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STATUS REPORT FOR THE 17TH IBU CONGRESS, BERCHTESGADEN - GER SEPTEMBER 2026

TABLE OF CONTENTS FOREWORD BY THE PRESIDENT

TARGET 2030 IN A NUTSHELL

STRATEGIC PRIORITIES

HIGHLIGHTS 2024-2026 PER TARGET EMPOWERING OUR FEDERATIONS

ENHANCING OUR EVENTS

EXTENDING OUR REACH

IMPLEMENTING GOOD GOVERNANCE

INNOVATING OUR FUTURE

LOOKING FORWARD

TARGET2030 STATUS REPORT

The IBU Target 2030 Status Report is printed on a recycled paper stock. All rights reserved, including any presentation of photographic and/ or electronic data and/or storage of such data on electronic media. Any photos, logos and/or parts of this text may be copied or duplicated once and for private use only. Any other and/or further duplication, in particular for commercial purposes, requires the prior written permission of the International Biathlon Union.

FOREWORD BY THE PRESIDENT

DEAR IBU MEMBERS, We are two years into the implementation of Target 2030, and we can be very proud of the progress we have made. Target 26 showed us the power of the biathlon family when we work together. Our collective efforts saw the delivery of transformational change two years ahead of schedule. The pace of progress required us to recalibrate and define new, ambitious objectives that would protect us from complacency and ensure we continued to strive for more. It laid the foundation for Target 2030, developed in collaboration with all of you and tailored to your priorities and the realities of our sport. If Target 26 represented the sprint, Target 2030 is the individual. It is the time to catch our breath and focus on hitting our targets as we work towards our vision of a sustainable and innovative sport with integrity. This report provides a status update on our overall directional objectives set under Target 26, as well as Target 2030’s four strategic priorities and a total of 10 projects. As you have seen, many of the Target 26 initiatives have become part of the IBU’s everyday business, leading to an expanded scope of daily operations, whether it is the IBU Academy, the development programmes, digital ecosystem or more. Everything is geared towards supporting, empowering and inspiring the biathlon family to develop and grow the sport.

Under Target 2030, we are taking a cascading approach to delivery with clear timelines and milestones to ensure programmes are effectively delivered over a six-year period through to 2030. This phased approach is being implemented across our four strategic priorities: Closing the Competition Gap, Development of a Modern Sustainable Sport and Event Concept, Analysis of the IBU’s Commercial Model, and Integration of Underlying Principles, across the five targets. For example, on Closing the Competition Gap, implementation is already fully underway with the first of the two-phase delivery approach delivered in the run up to Milano Cortina 2026, where we already saw the benefits of a strengthened field. Now the second phase is focused on the next four years in the period leading up to French Alps 2030 where we expect even greater breadth of performances across nations. As we have said from the outset, the implementation of a longterm strategy is not a straight line and while we have established clear action plans, we also recognise we must be adaptable to the changing needs of the biathlon family and our environment. For this reason, we will continue systematic consultation with you all and regular reporting to and workshops with the Executive Board. Together we have done great work and with four years left of the plan we are on track to achieve our ambitious objectives and realise our sport’s enormous potential. Thank you to all of you for contributing to this important work!

OLLE DAHLIN IBU President

TARGET2030 STATUS REPORT

INTRODUCTION

IN A NUTSHELL TARGET 2030 is the IBU’s strategic framework for the future of biathlon, approved by the 16TH Ordinary IBU Congress in September 2024. Building on the achievements of Target 26, it sets the direction for the continued development of biathlon towards 2030 and beyond, with athletes at its centre. The strategy is focused on five interconnected targets:

EMPOWERING OUR FEDERATIONS

ENHANCING OUR EVENTS

EXTENDING OUR REACH

IMPLEMENTING GOOD GOVERNANCE

INNOVATING OUR FUTURE

TOGETHER, THESE TARGETS AIM TO

DELIVERY IS GUIDED BY FOUR STRATEGIC PRIORITIES:

4strengthen National Federations and athlete development

closing the competition gap

4ensure attractive, sustainable and high-quality events

developing a modern and sustainable sport and event concept

4grow biathlon’s global audience and market value

analysing the IBU’s commercial model

4lead in integrity and good governance; and

embedding underlying principles across all areas of the sport

4 prepare the sport for emerging social, environmental and technological challenges.

By advancing these four priorities and five targets together, Target 2030 aims to ensure that biathlon remains competitive, relevant and sustainable while providing the best possible platform for future generations of athletes.

TARGET2030 STATUS REPORT

DELIVERY APPROACH TARGET 2030 is integrated into the IBU House, the IBU’s strategic framework that entails the IBU’s vision and mission as well as the overall directional objectives and underlying principles. Target 2030 translates the long-term direction into action through four strategic priorities and five interconnected targets, supported by concrete projects and initiatives. This ensures that individual activities are not pursued in isolation but contribute coherently to the IBU’s shared ambition for the future of biathlon.

PROJECTS

TARGET2030 STATUS REPORT

IBU VISION

IBU MISSION OVERALL DIRECTIONAL OBJECTIVES UNDERLYING PRINCIPLES

4CLOSING THE COMPETITION GAP

STRATEGIC PRIORITIES 2025-2030

4 D EVELOPMENT OF A MODERN, SUSTAINABLE SPORT AND EVENT CONCEPT 4ANALYSIS OF THE IBU’S COMMERCIAL MODEL 4INTEGRATION OF UNDERLYING PRINCIPLES

EMPOWERING OUR FEDERATIONS

4 IBU Academy 4 Development Support 4 Participation

ENHANCING OUR EVENTS

EXTENDING OUR REACH

IMPLEMENTING GOOD GOVERNANCE

4 Development of a modern sustainable Sport and Event concept 4 Sport & Event Innovation

Commercialization 4D igital Business 4 International Promotion 4 Digital Accessibility 4 International Coverage 4A nalysis of Commercialization

4 Integrity 4 NF Governance 4 Diversity, Equality & Inclusion (DEI)

INNOVATING OUR FUTURE

4 Sustainability Leadership 4P ara Biathlon

INTRODUCTION

CASCADING DELIVERY TIMELINE

TBC 2027

SEPTEMBER 2024

SEPTEMBER 2026

CONGRESS APPROVAL

ORDINARY CONGRESS

Target 2030 Approved by Congress

2-year status review Assess initial progress

Mid-term review Consolidate feedback Confirm 2028-30 Priorities

ESTABLISH DIRECTION

ACCOUNTABILITY

ALIGN & ACCELERATE

2024

2025

TBC 2029

PRESIDENTS ’ MEETING

2026

2027

PRESIDENTS ’ MEETING Final Sprint Evaluate and pivot if needed DEMONSTRATE IMPACT

2028

2029

2030

NOVEMBER 2025

SPRING 2027

SEPTEMBER 2028

SEPTEMBER 2030

PRESIDENTS ’ MEETING

NF WORKSHOPS

ORDINARY CONGRESS

Work with EB to prioritise Develop detailed plans

Reconfirm needs Identify gaps

4 year review Measure Progress

Final Report Assess impact

MOBILISE & ENGAGE

CASCADE & CO-CREATE

MEASURE & REFOCUS

LAUNCH NEXT STRATEGIC FRAMEWORK

2024 / 2025

2025 / 2026

2027 / 2028

2028 / 2029

2029 / 2030

COMPLETION AND EVALUATION

CASCADE 1 - MOBILISE

DELIVER 1

CASCADE 2 - ACCELERATE

DELIVER 2

Translate strategy into plans, initiatives, KPIs & budgets. Establish baselines.

First delivery cycle, top priority focus. Move from launch to implementation

Adjust and scale what works, stop/pivot what doesn’t. Focus resources.

Concentrate on gaps, outcomes and impact

Finalise delivery, measure outcomes. Capture lessons. Prepare new strategy.

TARGET2030 STATUS REPORT

OVERALL DIRECTIONAL OBJECTIVES - STATUS Q3/2026 ATHLETES Grow biathlon by doubling the total number of athletes with a focus on Youth NUMBER OF REGISTERED BIATHLETES BASIC PROFILES

NUMBER OF ATHLETES (NF ONLINE SURVEY)

2.400

1.600

2.000

1.200

1.447

4.000

1.369

YOUTH

+64%

3.000

9.000 8.000

3.620

+42%

800

2.000

778

2.209

4.000 3.000

400

1.000

2024/2025

2025/2026

2024

6.000 5.000

5.280

4.000

4.138

3.000

1.000 0

4.016

2.000 1.000

YOUTH/JUNIOR PARTICIPATION IN REGIONAL EVENTS

2.000

+103% 8.143

5.000

400 0

7.000

BOYS & GIRLS

6.000

INCREASE

800

+76%

1.200

2.059

1.600

JUNIOR

2.069

2.161

2022/2023

2023/2024

TARGET2030 STATUS REPORT

2024/2025

2025/2026

2026

2024

2026

2024

2026

Growth is evident across several indicators: The number of athlete basic profiles in the Membercenter increased from 1,447 in 2024/2025 to 2,059 in 2025/2026 (+42%). Increasing participation in IBU Regional Events shows growing engagement of athletes. National Federation data also indicate an expanding youth athlete base. However, as data quality continues to improve and 2026 data is yet to be validated, these figures will serve to establish a baseline for long-term tracking towards Target 2030. Going forward, the IBU will strengthen athlete registration and data collection to track the pathway from grassroots participation through youth and junior development to international competition.

INTRODUCTION

REVENUE

IMPACT

Ensure that the interest and commercial value of biathlon grow double the income for the IBU

Reduce the sport’s carbon footprint by 50% and align with netzero trajectory by 2040

LONG-TERM INCOME DEVELOPMENT (MILLION €)

IBU CO2 FOOTPRINT (TONNES)

MIO

60.000

60 50

52,4

58.0

+121%

31,4

33,5

37,6

37,8

30.000

2018 2019

2019 2020

2020 2021

2021 2022

2022 2023

2023 2024

2024 2025

2025 2026

IBU revenue has grown strongly and consistently, rising from €26.2 million in 2017/18 to €58.0 million in 2025/2026 - an increase of 121%. This means the objective of doubling IBU income has been met in this timeframe, demonstrating significant growth in the commercial value of biathlon and providing a strong platform for further development towards 2030.

2022 / 2023

2023 / 2024

2024 / 2025

38.265

36.227

2.038

35.542

33.008

2.534

46.547

43.771

2.686

49.807

10.000

46.874

20.000

26,2

2017 2018

-23%

2.934

50.000 40.000

47,5

56,2

Total IBU as IF Total IBU Events IBU Total

2025 / 2026

The IBU’s carbon footprint has decreased by 23% since 2022/23, demonstrating meaningful progress towards the objective of halving emissions by 2030 and aligning with a net-zero trajectory by 2040. While emissions for the Olympic season show a slight increase, the overall trend remains clearly downward, albeit requiring continuous efforts to limit emissions.

TARGET2030 STATUS REPORT

STRATEGIC PRIORITIES

CLOSING THE COMPETITION GAP Closing the Competition Gap is a strategic priority under the Empowering our Federations pillar. The strategy was established to reduce the competitive gap between NFs by providing targeted, long-term support that strengthens both sporting performance and organisational capacity. This priority is embedded across all IBU Development programmes, from building knowledge and capacities through the IBU Academy to strengthening NFs structures, athlete pathways, participation, commercial value and long-term performance development.

Strengthen National Federations through tailored, long-term support Increase competitiveness across all levels of biathlon, enabling more nations to compete for and achieve podium success.

TARGET2030 STATUS REPORT

STRATEGIC PRIORITY

OLYMPIC 2026 TARGET ACHIEVED COMPETITIVENESS STILL CONCENTRATED

EMPOWERING OUR FEDERATIONS

The 2026 project goal of “8 NFs with medal(s) during the Olympic Games” was achieved. Broader participation is growing, but performance output is still heavily weighted toward the leading federations. KEY INDICATORS

8 NATIONAL FEDERATIONS

Won Olympic medals TARGET ACHIEVED

29 NATIONAL FEDERATIONS Represented at the Olympics WIDEST REPRESENTATION

13 NATIONAL FEDERATIONS

With Youth & Juniors podium during the WCHs 2026 STRONG PIPELINE

14 NATIONAL FEDERATIONS

Achieved Top-10 results at the Olympics BROADER COMPETITIVE REACH

24 MEDALS Won by France & Norway at the Olympics PERFORMANCE STILL CONCENTRATED AT THE TOP

OLYMPIC WINTERGAMES TOP PERFORMANCE BY NATIONAL FEDERATIONS NATION MEDALS

TOP-6 RESULTS

TOP-10 RESULTS

FRANCE

NORWAY

SWEDEN

ITALY

GERMANY

CZECHIA

FINLAND

BULGARIA

POLAND

USA

AUSTRIA

SWITZERLAND

UKRAINE

SLOVENIA

TARGET2030 STATUS REPORT

ENHANCING OUR EVENTS

STRATEGIC PRIORITIES

DEVELOPMENT OF A MODERN AND SUSTAINABLE EVENT & SPORT CONCEPT “Modern and Sustainable Sport and Event Concept” is one of four strategic priorities identified by the Executive Board under Target 2030. It aims to modernize IBU sport and event standards, so our events stay competitive, relevant to future generations and financially sustainable through 2030 and beyond - aligning sport innovation with event innovation.

Since its launch in 2024, the initiative moved from an internal strategic vision into structured, cross-departmental workstreams with dedicated project ownership. Steps taken: • d efining the details of the three initiatives: event standards, event experience, OC support • launching OC/NF working groups • delivering first priorities: rifle safety marker and the new performance-linked OC support model

For sport this means

For event this means

Modernised safety standards and competition formats that keep the sport credible and exciting - e.g. the mandatory rifle safety marker (implemented ahead of schedule) and an ongoing competition and calendar format review.

A fan-first, sustainable event experience on-site, on TV and digitally - backed by a fairer, performance-linked OC funding model and stronger cross-department collaboration (Sport & Event, Commercial, Communication, Sustainability).

TARGET2030 STATUS REPORT

STRATEGIC PRIORITY

HOW DO WE MEASURE SUCCESS? • Share of nations reaching top 3 / top 10 across IBU series • Fan / stakeholder experience score (on-site, TV, digital) - via OC SWOT & visitor surveys Spectators per event, relative to cost and overall impact • OC financial stability: total & performance-based support, funding predictability

TARGET2030 STATUS REPORT

INNOVATING OUR FUTURE

STRATEGIC PRIORITIES

ANALYSIS OF THE IBU’S COMMERCIAL MODEL TASKS STATUS Q3/2026 Assess different opportunities for greater commercial success. Benchmarked the market and IBU performance over the years.

Further enhance IBU internal market know-how and marketing experience. Strengthened commercial capabilities. Working on clarification of expertise required internally vs externally.

Map and evaluate potential new assets for commercialisation purposes. Identify potential new assets; assess market potential and develop priority assets.

Investigate options for different go-to-market approaches. Evaluated current arrangement against alternative agency, hybrid and direct-sales models; assessing financial, capability and risk implications. Details of future model to be confirmed.

Overall goal

Strategic Outcome

Develop a more diversified and future-proof commercial model to generate additional value from biathlon’s audiences, events, content, brand and partnerships, supporting Target 2030’s ambition for sustained revenue growth beyond the current contract period.

IBU will have implemented a more valuable, diversified and resilient commercial model coupled with stronger internal commercial capability, an own Commercial & Marketing Department, a broader portfolio of monetisable assets and an optimised route to market.

TARGET2030 STATUS REPORT

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

STRATEGIC PRIORITY

HOW DO WE MEASURE SUCCESS? • Commercial value created (total commercial rights value) • Income generated/diversification (total income by revenue stream, growth %) • Partner feedback, demand and retention (partner renewal rate) • Audience value (commercial value/exposure delivered to partners) • IBU’s commercial capability (level of maturity) TARGET2030 STATUS REPORT

IMPLEMENTING GOOD GOVERNANCE

STRATEGIC PRIORITIES

INTEGRATION OF UNDERLYING PRINCIPLES TASKS STATUS Q3/2026 Integrity

Governance

Sustainability

Ensure integrity, athlete welfare and ethical conduct are systematically applied and proctected across all IBU activities.

Maintain high standards of transparent, accountable and effective governance throughout IBU and its membership

Integrate environmental and social sustainability into IBU operations, events and the wider Biathlon Family

Work is in progress, in the form of various projects, to ensure that integrity, governance and sustainability become part of the way IBU does its business.

Overall goal

Strategic Outcome

Embed integrity, good governance and sustainability into how IBU makes decisions and conducts all its activities.

Integrity, good governance and sustainability are systematically embedded across IBU decision-making, operations, events and relationships, protecting the credibility and long-term resilience of biathlon and ensuring that the sport is responsible, transparent and sustainable.

TARGET2030 STATUS REPORT

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

STRATEGIC PRIORITY

INTEGRITY PROTECT THE SPORT AND ITS PEOPLE GOVERNANCE LEAD RESPONSIBLY AND TRANSPARENTLY SUSTAINABILITY SAFEGUARD BIATHLON’S FUTURE

TARGET2030 STATUS REPORT

EMPOWERING OUR FEDERATIONS We have laid a solid foundation through the NF’s Development Support Programme and the IBU Academy. Going forward, we aim to provide even more targeted support and tools to develop young athletes, educate coaches, and attract more youth to biathlon.

1 EMPOWERING OUR FEDERATIONS

TARGET2030 STATUS REPORT

Increase national activities, including the number of starts, active clubs, competitions and education activities, by 50%. Progress is evident in the expansion of national activities, particularly through more competitions and youthfocused club activities, while the overall club and registered athlete base has remained stable (NFs survey).

Multiply the number of biathlon coaches with an IBU Academy coaching certificate. 394 coaches from 41 National Federations educated across 21Coach Education Courses since 2022.

EMPOWERING OUR FEDERATIONS

Grow the number of IBU registered athletes from age 15 by 20%. asic athlete registration in IBU B Membercenter started in the 2024/2025 season. In total, 2059 athletes were registered, including 612 in 2025/2026.

Increase access to biathlon by providing education and co-fund air and laser/optical r ifles for all active National Federations (NFs). 707 laser rifle sets distributed, nearly 2 Million Euros invested, 48 NFs involved, supported by regular coordinator meetings, best-practices sharing and a dedicated website.

Strengthen and optimise summer biathlon with focus on supporting suitable competition opportunities for all NFs. In 2025/2026, 14 of 37 Regional Events were held during the summer, increasing to 17 of 40 events in 2026/2027. From 2026 onwards, Regional Summer Events also serve as qualification events for other IBU events.

TARGET2030 STATUS REPORT

INITIATIVE 1 IBU ACADEMY

SUPPORT THE NATIONAL FEDERATIONS WITH HIGH-QUALITY EDUCATIONAL PROGRAMMES AND ACTIVITIES Optimise IBU Academy’s programme to address the diverse needs of biathlon stakeholders

The IBU Academy is evolving into an education platform for the entire Biathlon Family, being optimised through: • Para Basic Courses • Regional Basic Courses • Mentorship Programmes • Referee and Technical Delegate education • Seminars & Webinars for Athletes, Coaches, Physicians and Technicians urther education pathways for coaches, F a Kids & Youth Coaches’ Course and education for other biathlon stakeholders will continue to be developed, with courses on demand by 2028 and coach licensing by 2030.

TARGET2030 STATUS REPORT

Deliver innovative educational programmes and high-quality activities that merge theory and practice with the help of international experts.

The IBU Academy offer is strengthened by partnerships with six renowned universities, bringing academic expertise to all IBU Academy activities. LearningSuite has become the IBU’s central educational hub, giving more than 4,000 users access to a diverse range of resources through a modern e-learning platform. At the higher levels of the coach education pathway, mentorship connects participants with leading international coaches, fostering the exchange of knowledge and experience.

Strengthen and encourage the scientific community to investigate biathlon-related topics that promote the development of biathlon and benefit the global Biathlon Family. The Journal of Biathlon Coaching has become a visible expression of the Academy’s engagement with the scientific community, with over 30,000 reads across 6 editions since its first issue in 2024. This commitment is further reinforced by the Research Grant Programme, with funds invested in 21 completed and 4 ongoing projects since 2021/22, turning cutting-edge research into practical innovation for biathlon.

Increase options for talented, professional elite athletes to combine an educational or career path with a sports career and develop leaders to serve all aspects of biathlon. The DC4Biathletes Erasmus+ project advanced the IBU’s Dual Career Policy, supporting athlete wellbeing and development. The IBU Academy further supports dual career development through university partnerships, athlete webinars, Mentorship programme and case studies. 43 athletes received direct support after the end of their competitive careers through the “Athletes’ involvement after a sport career“ development programme. In total, 66 projects have been supported since 2021.

Since 2026, the IBU Academy has been a member of the International Council for Coaching Excellence (ICCE), placing it within the recognised international coaching community.

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

EMPOWERING OUR FEDERATIONS

273

Coaches completed courses and graduated from2022 to 2026

National Federations reached

Mentees completed Mentorship Programmes

experts lecturing on Academy courses

COACH EDUCATION PARTICIPANTS PER GENDER AND PER COURSE 110 100 90 80 70 60 50 40 30 20 10 0

Innovative learning: courses with expert-led mentorship, e-learning, webinars & seminars and Mentorship programmes for different stakeholders

A growing research base: Six issues of the Journal of Biathlon Coaching published, 25 Research Grant Programme projects and six university partners

40 64

Regional Basic Course

Basic Course

First Level Course

>30,000

reads of the Journal of Biathlon Coaching

KEY ACHIEVEMENTS STATUS JULY 2026

female male 33

4,900

registered users on the IBU LearningSuite

Second Level Course

High coach satisfaction: 89 % overall satisfaction with course quality across 21 Coach Education Courses since 2022

Third Level Course

Para Biathlon Basic Course

Courses for various stakeholder groups: Para Biathlon Basic Course launched. Referee and technical delegate courses running. Executive & kids and youth courses in design

Dual career: DC4Biathletes and Mentorship are active.

ACADEMY MILESTONES AND WHAT COMES NEXT Pilot Third Level Course, pilot Regional Basic Course, Journal of Biathlon Coaching launched

IBU Academy website live, DC4Biathletes Erasmus+ project, Swiss FOSPO University partnership

Official ICCE member, IAT and Nord University partnerships, pilot Para Biathlon course

Kids and Youth Coach Course, Coach licensing concept and DC4Biathletes project completion by the end of 2027

Courses on demand for all stakeholder groups

Coach licensing system in place

2024

2025

2026

2027

2028

2030

TARGET2030 STATUS REPORT

INITIATIVE 2 DEVELOPMENT SUPPORT

PROVIDE ADDITIONAL TAILORED NF SUPPORT ALIGNED WITH OVERALL STRATEGIC PRIORITIES Develop a customised support programme that rewards performance and NF development based a long-term strategic plan

Deliver targeted support to develop tailored long-term strategic plans for NFs

More NFs are developing structured long-term strategies towards 2030/2034, supported by stronger strategic dialogue, expert guidance and ongoing Development Support funding.

Since 2024 IBU has implemented the Closing the Competition Gap project that moved beyond a traditional grant allocation process towards a structured evaluation framework that combines: annual strategic interviews,

Create partnership grants for developed NFs where NF & IBU key goals align

Provide targeted funding for recruiting youth and supporting junior athletes

Based on identified development gaps and performance analysis, 19 NFs were selected for targeted additional funding to strengthen their long-term development and competitiveness.

Continue supporting the NFs Development Project, focusing on recruiting and training youth and junior athletes projects.

• review of previously funded projects, • analysis of performance trends, • assessment of long-term strategies,

Expand opportunities for Olympic Solidarity funds for active NFs. In 2025, four NFs received over 140K USD for the Development of the National Sports System after IBU recommendations.

• evaluation of sustainability and expected impact. The Steering Group identified further improvements for the next cycle, including common KPIs, strengthened reporting requirements, annual review meetings, clearer eligibility criteria and enhanced monitoring supported by Scope and Power BI. These recommendations will form the basis of the new three-year programme framework.

TARGET2030 STATUS REPORT

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

EMPOWERING OUR FEDERATIONS

NFs funded through development projects since 2021/22

659

Development Support Projects approved since 2021/22

121

Supported partnership projects since 2021/22

€ 7.51M

allocated to Development Support Projects from 2021/22 to 2025/26

€ 2.065 M

€ 192,850 K

Invested in supporting allocated to Development Support Projects for 26/27, Para Biathlon programmes since 2025/26 over 3x more than in 21/22

DEVELOPMENT SUPPORT INITIATIVES STATUS JULY 2026 Tailored support based on the long-term NF strategic plans: most NFs plan towards 2030 and 2034 Partnership grants where goals align: 42 NFs with the development support, 19 NFs in the Closing the Competition Gap project Annual strategic review meetings: second full interview cycle completed for CCG Targeted funding for youth and juniors: allocated 30% of NFs Development Projects funds, OS-DNSS supported explored Customised support rewarding performance: criteria and eligibility being redefined Monitoring, KPIs and NF Development Forum: framework and forum still being built

CCG PROGRAMME EVOLUTION, 2024 TO 2027 FROM UNDERSTANDING NEEDS TO MEASURABLE IMPACT LISTENING SWOT analyses Conduct interviews with NFs Understand challenges Design the programme

IMPLEMENTATION First funding cycle Strategic dialogue Delivery of targeted projects

2024

2025

MONITORING Project evaluation Performance analysis Steering Group review Long-term strategic planning

IMPACT KPIs and monitoring Long-term impact assessment Sustainable performanc

NEXT STEPS TOWARDS 2030 • Common KPIs and reporting through IBU Scope and Power BI • Three-year project framework from 2027 • Structured expert pool for National Federations • NF Development Forum for knowledge sharing • More NFs in the project

2026

2027+

TARGET2030 STATUS REPORT

INITIATIVE 3 PARTICIPATION

GROW YOUTH AND ENSURE JUNIOR LEVEL PARTICIPATION

Inspire kids and youth to practise biathlon worldwide by using sustainable, safe equipment and a socially positive digital activities toolkit (Biathlon4All).

Create a regional competition program setup that serves the needs of NFs with clearly defined performance standards for participation and support.

Since its launch in 2023, Biathlon 4 All has reached several key milestones, including the distribution of 707 laser and optical rifle sets to 48 National Federations, investments of more than EUR 2 million, the launch of International Biathlon Day and dedicated digital platforms, the introduction of the official mascot Shibu, the onsite meetings for national project coordinators, and the signing of a Memorandum of Understanding with the International School Sport Federation (ISF). Moreover, IBU creates opportunities and best practices for engaging the public (LOF 2025).

The Regional Competition Program continued to strengthen its structure, with 37 events engaging 38 NFs across six regions and a record 5,200+ youth and junior participants in season 2025/2026. The introduction of qualification points at selected events marked an important step toward clearer performance standards and a stronger athlete development pathway, laying the foundation for further implementation in 2026/2027.

TARGET2030 STATUS REPORT

Set up a shared international database for results and athlete information from the youth category upwards.

Starting with the 2024/25 season, the registration of all participating athletes in the IBU Membercenter has been active. From season 2025/2026 the event schedule of all IBU Regional Events and the final results have been transferred to IBU Datacenter. The IBU FamilyProfile is launched for season 2026/2027, including all IBU age categories.

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

EMPOWERING OUR FEDERATIONS

TARGET2030 STATUS REPORT

707

> 120K

National Federations have joined the programme

laser/optical rifle sets distributed

kids participated in various activities

700 600

499.839

500

Networking and knowledge exchange: Two onsite meetings were organised for the National Federations project coordinators (2024 - Östersund; 2026 - Salzburg).

491.005

400

Visibility and public engagement: B4A presented at the cross-country event, IBU Loop One and the Olympic Games 2026, International Biathlon launched in 2025.

300 100

53.636

Recognition and encouragement: The IBU Award for Excellence in Biathlon 4 All was introduced

2022/2023

2023/2024

2024/2025

2025/2026

BIATHLON 4 ALL MILESTONES AND WHAT COMES NEXT

Pilot edition of Biathlon 4 All. 42 NFs in the project

The Kids and Youth Recruitment Forum took place in Östersund, Sweden.

2023

2024

dedicated project website was launched

Project identity and branding: A brand book was developed, along with a website, branding materials and an Event Guide

800

200

editions of International Biathlon Day took place so far

Partnerships with suppliers for B4A projects

875.761

900

invested in equipment and promotional support

KEY ACHIEVEMENTS STATUS JULY 2026

IBU INVESTMENT IN BIATHLON 4 ALL 2022- 2026 1000

> € 2M

TARGET2030 STATUS REPORT

Digitalisation and global grassroots community: Exploring the development of digital tools

International Biathlon Day was organised across 36 countries, with over First International Biathlon 50 events.B4A Project Day organised.The official Coordinators met in mascot B4A “Shibu” was revealed.An MoU was signed Salzburg.The IBU Award with the International School for Excellence in Biathlon 4 All was introduced. Sport Federation.

2025

2026

Improving KPIs and data collection.Tracking a path from participating in B4A Exploring the development events to becoming a club of a mobile app for B4A. member and IBU athlete. Exploring opportunities for Increasing the number of a global project partner. kids and youths involved in Establishing a network of biathlon. B4A Athlete Ambassadors.

2027

2030

EMPOWERING OUR FEDERATIONS

IBU Regional Events (14 summer; 23 winter) in season 2025/2026

National Federations taking part in season 2025/2026

5,200

new record of youth/junior participants in season 2025/2026

€ 700 K

Total budget for the project in season2026/2027

>2700

Basic athlete registrations

166

Regional Events since 2020/2021

KEY ACHIEVEMENTS STATUS JULY 2026 Participation: Growing number of youth/junior athletes every season Active National Federations: Increased participation of National federations in the events Database: Athlete registration, event schedule and result management in IBU Membercenter Qualification events: For the first time, qualification points for juniors and seniors were awarded at selected Regional Events IBU competition series setup: Regional Events as part of official competition series setup Calendar expansion: Exploring the possibility to add Regional Events to IBU App REGIONAL EVENTS MILESTONES AND WHAT COMES NEXT

First season with 8 events

Official visits in Regional Events started

Athlete’s registration and event schedule in IBU Membercenter

2020/2021

2023/2024

2024/2025

Regional Events officially as part of IBU competition setup. Qualification point calculation in all Regional Result management in IBU Datacenter. Pilot season Events (including summer events). Other national for qualification events. events considered as Common waxing support for qualification events Organizing committees.

2025/2026

2026/2027

Increasing the number of youth/junior participants in biathlon competitions

2030

TARGET2030 STATUS REPORT

ENHANCING OUR EVENTS The international IBU event series provide theplatform to showcase our product. The success and visibility of IBU events is crucial since the overall financial model of biathlon is built on their international reach and interest.

ENHANCING OUR EVENTS

TARGET2030 STATUS REPORT

ENHANCING OUR EVENTS

NATION REACHING TOP 10 / TOP 3, BY SERIES, SEX AND SEASON 20

TOP 10 - MEN 17

15 10

IBU Cup

Junior Cup

17 13

World Cup 20

TOP 3 - MEN

IBU Cup

Junior Cup

TOP 3 - WOMEN

11 8

World Cup

TOP 10 - WOMEN

2024/2025 2025/2026

IBU Cup

Junior Cup

World Cup

12 9

IBU Cup

Ensure that IBU eventsshowcase sporting success by many diverse NFs. Despite broadly stable national diversity at the top levels of racing (WC, IBU Cup) underscoring the need for continued efforts to close the competition gap, there has been encouraging progress particularly at Junior Cup level where the number of nations reaching the Top 10 or Top 3 has increased.

STRENGTHS •S trong core product, stable attendance • Good value for money • Strong local OC ties

OPPORTUNITIES • Cross-event promotion • Fan engagement, side acts • Gigital engagement • New audiences

Insights from the 25/26 first OC SWOT

WEAKNESSES •L imited access, remote venues • Weekday races • Limited resources

THREATS • Weather dependency • Aging demographics • Competing sports events

Junior Cup

Enable IBU events to offer aworld class experience for all stakeholders - on-site, ontelevision and digitally. The OC SWOT analysis confirms a strong event foundation built on an attractive core product, stable attendance, and strong local OC engagement, while highlighting the need to enhance fan and digital engagement, resource and weather challenges to deliver a world-class experience.

TARGET2030 STATUS REPORT

ATTENDANCE (EXCL. OLYMPIC STAGE) 100 K 80 K

91,000

83,000

60 K 40 K 20 K

8,000 2024/2025 total: 523,100

20,000 2025/2026 total: 625,500

Highest attended Lowest attended

Optimise the number ofspectators at IBU eventsrelative to overall impact. Total season attendance increased by 19.6% year-on-year, while balancing the distribution across the World Cup events - indicating direction to a more effective use of event capacity and resources across the calendar.

TARGET2030 STATUS REPORT

ENHANCING OUR EVENTS

OC CONTRIBUTION DEVELOPMENT, 2023/2024 (TARGET 2030 LAUNCH) TO 2029/2030 (PLANED) 6.9M

7.0 M

5.8M

6.0 M

5.2M

7.3M 6.5M 5.5M

5.4M

World Cup World Championships IBU Cup Open European Championships Junior World Championships Junior Cup Extraordinary support

5.0 M

EXTRAORDINARY OC SUPPORT 2025/2026, GRANTED AMOUNT BY COMPETITION TIER

4.0 M 3.0 M

400 K 2.0 M

448,000

300 K 200 K

1.0 M

100 K

2023/2024

2024/2025

2025/2026 (no WCH)

2026/2027 (10 WC)

2027/2028 (9 WC)

2028/2029 2028/2029 (10 WC) (9 WC, no WCH)

153,000 WC/OWG (10 OCs)

60,000

IBU Cup /OECH Junior Cup (7 OCs) (3 OCs)

Secure a stable financial model for the Organising Committees (OCs) to deliver long-term

performance-based, rewarding OCs that deliver outstanding, innovative events. The variable share will rise to 30% of the total by 2029/30.

Since the launch of Target2030, OC support has grown steadily - from €5.19 million in 2023/24 to a planned €7.27 million in 2028/29. This reflects the IBU’s continued commitment to strong venues across all event series. From 2026/27, the IBU is also modernising how this support is delivered: alongside the guaranteed base contribution, a growing share will be

In addition, a dedicated one-off fund of €661,000 supported 20 OCs in 2025/26 with targeted investment in venue readiness and fan experience - from shooting-range upgrades to sustainable mobility and family-friendly facilities, reinforcing the IBU’s hands-on partnership with hosts of every size.

TARGET2030 STATUS REPORT

INITIATIVE 1 EVENT STANDARDS

DEFINE AND IMPLEMENT A MODERNEVENT CONCEPT

Develop transparent allocation criteria for events based on a long-term strategy.

WHAT WE DID: Extensive work on relevant criteria (snow safety, logistics/travel distance, fan attractivity), resulting in the four-year WC calendar 2026-2030, aligned with IBU’s strategic goals. WHAT IS PLANNED: Further evaluation to define even clearer criteria for future event allocations.

Work with experts to benchmark, develop and audit an innovative event concept for 2030 and beyond.

Install a transparent evaluation and follow-up system for the implementation of defined core event areas. WHAT WE DID: Work has started to identify areas for greater standardization across events. The mandatory rifle safety marker is one tangible example - implemented ahead of schedule with excellent acceptance. Event Guidelines are being updated, and the new OC contribution system, builds in stronger follow-up and controlling mechanisms. WHAT IS PLANNED: Continue rolling out standardization across further core event areas toward 2030 in close coordination with OCs.

WHAT WE DID: Loop One Festival established as IBU owned sandbox for testing new event initiatives. OC Working Groups established and expert consultants engaged to support the benchmarking and development work. WHAT IS PLANNED: The substantive benchmarking and development work with consultants starts now, including assessment of technology integration together with Communications and Commercial, building toward the 2030 concept.

EVENT STANDARDS MILESTONES SINCE 2024 AND WHAT COMES NEXT

Initiative launched under Target 2030

Strategic vision defined; project ideas scoped; WC calendar 26-30 announced; Loop One Festival launched

2024

2025

TARGET2030 STATUS REPORT

OC Working Groups established; Consultants identified; Guidelines update started

Intensify Working Group cooperation to define further areas of common standards; Define concrete level of ambition & sustainability balance with EB

Roadmap, KPIs and milestones finalized for each series; Guidelines completed

Modern, sustainable event concept live IBU-wide

2026

2027

2028

2030

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

ENHANCING OUR EVENTS

TARGET2030 STATUS REPORT

INITIATIVE 2 EVENT EXPERIENCE

EMPOWER THE OCS TO DEVELOP AND IMPLEMENT SYNERGIES AND SUSTAINABLE STRATEGIES FOR HOSTING EVENTS IN COOPERATION WITH NFS AND THE IBU Build a data-based understanding of visitor profiles, expectations and venue-specific opportunities to define targeted priorities.

Evaluate the impact of implemented measures through standardized surveys and use the findings to refine and scale the event concept towards 2030.

Translate audience insights and event assessments into concrete improvements, quick wins and venue-specific initiatives.

A structured, data-driven approach will guide the development of a modern event concept, combining audience insights, targeted improvements and measurable impact to continuously enhance the event experience. The Loop One Festival will serve as a sandbox to test targeted event measures based on audience insights, with a focus on attracting new and younger visitors and building long-term fandom.

EVENT EXPERIENCE MILESTONES SINCE 2024 AND WHAT COMES NEXT

Initial assessment

Status quo analysis, OC consultations & venue assessments

Concept refinement, implementation support & quick wins

Standardized visitor survey & impact measurement

Develop a standardized event experience framework while allowing for venue-specific characteristics

2024

2025 / 2026

2026 / 2027

2027 / 2028

2028 / 2029

TARGET2030 STATUS REPORT

Strong progress / Implemented

Continuous optimization & implementation of event standards.

2030

Ongoing / in Progress

Planned / Not started

ENHANCING OUR EVENTS

INITIATIVE 3 OC SUPPORT

MAKE IBU EVENTS ATTRACTIVE TO FUTURE GENERATIONS BY CREATING INCENTIVES FOR ON-SITE SPORT CONSUMPTION WITHIN A SUSTAINABLE FRAMEWORK Establish a customised event contribution system based on individual situation, rewarding implementation of the new event concept.

Empower OCs and NFs to generate their own / new revenue streams (e.g. common ticketing, enhanced marketing strategies).

Support OCs to extend their reach and enhance communications (content hub, aligned communications).

Since its launch in 2025, OC support evolved from a flat grant into a two-part model: a guaranteed lump-sum plus a performance-based payment tied to event quality and innovation. Total OC support for 2026/27 rose to EUR 6.9m (+14.2% vs. 2025/26); the performance-based share increases progressively from 10% (2026/27) to 30% (2029/30) to reward quality over time. Revenue-generation and communications support for OCs are the next focus areas, led by Commercial and Communications.

OC SUPPORT MILESTONES SINCE 2024 AND WHAT COMES NEXT

New approach presented; OC consultation group launched

Consultation group kick-off; concept principles defined

OC survey and feedback session completed

Applications assessed; OC Meeting 2026 for further updates

New model implemented; first performance payments issued

Performance-based share reaches 30% of support

2025

AUTUMN 2025

WINTER 2025 / 2026

2026

2026 / 2027

2030

TARGET2030 STATUS REPORT

INITIATIVE 4 SPORT AND EVENT INNOVATION

EXPLORE NEW FORMATS, SCHEDULE OPTIONS AND PRESENTATION OPPORTUNITIES Regularly review and update event formats to ensure a balance between tradition and innovation, considering factors such as audience engagement, athlete participation, and media coverage.

Review the calendar / season set-up to react to social and environmental developments.

WHAT WE DID: Implemented an adapted heat-based Super Sprint Format at Loop One Festival and started brainstorm process with TC to elaborate future general adaptation opportunities.

WHAT WE DID: Adjustments in WC and JC calendar to optimize available timeframes and venues in terms of logistics and snow safety.

WHAT IS PLANNED: Further evaluation of current formats with TC plus benchmarking with other sports.

WHAT IS PLANNED: Continued elaboration of overall setup towards calendar planning beyond 2030. Strengthened coordination including Para and Regional Events.

Ensure the sport’s attractiveness through use of latest technology in sport presentation (e.g. electronic targets, GPS and heart rate data).

WHAT WE DID: Collection of available technologies and started stakeholder discussions to evaluate interest, feasibility and costs. Certified another fully electronic target system. WHAT IS PLANNED: Continue stakeholder engagement and build business cases for potential implementation..

SPORT AND EVENT INNOVATION MILESTONES SINCE 2024 AND WHAT COMES NEXT

WC calendar 2026-30 launchedLOF with new format

2025

TARGET2030 STATUS REPORT

TC process started

Continued discussions with TCFurther technology evaluation

TC proposal for future format adaptations (if required)

Launch of WC calendar 2030-34

Implementation of identified technology

2026

2027

2028

2028 / 2029

2030

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

ENHANCING OUR EVENTS

TARGET2030 STATUS REPORT

EXTENDING OUR REACH The reach of our sport is an important determinant of our market value. In the era ofdigital media, a sophisticated approach isrequired to respond to the changing consumption patterns of our viewers and followers worldwide. The IBU will work to empower the entire Biathlon Family to grow the global fanbase.

EXTENDING OUR REACH COMMERCIALISATION

TARGET2030 STATUS REPORT

EXTENDING OUR REACH COMMERCIALISATION

IMPRESSIONS

25 M 20 M 15 M

500 M 400 M 300 M

10 M

200M

100M INTERACTIONS

VIDEO VIEWS

Triple Global Fanbase is basically implemented on IBU Channels. From 2022/23 to 2025/26, IBU’s digital reach and engagement grew substantially, accomplishing the goal of tripling global the global fanbase on owned and operated channels four years ahead of schedule. The focus now shifts towards sustaining growth on IBU channels and enabling and supporting the biathlon family and stakeholders to continue growing during the new Olympic Cycle.

FOLLOWERS

300 K

10M

250 K

200 K

6M 4M 2M

150 K 100 K

+150%

2025/2026

600 M

+310%

2023/2024

30 M

12M

2025/2026

700 M

900 K 800 K 700 K 600 K 500 K 400 K 300 K 200 K 100 K

2025/2026

35 M

+272% 1000 K +162% 2025/2026

800 M

2022/2023

200M

+250%

2022/2023

400M

2025/2026

600M

2022/2023

800M

40 M

2025/2026

+433%

2022/2023

1000M

WEB + APP 2022 / 2023 - 2025/2026

2023/2024

SOCIAL MEDIA 2022 / 2023 - 2025/2026

50 K WEB VISITORS

APP DOWNLOADS

Increase the global audiencefor broadcasting (linear/non-linear) by 25%. The European (EBU) viewer figures show stable average audiences for the World Cup, remaining around 55 million since 2023/24. Encouragingly, average viewing share returned to 17.5% in 2025/26 (above 2022/23 levels), while World Championship reach grew strongly from 24.4 million to 45.3 million between 2023 and 2025. Collection of comparable nonlinear viewer data remains work in progress.

TARGET2030 STATUS REPORT

INITIATIVE 1 DIGITAL BUSINESS

MONETISE THE IBU DIGITAL ECOSYSTEM AND GENERATE BENEFITS FOR THE IBU AND ITS STAKEHOLDERS Run a successful digital marketing programme.

Continue to develop the IBU’s owned and operated channels based on fan needs to guarantee a user experience driven product.

Partner with stakeholders to create business propositions within an integrated digital ecosystem.

Increase in revenue from Digital Marketing & Digital rights

Reserved Rights offers to NFs and OCs with revenue opportunities

The combined revenue from digital sponsorships, footage sales, and digital rights for IBU stakeholders and their partners increase to €170K in the 2025/26.

IBU established a new programme offering digital Reserved Rights to NFs and OCs, creating new revenue opportunities for IBU stakeholders.

his represents a +158% vs 2024/2025 season and T +202% vs 2023/2024 season. A revenue of > €250K is projected for the 2026/2027 season.

2026/2027 offer extended to OCs.

7 NFs took part in the programme.

Rapid Growth through fan-centric approach Through continuous audits, surveys and putting fans’ needs first, the IBU has doubled and tripled results across most digital key performance indicators over the course of the 2022-2026 Olympic Cycle. Moving forward, the IBU is implementing and working along its 2026-2030 strategic roadmaps for owned and operated channels to establish even clearer product positioning and more tailored content.”

DIGITAL BUSINESS MILESTONES SINCE 2024 AND WHAT COMES NEXT

IBU Marketing Programme Initiated

IBU Operated Platform Manager Hired

Digital Rights Offer for IBU Stakeholders established

2024

2025

2026

TARGET2030 STATUS REPORT

Integration of Digital Marketing into Full Commercial Programme

Evaluation of Digital Marketing Programme ahead of new Olympic Cycle

Review IBU Web + App (following IBU Web + App Survey 2027)

2027

2028

2029

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

EXTENDING OUR REACH COMMERCIALISATION

INITIATIVE 2 INTERNATIONAL COVERAGE

ENSURE ACCESS TO LIVE BIATHLON COVERAGE IN CURRENTLY DARK AND STRATEGIC MARKETS Develop market specific developmentstrategies with action plans. Publisher Cooperations During the 2025/2026 winter season and the Milano Cortina 2026 Games, implemented a successful partnership with Italy’s leading sports newspaper, La Gazzetta dello Sport, to increase the visibility of biathlon in an high-potential market. • 1.2M Page Views for biathlon articles on Gazzetta dello Sport: • 2.3M Impressions on Gazzetta dello Sport social media channels

Provide an attractive OTT offer.

Enhance national media know-how and expertise.

Close Cooperation with Eurovision Sport OTT & content support Starting February 2024, the EBU’s OTT Platform “Eurovision Sport” is the free streaming offer for biathlon worldwide. The Platform is also embedded in the biathlonworld.com website, providing fans worldwide a free-to-watch offer. Close collaboration with the EBU team to provide the best possible offer, including on platform content and social media output.

Digital Education and Syndication The IBU is offering yearly webinars and opportunities for stakeholders to develop their digital capabilities, e.g. through a National Federation Content Creator Meeting in Hochfilzen 2024. In addition, the Communications Department is facilitating the offering of footage, material and content tailored to national market needs for broadcasters and media.

• >200K email sent to Gazzetta dello Sport users • >30M banner impressions on Gazzetta dello Sport online network

INTERNATIONAL COVERAGE MILESTONES SINCE 2024 AND WHAT COMES NEXT

NF Content Creator Meeting Hochfilzen

Gazzetta Publishing Partnership

Tune-In Campaigns for Broadcast/OTT

Rollout of Comms Education Programme with IBU Academy

Evaluation of Publishing Cooperations

Review OTT Offer together with EBU

2024

2025

2026

2027

2028

2029

TARGET2030 STATUS REPORT

INITIATIVE 3 INTERNATIONAL PROMOTION

BECOME A MEDIA HOUSE WHICH HELPS STAKEHOLDERS INCREASE THEIR REACH AND CREATES REVENUES Provide stakeholders with automated competition footage and event coverage.

Develop production capabilities at the IBU to efficiently promote the sport across IBU and stakeholder channels.

Educate stakeholders about commercialrevenue opportunities around digital platforms and IBU’s rights.

Automated and Authentic Content Delivery

Digital Rights Packages and Programmes

Through its Athlete Content Creators and the Biathlon Content Hub, the IBU is providing its stakeholders readyfor-publishing, tailored content along every step of the way. The Biathlon Content Hub is the central platform for stakeholders to receive footage and content, with the Biathlon Content Hub App delivering premium clips to almost 300 athletes all season long. The Biathlon Content Hub will relaunch in the 2026-2027 Season with an improved and unified setup in collaboration with the EBU and IBU Technology Partner ScorePlay. The IBU will increase production capabilities in Athlete Content Creation to provide more high-quality, behind the scenes footage in upcoming seasons.

The IBU has successfully initiated and presented Digital Rights packages and opportunities to its National Federations and Organising Committees. Moving forward, the IBU is looking at creating Cohort Programmes to support its athletes in content creation while providing clear frameworks for commercialization of content.

Media House Approach 75% of the Media House approach has been delivered. • Biathlon Content Hub at the core of the distribution with 715 premium clips produced and distributed to athletes over the 2025/2026 season. • Content production for Digital Sponsors started in 2025/2026 • IBU Content and Freelancer Team equipped to produce for IBU and IBU Stakeholders • During Summer and Autumn 2025, IBU produced a total of 14 video features of the sports’ biggest names and medal contenders for Milano Cortina 2026.

INTERNATIONAL PROMOTION MILESTONES SINCE 2024 AND WHAT COMES NEXT

Reach 26 Initiative Launch for Milano Cortina 2026

Athlete Content Creator position established

Reach 26 delivers golden results at Olympic Winter Games

Biathlon Content Hub Revamp

Evaluation of commercial potential and integration

IBU Media House Setup Completed

2024

2025

2026

2027

2028

2030

TARGET2030 STATUS REPORT

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

EXTENDING OUR REACH COMMERCIALISATION

INITIATIVE 4 DIGITAL ACCESSIBILITY

DEVELOP DIGITAL TOUCH POINTS WITH KEY TARGET GROUPS AND ENSURE RELEVANCE FOR FUTURE GENERATIONS. Build capability to assess the potential of new technologies, platforms and applications to enhance athletic performance and the digital experience of biathlon.

Define a dedicated strategy for gamification and monitor the development of Esports.

Develop a clear understanding of OTT options for biathlon

New and Improved Fandom Touchpoints

Esports trialed and tested, Gamification Implemented

Continuous Cooperation with Eurovision Sport

In the past two years, the IBU has commissioned a Biathlon Gen Z study and launched its Influencer Programme to reach new audiences with additional touchpoints, adjusting to changing sports consumption behaviour.

Esport trialed through collaboration project in 2024-2025 with decision not to pursue large-scale investments and development under current framework. Medium-scale engagement initiatives such as the Biathlon Predictor Challenges are continuously executed as always-on features in IBU digital ecosystem.

Since relaunching eurovisionsport.com in 2024, the EBU and the IBU teams are in close collaboration on providing the best-possible viewing experience for biathlon fans across the world. In the past two years, an embed solution has been made available on biathlonworld.com and the EurovisionSport World Feed commentators are looped into daily operations of the IBU Communications Department to receive ad-hoc support on statistics and relevant information.

In 2026, the IBU is setting up a new Customer Engagement Platform with strong focus on capturing first-party data and converting casual fans into long term loyal biathlon fans through extended personalisation and more tailored Direct-To-Consumer messaging on its owned and semi-owned platforms.

DIGITAL ACCESSIBILITY MILESTONES SINCE 2024 AND WHAT COMES NEXT

Gen Z Biathlon Study

Influencer Marketing Programme

New Customer Engagement Platform

Implementation of 2026-2030 Social Media Strategy

2024

2025

2026

2027

Review of Influencer Programme and new Customer Engagement Platform

Review OTT setup on biathlonworld.com

2028

2030

TARGET2030 STATUS REPORT

IMPLEMENTING GOOD GOVERNANCE The IBU is recognised as a modern and progressive International Sport Federation. he successful establishment of the operationally independent Biathlon Integrity Unit (BIU) has T become a case study of excellence in sports integrity. e aim to lead the continued development of international best practice in integrity and W good governance, while supporting National Federations to strengthen their own governance frameworks and integrity capabilities.

1 IMPLEMENTING GOOD GOVERNANCE

TARGET2030 STATUS REPORT

Become the leading wintersport in terms of good governance, gender equalityand diversity.In this way, the work of theBIU will also be strengthened in the future. Strong and consistently high governance performance provides a solid foundation for the IBU’s ambition to become the leading winter sport in these areas. Continued progress in representation, inclusive decision-making and governance standards will further strengthen the organisation as a whole.

IMPLEMENTING GOOD GOVERNANCE SUSTAINED NF SATISFACTION WITH IBU GOVERNANCE The results of the four NF Online Surveys from 2020 to 2026 show a clear and sustained improvement in satisfaction with IBU governance and decision-making. The 2026 results largely consolidate the strong gains achieved by 2024, with further improvements in several areas, indicating that stakeholder involvement, transparency and accountability are becoming firmly embedded in IBU governance.

2020 2022 2024 2026

Satisfaction with the involvement in IBU’s decision-making 10 9,0 7,5 7,9

8,0

8,3 8,5

8,8 8,9 7,9

8,2

7,8 7,9

8,7 8,5 7,4

7,7

8,3 8,3

7,9 8,1

8,5 8,6

7,0 6,0

Athletes Committee

Executive Board

Congress

Technical Committe

National Federations

Satisfaction with the transparency of decision-making within the IBU regarding 10 9,0 8,0

7,4

8,0

8,8 8,9

8,4 8,7

7,5

7,6 7,5

7,8

8,1 8,2

9,0 9,0

8,6 8,6 7,9 7,9

7,7 7,8

7,8

8,1

8,6 8,6 7,8 7,9

8,3

8,7

7,0 6,0 Disciplinary actions

IBU’s IBU events IBU’s Financial allocation administrative finances support decision-making distribution to NFs

Sport rules setting

Integrity related questions

Satisfaction with the IBU decision-makers taking responsibility for their decisions regarding 10 9,0 8,0

7,5

7,9

8,5 8,7 7,8 7,5

8,3

8,7 7,9 7,9

8,3 8,3

7,7

8,0

8,4

8,6 8,8

8,7 7,9 7,9

7,8

8,1

8,6 8,6

8,0 8,0

8,3

8,7

7,0 6,0

Disciplinary actions

IBU’s IBU’s Financial IBU events support allocation administrative finances decision-making distribution to NFs

Integrity related questions

Sport rules setting

TARGET2030 STATUS REPORT

INITIATIVE 1 INTEGRITY

THROUGH THE WORK OF THE BIU, PROTECT AND PREVENT HARM TO WELL-BEING OF PARTICIPANTS IN BIATHLON. Use the dual pillars of knowledge and communication, with informed preventative measures and transparent dialogue, as the foundation for deterring poor practices across the Biathlon Family.

Ensure accountability and adherence to high ethical standards as core of stringent governance practices.

Position safeguarding as a critical aspect of integrity, embodying the IBUs commitment to protect ethical standards by actively preventing harm and misconduct.

WHAT WE DID: Biathlon Integrity Certification well established.

WHAT WE DID: Safeguarding & Wellbeing best practices disseminated & understood by NFs.

WHAT WE DID: Risk-led testing, reporting and intelligence monitoring continued.

WHAT IS PLANNED: Expansion of Learning Suite and further integrated practices.

WHAT IS PLANNED: Development of Safeguarding network across our sport.

WHAT IS PLANNED: Embed ethics guidance, NF monitoring and public reporting.

INTEGRITY MILESTONES SINCE 2024 AND WHAT COMES NEXT

Target 2030initiative launched

Education, monitoring strengthened

Event safeguarding model enters delivery

Event officers andNF liaison network established

Tailored NF support and monitoring integrated across the community

A culture of integrity and wellbeing embedded and evidence across biathlon

2024

2025

2026

2027

2028

2030

TARGET2030 STATUS REPORT

Strong progress / Implemented

Ongoing / in Progress

Planned / Not started

IMPLEMENTING GOOD GOVERNANCE

INITIATIVE 2 NF GOVERNANCE

PROACTIVELY SUPPORT NF IMPLEMENTATION OF GOOD GOVERNANCE PRACTICES. Prevent NF corruption through enhanced transparency of financial management.

Implement a culture of good NF safeguarding practice across the Biathlon Family.

WHAT WE DID: Framework analysis identified common safeguarding education gaps. WHAT IS PLANNED: Deliver education, targeted NF support & a developed safeguarding network.

Promote effective best practices for NF dispute resolution via appropriate independent arbitration procedures.

Ensure national sport’s autonomy from government interference.

WHAT WE DID: Information from NFs analysed and best practices identified.

WHAT WE DID: Framework documents reviewed against set criteria

WHAT WE DID: Framework reviews established a baseline.

WHAT IS PLANNED: Work with NFs to identify methods to increase financial transparency.

WHAT IS PLANNED: All NFs have access to credible, independent and effective arbitration for resolving disputes.

WHAT IS PLANNED: NFs operate independently and free from undue government interference.

NF GOVERNANCE MILESTONES SINCE 2024 AND WHAT COMES NEXT

Target 2030initiative launched

Framework transition from pilot to live review

52 NFs (84%) participated and documentary information reviewed

Annual Framework cycle and tailored support

Improvement plans and repeat submissions

Best governance practices integrated and part of biathlon culture

2024

2025

2026

2027

2028

2030

TARGET2030 STATUS REPORT

INITIATIVE 3 DIVERSITY, EQUALITY, INCLUSION

PROMOTE GENDER EQUALITY, AND ENHANCE INCLUSION AND DIVERSITY ACROSS ALL ASPECTS OF BIATHLON Increase diversity across biathlon from participation to decision-making. WHAT WE DID: The EB supported clear gender representation targets to strengthen diversity in decision-making, with minimum representation of 40% of each gender in the EB and TC from Congress 2030 and continued evaluation through Congress 2034.

Continue to progress gender equality across biathlon. WHAT WE DID: Continued to promote diverse representation across Committees and Working Groups, supporting the inclusion of different perspectives and experiences in decision-making processes. Achieved 20% female representation among the TD group.

At NF level, the IBU recommends achieving at least 20% gender representation on NF Boards by 2028, increasing to 30% from 2030 onwards.

DEI MILESTONES SINCE 2024 AND WHAT COMES NEXT

Actively promote inclusion as an integral part of all IBU programmes and projects. WHAT WE DID: The IBU continued to deliver and further develop its Biathlon 4 All programme, the International Biathlon Day and coach education offers, supporting broad participation and engagement in biathlon. IBU Regional Events and summer biathlon activities were expanded to year-round opportunities for athletes and NFs.

Initiative launched under Target 2030.

DEI Working Group establishedPublished a new DEI policy and strategy.

Action plan update started; data collection and analysis in progress.

DEI action plan integrated across IBU departments and projects.

Host/Co-host biannual summit for sharing best practices, networking, and leadership development focused on DEI.

2024

2025

2026

2027

2028

TARGET2030 STATUS REPORT

Strong progress / Implemented

Gender Equality, inclusion and diversity across all aspects of biathlon.

2030

Ongoing / in Progress

Planned / Not started

IMPLEMENTING GOOD GOVERNANCE

TARGET2030 STATUS REPORT

INNOVATING OUR FUTURE The IBU needs to monitor emerging trends to ensure a timely and innovative response to new challenges. Meanwhile, we must take responsibility for our environmental impacts and use our platform to effect behavioural change while ensuring that we leave a positive social legacy.

1 INNOVATING OUR FUTURE

TARGET2030 STATUS REPORT

Develop internal capacity to leverage new technologies and innovation to benefit the sport. IBU has made progress in building its capacity to harness new technologies and innovation. This includes testing new competition formats through the Loop One Festival, assessing technologies e.g. electronic targets and strengthening digital production and distribution capabilities. The aim is to turn these initiatives into a more systematic approach delivering benefits for the sport, athletes and fans.

INNOVATING OUR FUTURE

Reduce sport’s impact in alignment with the Paris Agreement and on trajectory to Net Zero by 2040. IBU continues to strengthen its position as a sustainability leader, combining measurable emissions reductions with innovation, partnerships and growing engagement across the Biathlon Family, while increasingly focusing on climate adaptation and scaling proven solutions.

Ensure competitive and broad-based Para Biathlon participation in the Paralympic Games 2030. Para Biathlon participation is gaining momentum across all categories, providing a stronger foundation for French Alps 2030. The aim is to convert growth into greater depth, gender balance and competitive representation across more nations.

TARGET2030 STATUS REPORT

2024-2026 4 2026-2030

INITIATIVE 4 SUSTAINABILITY LEADERSHIP

Solutions: develop / test 4 scale Value Chain: engage 4 embed Adaptation: understand climate risk 4 systematically adapt

ENSURE BIATHLON REMAINS A LEADER IN SUSTAINABILITY IN SPORT Partner to create new sustainability and climate solutions with measurable impact.

Engage the entire Biathlon Family value chain in concrete climate action.

WHAT WE DID: Used IBU events and external partnerships to develop and test new sustainability solutions, including the Loop One Festival as an innovation platform and Erasmus+ projects addressing sustainable snow management (SIEPPUR) and biodiversity (BENCHES).

WHAT WE DID: Expanded climate action across the Biathlon Family, engaging OCs, NFs, athletes, partners, broadcasters and fans through tools such as the OC Sustainability Charter, NF project support, Athlete Ambassador Programme, and partner initiatives.

WHAT IS PLANNED: Scale proven solutions and develop the next generation of innovation partnerships, targeting measurable reductions in carbon, energy, water, snow, waste and biodiversity impacts across IBU events and NFs.

WHAT IS PLANNED: Move from voluntary engagement to shared standards, measurable action and accountability, embedding sustainability requirements, monitoring and creative reward / incentive schemes across the Biathlon Family.

Develop and implement a biathlon climate adaptation plan. WHAT WE DID: Built the evidence base for climate adaptation, mapping key climate risks and developing knowledge and tools for more climate-resilient snow management and event planning. WHAT IS PLANNED: Develop and implement a science-based Climate Resilience and Adaptation Plan, translating climate-risk data into decisions on venues, snow management, infrastructure, scheduling and contingency planning.

SUSTAINABILITY MILESTONES SINCE 2024 AND WHAT COMES NEXT

Launched OC Sustainability Charter, embedding sustainability into event delivery

With the help of a double materiality analysis, reviewed the 2020-2030 strategy and developed “Roadmap to 2030”

Won IOC Climate Action Award for its long-term commitment to sustainability and measurable results such as 67% reduction in broadcast emissions at WCH 2025

2024

2025

2026

TARGET2030 STATUS REPORT

Common sustainability standards and KPI monitoring embedded across top events and key stakeholder programmes.

Climate adaptation measures defined for priority venues. Proven sustainability solutions across the IBU events.

2027

2028

Strong progress / Implemented

Ongoing / in Progress

2029

Planned / Not started

INNOVATING OUR FUTURE

Review and develop alternative marksmanship models to protect nature. WHAT WE DID: Brought together the industry partners for a Para Biathlon Electronic Rifle project, to jointly enhance current solutions. WHAT IS PLANNED: Develop a testing protocol and development pathway to steer development towards top performance level electronic rifles.

Climate resilience and measurable sustainability performance are embedded in how IBU events, venues and the wider Biathlon Family operate.

2030

INITIATIVE 5 PARA SPORT

FULLY INTEGRATE PARA BIATHLON INTO THE IBU

Develop a high-quality event series supported by regional competitions and successful OCs. WHAT WE DID: Established a fully IBU-managed Para Biathlon competition series, working with experienced biathlon venues and OCs. S uccessfully delivered the pathway to Milano Cortina 2026, from the Paralympic Test Event to the Games, while establishing a solid calendar planning process beyond 2026. WHAT IS PLANNED: Consolidate the international competition pathway and formats: a predictable World Cup/World Championships calendar and pool of experienced OCs. Build the competition level below the WC with regular regional/national Para competitions and integration into existing IBU regional events

Grow participation in terms of nations and athletes. WHAT WE DID: Expanded opportunities for athletes and NFs through dedicated Para Biathlon camps, integration into development activities and growing direct NF project support from €0 in 2024 to €200’000 in 2026. Grew participation from 90 athletes from 16 nations at the first 2024/25 World Cup to more than 140 athletes from 21 NPCs at MiCo 202

WHAT WE DID: Integrated Para Biathlon into IBU’s communications and digital ecosystem, with dedicated storytelling, athlete features, live results and competition coverage including live streaming from select events. Expanded international visibility through integration in promotional summer events such as the Loop One Festival and the Dresden City Biathlon in 2025 and 2026.

WHAT IS PLANNED: Move from development projects to programmes: Work with select NFs to grow engagement, supported by targeted funding, education, athlete ID and NF-to-NF partnerships. Use existing structures to target athlete recruitment and develop pathways for underrepresented impairment classes/NFs.

WHAT IS PLANNED: Make Para Biathlon a visible and recognisable part of the IBU brand year-round, expanding coverage and integration into IBU promotional platforms. Explore new methods to expose Para Biathlon through stronger athlete storytelling and continuous digital content.

Sustainable international Successfully delivered the calendar with a functioning IBU’s first Paralympic regional competition Winter Games. A ligned pathway and a pool of calendar planning with other qualified OCs/IRs IBU series.

Establish an IBU-owned By French Alps 2030, Para Biathlon classification system, with independent increase number of athletes and nations, with a strong expertise, processes, pipeline of developing research and classifier athletes behind the WC field. resources.

PARA BIATHLON MILESTONES SINCE 2024 AND WHAT COMES NEXT

Took over full governance of Para Biathlon

Staged the first ever IBU Para Biathlon World Championships and a full Para Biathlon World Cup season.

2024

2025

TARGET2030 STATUS REPORT

Provide an attractive promotional platform to stimulate and grow public interest.

2026

2028

Strong progress / Implemented

2029

Ongoing / in Progress

2030

Planned / Not started

INNOVATING OUR FUTURE

LOOKING FORWARD Target 2030 was designed to provide a shared direction for the entire Biathlon Family. Under a new President and Executive Board, the ambition at the heart of Target 2030 remains: To build on the progress already made and to continue working together towards the goals we have collectively set for our sport.

The first two years have established important foundations. The next phase must turn these foundations into measurable progress and lasting impact. Through continued collaboration between the IBU, National Federations, Organising Committees, athletes and partners, we have the opportunity to continue delivery while remaining responsive to a changing sporting and global environment.

PUBLISHER INTERNATIONAL BIATHLON UNION (IBU)

IBU PRESIDENT Olle Dahlin

Sonystrasse 20, 5081 Anif b. Salzburg, Austria Telephone: +43-662-85 50 50, E-Mail: biathlon@ibu.at www.biathlonworld.com

IBU SECRETARY GENERAL Max Cobb

The IBU is an association according to Austrian law, seated in Anif b. Salzburg and registered in the Austrian Central Register of Associations with the ZVR number: 291698201.

TARGET2030 STATUS REPORT

Leadership may change. Our shared ambition endures. Target 2030 represents our collective journey towards a stronger, more sustainable and successful future for biathlon.

EDITOR Riikka Rakic PICTURES Christian Manzoni, IBU Archive, Adobe Stock ARTWORK dzign Werbeagentur, D-83125 Eggstätt PRINT Ortmann Team GmbH, D-83404 Ainring, www.ortmannteam.de

www.biathlonworld.com Sonystrasse 20, 5081 Anif b. Salzburg, Austria Telephone +43 - 662 - 85 50 50