Understanding the Milan-Cortina 2026 Official Post‑Games Report at a Glance
The International Olympic Committee has recently released the Milan‑Cortina 2026 Final Post‑Games Report. These Games were the first Winter Olympics to fully implement the reforms of Olympic Agenda 2020, introducing an innovative multi‑cluster, multi‑region hosting model. They delivered top‑level sporting competition, achieved record global media reach, and at the same time advanced low‑carbon sustainability, leaving host cities with long‑term, tangible urban development assets. The official report systematically reviews these core achievements.
The report notes that after Beijing 2022 delivered the Games under extraordinary pandemic conditions and Paris 2024 rekindled global enthusiasm for mass‑participation sport, Milan‑Cortina once again demonstrated sport’s unique cross‑border appeal. Stadiums and venues were packed, global viewing figures hit historic highs, and a new chapter was written for winter sport.
1. Event Planning Built on the Reform Framework, with a Tailored Multi‑Region Hosting System
Practical experience from previous Olympic bids led to the adoption of Olympic Agenda 2020. This flexible framework allows host cities to plan events according to their local circumstances, prioritising cost control, use of existing and temporary venues, and the integration of Games planning with long‑term urban development. It has reshaped the preparation logic for future major multi‑sport events.
Taking advantage of Italy’s strong winter‑sport foundation and its network of existing venues, Milan‑Cortina adopted a multi‑cluster distributed layout. The Games spanned two host cities, five competition clusters, six Athletes’ Villages, and separate venues for the Opening and Closing Ceremonies. The overall approach drew on lessons from previous Winter Olympics and confirmed that a sustainable, adaptable hosting model has strong practical value.
The five competition clusters were clearly defined:
-
Milan Cluster: all indoor ice events – ice hockey, figure skating, short track speed skating, and speed skating.
-
Cortina d’Ampezzo Cluster: alpine skiing, biathlon, bobsleigh/skeleton/luge, and curling.
-
Valtellina Cluster: alpine skiing, freestyle skiing, snowboard, and ski mountaineering.
-
Val di Fiemme Cluster: cross‑country skiing, Nordic combined, and ski jumping.
-
Fifth Cluster: dedicated to ceremonies, including iconic venues such as San Siro Stadium and the Verona Arena.
The wide geographical distribution raised higher demands on governance, logistics, multi‑party coordination, and public services. At the venue level, 11 of the 13 competition venues were either existing facilities or temporary structures – about 85% – fully in line with the resource‑efficiency goals of Agenda 2020, while maintaining professional competition standards and athlete needs and significantly reducing new construction costs.
The preparation phase was hit by the COVID‑19 pandemic. The organising committee faced remote‑working restrictions from the start, hampering team building and coordination, while overlapping resource pressures from the postponed Tokyo 2020 and Beijing 2022 preparations added further uncertainties throughout the entire cycle.
2. Core Games Concept: “It’s Your Vibe” – A Culture‑Sharing Celebration for All
Milan‑Cortina 2026 adopted the core vision “It’s Your Vibe”, using Italy’s distinctive cultural heritage to convey Olympic values, promote healthy lifestyles, and help build a greener, more sustainable future. The Games were not only a platform for elite sport but also a cultural bridge connecting people, fostering inclusion, activating regional development, upgrading urban infrastructure, boosting tourism and commerce, and strengthening community cohesion.
From the Ceremonies and cultural events to the visual identity and slogan, local cultural elements ran through every aspect of the Games, emphasising personal expression and human warmth. Athletes, volunteers, and on‑site spectators were treated as active participants, not passive audiences.
Key Games figures:
-
More than 2.6 billion people worldwide followed the Games.
-
The event covered two administrative regions and three autonomous provinces, with five competition clusters.
-
A total of 5.4 million on‑site visitors were welcomed, including 1.3 million ticketed spectators, 600,000 visitors to the six Fan Experience Centres, and 3.5 million people who gathered along the Torch Relay route.
-
Six Athletes’ Villages and 13 Olympic and Paralympic competition venues were provided, with 3,500 Olympic and Paralympic athletes participating.
The Olympic programme included 8 sports, 16 disciplines, 116 medal events, and 2,842 athletes – with 50 women’s events, 58 men’s events, and 8 mixed events, awarding 709 medals in total. Female athlete participation reached 47%, a Winter Olympic record. 13 world records were broken. 249 athletes supported by the Olympic Solidarity programme competed, 19 of whom won 17 medals. Athletes from 29 National Olympic Committees and neutral athletes took part; 92 delegations won medals, with Brazil claiming its first ever Winter Olympic gold and Georgia its first silver. Benin, Guinea‑Bissau and the United Arab Emirates made their Winter Olympic debuts. The full competition period lasted 19 days.
The accompanying Winter Paralympics also achieved multiple breakthroughs: 160 female Paralympians – 18% more than Beijing 2022; 79 medal events over 12 days, producing 392 medals; 27 Paralympic delegations won medals, the highest in Winter Paralympic history; 6 sports, 611 athletes from 55 nations; and first‑ever Winter Paralympic appearances for El Salvador, Haiti, Montenegro, Portugal and North Macedonia.
3. Upgraded Games Experience, Creating Diverse Spectator and Participation Scenarios
In the post‑pandemic era, Milan‑Cortina brought back the energy of live, in‑person gatherings. The multi‑cluster layout required the Games experience to be tailored to local venue and community conditions. Combined with comprehensive broadcast coverage and digital platforms, this generated high global engagement, while enhanced production technologies and scenic Italian landscapes enriched the viewing experience.
Visual identity and iconic IP
-
The emblem, named “Futura”, was the first Olympic emblem chosen by a global public vote. A single continuous line forms the number 26, symbolising heritage, inclusion and participation. The original white‑background design lacked contrast in snowy settings; subsequent improvements enhanced visibility while preserving the original concept, and partners were given flexibility to adapt the core number colours while maintaining consistency.
-
The Olympic Torch Relay, themed “The Greatest Journey”, was supported by Coca‑Cola and Eni. It covered 110 Italian provinces over 63 days, with a 12,000‑km route, 60 stops, and 10,001 torchbearers. Two separate cauldrons were used, visually reflecting the multi‑cluster hosting model.
-
The Opening Ceremony took place at Milan’s San Siro Stadium, with simultaneous satellite celebrations in Livigno, Predazzo and Cortina d’Ampezzo, so that all clusters could share the opening spectacle. The Closing Ceremony was held at the UNESCO‑listed Verona Arena, with the theme “The Beauty of Action”; both cauldrons were extinguished in unison, echoing the distributed model.
-
The medals feature an Italian minimalist design with a two‑piece structure combining matte and mirror finishes, symbolising unity and collaboration. The torch, named “Essential”, has a simple shape with the flame placed at the visual centre. The mascots – the white‑coated stoat Tina and the Milanese character Milo – were very popular with young audiences, and the supporting IP “Six Little Flowers” was also launched.
Athlete‑centred approach, continuous improvements in athlete services
All planning and operations were focused on the athlete competition experience. Snow venues used well‑established World Cup and World Championship tracks: Cortina and Bormio for alpine skiing, Val di Fiemme for Nordic skiing, and Antholz for biathlon all have deep winter‑sport traditions. Milan’s indoor arenas are located in the city centre, making it easy for local residents to experience the Olympic atmosphere.
The programme was optimised and expanded: total athlete numbers remained stable, with 8 new medal events added. Ski mountaineering was included as a new Olympic sport after 25 years, with three events that do not require cable‑car infrastructure. NHL players returned to the Olympic ice hockey tournament after a 12‑year absence, boosting interest significantly; the men’s gold‑medal game between the USA and Canada set morning viewing records in the US, and league viewership rose by 40% after the Games.
This edition achieved the highest gender balance in Winter Olympic history, with 47% female participation, 50 women‑only events and 12 mixed events. Cross‑country skiing introduced uniform race distances, and women’s quota places were increased in bobsleigh and luge.
Six Athletes’ Villages were located close to competition venues, reducing travel times and helping athletes rest and prepare. Each Village offered social spaces, professional catering, recovery services, and partner‑supplied amenities. Upon arrival, athletes received a welcome pack and a custom mobile phone. Following Paris 2024, a Champions’ Interaction Zone was set up, bringing newly‑crowned medallists together with winter‑sport legends, along with selfie stations and live post‑event video calls with family.
Fan services across all clusters, building layered spectator experiences
The multi‑cluster layout created diverse on‑site experiences. Before the Games, the multilingual online fan community Fan26 attracted 775,000 global users. 1.3 million tickets were sold, with half priced below €100, one‑fifth below €40, and more than 60% sold to overseas audiences. The six Fan Experience Centres welcomed 600,000 visitors, with 90% of attendees rating the atmosphere positively.
Milan was transformed with Olympic theme lighting along major thoroughfares; Livigno offered a youthful, trendy experience; and Cortina had a separate torch photo point. In mountain areas, private car access was restricted, with bus and rail shuttle services introduced; Milan upgraded its public transport with extended operating hours. Railways were the main cross‑cluster travel mode, and spectators travelling between regions needed to plan their journeys in advance.
4. Commercial and Licensing Diversification, Broadening Revenue Channels
Worldwide Olympic Partners actively participated in on‑the‑ground activation, creating themed experience spaces across all clusters. Brands such as Budweiser, Airbnb, Alibaba, Mengniu, TCL, Samsung and Omega launched a series of themed campaigns. In addition to offline operations, lead partners also provided technical and material support. Full marketing data will be published in a separate report.
Official IP licensing covered collectibles, fashion apparel, digital art, and lifestyle co‑branded products, with mascot‑ and ice‑hockey‑themed items proving most popular. 65 official retail stores were opened across Italy; the flagship store in Milan’s Piazza del Duomo welcomed over one million visitors. Throughout the cycle, 51 licensed manufacturers produced 2,000 different products, with online and offline stores attracting more than 3.8 million visits. In addition, 350,000 commemorative coins and 560,000 commemorative stamps were issued.
5. Long‑Term Legacy and Low‑Carbon Sustainability, Enabling Urban Renewal
Sustainability, long‑term urban benefits, and post‑Games venue use were integrated from the earliest planning stage, with more than 315 measures implemented. The Gen26 education programme and the “Italia in Gioco” initiative reached all 20 Italian regions, engaging 5 million people, including 2 million students and 150,000 teachers, in Olympic‑themed classroom activities. Olympic values training was provided to 45,000 teachers, reaching 315,000 young people. In 2023, Italy amended its Constitution to recognise sport’s educational, social and health values, enshrining its role in people’s wellbeing.
The organising committee prioritised addressing the depopulation and seasonal‑economy challenges of mountain towns, with the core measure being maximum use of existing venues and only minimal new temporary facilities. Milan’s Porta Romana Athletes’ Village, converted from a disused railway site, achieved near‑zero‑energy green‑building standards and will be turned into social housing and student accommodation after the Games. The Santa Giulia ice hockey arena will continue as a multi‑purpose sports and cultural venue, while the Milan trade‑fair temporary ice rink will be restored to exhibition use.
A breakthrough was made in speed skating: a temporary indoor venue was created within an existing exhibition hall, overturning the convention that the sport requires a permanent purpose‑built rink. During the Games, nine speed skating records were set there; after the Games the venue returned to its original commercial function, setting a model for temporary venue conversion in major events. Accessibility upgrades were also completed at the Verona Arena and Milan’s metro system.
Cortina d’Ampezzo fully rebuilt its historic sliding centre, while existing winter‑sport facilities in Livigno, Bormio, Predazzo and Antholz were upgraded. The new Livigno venue has already been confirmed for a future Winter Youth Olympic Games. Mountain medical services and regional public services were simultaneously improved. Social procurement policies favoured local small and medium‑sized enterprises and social enterprises, with 76 contracts worth €1.77 million signed. The Games are estimated to have generated over €5 billion in net economic benefits for Italy, spurred nearly 100 infrastructure projects, and created more than 36,000 new jobs.
Low‑carbon and green principles ran through the entire process: almost all competition venues used renewable electricity; 85% of venues reused existing structures; 20% of the official fleet were pure electric vehicles; 240,000 items were reused. Snow‑making energy consumption fell significantly compared with previous Games, the waste recycling rate reached 70%, and plastic bottles were closed‑loop recycled. For the first time in the industry, full water‑footprint measurement was carried out across the whole event. Medals and torches were made from recyclable materials, and the podiums were donated to local clubs for continued use.
6. Operational Challenges and Standardised Solutions for the Multi‑Cluster Model
The operational logic of a multi‑cluster event differs significantly from a single‑city model. It requires centralised top‑level governance while delegating operational authority to local clusters, balancing resources and coordinating the needs of athletes, spectators and media, and finding the right trade‑offs among venue conditions, services and spectator experience. Proximity between venues and cluster distances were core considerations in the early planning stage.
Key optimisations for athlete and spectator experience
-
All competition venues were operated to uniform professional standards, with consistent podium and interaction spaces, ensuring that athletes in every cluster felt the same sense of belonging.
-
Unified service standards were set for catering, accommodation, training and transport; cross‑cluster podium ceremonies and celebration activities were coordinated, and public medal‑interaction plazas were added.
-
Critical ticket‑purchase information – including cross‑cluster travel times and accommodation options – was published in advance, with unified planning for fan experience zones and athlete interaction areas across all clusters.
Coordinated governance and joint local management
The wide‑area layout created strong pressure for multi‑party coordination. Clear division of responsibilities was essential between the organising committee, local delivery agencies and regional governments, along with a tiered decision‑making and reporting mechanism. Local delivery agencies played a key role in the mountain clusters, but in some areas limited local resources and blurred lines of responsibility caused delays.
Practical experience shows that responsibilities must be defined at the very start of the preparation phase; a central co‑ordination department should set standards and integrate resources without directly interfering in local execution; the scope of local delivery agencies should be agreed early to avoid later scope creep and procedural delays; and full rehearsals should be completed for all venue construction and temporary installations, with sufficient time allowed for adjustments.
Integrated digital, media and ticketing operations
The entire technology system was built by specialised providers, integrating 550 digital applications and supporting more than 200 suppliers. A cloud‑based broadcast platform served dozens of international broadcasters, with AI‑powered editing, automatic tagging, and remote‑interview technologies producing more than 5,000 short video clips. No system failures affected competition. Due to geographical constraints, only one combined media centre was set up in Cortina, making cross‑cluster media commuting and procedural co‑ordination more challenging.
Tickets and hospitality packages were sold globally through standardised channels at tiered, accessible prices. Spectators from 138 countries purchased tickets; Opening Ceremony tickets sold out. 105,000 hospitality packages were sold, with ice hockey, alpine skiing, figure skating and the Ceremony proving most popular. The operational capacity of local governments varied; Milan’s urban area offered rich ancillary activities, while mountain‑cluster offline experiences relied more heavily on central delivery by the organising committee, pointing to the need for a dedicated fan‑co‑ordination department to plan all‑cluster activities consistently.
Co‑ordination among multiple stakeholders
The multi‑cluster model greatly reduced new venue construction, but adapting existing venues increased temporary‑facility costs. Brand partners could activate across all clusters, but operating co‑ordination and on‑the‑ground costs also rose. 80% of National Olympic Committees adjusted their internal preparation structures, and 74% of delegations created new co‑ordination roles. Industry advice suggests that the impact of cluster planning on athletes, media and brand partners should be anticipated during the bid phase, with early involvement of all parties, clear separation of centrally managed and locally delivered tasks, and advance planning for workforce, accommodation and logistics.
7. Conclusion: A Hosting Model for the Future, and Lessons for Domestic Mass‑Sport Events
The Milan‑Cortina 2026 Winter Olympics were a benchmark edition for the full implementation of Olympic Agenda 2020. They demonstrated that the multi‑cluster, distributed hosting model is mature and practical, with clear advantages in controlling costs, revitalising existing venues, creating long‑term cultural and tourism assets, and stimulating consumption across regions. The Games achieved 2.6 billion global reach, 5.4 million on‑site participants, record female participation, and unprecedented digital interaction data. The temporary speed‑skating venue and the low‑carbon circular operations set new industry benchmarks for future major events.
At the same time, the report makes clear that success with the multi‑cluster model depends on a combination of top‑level co‑ordination and efficient local execution. Basic service standards must be unified across all clusters, responsibilities must be clearly defined from the outset, and potential problems – including cross‑cluster travel and uneven services – must be anticipated early.
The hosting philosophy, venue‑revitalisation practices, and integrated sport‑business‑tourism operational experience offer valuable references for our province as we upgrade existing sports venues, expand the provincial mass‑participation basketball league, and create new sports‑consumption scenes. Going forward, Yujian Sports Group will continue to draw on international best practices, refine the operation of local mass‑event IP, and support the high‑quality development of the province’s sports industry.
