

2

Other receivables

1 882

715

1 168

7 948

Other receivables & current assets

1 886

715

1 171

7 950

Prepayments

252

252

404

Tax receivables (VAT)

562

562

666

Prepayments & tax receivables

814

814

1 070

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Trade receivables and other receivables that are not yet due are not considered impaired. The main reason for thedecrease in other receivables during 2020 is on account of a receivable from the Doha World Championships that
was accounted in 2019 for $3 928k and subsequently received in 2020. Accrued income has decreased by $1
588k and certification receivables are $324k lower than in 2019.
Allowances for doubtful accounts amounted to $715k in 2020, with no variation compared to 2019.

12. Contract assets
in k USD

31 Dec 2020

31 Dec 2019

Dentsu Profit Sharing

5 781

9 344

Total Contract Assets

5 781

9 344

Contract assets correspond to receivable related to the Commercial Rights profit share. The amount of $5 781k is
related to the profit share revenue earned for the period 2020-2021. As of December 31, 2019, the balance was$9 344k which corresponds to the estimate that was communicated by our Commercial Rights partner. The higher
amount in 2019 corresponds to profit share for 2018 and 2019 that was recognized together for both years onreceipt of the funds during 2019.

13. Cash & cash equivalents
As of December 31, 2020, this item comprised cash at bank of $40 048k. There are no short-term investments.
Cash and cash equivalents break down as follows:in k USD

31 Dec 2020

31 Dec 2019

US Dollars

38 82933 105

Other currencies

1 206

1 184

Deposit and current accounts

40 03534 289US Dollars

1

1

Other currencies

12

12

Cash on hand
Total cash & cash equivalents

14. Equity
The change in equity from 2019 to 2020 is on account of profit of $2 071.

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13

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15. Post-employment benefit and similar obligationsin k USD

Total

Balance as at 31 December 2019

1 102

Operating costs

117

Financial expense

17

Other comprehensive expense(6)

Balance as at 31 December 2020

1 229

The pension obligation is unfunded and therefore, no pension assets are held by World Athletics. Furthermore,
the changes of the significant actuarial assumptions were considered as not significant in the context of theconsolidated financial statements.
The significant actuarial assumptions were as follows:• Assumptions regarding future mortality are set based on actuarial advice in accordance with published statistics
and experience in the region (INSEE 2015-2017 mortality table). These assumptions translate into an average
life expectancy in years for a pensioner retiring the ages of 62 for employees, and 63 for management.
• Probability of departure before retirement age for current employees.
• Financial discount rate of 0,60% and salary increase rate of 4% for the pension obligation as of December 31,
2020

16. Financial liabilities current & non current
in k USD

31 Dec 2020

Current financial liabilities

31 Dec 2019

320

282

Non-current financial liabilities

2 830

3 003

Total lease liabilities

3 150

3 285

The financial liabilities balance as shown above is comprised of lease liabilities under IFRS 16. Of the total payableof $3 149k, the amount due in the next 12 months is $320k, amount due between 1 and 5 years is $1 085k andthe amount due in more than 5 years is $1 744k.

17. Trade payables
in k USD

31 Dec 2020

31 Dec 2019

Trade payables

3 041

4 483

Trade payables

3 041

4 483

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Trade Payables include dues for regular operating expenses incurred by the Association. These include an amountof $1 099k on account of invoices received after the cut-off date of December 31, 2020. Another reason for thevariance is on account of travel invoices for $578k that were recorded as payables at the end of 2019 and do nothave a comparative number in 2020.

18. Other payables & accrued expenses
in k USD

31 Dec 2020

31 Dec 2019

125

57

Other payables

5 792

16 070Accrued expenses

1 272

1 010

Payable to directors

Tax payables
Other payables & accrued expenses

1

1

7 189

17 138Other payables are significantly lower in 2020. 2019 included an amount of $7 744k payable as Prize money toathletes for Doha World Championships. This amount has been paid during 2020. Expense payable included inother payables are $2 592k lower in 2020 than in 2019.

19. Deferred income
in k USD

31 Dec 2020

31 Dec 2019

Current deferred income

3 475

1 119

Non-current deferred income

6 590

4 385

Deferred income

10 065

5 504

Current deferred income amounts include $2 500k from the loan received from IOC in 2020 and $975k fromtelevision rights and sponsorships contracts. Non-current deferred income consists of $3 410k from televisionrights and sponsorships contracts and $3 180k received as advance payments against future events.

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Other disclosures
20. Financial risk management
The different types of financial risks and their impacts are detailed in note L of this document.

21. Commitments given and contingent liabilities and off-balance sheet
eventsThere are no additional commitments, contingent liabilities and off-balance sheet events that Management is awareof and need to be disclosed separately.

22. Post balance sheet events
There are no significant post balance sheet events that Management is aware of and need to be disclosed
separately.

23. Related parties
Under IFRS guidelines, the following are treated as related parties: Executive Board Members, Council Members,
President, Chief Executive Officer, Diamond League and World Athletics Productions Ltd. The table below includes
amounts paid to related parties during the year.
in k USD

31 Dec 2020

Executive Board, Council Members, President and Chief Executive Officer

Allowances

31 Dec 2019

1 095

1 100

1 012

1 049

Other benefits (housing)

32

9

Other long-term benefits (retirement)

51

41

Amounts paid to World Athletics Productions Ltd. during 2020 were $471k primarily on account of salaryreimbursements and office costs. A loan agreement from World Athletics to World Athletics Productions Ltd has
been signed in 2018 for $234k.
Amounts paid to Diamond League during 2020 were $961k primarily to cover costs in relation to Diamond League
meets that were held during the year. As on December 31, 2020 amount due to Diamond League was $0.
In 2020, World Athletics has recorded an amount of $157k payable to the Complete Leisure Group, for services
and workspace of an executive assistant to the President during time spent in London in connection with World
Athletics business, provided at cost pursuant to a secondment agreement.

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Appendix B – World Athletics 2020 remuneration policy
World Athletics position
Executive Board

Remuneration and expenses(base fee for all members including President andVice-Presidents)
Chair of EB Committee

USD 22,500 per annum(supplementary fee)
President

USD 2,500 per annum
USD 250,000 per annum (plus EB base fee above)
Per diem of USD 300 per day, plus allowance of USD
6,000 per annum (except for Area Presidents where
the allowance is USD 3,000 due to the additional
allowance)

Council(all Members, including EB Members)

Travel, meals and accommodation provided by World
Athletics (travel based on business class airfare plus
per diem for each day (12 hours) of travel)
Per diem of USD 300 per day, plus allowance of USD
3,000 per annum and:• USD 12,000 per annum (if lives in the same city as
Area HQ)

Council (Area Presidents)•
Commissions(members other than Council Members)
Working Groups(members other than Council Members)
AIU Board members(independent members and supplementary fee forCouncil Member)
AIU Board Chair

USD 18,000 per annum (if does not live in the samecity as Area HQ)
Per diem of USD 50 per day
Travel, meals and accommodation covered
Per diem of USD 50 per day
Travel, meals and accommodation covered
USD 15,000 per annum
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Appendix B – World Athletics 2020 remuneration policy

2020 Annual Council Report

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Appendices
Appendix B – World Athletics 2020 remuneration policy©World Athletics 2021
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2020 Annual Council Report126