1. XXII ANOC General Assembly
Christophe de Kepper
IOC Director General
Prague, 2 November 2017

2. Olympic Agenda 2020 – midway through
When the IOC adopted Olympic Agenda 2020, we did so with the overarching goal to strengthen the role of the Olympic Movement in a world that is changing faster than ever before.
The 40 detailed recommendations of Olympic Agenda 2020, that are well known to the NOCs, are focused on three pillars that are essential for us to have a positive impact in the wider world: credibility, sustainability and youth.
This year is the half-way point since the adoption of our Olympic Agenda To use a sports analogy, it is half-time now and we have the opportunity to look back at how we played in the first half.
Olympic Agenda 2020 was always meant to be work in progress. We are on a journey together with all our stakeholders and partners, including the NOCs. Olympic Agenda 2020 was always meant for the entire Olympic Movement and we are encouraged by the efforts we see across the world by the NOCs to follow these principles.
For the rest of the presentation, we will look at the achievement around the 4 key themes of Olympic Agenda 2020 that affect the NOCs.
The uniqueness of the Olympic Games
Athletes at the heart of the Olympic Movement
Olympism in Action: Keeping Olympism alive 365 days a year
IOC’s role; Unity in Diversity
The end of the presentation will include an update by Valerie Fourneyron on the Independent Testing Authority and Mark Parkman on the Olympic Channel, both topic which are a high interest to the NOCs. Tomorrow, Pere Miro and his team will give you an update on the services that the IOC provides to the NOCs through Olympic Solidarity and NOC Relations.

3. The Uniqueness of the Olympic Games
Our first theme is the Uniqueness of the Olympic Games.
The Olympic Games remain the pinnacle of sport, reaching more people in more ways than ever before: half of the worlds population has followed the Olympic Games of Rio These Games also saw competitors from more countries than ever before with 206 NOC participating. The Olympic Games bring Olympic values to life and demonstrate the true meaning of unity in diversity. Olympic Agenda 2020 recognised that success does not justify complacency. The implementation of the first set of recommendations has protected and enhanced the unique nature of the Olympic Games in many ways.
It improved the candidature process and Games Management, put an even stronger focus on sustainability and legacy, and cleared the way for more innovation and gender equality in the Olympic Programme.

4. Candidature process and Games Management
Recommendation 1 called on us to “shape the bidding process as an invitation.”
It sounds like a simple change, but it signalled a big shift in philosophy and approach for the candidature process. The result is more flexibility for cities to develop Olympic Games proposals that align with local regional and national goals; closer collaboration with the IOC and other Olympic stakeholders; and reduced cost and complexity at every stage of the candidature process and Olympic Games delivery.
Although many of the changes were implemented almost immediately for candidatures that were already underway, the 2024 candidature process was the first to feel the full impact of the reforms as will be explained by the Mayors of the two 2024 cities in the following video…

5. Benefits of the new Candidature Process 2026
Process tailored to the context and needs of each City
More support and expertise provided by the IOC enabling continuous improvement of the Games project
Significantly reduced workload for the cities with fewer deliverables
Substantially reduced Candidature budgets
CANDIDATURE PROCESS – OLYMPIC WINTER GAMES 2026:
Launched on 29 September 2017 with a letter to all NOCs
NEW TWO-STAGE CANDIDATURE PROCESS 2026:
One-year non-committal Dialogue Stage for Interested Cities
Increased support and expertise from IOC
Shortened one-year formal Candidature Stage for Candidate Cities
Development of a Games plan aligned with the Candidate Cities’ existing long-term development plans
NOC INVOLVEMENT EVERY STEP OF THE WAY
Puts forward a candidature and is partner throughout the process
Representative on Working Group 2026 which will analyse the cities during the Dialogue Stage & on the Evaluation Commission 2026
Cities will present to ANOC in advance of the Host City election
BENEFITS OF THE NEW PROCESS (SHOWN ON SLIDE BELOW):
Process tailored to the context and needs of each City
More support and expertise provided by the IOC enabling continuous improvement of the Games project
Significantly reduced workload for the cities with fewer deliverables required throughout the Candidature Process
Substantially reduced Candidature budgets

6. Games Management 2020 Programme Objective and Ambition
Same Event, eased Delivery, enhanced Value Proposition
Enhance Olympic and Paralympic Games value propositions by reducing cost and complexity of the overall delivery model and better managing risk and responsibilities of key stakeholders in order to enhance the flexibility, efficiency and sustainability of hosting the Games.
Balanced OCOG Budgets
Simplified Games delivery
More cities to consider future Olympic bids
In addition to a revised candidature process, more changes are planned in the area of Games Management to further reduce cost and complexity, and better integrate legacy considerations as priorities throughout the Games lifecycle.
A new programme called “Games Management 2020” is dedicated to this goal. It draws on the guidance provided by Olympic Agenda 2020, the Olympic Winter Games Working Group and the Rio 2016 Debrief to simplify Games delivery and reduce costs.
The objective of the Games Management 2020 programme is to enhance the Olympic and Paralympic Games value proposition by
Reducing cost and complexity of the overall delivery model
Better leverage on key stakeholders expertise like the NOCs and International Federations
Better manage risk
This will enhance the flexibility, efficiency and sustainability of hosting an Olympic Games.
The overall ambition would be to
Maintain balanced OCOG Budgets without public subsidies
Encourage more cities to consider future Olympic bids
To achieve this ambition we believe we need to reach savings of
USD 500 mn for Winter Games OCOGs
USD 1 bn for Summer Games OCOGs

7. Games Management 2020 Identified Key Streams of Activity
“Enhance Games governance”
Stronger collaboration models between the IOC, Stakeholders and the OCOG from the very start of the project
“Better support cities to deliver the Games”
Streamline organisational planning cycle
Reinforce IOC assistance to Games Organisers
Make better use of IF and NOC technical expertise
Provide “Turnkey Solutions”
“Reduce Games-related costs”
Review venue planning
Requirements
Capacities
Sharing opportunities
Rental periods
Adapt service levels to actual needs and use
Full implementation to be applicable from Paris 2024 and 2026 bid
Will be applied where possible for Tokyo 2020 and Beijing 2022 in collaboration with the Organising committees
All of this will only be possible with full support from the stakeholders.
Ideas, recommendations are most welcomed to achieve the goals of making the Games easier to organise and deliver

8. The Youth Olympic Games are equally going through a review
The Youth Olympic Games are equally going through a review. We have begun a consultation process with a number of stakeholders, including the Continental Associations and the NOCs on the future evolution of these Games.
The next video gives you a overview of this evolution…

9. Sustainability
The heightened focus on sustainability driven by Olympic Agenda 2020 resulted in some profound and far-reaching changes.
Sustainability has become a strategic objective within Olympic Games Management and has evolved from a single functional area to a shared responsibility across all functional areas.
The IOC has signed a Memorandum of Understanding with the Union of Olympic Cities to share best practices. We are also working on capturing the legacy of previous Olympic Games editions and supporting Olympic cities in celebrating their anniversaries.
We can see the implementation of the strategy with regard to the IOC as an organisation in the ongoing work on the new IOC Headquarters, Olympic House, which is being built to be certified according to nationally and internationally recognised sustainability standards.

10. Athletes, at the heart of the Olympic Movement
The IOC and the Olympic Movement exist to serve athletes. The second set of recommendations from Agenda 2020 reinforced this truth with a series of recommendations designed by and for athletes, to ensure that we put them at the heart of the Olympic Movement, with two main objecives:
Supporting the athletes on and off the field of play and,
Protection the clean athletes
To encompass all these evolution and even more, the IOC Athletes’ Commission developed a new strategy to more effectively achieve their mission to represent athletes and help them succeed on and off the field of play.

11. Supporting athletes on and off the field of play
On supporting the athletes on and off the field of play, the following measures were already taken:
The “Athletes’ experience” was added as a specific evaluation criteria as of the 2022 evaluation process.
Specific Athletes Experience guidelines were developed for and Tokyo 2020 and future Games
Service levels related to the athletes’ experience, including village services, opening/closing ceremonies and the Friends and Family ticketing programme, have been reviewed and refined to better meet athlete needs.
The IOC launched the Olympic Athletes’ Hub, a one-stop-shop for information specifically developed for athletes. It includes Games related content as well as information on topics such as anti-doping, preventing injury and illness, combatting harassment and abuse in sport, preventing match-fixing and illegal/irregular betting, and dealing with the entourage. The Olympic Athletes’ Hub also includes the Athletes’ Learning Gateway, an online education tool for the athletes. In its first year of operation, the Olympic Athletes’ Hub had over 1.7 millon page views and more than 135,000 unique users.
In addition, the Athlete Career Programme is operating with an updated strategic vision and mission, with support from all key stakeholders.

12. Protecting clean athletes
All of us involved in sport have an obligation to protect and honour clean athletes. Olympic Agenda 2020 significantly enhanced our efforts to protect the integrity of sport against two great threats: doping and match-fixing.
We conduct a robust reanalysis programme of Beijing 2008 and London 2012 samples, with more that one thousand five hundred samples retested.
The additional analyses on samples collected during the Olympic Games Beijing 2008 and London 2012 were performed with improved analytical methods, in order to possibly detect prohibited substances that could not be identified by the analysis performed at the time of these editions of the Olympic Games. It lead into more than one hundred adverse analytical findings.
The IOC also established a USD 20 million fund to protect the clean athletes
The first USD 10 million are devoted to research into new techniques to detect prohibited substances and methods. The IOC called on governments to match our contribution, and WADA successfully secured pledges of USD 6.45 million. Since 2014, the fund has sponsored 16 research projects.
The other 10 million dollars in the 20 million dollar fund is devoted to the fight against match fixing. It has been used to develop robust education and awareness programmes on the risks of match-fixing, manipulation of competition and related corruption.
We have also taken action to ensure that athletes who receive medals as a result of a doping-related reallocation are properly honoured and we have withnessed a number of NOCs organising celebrations for athletes who have received new medals.
In addition, the IOC has hosted two editions of the International Forum for Sports Integrity, and created an Olympic Movement Unit on the Prevention of the Manipulation of Competitions, with an Advisory Board to support it. Almost all IFs are now compliant with the Olympic Movement Code on the Prevention of the Manipulation of Competitions and have supported the use IOC Integrity e-learning and educational material by IFs, NOCs and NFs/event organisers.
The IOC has also increased cooperation with stakeholders to exchange of intelligence and information and investigations into breaches of integrity and is working with governments on legislation to address competition manipulation, and create National Platforms for Integrity in Sport.
Lastly, in another important change, the IOC is moving ahead with the creation of an Independent Testing Authority (ITA) to strengthen the worldwide fight against doping and avoid perceived or potential conflicts of interest by eliminating the need for sports organisations to test athletes. More details on this will be presented to you by Mrs Valerie Fourneyron at the end of my presentation.

13. Olympism in action: keep Olympism alive 365 days a year
The Olympic Charter defines Olympism as a philosophy of life that blends sport, education and cultural, with the goal of advancing “the harmonious development of humankind.” The IOC and the Olympic Movement continue that work every day of the year in countries around the world. As a result of Olympic Agenda 2020, the IOC is reaching out to young people in new ways, has increased collaboration with organisation outside of sport, and has reaffirmed our commitment to education and culture as part of our mission.
The Olympic Channel is one of the main outcome of this third theme. More from Mark Parkman later

14. Culture and Education
Olympic Agenda 2020 reaffirmed our commitment to education and culture as part of our mission. We have successfully launched several initiatives:
The first Olympic Laurel, which honours significant achievements in education, culture, development and peace through sport was awarded to Kip Keino during the Olympic Games Rio 2016 Closing Ceremony.
We also launched an artists in residence project with three artists: JR, Tilman Spengler and Gerald Andal. The contribution to the Games had a massive and qualitative impact in traditional and social media, expanding interest in the Olympic Games and Olympic values.
A travelling exhibition under the umbrella of “Olympism on the move” visited 46 cities in Brazil, attracting more than 200,000 visitors before the Olympic Games and achieving wide exposure in Live Sites at Games time.
To support education, the IOC assisted UNESCO’s launch Quality Physical Education guidelines for policy makers. Pilot projects are now underway in five countries. The IOC updated and improved the Olympic Values Education Programme resource pack to support the dissemination of the Olympic values.
We have also hosted “Train the Trainer” workshops in Switzerland, Korea and Japan in the lead-up to future Games. We are also several grassroots projects in support of quality physical education and Olympic values-based teaching.
We have also launch a new project, the Olympic Festivals, which aims at bringing the Olympic Games closer to the public and will, among other, help to further spread Olympic values and education.

15. Advocacy and strategic partnership
The IOC has taken a number of actions to implement the recommendations to increased advocacy and engagement with civil society.
We have opened up new channels of cooperation and dialogue with Non-Governmental Organisations focused on human rights and labour rights. Our commitment to these issues has been reaffirmed in the Host City Contract and the Olympic Charter, which now also explicitly prohibits discrimination based on sexual orientation. Pope Francis showed his appreciation for the IOC’s commitment to promoting human values by initiating, together with then UN Secretary-General Ban Ki-moon and IOC President Thomas Bach, the first World Conference on Faith and Sport at the Vatican in October 2016.
We have strengthened our relationship with the United Nations and a number of its agencies. We signed an historic agreement with the UN to ensure close cooperation on peace building, social development, health and other shared goals. Through this engagement, the IOC ensured that sport was recognised as an “important enabler” to achieve the UN’s Sustainable Development Goals and encouraged the UN General Assembly to adopt a resolution recognising the autonomy of sport and the IOC’s leadership role. We will continue to collaborate with the UN on these important goals.
Our partnership with UNHCR was instrumental in our ability to sponsor the first ever Refugee Olympic Team. Their participation in the Olympic Games Rio 2016 sent a powerful message of hope and inclusion to the 60 million displaced people around the world. It also reminded all of us of our common humanity.

16. IOC’s Role: Unity in Diversity
No other human endeavor brings together so many people from so many different backgrounds, languages, traditions and religious beliefs as the Olympic Movement. Good governance and the autonomy of sport protect this unity by establishing ethical standards of conduct. Good governance is essential to maintain credibility of sport. Olympic Agenda 2020 reaffirmed that sport organisations have to live by the values they promote, including non-discrimination.

17. Good governance and autonomy
The IOC has taken a number of actions to further strengthen its governance structures and processes.
We have created two important new positions: Chief Ethics and Compliance Officer, and Chief Internal Audit Officer, and established the Ethics and Compliance Office. The commission’s rules of procedure and the IOC Code of Ethics have been updated to provide more transparency and accountability. An integrity and compliance hotline has been launched to report any suspicious activity.
We have also reaffirmed our commitment to gender equality in all aspects of sport. A gender equality review project has been put in place, under the leadership of the Athletes’ and Women in Sport Commissions.
Detailed and practical monitoring and supporting tools for the NOCs have been produced and Pere’s team will report further on these tomorrow.

18. Strategic review of sponsorship, licensing and merchandising
The last topic under this theme is the strategic review of sponsorship, licensing and merchandising.
With the recommendation 36, we want to encourage the use of Olympic properties for non commercial purposes and we have taken some steps with various stakeholders (candidate cities, NOCs, IFs) to support candidatures, promote Olympic Values and engagement around the Games.
Among our stakeholders, the commercial partners play an increasingly important role. With the recent signature of Toyota, Alibaba and Intel as new TOP partners, we move toward more strategic partnerships.
To leverage these partnerships, two initiatives have been launched:
Partner Activation Development Programme to foster collaboration between TOPs and NOCs, initially involving 4 TOPs (Bridgestone, Toyota, Panasonic and Alibaba) and key NOC regions. TOPs campaigns and programmes are adapted to the local context for better activations
Marketing Seminars in collaboration with Olympic Solidarity and ANOC. Two series already took place, one series focused on Brand Building Essentials for 166 NOCs, and another focused on Sales Strategies and Digital Presence for 172 NOCs.

19. Olympic Agenda 2020 – midway through
Thank you
Pass the floor to Valerie Fourneyron for an update on the ITA.