FIA Sport Clubs Handbook

FIA SPORT CLUBS

Dear Presidents, Dear Friends,

We are delighted to introduce our new ‘FIA Sport Clubs Handbook’, a vital resource designed to support and empower our Members.

Our Federation continues to go from strength to strength thanks to the commitment of our Members, whose dedication, innovation, and vision drive motorsport development around the world. Together, we are empowering future generations of drivers, growing participation, and improving safety and sustainability in motorsport.

Delivered in cooperation with the FIA Sport Member Clubs Committee, this initiative reflects our commitment to the spirit of collaboration that defines our FIA Family.

Providing practical guidance to help Members strengthen governance, extend new opportunities, and grow collaboration with different branches of the FIA, this new initiative will help ensure our Members have access to the tools and knowledge to thrive.

As we look to the future, we hope that this manual will be a valuable tool in progressing our shared values.

Yours sincerely,

Mohammed Ben Sulayem FIA President

Jorge Abed FIA SMCC President

CHAPTER ONE: FIA RELATIONSHIP 1

SECTION 1: RELATIONSHIP OF ASNs WITH THE FIA

1.1 Organizational Structure

1.1.1 General structure of the FIA

The structure of the FIA and the competences of its bodies are governed by the FIA Statutes and its Internal Regulations.

President

The President of the FIA is elected by the General Assembly for a four-year term, represents the FIA and is responsible for its management.

General Assembly

The General Assembly is the supreme body of the FIA and is composed of the delegations of the FIA Members and of the President of the Drivers Committee.

The powers of the General Assembly are listed in the FIA Statutes and include:

• The election of the Presidential list (President of the FIA standing as the leader of the list, the President of the Senate, the Deputy President for Automobile Mobility and Tourism, the Deputy President for Sport, as well as seven Vice-Presidents of the FIA for Sport);

• The election, for a four-year term, of the 18 members of the World Council for Automobile Mobility and Tourism;

• The election, for a four-year term, of the 14 members of the World Motor Sport Council, other than the members by right and the seven Vice-Presidents elected on the successful Presidential List;

• The election of the members of the Judicial and Disciplinary bodies as well as of the Ethics Committee;

• The approval of amendments to the FIA Statutes and Internal Regulations, the International Sporting Code, the Judicial and Disciplinary Rules as well as to the Code of Ethics;

• The approval of the accounts for the previous financial year and the budget for the following year.

World Motor Sport Council

The World Motor Sport Council (WMSC) oversees all aspects of international motorsport. Its main competences are to make the necessary changes to the applicable regulations, to promote safety and the development of motorsport. The WMSC is also responsible for approving the International Sporting Calendar.

The WMSC is composed of 28 members:

• The President of the FIA;

• The Deputy President for Sport;

• Seven Vice-Presidents for Sport;

• Fourteen members elected by the General Assembly, including a minimum of 12 members representing an ASN having at least one competition entered in the International Sporting Calendar;

• Five members by right, including the Chairperson of the Women in Motor Sport Commission, the President of the International Karting Commission, the President of the Manufacturers’ Committee, the President of the Drivers’ Committee and the Representative of the Commercial Right Holder of the FIA Formula One World Championship.

World Council for Automobile Mobility and Tourism

The World Council for Automobile Mobility and Tourism (WCAMT) is competent for all automobile mobility and tourism questions and developments.

The WCAMT is composed of 26 members:

• The President of the FIA;

• The Deputy President for Automobile Mobility and Tourism;

• Six Vice-Presidents for Automobile Mobility and Tourism;

• Eighteen members elected by the General Assembly and representing the four Automobile Mobility and Tourism Regions of the FIA.

Senate

The Senate is, among others, competent for all financial matters (accounts, budget, management of FIA portfolios, etc.), for studying the policy of risk management and all problems of FIA policy. The Senate is also responsible for studying all commercial and promotional proposals for FIA championships and series before their submission to the WMSC.

The Senate is composed of 16 members:

• The President of the Senate;

• The President of the FIA;

• The Deputy President for Sport;

• The Deputy President for Automobile Mobility and Tourism;

• Four members elected by the WMSC;

• Four members elected by the WCAMT;

• Four independent and qualified members appointed by the President of the FIA.

Judicial and Disciplinary Bodies

The FIA has four judicial and disciplinary bodies (the International Tribunal, the International Court of Appeal, the Cost Cap Adjudication Panel and the Anti-Doping Disciplinary Committee), each with its own jurisdiction depending on the matter in dispute.

For more details, please refer to the Regulatory section below.

Ethics Committee

The Ethics Committee is entrusted with safeguarding the integrity and reputation of motorsport, automobile mobility and tourism and persons, as defined in the FIA Code of Ethics. It can address, upon complaint or on its own initiative, any alleged breach of the ethical principles as set out in the FIA Statutes, International Sporting Code and other regulations.

Nominations Committee

The mission of the Nominations Committee is to examine compliance with the eligibility criteria of the candidatures for the main FIA bodies (Presidential list, WMSC, WCAMT, Senate, Ethics Committee, Audit Committee, FIA Judicial and Disciplinary bodies) before their submission to the competent FIA bodies for election.

Audit Committee

The Audit Committee is mainly responsible, upon request of the President of the Senate:

• To review accounting methods for the establishment of the FIA accounts;

• To support the Senate for carrying out some of its tasks.

FIA Administration

The FIA Administration is in charge of supporting the FIA bodies and implementing their decisions.

Secretary General for Sport Office

The Office of the Secretary General for Sport is a cornerstone of the FIA’s administrative structure, dedicated to the development and servicing of all FIA Member Clubs. It functions as the primary point of contact for ASNs and ACNs, providing crucial support to the Vice Presidents for Sport and facilitating communication between the members and the FIA’s central bodies.

The department’s mission is strategically aligned with the FIA’s manifesto objectives of empowering regions and doubling global motorsport participation. To achieve this, its operations are organized into several key units:

• Sport Club Liaison & Regional Empowerment: This unit focuses on strengthening the relationship with each Member

Club and supporting regional development initiatives.

• Motorsport Development & Funding: This area oversees the Motorsport Funding Program, including the Presidential Development Fund and grassroots initiatives such as ‘Motorsport in a Box’ and the Affordable Cross Car project, to stimulate growth at all levels.

• Education & Training: Through the FIA University and the dedicated FIA Officials Department, this unit is responsible for building capacity, standardizing training, and developing career pathways for officials, drivers, and club administrators.

By managing these pillars and overseeing the International Sporting Calendar, the Office of the Secretary General for Sport works to build a stronger, more consistent, and more accessible global motorsport community.

The composition of the FIA bodies can be found on the FIA website.

1.1.2 Structure of the WMSC, World Championship Commissions and WMSC’s Committees

In carrying out its duties, the WMSC is assisted by the FIA World Championship Commissions and the WMSC’s Committees. There are seven World Championship Commissions and ten WMSC Committees to date. Within their respective scope, the primary role of these Commissions and Committees is to submit reports and propose regulatory amendments to the WMSC’s approval and to execute the tasks assigned to them by the WMSC.

On the FIA website, you will find the current composition of the WMSC Committees and Commissions.

WORLD MOTOR SPORT COUNCIL

1.2 FIA Membership

Affiliation to the FIA

Any club wishing to join the FIA must submit an application form, along with the required supporting documents, to the FIA Administration. The form is available upon request at affiliation@fia.com. All decisions in this regard are made by the General Assembly on the recommendation of the relevant World Council(s).

FIA Members -- Categories

FIA members are divided into three main categories, depending on their activities:

1. ACNs: Their activities must cover mobility assistance, tourism and an advocacy role in the interest of users and their safety, as well as motorsport. There can be only one ACN per country.

2. Mobility clubs: Their activities must cover mobility assistance, tourism and an advocacy role in the interest of users and their safety.

3. ASNs: Their activities must cover motorsport. There can be only one ASN per country.

In accordance with the FIA Statutes, the FIA also counts among its Members:

• Organisations whose cooperation is desirable and useful to the FIA, and whose activities does not affect the exercise of the Sporting Power;

• The President of the Drivers’ Committee and personalities, in their individual capacity, who have been awarded with an honorary title.

FIA Members -- Status

The FIA Statutes provide for three possible statuses:

• Full Member: this status is granted after a two-year probationary period, further to a decision of the General Assembly.

• Provisional Member: except in specific situations, this status is granted to newly affiliated members for two years.

• Associate Member: this status is granted after a two-year probationary period, if the General Assembly decides that the Member is not able to become a Full Member. National and international associations as per the FIA Statutes also have the status of Associate Member.

FIA Members -- Rights and obligations

The different statuses confer different rights and obligations to FIA Members, which are defined in the FIA Statutes. The status of Full Member offers greater rights than the status of Associate Member, including the right to vote, to propose candidates for FIA bodies and to obtain FIA funding.

FIA Members -- Sanctions

Sanctions may be imposed on FIA Members subject to specific conditions and following a procedure laid down in the Statutes. These sanctions include suspension, withdrawal of the sporting power, striking of the rolls and expulsion.

Suspension

FIA members may be suspended for financial reasons or if the FIA is adversely impacted by internal dissensions.

Suspension entails the loss of many rights, including the loss of the right to vote at the General Assembly and the incapacity to register a competition in the International Sporting Calendar.

Striking off the rolls

FIA Members Clubs may be struck off the rolls in the event that:

• Their Statutes or activity, in the opinion of either of the World Councils, no longer meet what the FIA expects of them, or

• For financial reasons.

Expulsion

FIA Members may be subject to expulsion if, in the opinion of either of the World Councils, they have seriously infringed the FIA regulations.

Withdrawal of the Sporting Power

The Sporting Power may be withdrawn from an FIA Member for reasons deemed valid by the competent bodies of the FIA.

For any question related to the FIA Governance framework, please contact us at governance@fia.com

2. FIA Regulatory Framework

2.1 The International Sporting Code

The purpose of the International Sporting Code (ISC), which includes all its Appendices, is to regulate, encourage and facilitate motorsports activities. It sets out a comprehensive framework of articles and definitions intended to apply to all competitions conducted in a country represented within the FIA. Each ASN, as well as any person, or group of persons, organising or promoting a Competition or taking part therein are bound by the ISC. It therefore provides a common thread, by ensuring uniform standards of competence, organisational capability, fairness, judicial process and basic rules for competitions.

The FIA reserves the right to amend the ISC at any time and to periodically revise the Appendices. The FIA General Assembly is empowered to approve the amendments to the ISC on proposal of the World Motor Sport Council, save for the Amendments to the Appendices which are within the sole power of the FIA World Motor Sport Council. The amended version of the ISC is generally published on the FIA website (Regulations section) in December, after the FIA Ordinary General Assembly, for application from 1 January of the coming year.

Competitions organised by ASNs must comply with the ISC in all respects. Each ASN shall be empowered to decide on any matter raised within its territory and, concerning the interpretation of the ISC or its National Competitions Rules, to ensure that any decisions do not contradict an interpretation or clarification already given by the FIA.

2.2 The FIA judicial system

2.2.1

The FIA Courts

The FIA has implemented its own judicial system. The FIA Courts are the International Tribunal and the International Court of Appeal, and in 2026 the Cost Cap Adjudication Panel will also have the statute of a Court. They act totally independently from other bodies of the FIA and the members of the FIA. The FIA Courts are composed by judges elected by the General Assembly. To be elected as a judge, a candidate must demonstrate:

• Recent/current judicial experience; and/or

• A current high level of expertise as a legal professional; and/or

• Great experience in sports law.

They may not belong to any other FIA body, with the exception of the Anti-Doping Disciplinary Committee and the Cost Cap Adjudication Panel, nor exercise any role within a Member of the FIA.

2.2.1.1

International Tribunal

The International Tribunal (IT) constitutes one of the first levels of jurisdiction of the FIA, in particular for infringements and offences referred to in Article 5.2 of the FIA Judicial and Disciplinary Rules (JDR) and committed by the persons referred

to in Article 5.1 of the JDR, which include the ASNs. The infringements notably include the breaches of the Statutes and Regulations of the FIA, including the ISC and the Code of Ethics, the pursuit of an objective contrary or opposed to those of the FIA, or the failure to apply a decision of the FIA.

A decision issued by the International Tribunal may be appealed to the International Court of Appeal by either the FIA or the party to whom the decision is addressed.

2.2.1.2 Cost Cap Adjudication Panel

The Cost Cap Adjudication Panel (CCAP) is competent in the first instance in all disciplinary matters relating to the FIA Formula One Financial Regulations, the FIA Formula One Power Unit Financial Regulations, the FIA Formula E Financial Regulations, and the FIA Formula E Manufacturers Financial Regulations.

The CCAP comprises a panel of independent judges who will hear and determine cases of alleged breach of the abovementioned regulations that are referred to it by the Cost Cap Administration. Decisions of the CCAP may be appealed to the ICA.

2.2.1.3 International Court of Appeal

The FIA International Court of Appeal (ICA) is the highest judicial body for resolving disputes in motorsport under FIA regulations. It ensures rules are applied consistently and fairly across all FIA-governed motorsport.

The ICA’s jurisdiction is defined in the JDR. Four types of appeal can be brought before the ICA:

• Appeals against sporting decisions, such as stewards decisions for international competitions or national court of appeal decisions (only in the context of competitions forming part of an FIA Championship, Cup, Trophy, Challenge or Series) (Article 9.1.1 JDR);

• Appeals against decisions taken by the IT (Article 9.1.2 JDR);

• Appeals against decisions taken by the Cost Cap Adjudication Panel (CCAP) (Article 9.1.3 JDR);

• Appeals against decisions taken by an FIA body in relation to the interpretation or application of the FIA Statutes (Article 9.1.4 JDR), such as an affiliation.

More information on the FIA Courts, as well as their composition, rules and decisions, can be found on the FIA website: https://www.fia.com/fia-courts

2.2.2 Anti-Doping Disciplinary Committee

In compliance with the requirements of the World Anti-Doping Agency (WADA), there is a specific disciplinary committee for anti-doping matters, the Anti-Doping Disciplinary Committee (ADC). The ADC is invested with disciplinary power in the first instance over international-level drivers and other persons who are suspected of having infringed the FIA Anti-Doping Regulations (Appendix A to the ISC). For national-level drivers, the National Anti-Doping Organisation of the driver’s country has normally jurisdiction.

ADC decisions may be appealed before the Court of Arbitration for Sport in Lausanne (Switzerland). All decisions related to anti-doping which are still in force can be found there: https://www.fia.com/anti-doping-disciplinary-committee-andcas-0

2.3 ASNs’ judicial system requirements

There are disputes which arise from time to time affecting competitors, officials, promoters/organisers and ASNs which require adjudication or resolution, or disciplinary action. Therefore, ASNs need to establish a judicial system which has the

function of maintaining a system of law within the sport under its jurisdiction.

A judicial system interprets and applies rules and regulations on behalf of the ASN, and provides a mechanism for resolving disputes. The judiciary does not create rules and regulations but interprets and applies them to the facts of each case. It may anyway recommend changes to rules and regulations as a result of a hearing.

ASNs must pay particular attention to the following aspects of their judicial system:

Protests, appeals and right of review

Stewards are required to oversee the organisation/conduct of competitions, ensuring that they are conducted in accordance with the rules, and to protect the proper interests of all parties.

The protest, appeal and right of review proceedings against stewards’ decisions shall be duly documented within the ASN rules, notably as concerns the scope, the time limit, the format and fees specific to each proceeding. ASNs can use the ISC and the JDR as a reference to implement their own processes.

Disciplinary bodies

National Court of Appeal (NCA) (second instance) must be set up to review the decisions of the stewards. Members of national jurisdictions should have a wide range of skills and, as far as possible, demonstrate significant experience in legal matters. They should also be impartial and have no connection whatsoever with the parties to the case. Court members, like stewards, should always adhere to the highest ethical standards.

ASNs should establish and publish their own judicial and disciplinary rules. These rules should specify the role of each court (competence) and include all the details pertaining to the proceedings:

• The parties (anyone who could directly and significantly be affected by the decision to be taken);

• Submission of a case (notification, time limits, deposits, the irregularities which may result in the inadmissibility of the submission);

• Calendar of proceedings;

• Grounds;

• Hearings;

• Decisions;

• Costs;

• Etc.

The division of competences between the NCAs and the ICA can be summarised as follows:

• Exclusive competence of the NCAs to definitively hear appeals lodged against decisions of the stewards within the framework of the various National Championships.

• The ICA hears (i) appeals against decisions of the NCAs within the framework of FIA zone Championships, and (ii) appeals lodged against decisions of the NCAs within the framework of international series and Competitions run over several territories.

• Exclusive competence of the ICA to hear appeals against decisions of the stewards within the framework of any FIA Championship, cup, trophy, challenge or series.

The following table (Article 15.1 ISC) provides an overview of the body who has jurisdiction in case of appeal: Appeal within the framework of a competition

National court of appeal of the organising ASN (final instance)

Appeal within the framework of a competition Competent appeal court

15.1.2 Competition run over the territory of several countries (Article 7.1)

15.1.3 Zone Championship

15.1.4 International series

15.1.5 FIA Championship cup, trophy, challenge or series

2.4 Integrity policies and programmes

National court of appeal of the ASN that requested the registration on the International Sporting Calendar

National court of appeal of the ASN of the country in which that decision has been given

National court of appeal of the Parent ASN of the international series

International Court of Appeal (in accordance with the FIA Judicial and Disciplinary Rules)

Integrity in sport is multi-dimensional in nature. It encompasses the principles of fairness, honesty, level playing field and respect for the rules and other competitors. Similarly to many other international sports federations, the FIA has implemented three integrity programs, which are all managed by the FIA Legal Office:

• Safeguarding (Driven by Respect)

• Anti-Doping (Race True)

• Competition Manipulation prevention (Race against Manipulation)

These programs aim at raising awareness on these topics, ensure that regulations are clearly established, and provide for disciplinary proceedings in case of any breach.

2.4.1 Safeguarding: Driven by Respect

Safeguarding aims to promote the well-being and safety of all individuals involved in sports activities (especially children and vulnerable adults). This is why the FIA introduced in 2024 a comprehensive safeguarding policy. All information about this safeguarding policy and the FIA safeguarding program, Driven by Respect, can be found under the dedicated section of the FIA Website, Driven By Respect.

The FIA Safeguarding Policy covers the FIA World Championships, the FIA Motorsport Games, and any FIA-sanctioned or organised meetings (i.e., FIA Conference Week, FIA Congress, FIA Prize-giving Ceremony, etc.)

Under the FIA Safeguarding Policy, it is stated that all ASNs are encouraged to introduce their own accessible and understanding safeguarding policy. The ASNs’ safeguarding policies shall cover:

• (i) All the competitions which are not covered by the FIA and which take place within their jurisdiction, such as International Competitions and National Competitions and;

• (ii) Any incident occurring within the framework of motorsport in their country.

• A safeguarding policy is a set of rules aiming at:

• Defining the ASN’s standards for protecting participants in motorsport;

• Outlining the responsibilities of stakeholders in the implementation of safeguarding measures;

• Establishing clear reporting and case management procedures;

• Ensuring compliance with national legal and ethical obligations.

To assist ASNs in drafting their safeguarding policies and implement their safeguarding program, the FIA has created an ASN hub, accessible on the FIA website: https://www.fia.com/asn-hub. On this Hub, ASNs can find templates, check lists and resources. Additional tools may be added to the Hub from time to time.

All individuals involved in motorsport must understand how to report concerns and who to contact in case they are victim or witness of a prohibited conduct. To that end, it is strongly recommended that ASNs publish a report form, with free fields to fill in by the reporter. This form should be easily accessible from the ASN website and should offer the possibility to stay anonymous. A template report form can be found in the ASN Hub. Do not hesitate to adapt it to the specificities of your ASN! Other reporting means should also be offered: phone number, email address, contact person at events’ site etc.

Any question pertaining to the safeguarding topic can be sent to safeguarding@fia.com

2.4.2 Anti-Doping: Race True

As part of the global anti-doping movement led by the World Anti-Doping Agency (WADA), the FIA is also part of a worldwide movement for doping-free sport.

WADA is an international independent organization established in 1999 to promote, coordinate, and monitor the fight against doping in sport. Its mission is to ensure a level playing field for athletes by developing anti-doping policies (the World Anti-Doping Code notably) and standards globally.

The FIA adhered to the WADA Code on 1 December 2010. The provisions of the WADA Code are reflected under Appendix A of the FIA International Sporting Code. Articles 12 and 18 of Appendix A specifically pertain to the ASNs’ obligations as concerns anti-doping.

The FIA is responsible for the anti-doping program of international-level drivers (i.e., drivers taking part to a competition registered with the FIA International Sporting Calendar). At the national level, NADOs (National Anti-Doping Organisations) are responsible for implementing anti-doping policies and programs.

To further promote clean sport, the FIA introduced the Race True program, an educational and awareness initiative aimed at encouraging drivers, teams, and stakeholders to commit to fair competition (https://www.fia.com/anti-doping).

ASNs must implement anti-doping rules compliant with the WADA Code, Appendix A and the rules of their respective NADOs.

Most of their obligations regarding anti-doping are stated under Article 18 of Appendix A. Hereafter is a summary of these obligations, but ASNs are encouraged to refer to the ISC to ensure that they comply with all of them:

• Adopt and implement anti-doping policies and rules which conform with the WADA as well as with Appendix A;

• Include in their policies, rules and programs the provisions necessary to ensure that the FIA may enforce the FIA AntiDoping Regulations directly in respect of drivers and other persons under their anti-doping authority;

• Recognise, abide by and implement the decisions made pursuant to Appendix A, including the decisions imposing sanctions on Persons under their authority;

• Establish rules requiring each Driver and Driver Support Personnel preparing for or participating in a Competition or activity authorised or organised by an ASN to agree to be bound by the FIA Anti-Doping Regulations and to submit to the Results Management authority in conformity with Appendix A;

• Assist in the investigation of potential anti-doping rule violations;

• Report any suspicions of doping to NADOs, the FIA, or WADA.

Education is also a key aspect of anti-doping that ASNs have to take into account. ASNs should ensure all members complete anti-doping education, including topics like:

• Prohibited substances and methods

• Testing procedures

• Consequences of doping

To that end, the FIA offers several tools to ASNs:

A leaflet : this document contains a very short summary of what drivers and their entourage absolutely need to know about anti-doping and where to find additional information. This leaflet is available in digital format, for distribution via email and publication online. Download it here: https://www.fia.com/education-0 and do not hesitate to communicate it to your stakeholders, notably the drivers.

Partnership with the International Testing Authority (ITA): the FIA has entered into a partnership with the ITA, pertaining on several aspects of the anti-doping programme (testing, whereabouts management, therapeutic use exemptions management etc.). Education is also part of this partnership. Several tools provided by the ITA to educate the motorsport community are available for ASNs:

International Federations Webinar Series: The series consists of webinars covering the compulsory education topics set out in the WADA Code and the International Standard for Education. The sessions are delivered in English, with simultaneous translation in Arabic, French, Mandarin Chinese, Russian and Spanish. Each webinar brings together subject experts who share their experiences and insights on a wide array of significant themes within the clean sport landscape. The webinars are designed to be engaging and interactive, with polls, Q&A and chat options enabled for all participants. The FIA provides the ASNs with details and dates of the IF Webinar Series in due course, and ASNs are encouraged to invite their sporting communities to attend these important initiatives upon receipt of the information.

The ITA Athlete Hub: This website provides information on a variety of topics, supports the Athletes and Athlete Support Personnel with important administrative tasks such as advice on Whereabouts, and gives them access to a comprehensive collection of resources and video tutorials. Also, both the ASNs and their community can stay informed by checking the ITA’s posts and subscribing to the ITA newsletter for the latest updates on clean sport news.

The ITA Public Webinars: The ITA offers a 60-minute webinar monthly series on a key clean sport topic designed for drivers and their support personnel. The sessions are delivered in English, with simultaneous translation in Arabic, French, Russian and Spanish. Recordings can be found on the ITA Athlete Hub.

ADEL platform: Additional support may also come from WADA’s Anti-Doping Education and Learning platform (ADEL). It is freely available to anyone and hosts a range of e-learning courses, many available in multiple languages. ASNs shall encourage drivers, coaches, medical personnel and other support personnel to take advantage of this resource -- they simply need to register for a free account.

NADOs: ASNs are also required to work with their respective NADO on educational programs, a requirement as per Article 18.8 of Appendix A. The list of NADOs can be found on the WADA website: https://www.wada-ama.org/en/antidoping-partners/national-anti-doping-organizations-nados

Finally, ASNs shall be aware that alcohol is prohibited in competition in motorsport as per Appendix C to the ISC, and that tests on drivers and officials are therefore organised from time to time. Any positive result will lead to a disqualification or removal of duties, and additional sanctions (suspensions, fines) may be imposed depending on the concentration of alcohol found during the controls.

It is important that ASNs comply with their obligations under Appendix A. ASNs can be held accountable if they:

• Fail to enforce anti-doping rules;

• Allow banned athletes to compete;

• Do not cooperate with anti-doping authorities.

Non-compliance may lead to sanctions as detailed under Article 12 of Appendix A.

Any question pertaining to the anti-doping topic can be sent to anti-doping@fia.com

2.4.3 Manipulation of competitions: Race Against Manipulation

Sport, like any activity with a clearly defined “winner”, often attracts individuals or organisations looking to gain an unfair

advantage by manipulating competitions. To combat this, the FIA has developed a dedicated policy (Appendix M to the ISC) and created an e-learning module along with other useful resources, available there: https://www.fia.com/raceagainst-manipulation

Each ASN should be fully familiar with the content of Appendix M and understand the importance of preventing competition manipulation at the national level as well.

Summary of the prohibitions outlined in Appendix M:

No Competition Stakeholder (as defined in Appendix M) may:

• Be involved either directly or through an intermediary, place bets or gamble on a competition forming part of a competition, if they are involved in that competition, in particular by taking part in or being connected with such competition in any way;

• Offer or attempt to offer money or an advantage of any kind to improperly altering the result or running of a competition, or to influence the sporting performance of the participants;

• Offer or attempt to offer money or an advantage of any kind to obtain insider information on a competition with a view to realising or to allowing betting on the said competition, gaining an advantage or communicate with a third party the insider information.

Additionally, Competition Stakeholders and Organisers, to be controlled by a sports betting operator, nor to control a sports betting operator.

Summary of the obligations:

Under Appendix M, ASNs have the following obligations:

• In case an ASN is reported a suspicious activity or incident, it shall inform the national public authorities competent in the fight against manipulation of competitions. The ASN shall also inform the FIA on the follow-up measures taken on the basis of the information;

• Implement measures to guarantee the protection of whistleblowers;

• Implement awareness and training programmes for their stakeholders and report their actions in this regard to the FIA.

ASNs are encouraged to establish their own policies on all aspects of betting.

Any question pertaining to the manipulation of competitions topic can be sent to integrity-regulatory@fia.com

3. ASN Benefits from Affiliation with the FIA

Affiliation with the FIA is a partnership that unlocks comprehensive support across legal, technical, and developmental domains. It provides Member Clubs with the recognition, tools, and global network needed to grow motorsport at every level—from grassroots events to world championships. The benefits of this partnership are structured around six core pillars:

3.1 Enabling Motorsport with Confidence

The FIA provides the foundational governance and regulatory frameworks that allow ASNs to operate safely and effectively under an integrated international system.

• National & International Recognition: As an FIA member, an ASN is recognised as the sole organisation exercising the sporting power in its country. This grants it the authority to govern and regulate motorsport at a national level, with access to fundamental motorsport services and continual assistance from the FIA.

• Legal and Regulatory Frameworks: Members gain access to the International Sporting Code, FIA statutes, legal templates, and frameworks. This integrated system provides stable, universal standards of competency, organisational capacity, fairness, and a judicial process for all participants. Because the rules are stable and globally consistent,

participants can be confident that competitions are conducted with the same high standards of safety and fairness everywhere.

• Technical and Sporting Alignment: The FIA offers direct support to help align national championships with international sporting and technical regulations. This ensures that venues, vehicles, and officials conform to universal minimum standards, meaning the scrutineering of vehicles, the meaning of flag signals, and the overall conduct of a competition are similar in any member country.

• Safety and Compliance: ASNs receive expert guidance on circuit licensing, safety compliance, and the implementation of technical standards, backed by years of FIA data and research.

• Expert Advisory: The FIA provides advisory support on handling national-level documentation, disputes, and implementing integrity policies, drawing from a wealth of knowledge on technical, medical, and sporting issues.

• Access to Information and Services: Affiliation grants ASNs access to a wide range of information, including the Code and its Appendices, as well as FIA reports, data, and statistics. All regulations and resources are available on the FIA website and the FIA Networks platform.

3.2 Building Strong Foundations Through Training & Talent Development

The FIA is committed to empowering the people who form the fabric of motorsport through world-class training and educational opportunities.

• FIA University: In partnership with leading institutions like Columbia Business School, the FIA University offers executive programmes for leadership and specialised certificates for operational staff.

• Officials and Stewards Training: A High-Performance Pathway is available for officials and stewards, complemented by technical and safety training for scrutineers, medical teams, and safety delegates.

• Talent Development: The FIA Engineering Scholarship, in partnership with Cranfield University, offers a fully funded path into elite motorsport for talented students, especially those from underrepresented backgrounds.

• Accessible Learning: The FIA provides online, multilingual eLearning modules for key sporting and administrative roles, alongside regional workshops and mentoring plans.

• FIA Immersion Programme: This unique programme offers early-career professionals from Member Clubs an inside look at the FIA’s operations, fostering the next generation of motorsport leaders.

3.3 Fostering Growth and Accessible Participation

A shared priority is to increase participation and make motorsport more inclusive for all. The FIA supports members with programmes designed to bring motorsport to new communities.

• Clear Driver Pathways: The FIA’s structured system nurtures the advancement of drivers from the most basic forms of motorsport through to the various FIA World Championships. Drivers can commence their competitive life in karting, progress through national competition, and ultimately graduate to international events under rules and regulations that remain largely uniform.

• Grassroots Development Toolkits: Initiatives like ‘Motorsport in a Box’ and the ‘Affordable Cross Car’ project provide blueprints and guidance to develop national-level competitions using accessible materials.

• Entry-Level Programmes: The ‘FIA Rally Star’ and the ‘Global Karting Plan’ are designed to detect and nurture young talent, creating clear pathways into the sport.

• FIA Motorsport Games: This global event provides a unique opportunity for ASNs to showcase their national talent on an international stage.

3.4 Championing Sustainability and Inclusivity

The FIA is dedicated to creating a sustainable sport for everyone, recognising that innovations on the track can lead to wider change on our roads.

• Environmental Accreditation: The FIA supports all members in achieving at least One-Star Environmental Accreditation, with the goal of 100% compliance by the end of 2025.

• Flagship Social Impact Programmes: Initiatives like ‘Girls on Track’, ‘Rising Star’, ‘Careershift’, and ‘Disabled Motoring’ are designed to break down barriers and promote diversity.

• United Against Online Abuse (UAOA): This FIA-led campaign tackles online hate speech in sport by promoting education, awareness, and collaborative action.

• Safeguarding: An expanded safeguarding framework and anti-abuse campaigns ensure a safe and respectful environment for all participants.

• 3.5 Increasing Visibility on the Global Stage

• Membership connects ASNs to the global FIA family, providing access to a huge range of international platforms and opportunities.

• Global Network and Collaboration: Members have the opportunity to collaborate with other FIA-affiliated ASNs to run competitions and maintain a prosperous club system, sharing best practices and resources.

• Participation in Global Events: Members are invited to participate in FIA Conferences, the Annual General Assembly Week, the annual Prize-Giving Ceremony, and Regional Sport Congresses.

• FIA Guests Programme: ASNs have the opportunity to attend selected world championship events (e.g., F1, WEC, WRC) to network and experience top-tier motorsport.

• Leadership and Contribution: Members can join working groups, commissions, and pilot initiatives, contributing directly to the future of the sport.

• Global Recognition: The FIA provides tools and channels to grow a club’s presence and ensures its work is visible within the global FIA network.

3.6 A Two-Way Partnership: Member Responsibilities

FIA membership is based on mutual collaboration and a shared commitment to the sport. In return for the extensive support provided, the FIA asks its members for:

• Active Participation: Engaging in FIA programmes and regional exchanges.

• Transparent Governance: Ensuring timely and transparent compliance with all FIA standards.

• Implementation of Standards: Adopting and enforcing FIA regulations and best practices.

• Collective Progress: Contributing to the growth of the sport through peer collaboration and knowledge sharing.

4. FIA Family

4.1

FIA Foundation

• The FIA Foundation is an independent UK-registered charity that supports an international programme of activities promoting safety and sustainability in motor sport, and road safety, the environment and sustainable mobility. It was established in 2001 with a donation of $360 million from the FIA (monies generated from the lease of F1 for 100 years) and is governed by a Board of Trustees. Among its activities, the Foundation provides funding to the FIA for both

sport and mobility, the Global Institute, NCAP, IRAP, and also participates in various UN road safety and environmentrelated partnerships and is a member of the UN Global Road Safety Initiative.

4.2 Motorsport Funding Program

The FIA is committed to the global growth of motorsport and provides significant financial support to its Member Clubs through the Motorsport Funding Program. This program is designed to empower ASNs to develop motorsport in a safe, sustainable, and inclusive manner. Funding is available across several key pillars, including Motorsport Development, Safety, and Equality, Diversity & Inclusion. The program features multiple streams to support clubs at all levels, from subsidies for emerging markets to fund small, high-participation events, to larger grants for strategic projects. Furthermore, the FIA Presidential Development Fund provides targeted support for the implementation of grassroots toolkits such as ‘Motorsport in a Box’, Affordable Cross Car, and Esports initiatives. All applications are managed through the official FIA Grants portal, with the ultimate goal of doubling motorsport participation and strengthening the sport in every region.

CHAPTER TWO: ASN STRUCTURE AND MANAGEMENT 2

SECTION 1: GOVERNMENT RECOGNITION OF ASNS & RELATIONSHIP

WITH THE NATIONAL OLYMPIC COMMITTEE

1. PREAMBLE

Although not all countries, through their governments, recognise motor sport as a legitimate sport, it is indeed a genuinely wide-ranging sport, welcoming people from all backgrounds and catering for all shapes and sizes, notwithstanding the fact that it is one of the very few sporting activities that allow male and female participants to compete alongside each other in the same competition. There can be little doubt that motor sport occupies a position of significant importance on the international sporting landscape.

Furthermore, at national level, children are welcomed from the age of 12 in some disciplines (much earlier in Karting), creating a strong learning platform for skills that will serve young people well in later life - discipline, responsibility, risk management and teamwork, not to mention essential engineering skills. It is true that the nature of motor sport dictates that a certain level of equipment and apparel will always be required, but in many cases the costs of club level motor sport can be modest.

Motor sport contributes significantly to a nation’s community spirit by fostering a sense of social cohesion, a sense of identity, a feeling of belonging and a spirit of equality, and promotes the viability of volunteerism and increased participation as its cornerstone. It is worthy of government support.

2. SOLE RECOGNISED REGULATORY AUTHORITY

An ASN, having established itself as a democratic, fair, consistent and responsible organisation, should be recognised by its country’s government(s) as the sole national motor sport organiser wherever possible. As the governing body of motor sport in its region, the ASN is responsible for the governance and administration of all forms of motor sport in its country, controlling the technical and sporting rules across the various types and forms of motor sport. The ASN implements these rules, known in some countries as the ‘National Competition Rules’, to govern the conduct of motor sport in its country and ensure that the FIA rules are also observed.

Recognition by government is needed to prevent challenges to the ASN’s legitimacy and control of the sport, and in some areas this recognition may be required for the ASN to properly administer and conduct motor sport competitions in the country. Government recognition is strongly recommended because it helps to protect the ASN’s position and status in its country, particularly as government collaboration in certain regions or countries may bring financial and administrative assistance when conducting motor sport. In many countries the ASN is linked to the government through its Sport Ministry, Sports Council or Sports Department.

3. IMPACT OF LEGISLATION

ASNs need to work closely with government to clarify the degree to which legislation or political decisions impact on motor sport activity. Any proposed legislation needs careful review by an ASN to ensure that unforeseen or unintended impacts do not unreasonably compromise the conduct of motor sport activity. This is where the importance of continual dialogue and relationship management with government shows, as it is only through this continual interaction that an ASN can make positive impacts on government decisions.

The very nature of motor sport suggests that it is likely to encounter adverse consequences before most other sports, so the importance of a strong relationship with government is vital to be able to ensure that the interests of motor sport are considered and protected. Therefore, an ASN needs to develop close contacts with government on many important areas, including such issues as environmental impacts that affect the sport (including noise, use of high octane fuel, air pollution, waste, etc.), funding opportunities for sport, the control and regulation of cars (e.g. special allowances for competition

vehicles in registration, design and importation), rules and requirements for conducting large sporting competitions, and many more.

4. STRUCTURE FOR GOVERNMENT LIAISON

It is important to collaborate and liaise with government in a very structured manner, to ensure that a clear communication channel is established and respected. Ideally this would be achieved by having a limited number of experienced persons conducting the majority of contact. Depending on the structure of an ASN, it may be best that the senior executives and/or president are the sole people who approach the government.

5. GOVERNMENT FUNDING

Most governments have statutory authorities responsible for developing and funding sport within their countries, so as to develop sporting excellence and increase participation in sport. To be eligible for any support (including funding), ASNs will need to be recognised by the government. These statutory authorities will have a clearly stated position with respect to the governance of sporting organisations, and will be empowered to varying degrees to provide support to sporting organisations. It is important, therefore, that ASNs have their own clearly stated position with respect to their association with governments in order to be considered for government support.

6. RELATIONSHIP WITH THE NATIONAL OLYMPIC COMMITTEE

The goal of the Olympic Movement is to contribute to building a peaceful and better world via education, in particular among young people, through sport practised in accordance with Olympic values. It offers everyone involved an ideal framework to discuss the latest research, share experiences and learning, highlight successful practice and discover the latest trends, particularly in standards of governance, athlete welfare and anti-doping. Progress arises from sharing with the other members of the Movement.

The FIA is now recognised by the IOC, and the FIA strongly shares the Olympic sporting values as expressed by the IOC and aimed at developing a better understanding between communities worldwide. With this in mind the FIA affirms its commitments to respect the Olympic Charter, in particular:

• to establish and enforce, in accordance with the Olympic spirit, the rules concerning the practice of its respective sports and to ensure their application;

• to ensure the development of its sports throughout the world;

• to contribute to the achievement of the goals set out in the Olympic Charter, particularly in relation to the ongoing development of Olympic values and Olympic education.

The FIA invites all ASNs to become actively involved in their National Olympic Committee, and to respect and share the values of the Movement. Such involvement will bring more legitimacy for the sport with the countries’ governments. The FIA also strongly encourages all ASNs to become actively involved with their National (or Regional) Anti-Doping Organisation by encouraging them to include motor sport in their anti-doping activities (testing and education) and possibly by using education material produced by them.

4.

1. AUTORITE SPORTIVE NATIONALE (ASN)

The FIA formally recognises only one governing body for motor sport---referred to as the Sporting Power---in each country, covering all disciplines of motoring. This entity is solely accountable to the FIA and serves as its official representative for motor sport within that nation. It is tasked with ensuring that international regulations, as defined in the Code, are properly enforced within its jurisdiction.

ASNs may exercise this Sporting Power directly across their national territory through their Board of Management (refer to the ‘Structure of an ASN’ section), and the FIA must be kept updated on the composition of this board. By becoming members of the FIA, ASNs agree unconditionally to adhere to the FIA Statutes. This commitment is affirmed at the time of their membership application. They also pledge to implement within their country all general FIA regulations and related appendices. Additionally, ASNs must accept and enforce any rulings, decisions, or sanctions issued by FIA bodies such as the International Tribunal, the International Court of Appeal, the World Motor Sport Council, and the General Assembly. FIA members are required to provide the FIA Administration with a list of their affiliated organisations and notify them of any subsequent changes. Only those entities that comply with FIA Statutes and general regulations may be accepted as affiliates.

Delegation of Sporting Power

In special cases, and upon the recommendation of the World Motor Sport Council, the FIA General Assembly may approve a request from the current holder of the Sporting Power to delegate its authority to another organisation. This delegation can take the following forms:

• A full delegation covering all motor sport activities, assigned to a single organisation operating nationwide;

• A full delegation also covering all activities, but distributed among multiple organisations operating in designated regions;

• A partial delegation, limited to specific disciplines, granted to one or more organisations with nationwide jurisdiction for those activities.

2. ROLE OF THE ASN

Under the authority granted by the FIA, an ASN is entrusted with a wide range of responsibilities, including:

• Exercising its sporting authority in line with the International Sporting Code and following all directives and guidelines issued by the FIA;

• Overseeing and managing all major motor sport disciplines within the country, ensuring technical and sporting regulations are applied consistently across all categories;

• Holding exclusive rights to issue FIA international licences within its territory (excluding Super Licences and FIA Officials’ Licences);

• Fostering an environment that allows individuals to engage with motor sport as both a recreational and competitive pursuit;

• Collaborating with and supporting clubs, organisations, associations, groups, or individuals whose missions align with or support the advancement of motor sport;

• Working to elevate motor sport’s profile as a legitimate, widely respected and ethically grounded sport, while promoting fair play and the true spirit of competition;

• Ensuring the organisation is managed with professionalism and modern practices, encouraging personal development

and dedication within the sport;

• Creating and maintaining safety, technical, legal, training, and compliance frameworks, along with other intellectual property essential for the sport’s effective governance and development, and making these systems available to members, partners, and the wider community;

• Offering insurance programmes tailored to the needs of affiliates and members;

• Drafting, issuing, interpreting, applying, enforcing, and revising National Competition Rules (NCR) as needed for the governance of motor sport within the country;

• Issuing various licences and permits for competitors, officials, tracks/courses, and events in accordance with both the Code and NCR;

• Compiling and distributing an annual motor sport calendar, and coordinating the inclusion of international events in the FIA International Sporting Calendar;

• Establishing and managing a judicial and disciplinary framework for motor sport nationally;

• Promoting initiatives focused on safety, training, and education in both motoring and motor sport;

• Advocating for road safety and actively contributing to national road safety efforts;

• Taking into account public interest, environmental sustainability, and other national priorities when conducting its own operations and those of its affiliates;

• Ensuring all competitions it governs comply with national anti-doping standards, and that international-level events hosted within its borders meet the FIA Anti-Doping Regulations as outlined in Appendix A of the International Sporting Code.

3. GOVERNANCE OF AN ASN

For any sport to thrive, it must be built upon strong systems, clear rules, and established best practices. In motor sport, effective governance is a critical foundation for long-term success and continued development. The responsibility for maintaining and updating an ASN’s regulations falls to its Board and team of Directors. Their role involves not only responding to current needs but also anticipating future legislative and regulatory changes.

3.1. Why Governance Matters

Because every organisation varies in size, complexity, and operation, structures and systems must be adaptable to suit specific needs. However, this adaptability must be balanced with principles of accountability, transparency, and fairness.

Governance refers to the framework through which an organisation is guided and controlled. It requires strong leadership, ethical standards, and sound judgment. When properly implemented, good governance enables more informed decisions and ensures that activities and resource use are carried out responsibly and openly. Key components of governance include:

• Defining, steering, and overseeing the organisation’s strategic direction;

• Ensuring compliance with all legal and regulatory obligations;

• Enhancing organisational performance via the board-appointed management team;

• Creating effective systems of internal controls and accountability.

Governance influences how goals are formed and met, outlines how decisions are made, and determines how performance is measured and risk is managed.

3.2. The Value of Strong Governance

Implementing good governance can bring numerous benefits, such as:

• Robust risk management strategies;

• Organisational discipline through an effective board overseeing strategy and compliance;

• Continuity planning that reduces over-reliance on any single individual, mitigating risk in the event of sudden leadership changes.

3.3. Consequences of Poor Governance

Weak governance structures can arise from several issues, including:

• Lack of experience among directors;

• Conflicts of interest;

• Inadequate risk management;

• Poor financial oversight;

• Inefficient internal systems and reporting mechanisms.

When governance fails, it can breed distrust among stakeholders, lead to inefficiencies, resource duplication, and unresolved conflicts, and make organisations with weak or fragmented structures unattractive to corporate sponsors and investors---ultimately threatening financial sustainability. Such poor governance hinders the growth, participation, and success of the sport, undermining the strong leadership, strategic clarity, and investment necessary for progress; without a solid governance foundation, an ASN is unlikely to reach its full potential.

4. CONSTITUTION (SOMETIMES KNOWN AS “STATUTES”, “ARTICLES OF ASSOCIATION”, “MEMORANDUM OF ASSOCIATION”)

In most nations, sport and recreation are not exempt from the law, meaning ASNs and their affiliated bodies must comply with the same legal obligations as any other organisation operating within that country. A constitution serves as a foundational document outlining the core principles and established precedents that govern an organisation. It defines the identity and purpose of the entity, setting out the name, goals, governance structure, and operational procedures. When compiled into a single written document, a constitution lays out the rules by which the organisation functions, including how meetings are convened, the roles and responsibilities of office bearers, and how decisions are made.

A constitution can cover a wide range of topics and is typically divided into two key components:

• Rules, which form the core principles of the organisation and usually require a formal vote at a General Meeting to be amended;

• Regulations or by-laws, which relate to the day-to-day administration and can typically be modified by a Committee.

Incorporating an organisation and adopting a formal constitution generally means that the entity itself assumes legal responsibility for its actions. However, legal frameworks may vary from one region to another. Therefore, those in leadership positions should ensure they fully understand the legal implications of forming and operating an ASN within their specific jurisdiction.

5. STRUCTURE OF AN ASN

The management structures outlined below are intended as guidance to help ASNs establish effective governance. However, each ASN retains the autonomy to design a structure that best aligns with its needs, as long as it adheres to the requirements

of the International Sporting Code, which will ultimately shape the most suitable framework for the organisation.

An ASN’s core mission is to oversee, promote, and expand motor sport within its country. As a national governing body, it must support a broad range of stakeholders, which may include:

• Motor sport clubs or associations, whether or not formal affiliation is required;

• Operators of circuits or venues;

• Event promoters and organisers;

• Managers of specific categories or programmes;

• Officials;

• Competitors;

• Industry-related organisations;

• Sponsors and other financial backers involved in various branches of motor sport.

To fulfill its responsibilities effectively, an ASN needs an organisational structure that enables it to operate efficiently. This structure should be designed with consideration to factors such as available staffing and the specific needs of the organisation. One recommended model is a hierarchical system centred on a Board of Directors. This setup creates a clear distinction between strategic leadership and operational management, allocating specific responsibilities to appropriate parts of the organisation.

5.1. Board of Directors

The Board of Directors holds the ultimate responsibility for guiding the strategic direction of the ASN and overseeing all aspects of motor sport within its jurisdiction. It possesses full authority to make decisions and convenes as often as needed to manage its duties. The composition of the Board can vary depending on the ASN’s preferred governance model---it may consist of individuals with deep motor sport expertise, those with strong business backgrounds, or a balanced combination of both.

Board members may be elected as representatives of the motor sport community, and such processes should be clearly outlined in the ASN’s Constitution. Board members are typically connected to motor sport through either their professional involvement or the specific roles they hold within the organisation. They are expected to have solid knowledge of their area of responsibility. While many may serve in a voluntary capacity, compensation may be provided depending on the demands of their role.

The structure of the Board can allow for the appointment of additional Directors, subject to the provisions of the Constitution and based on the added value or expertise new members bring. The objective is to form a Board that reflects the needs of motor sport in the ASN’s country, with each member contributing a unique mix of skills in sport and business.

The powers and responsibilities granted to the ASN by the FIA---both executive and judicial---are to be exercised by the Board in accordance with the ASN’s Constitution (which must be made available to the FIA) and the National Competition Rules (NCR). The Board is also authorised to develop, adopt, publish, and amend the NCR and any additional regulations it considers necessary for the effective management of the ASN, the achievement of its goals, and the regulation of motor sport in the country.

5.2. Management

Creating an ASN Management Team is an effective approach to delegate responsibility for the daily operations of motor sport. This structure ensures that the tasks and expectations set by the Board can be properly executed through defined roles and responsibilities. Under this model, the Chief Executive takes charge of the ASN’s routine activities, supported by a team of Managers and Executives---scaled according to the ASN’s staffing capacity. It is important that this team ensures

the smooth and efficient running of the organization by covering essential operational areas such as:

• motor sport operations;

• commercial operations;

• corporate / administrative services;

• audit and finances; and

• legal matters.

Having a central office---whether staffed by permanent employees or volunteers---provides the necessary organisational and administrative infrastructure to manage key operational areas. This includes engaging with policymakers and government agencies, overseeing competition administration, issuing licences for competitors and officials, handling marketing and communication, managing insurance matters, and responding to daily inquiries from clubs, competitors, and officials.

The Management Team is entrusted with responsibilities such as driver qualification and certification, circuit safety across all types of venues, vehicle compliance and construction standards, overall safety regulation, legal and disciplinary processes, and the continued development of motor sport within the ASN’s territory. Individuals selected for management roles should possess relevant business expertise, and ideally, experience in motor sport. As with the Board of Directors, the goal is to assemble a team that brings together strong professional capabilities and in-depth knowledge of the sport.

5.3. Wholly-Owned Subsidiaries

An ASN may choose to establish subsidiary entities to manage large-scale events such as a Grand Prix, national championships, or other prominent competitions, with any profits generated being reinvested into the development of the sport. These subsidiaries can take various forms, including:

• Competition promoters, whose primary objective is to organise financially successful events;

• Circuit operators, responsible for overseeing daily operations of permanent racing facilities;

• Suppliers of equipment and services, focused on producing or delivering specialised products, consumables, or support services tailored to motor sport.

5.4. Category Management

An ASN can establish category management agreements with qualified competition promoters, granting them significant independence in managing a competition series. However, these promoters must adhere to specific compliance standards set by the ASN. As part of the agreement, the promoters are granted commercial rights to organise and operate a particular competition, championship, or series.

5.5. Commissions / Committees

In situations where the ASN lacks in-house expertise in particular areas of motor sport, forming Commissions or Committees can be an effective way to access specialised knowledge. These groups can help shape the strategic direction or provide technical guidance for specific facets of the sport. For instance, if the ASN does not have sufficient expertise to review and revise vehicle technical regulations, it could assemble a committee of knowledgeable individuals to assess key issues and recommend updates. This approach enables the Board of Directors to make informed decisions, drawing on the collective experience and insights of the Commission.

5.6. Affiliated Clubs / Associations

Motor sport clubs and related organisations---including event organisers, promoters, manufacturers, industry groups, suppliers, and sponsors---may be invited to formally register or affiliate with the ASN, based on criteria defined by the Board of Directors. This affiliation process helps align these various stakeholders with the ASN’s goals, ensuring their efforts collectively support the development and advancement of motor sport.

6. CONSULTANCY AND ADVISORY STRUCTURE

6.1. National Commissions

Commissions may be established to leverage the collective expertise of their members in managing specific aspects of the sport on behalf of the Board. This approach allows the Board to delegate certain responsibilities to capable individuals, enabling it to concentrate on broader strategic matters across the entire sport. These Commissions can operate independently within their designated disciplines, functioning transparently and democratically, and ideally including a Board representative at each meeting to maintain alignment.

Commission members are appointed by the Board, which often allows their proposals to be accepted with confidence and minimal resistance. Their role involves thoroughly examining and addressing issues within their specific domain. These groups may consist of volunteers from various branches of motor sport or specialists in particular fields. Membership can draw from a broad base of participants, including competitors, organisers, officials, and administrators, ensuring diverse and informed input from across the sport.

7. BUSINESS STRATEGY & POLICY

For an ASN to operate effectively and achieve long-term success, it must establish a well-developed business policy and strategic plan. This plan should be thoughtfully constructed and clearly communicated to the ASN’s stakeholders. It should outline the organisation’s goals over a defined timeframe and detail the strategies and actions required to accomplish them.

An effective strategic plan should address a wide range of key areas, including:

• Sound financial management and ensuring long-term viability;

• Growth and development of the sport, with a focus on engaging youth;

• Commercial opportunities and business development;

• Building and maintaining productive relationships with government bodies;

• Strong governance practices, including risk management and continuous improvement;

• Adherence to legal and regulatory requirements;

• Support for the sustainability of affiliated clubs and organisations;

• Encouragement of community-based sport and volunteer involvement;

• Educational and training initiatives;

• Environmental responsibility and promoting a sustainable future;

• Promoting road safety within the wider community;

• Enhancing the ASN’s communication and promotional efforts; and

• Addressing social and economic challenges that affect the motor sport landscape.

8. SPORT AMBASSADORS

An Ambassadors Programme can serve as a powerful initiative for an ASN, leveraging the influence and credibility of well-

respected individuals to inspire youth and enhance the sport’s public image, along with the ASN’s own reputation. These Sport Ambassadors are typically elite athletes who have reached significant success at both national and international levels. Their charisma and achievements enable them to connect with audiences---especially younger generations---and effectively communicate the ASN’s values and goals to the broader public. The role of an Ambassador is to promote key messages and initiatives within the sport or a specific discipline, focusing not only on success and achievement but also on reinforcing crucial messages around safety and responsible participation.

SECTION 3: ASN MANAGEMENT OF MOTOR SPORT

1. PREAMBLE

An ASN that is structured to effectively fulfill its mission plays a vital role within the motor sport industry. To remain effective, the ASN must strike a balance between long-term consistency and adaptability to shifts within the sporting and commercial landscape.

One of the ASN’s primary responsibilities is to oversee the sport within its national territory. This includes creating and maintaining the rules that allow motor sport to function at every level---from grassroots events to top-tier professional competitions. Ensuring that the sport remains fair and accessible involves the continuous development, publication, interpretation, application, enforcement, and revision of the National Competition Rules (NCR), as necessary for regulating motor sport across the country.

Event and competition oversight is achieved by reviewing and approving the regulations submitted by promoters and organisers, granting permission for events to proceed once all organisational standards have been met, and issuing the necessary licences for competitions, officials, and venues, in compliance with both the FIA Code and the NCR.

2. THE MAJOR PLAYERS IN MOTOR SPORT

Key participants who play leading roles in motor sport include:

• ASN Members -- These are individuals associated with the ASN, depending on how the organisation is structured. In membership-based models, they may belong to accredited or affiliated automobile clubs or associations. Members can engage in various capacities, such as competing in events, managing clubs, serving on commissions, committees or panels, officiating at races, or helping organise competitions.

• Competitors (at the national level) -- Individuals who take part in motor sport events, either for personal achievement or financial reward. This group includes drivers, co-drivers/navigators, and vehicle owners participating in competition.

• Circuit/Venue Operators -- These are entities responsible for managing motor sport facilities. They generate income by renting out venues for events or by promoting and hosting competitions themselves.

• Promoters/Organisers -- These groups or individuals plan and deliver motor sport events for profit or benefit. They may be private companies, individuals, clubs, or non-profit entities. Those linked to clubs often focus on providing access to motor sport for members and the broader community.

• Category and Programme Managers -- Category Managers are responsible for overseeing specific racing divisions under a licence granted by the ASN. They are allowed to capitalise on commercial opportunities such as sponsorship and broadcasting rights. Programme Managers typically run larger racing programmes that encompass multiple categories, forming commercial partnerships with individual category managers to deliver these events.

• Sponsors -- Sponsors contribute funding to help stage motor sport events. ASNs, event organisers, clubs, and competitors all benefit from strong relationships with current and potential sponsors. It’s essential for those seeking sponsorship to clearly define their needs and actively work to maintain sponsor interest and support.

• Manufacturers and the Motor Industry -- These can range from major car manufacturers to niche companies producing specialised components. They often compete in the sport to increase their market presence and promote their products---whether complete vehicles or specific parts---within the motor sport sector.

3. ASN MANAGEMENT OF MOTOR SPORT

The ASN serves as the administrative backbone of motor sport within its country. It allocates the necessary resources to maintain a well-functioning administration capable of overseeing all forms of motor sport activity, spanning multiple disciplines. These activities operate under the ASN’s authority to promote fairness, safety, and consistency at every level-

--from grassroots participation to elite professional competition. In addition to managing operations, the ASN is also responsible for training officials and supporting the regulatory and judicial bodies. This ensures that the sport is governed and conducted in a manner that upholds safety standards and maintains integrity throughout.

3.1. Sanctioning of Competitions

No motor sport competition may take place in an FIA-affiliated country unless the ASN of that country issues an organising permit---an official document authorising the event. This means that all competitions, regardless of their level or classification, must receive formal approval from the ASN.

Any event that is not conducted in accordance with the International Sporting Code or the rules established by the relevant ASN must be prohibited by that ASN. If a non-compliant competition is included within a permitted event, the permit itself becomes invalid. Additionally, Article 1.3 of the Code applies to any licence-holder who participates in such unauthorised competitions. It is essential for ASNs to ensure that their licence-holders are fully aware of their responsibilities under the Code. Failure to comply with these regulations may result in the withdrawal of licences from individuals or groups involved in organising or participating in unsanctioned competitions.

To support the sport’s effective governance and ongoing development, the ASN establishes and manages systems covering safety, technical standards, judicial matters, accreditation, training, and compliance. These systems, along with other key intellectual property, are made available to ASN members, stakeholders, and the wider community.

3.2. Safety

Motor sport is widely recognised as an activity that carries inherent dangers. Participants---including drivers, co-drivers, mechanics, and officials---face various risks, and spectators, who may be positioned near the action, are also exposed to potential hazards, sometimes with severe or even fatal consequences. This is why safety is a fundamental concern for the FIA and is treated with the utmost seriousness.

It is the ASN’s duty to embed safety into every aspect of its sporting regulations and National Competition Rules (NCRs). Safety must also be a central consideration in any development projects or initiatives undertaken by the ASN. Promoting a strong safety culture is essential for the sport’s continued viability. Such a culture communicates clearly that the ASN prioritises the well-being and lives of everyone involved. This is achieved through robust safety management systems and a solid administrative framework.

Establishing this culture requires that the ASN’s leadership, along with all officials and competitors, consistently back safety principles through both their actions and their messaging. A genuine safety culture should also be visible and acknowledged by external stakeholders, including government authorities, spectators, and the wider public.

The way of life, especially the general customs and beliefs of a particular group of people at a particular time.

The ASN should be focused on providing expertise to determine the safety processes, approving training courses for competitors and officials, and generally protecting the public’s interest. It has continuous access to, and support from, the extensive worldwide experience of the FIA.

3.3. Fairness

Given the intensely competitive nature of motor sport, it is essential that all events are conducted with fairness at their core. Competitions are governed by a structured set of rules, which include the FIA International Sporting Code, the National Competition Rules (NCR), and event-specific Supplementary and Further Regulations approved by the ASN. These rules are designed to ensure a level playing field and are made publicly accessible. They cannot be altered arbitrarily, allowing all participants to compete under clearly defined and consistent conditions.

Every competitor has the right to fair treatment. If a participant believes a decision has been made in violation of the rules, they have the right to lodge a protest. This begins at the event level with the Clerk of the Course or the Stewards and can escalate through a formal appeals process established by the ASN in line with the Code.

To uphold fairness, vehicles are examined by independent scrutineers to confirm they meet eligibility requirements for their specific category or class. These scrutineers are answerable solely to the event’s Clerk of the Course---not to promoters or sponsors---and their responsibilities must be clearly defined in the NCR. The NCR should also outline the specific roles and authority of each official involved in organising competitions. Key personnel such as scrutineers, timekeepers, and handicappers must be impartial, fully qualified, and free from any association that could create a conflict of interest, whether direct or indirect.

Additionally, fairness should be reinforced through anti-doping education provided to drivers and their teams. This can be supported using the FIA’s “Race True” tools, as well as resources from the country’s National Anti-Doping Organisation where available.

4. LEVEL OF COMPETITIONS

Competitions in motor sport are organised at various levels, each requiring specific types of permits issued by the ASN, as well as corresponding licences for competitors. These events are generally categorised as International, National, or Closed (Club) competitions. Additionally, both International and National competitions can include Restricted events, such as those limited to invited participants only.

4.1. International

An International competition is one that meets the FIA’s established standards for international safety, as outlined in the International Sporting Code. To qualify for international status, a competition must meet all of the following criteria:

• For international circuit events, the venue must possess a valid FIA homologation licence of a grade suitable for the type of vehicles participating;

• For international rallies, all relevant regulations of the Code must be fully adhered to;

• All participating competitors and drivers must hold the appropriate FIA international licences;

• The event must be officially included on the FIA’s International Sporting Calendar.

Inclusion on this calendar is subject to FIA approval and must be requested by the ASN of the country where the event is scheduled to take place. It is the responsibility of the ASN to enforce the international regulations specified in the Code. No driver, competitor, or other licence-holder is permitted to take part in any international event or championship unless it is officially listed on the FIA calendar and governed either by the FIA or one of its recognised Members.

4.2.

National

National competitions represent the next tier below international events and fall entirely under the sporting authority of the ASN within a given country. The ASN is responsible for regulating and organising these events, while ensuring they comply with the general provisions of the FIA International Sporting Code. All such competitions must be included in a national calendar maintained by the ASN.

Participation in a national competition is generally limited to competitors and drivers who hold licences issued by the ASN of the host country. However, the ASN may, at its discretion and in accordance with the Code, permit licence-holders from other ASNs to take part---provided any applicable restrictions outlined in the Code are observed.

4.3.

Closed

Club-level competitions are limited to participants who are members of the organising car club, and all entrants must possess the appropriate licences. However, in special cases, the ASN may authorise the involvement of multiple clubs in a single event.

5. TYPE OF COMPETITIONS (“DISCIPLINES”)

Motor sport includes a wide range of both tarmac and off-road competitions, varying from simple club-level events to toptier international competitions. The various types of these events are outlined in the FIA International Sporting Code.

6. ORGANISING PERMIT

It is essential for an ASN to formally approve every motor sport competition held within its country. All events must be conducted in line with the FIA International Sporting Code and the ASN’s National Competition Rules (NCR). The official means by which an ASN authorises an event organiser to hold a competition is through the issuance of an Organising Permit. This permit serves as confirmation that the organiser has met all the ASN’s requirements and is committed to delivering a fair and safe event. The Code outlines specific procedures for processing an Organising Permit, and the ASN must fully understand and adhere to these responsibilities when granting such approval.

7. REGULATIONS

Refer to Chapter Three: Organising Competitions -- Section 1: Rules & Regulations.

8. COURSES AND CIRCUITS

8.1. International courses

If a competition’s route passes through multiple countries, the organisers must secure the approval of each affected country’s ASN via their own ASN. While each ASN retains sporting authority over the portion of the course within its national borders, the ultimate authorisation for the competition is issued by the ASN responsible for overseeing the event and to whom the organisers report.

8.2. Approval of courses

The ASN must approve the choice of any competition course, assessing it based on established criteria designed to confirm its suitability and safety for the intended event. To support this evaluation, organisers should provide the ASN with as much relevant information about the course as possible.

8.3. International licence for a circuit or course

If an international race or record attempt is planned on a permanent or temporary circuit or course, the ASN must apply to the FIA for an international licence for that venue. The FIA, after consulting with the ASN, has the authority to deny or revoke the licence, but must provide a clear explanation for any such decision.

8.4.

National licence for a circuit or course

An ASN also has the authority to issue a national licence for a circuit or course and may establish specific rules applicable to that venue. These rules must be understood and followed by both organisers and competitors. The ASN can outline the necessary safety standards that the competition promoters or organisers must meet, either within the track licence or the organising permit. Additionally, the ASN may specify the required number and roles of officials and marshals, as well as set guidelines for how the event is to be conducted.

8.5.

Display of a circuit licence

While valid, a circuit licence must be prominently displayed at the venue to ensure that everyone involved in the competition is aware that the circuit has been officially approved and to highlight any conditions that apply to the event’s operation.

9. ESTABLISHMENT OF ASN TITLES

National Titles---such as Championships, Series, Cups, Trophies, or Challenges---are annual competitions held across various motor sport disciplines. These titles can only be organised directly by the ASN or by another entity that has received written approval from the ASN, such as an affiliated club or organisation. All such titles must operate under regulations that have been authorised by the ASN. They may consist of a series of events scheduled on a calendar or be held as a single competition. The conclusion of each title results in awards being presented to the top performers in each discipline, and the ASN should maintain records of these winners for historical reference. These titles play an important role in promoting excellence within motor sport and help elevate top competitors to the highest national and international levels.

10. DUTY OF CARE / OCCUPATIONAL HEALTH & SAFETY

The concept of Duty of Care refers to the legal responsibility held by individuals or organisations in positions of authority to take reasonable steps to ensure the safety of others. This principle is gaining increasing importance worldwide, and ASNs---supported by the FIA---may be required to comply with national health and safety legislation where applicable. In countries where such legislation exists, the ASN must implement operational protocols that acknowledge and manage, to the extent reasonably possible, its legal and ethical obligations to protect the health and safety of anyone affected by activities carried out under its authority.

Often linked to Occupational Health and Safety (OHS), Duty of Care also encompasses laws and systems designed to safeguard employees and other individuals from injury, illness, or death in the course of their work or when engaged in activities on behalf of others. Motor sport, while inherently risky, is not exempt from these responsibilities. ASNs must always prioritise the well-being of everyone involved---whether competitors, officials, mechanics, staff, volunteers, spectators, or members of the public who may be impacted by the sport. While motor sport carries potential dangers, it is essential that those involved take all reasonable measures to minimise the risk of harm to others.

11. RISK MANAGEMENT

ASNs must have a thorough understanding of the risks associated with motor sport in order to effectively implement measures that reduce both the likelihood and impact of those risks. Proper risk management is crucial not only for ensuring the safety

of all participants but also for maintaining the sustainability of the sport itself. Both the ASN and its affiliated organisations should apply structured and thoughtful risk management practices to all motor sport activities.

Although motor sport inherently involves danger, the key to managing that danger lies in effective planning and preparation. This enables organisers to control the level of risk exposure for everyone involved. Risk management involves identifying, analysing, and ranking risks, then allocating resources to reduce, monitor, or mitigate the chances and consequences of negative outcomes. Common risk management strategies include transferring the risk to someone better equipped to handle it, avoiding the risk entirely, minimising the severity of potential impacts, lowering the chances of the risk occurring, or, in some cases, accepting the risk and its possible consequences.

Risk management is a structured process made up of sequential steps that help improve decision-making by offering clearer insight into what might go wrong and how best to address it.

Things to consider in risk management are:

• What could go wrong?

• Who could be affected?

• How likely is it to happen?

• If it happens, how badly could someone get hurt?

• Who has talked about it?

• What can be done about it?

Targeted risk management consists of the following elements, performed, more or less, in the following order:

1. identify and characterise threats/hazards;

2. assess the vulnerability of critical assets to specific threats;

3. determine the risk (i.e. the expected likelihood and consequences of specific types of attacks/ hazards on specific assets);

4. identify ways to reduce those risks; and

5. prioritise risk-reduction measures based on a strategy.

Many countries have adopted a standard form for use in targeting risk assessments.

Targeted Risk Management Assessment Form

• When is the form completed?

⋅ When something unexpected happens;

⋅ When something turns out how it shouldn’t; When it is realised that something is dangerous or hazardous.

• Who completes the form and when?

ASN staff

Competition staff & officials

⋅ Event Organisers

Safety officers

Club members

The form may be completed at any time during the planning, set-up, conduct and dismantling of an activity.

The basic steps in using the form:

1. Consider and rank the likelihood of the risk occurring (A to D).

2. Using the matrix below, assess the consequences of the risk if it did happen (1 to 4):

1 -- where minor first aid is needed

⋅ 2 -- medical attention is required

3 -- long-term illness or serious injury will be the result

4 -- a death or serious disability may occur

RISK MATRIX CONSEQUENCE OF RISK IF IT HAPPENED:

A -- Almost

-- Possible

-- Unlikely

The risk score - action(s) required following assessment of risk: Having assessed the consequence of the risk, determine its severity:

| Extreme risk | Immediate actions required | | High risk | Senior Management (Senior Competition Official) attention needed | | Medium risk | Management (Organiser) responsibility must be specified | | Low risk | Manage by current procedures / continue current process |

RISK TREATMENT:

Use the hierarchy of control to decide what to do next:

Levels

Avoid <-- THE BEST OPTION

Example of decisions

Don’t do it!

Substitute Do something else

Isolate Do it somewhere else

Reduce by physical controls Put barriers around it

Reduce by admin warning and rules Put a sign in front of it

Use Personal Protection Equipment <-- THE WORST OPTION Wear earplugs while doing it

Completing the assessment Complete the IDENTIFIED RISKS section of the form with analysis which has been determined from the above steps. Any risk score of ‘Extreme’ or ‘High’ on the matrix should be further assessed with a group of experienced people.

Final stages of the process

• Audit the risk treatments and control:

⋅ Who makes sure it happens?

Who checks that it was done?

Who was notified about it?

• Consult -- note the names of who was involved in the assessment.

Post Event Check that your risk management process worked and that the hazards were correctly assessed. Be prepared to revise your TRA in readiness for future events.

TARGETED RISK MANAGEMENT ASSESSMENT FORM:

Event / Venue

Area / Location

Date

RISK MATRIX

Type of Work being performed

Management of spectator safety and vehicle movements Placement of officials

Consequence of risk if it happened

ACTIONS REQUIRED FOLLOWING ASSESSMENT OF RISK:

Extreme risk

High risk

Immediate actions required

Senior Management (Senior Event Official) attention needed Medium risk Management (Organiser) responsibility must be specified Low risk Manage by current procedures / continue current process

Note “Management” and “Official” are considered to be like terms See reverse for descriptions of Likelihood and Consequence outcomes

IDENTIFIED RISKS:

Description of identified Risk Likelihood (A-D) Consequence (1-4) Resultant Risk Controls / Treatment performed What has been done about it? Who will Implement? Who will Check? Who confirmed actions were / will completed

Example: spectator could be hit by debris from car

LIKELIHOOD/CONSEQUENCE

A -- Almost certain Action will probably occur numerous times or in many circumstances 4 - Major Consequence

B -- Likely Action may occur occasionally or in some circumstances

C -- Possible Action may occur in exceptional circumstances and has been know to occur elsewhere

D -- Unlikely Whilst theoretically possible is not known to have occurred

3 - Moderate Consequence

2 - Minor Consequence

1 - Insignificant Consequence

Death, permanent or extensive injury requiring hospitalisation to one or more people

Serious injury requiring hospitalisation; broken limbs or stand down for duration of event

Medical attention on-site or ongoing attention to injury may be required

Minor first aid, if at all. No ongoing medical attention

Significant hardship to Organisation

Significant rejigging of organisational plans required

Minor rearrangement of plans required to address the situation

Localised assessment of affected issue to be considered

POINTS TO REMEMBER:

What can cause injury or death ?

• Slips/trips

• Collapse of structures

• Dangerous or flammable Materials

• Electrical cables

• Heavy equipment

• Public access/egress/ behaviour

• Weather (e.g. Rain/Hail/ Wind/Thunderstorms)

• Projectiles

Four Risk Treatments

• Avoid: Don’t do the activity

• Treat: Reduce by use controls

• Accept: If low or if consequences can be tolerated

• Transfer: (Caution - not possible to transfer duty of care)

Levels of Control Methods

• Avoid <– Try to start here

• Substitute

• Isolate

• Reduce by physical controls

• Reduce by admin warning and rules

• Use Personal Protection Equipment <– Last resort

WHO DID YOU TALK TO IN ASSESSING AND IDENTIFYING THIS RISK?

Date

12. CRITICAL INCIDENTS AND GATHERING OF INFORMATION

A Critical Incident is one which results in:

• An injury (of significance) to a member of the public; or

• An injury to any person which is likely to result in a death.

For major events, it is essential that representatives from the Organiser, Promoter, and relevant Emergency Services (such as Police, Fire, and Ambulance) meet in advance to develop a coordinated response plan for potential Critical Incidents. This plan should clearly define the roles, responsibilities, and expectations of each party and be documented and distributed to all relevant officials before the competition begins.

If a Critical Incident does occur, the Organiser is responsible for activating the agreed plan and coordinating with other agencies to manage the situation. This includes ensuring that any injured individuals are transported to medical facilities whenever possible and, if needed, suspending or bypassing the affected portion of the competition to allow for official investigation. At fixed venues like race circuits, it is generally important to professionally manage and clear the scene promptly, following the agreed procedures, to allow the competition to resume if feasible.

Both the Organisers and the Stewards must prepare and submit detailed reports of the Critical Incident to the appropriate bodies within the ASN. Typically, all involved parties are willing to cooperate and share any materials or documentation they have gathered during the incident.

During such an event, the Clerk of the Course must appoint someone to lead the on-site response. This individual is responsible for managing the scene, including halting all clean-up efforts---except those needed to address injuries or fire---in order to preserve the area for evidence collection.

The appointed incident controller must also gather the following information on behalf of the Event Secretary for submission to the ASN following the event:

• Name & address of each casualty, and next of kin.

• ASN Injury Report completed and signed by Medical Personnel.

• ASN Vehicle Damage report on each vehicle, completed by the Chief Scrutineer.

• Details of where and when the car(s) were impounded.

• Exact date and time of the incident.

• The competition number/practice session/stage number in which the accident occurred.

• An exact description of the incident site in both writing and diagram -- include accurate measurements of distances relating to pertinent details.

• An accurate account of events leading up to the incident (from at least 20 seconds prior to until the time of the incident).

• A brief description of the response to the incident, including transport of any casualty to hospital, and time and detail of confirmation of death (if applicable).

• Name, position, and contact details of the person submitting the report.

• Name, position, and contact details of the Police Officer in charge of the investigation.

• Names, addresses and contact phone numbers for all parties directly involved with the incident (police, other competitors, officials).

• Names, addresses and contact phone numbers for witnesses to the incident -- at least three witnesses are needed if possible.

• Names and addresses and contact phone numbers of all medical personnel involved in the incident response.

• A statement by the Clerk of the Course describing the incident. Accurate times of incident and response(s) should be included in this report.

• An accurate report of the time and detail of medical personnel attending the scene of the incident, prepared by the Chief Medical Officer, including the time and details of commencement of transport of casualties or victims to hospital, and the time at which death was confirmed.

• Signed report by Chief Scrutineer, covering initial scrutineering, any other pre-incident scrutineering conducted and, where possible, post-competition scrutineering of any vehicles involved in the incident.

• Time and details of when death was publicly announced, and copies and details of other official statements made.

• Copies of the following (as appropriate):

⋅ Permit & Track Licence

Supplementary Regulations

⋅ Further Regulations

⋅ Any relevant Bulletins or instructions issued

Entry list

⋅ Entry Forms of competitors involved

Competition logs showing reports on vehicles/competitors involved

Log from Incident Co-ordination Centre if separate from competition log

⋅ Practice and race times relating to vehicles involved

Official Programme

Driver’s competition licence(s) of the driver(s) involved

⋅ Log book(s) of the vehicles involved

Photos when available

Photographs Photographs are a crucial form of evidence when documenting an incident. The incident controller should first check with any nearby photographers to see if they captured images of the incident or the area before and after it occurred. If a skilled photographer is available, they should be instructed to take detailed photographs of the scene, and those images should be handed over promptly. In the absence of a professional, an official should be tasked with taking the necessary photos.

These images should aim to clearly depict what occurred, the consequences of the incident, and any remaining evidence that could aid in the investigation.

• General scene of the incident, distance, close-up and from different angles. Some photos should show general infrastructure in the area, such as signs, trees, fences, barriers, etc.;

• Any tyre marks on track/course or verges and gravel beds, indicating directional movement of the vehicle, and skid marks;

• Damage to infrastructure, particularly with vehicle still in place;

• Debris in the area, with an object such as a matchbox or drink bottle as well to indicate size of debris;

• Trail of debris to indicate direction of vehicle, or of debris following impact. Any debris in a spectator area is particularly important.

13. JUDICIAL

Conflicts may arise from time to time between competitors, officials, organisers, promoters, or even the ASN, necessitating resolution, formal adjudication, or disciplinary proceedings. To address these situations properly, an ASN must have a judicial system in place that enforces a structured set of rules and ensures accountability within the motor sport activities it governs.

Disputes in motor sport may be the result of:

• conflicting interests between parties;

• disputes or disagreements between parties;

• breach of regulations by competitors or officials;

• breach of the conditions of a permit issued by the ASN;

• a charge being laid by the Clerk of Course or Stewards, or by the ASN, for disciplinary reasons; and

• competitor(s) aggrieved about the results of an event.

A judicial system functions to interpret and enforce the rules and regulations on behalf of the ASN, while also offering a formal process for resolving disputes. Its role is not to create new rules, but to apply existing ones to the specific facts of each case it handles. However, following a hearing, it may suggest modifications to existing regulations.

Judicial matters are addressed within the FIA International Sporting Code at:

• Article 12: Penalties

• Article 13: Protests

• Article 14: Appeals

JUDICIAL STRUCTURE There are four levels of the Judiciary:

1. Stewards’ Hearings (Protests)

2. Tribunal Hearings (Appeals)

3. National Court of Appeal (Appeals)

4. FIA International Court of Appeal (Appeals)

13.1. Stewards’ Hearings (Protests)

An ASN is responsible not only for establishing the procedures by which motor sport is carried out within its country, but also for ensuring that these procedures are consistently and correctly followed. This is achieved through a system of oversight and inspections, a role primarily carried out by Stewards. Once appointed by the ASN, Stewards are tasked with supervising the organisation and execution of competitions, ensuring they are run in accordance with the established rules and protecting the legitimate interests of all involved parties.

Ideally, each event should have at least two, and preferably three, Stewards in attendance. To support this, the ASN should establish a panel of Stewards whose roles and responsibilities include:

• upholding all areas of ASN Policy and Rules;

• exercising the powers delegated to the Stewards to ensure that the sport is conducted safely, fairly and with social responsibility;

• ensuring that the Stewards are seen as representatives of the ASN at all authorised activities and that each motor sport competition is conducted safely and within the rules and regulations;

• accurately and promptly reporting to the ASN on the implementation of the rules and regulations; and

• conducting hearings of protests or appeals that may be lodged at an event.

Any party that feels wronged has the right to file a protest. Such a protest must be submitted in writing, clearly outlining the reasons for the complaint, addressed to the Stewards, and accompanied by a protest fee as determined by the ASN.

A protest can be withdrawn before being heard, in which case the fee is fully refunded. Typically, if a protest is upheld, the fee is returned to the protestor. If the protest is denied, the Stewards may retain the fee and forward it to the ASN. In cases where the protest is deemed baseless, frivolous, or intended to cause disruption, the Stewards may impose an additional penalty on the person lodging the protest.

The ASN should establish specific time limits for filing protests, which may vary depending on the competition’s nature or level. For instance:

• A protest concerning an entry or the competition route may need to be submitted at least two hours before the start of the event to allow time for proper review;

• A protest against a scrutineer’s decision may be required immediately after the ruling is issued to ensure timely resolution;

• Protests regarding incidents during a competition may need to be filed within 30 minutes of the event’s conclusion to avoid disrupting final results;

• Objections to the official results may need to be submitted within three days of their publication to prevent long-term delays in finalising standings.

If a protest involves the inspection of a vehicle or equipment, the item in question must be secured and impounded until the Stewards give permission for its release. This ensures that evidence is preserved and accessible. If the Stewards cannot resolve the issue, it is escalated to the ASN. Any costs associated with the inspection may be charged to the protestor if the item is found to comply with the regulations.

Protests are usually heard during or shortly after the competition by the Clerk of the Course or the Stewards, with involved parties allowed to present witnesses. If a party fails to appear, a decision may be rendered in their absence. If an awards ceremony takes place while a protest is unresolved, any prize won by the competitor in question should be withheld until a decision is made. If the protest could influence the event’s final standings, organisers should release only a provisional classification, holding back all awards until the matter is fully resolved.

13.2. Jurisdictions (disciplinary and appellate bodies)

ASNs should establish a structured judicial system comprising various courts, including:

• A National Disciplinary Tribunal to handle disciplinary issues in the first instance (this does not affect the authority of the Stewards);

• A National Court of Appeal (NCA)¹ to review decisions made by the Stewards or the National Disciplinary Tribunal. Members of these courts should possess a diverse skill set, ideally with substantial legal experience. They must remain impartial and have no ties to the parties involved in any given case. Like Stewards, court members must uphold the highest standards of ethics at all times.

ASNs should develop and publicly share their own judicial and disciplinary regulations. These rules should clearly define the jurisdiction of each court and detail all procedural elements, including:

• the parties (anyone who could directly and significantly be affected by the decision to be taken)

• submission of a case (notification, time limits, deposits, the irregularities which may result in the inadmissibility of the submission...)

• calendar of proceedings

• grounds

• hearings²

• decisions³

• costs

• etc.

¹ The National Court of Appeal (NCA) is the final court of judgement empowered to settle any dispute which may have arisen between its sole licence-holders on its own territory (the decisions of the NCA may be appealed against before the FIA International Court of Appeal if a foreign licence-holder is involved in a dispute, in accordance with Article 15 of the FIA International Sporting Code). ² This section should be in line with the core principles of the Right to a Fair Hearing. ³ This section should expressly state that reasons must be given for decisions.

13.3. National Court of Appeal (Appeals)

An ASN should establish a National Court of Appeal, also referred to as a High Court, as a component of its judicial structure. This court should be composed of individuals---who may or may not be members of the ASN---appointed to serve in this capacity. Typically, appointees are legal professionals such as judges or lawyers, chosen for their impartiality, experience in evaluating evidence, and familiarity with legal rules and procedures necessary to carry out judicial responsibilities.

The National Court of Appeal acts as the highest authority within the ASN for resolving disputes related to competitions or actions conducted under the ASN’s authority. It serves as the final appellate body for motor sport matters within the country, except in cases where Article 14 of the FIA International Sporting Code provides for appeal to the FIA International Court of Appeal.

Any party dissatisfied with a decision made by an Appeal Tribunal has the right to bring their case before the National Court of Appeal, including---but not limited to---on matters such as:

• disciplinary action taken by the ASN;

• any ruling, direction or decision taken by an ASN being ultra vires (‘beyond its powers’) or unconstitutional; and

• a hearing of any appealed decision by a National Appeal Tribunal.

An appeal must be formally submitted to the Court within a timeframe set by the ASN, and all involved parties must be informed of whether the appeal will be accepted or rejected within that period. When submitting an appeal, it must be accompanied by the appropriate fee as defined by the ASN. The Court has the authority to waive, reduce, or increase the

penalty or decision being appealed, but it does not have the power to order that a competition be run again. Additionally, the Court may assign costs related to the handling and preparation of the case itself but will not consider any personal expenses incurred by the parties involved.

13.4. FIA International Court of Appeal (Appeals)

Motor sport’s final appeal tribunal, the FIA International Court of Appeal, is established under the FIA Statutes and the Code. It has been established as an independent body with its own administration detached from the main structure of the FIA. Judges are appointed for a term of three years by the FIA General Assembly and come from different countries. The prerogatives, composition and operating procedure of the FIA International Court of Appeal are defined in the FIA Judicial and Disciplinary Rules approved by the General Assembly.

SECTION 4: LEGAL & INSURANCE

1. PREAMBLE

Sport and recreation organisations, including ASNs, carry a range of responsibilities toward their employees, volunteers, officials, participants, spectators, and at times, members of the general public. When these responsibilities are not properly fulfilled, the organisation and its representatives may be held legally accountable for actions taken or neglected---this legal accountability is referred to as liability.

ASNs must regularly evaluate and update their planning practices, operational procedures, and regulatory frameworks. Adapting to new developments and improvements in how the sport is governed is essential, and attention should be given to procedures introduced by the FIA or by other ASNs that may offer valuable guidance.

Given the inherently risky nature of motor sport---often classified alongside adventure or extreme sports---it is vital that ASNs set an example by promoting safe and ethical practices while also understanding and complying with their legal duties. Organising a motor sport event brings with it a number of legal responsibilities, starting with clearly defining the rules and regulations and ensuring proper management of the competition itself.

This section is intended as a general guide to help identify areas where legal risk may arise. It is not a substitute for legal counsel. ASNs should seek professional legal advice tailored to their specific regional and national legal frameworks.

Key legal areas to consider include:

• Organisational Structure and Legal Status;

• Competition Ownership;

• Contracts and Agreements;

• Licences and Permissions;

• Disability Issues;

• Equal Opportunities;

• Data Protection;

• Insurance.

2. INSURANCE

2.1. Preamble

Many individuals do not realise that their existing insurance policies often exclude coverage for sporting activities, leaving them unprotected. In cases where athletes are able to obtain insurance specifically for their sport, it is typically accompanied by very high premiums.

An ASN should take steps to ensure that appropriate insurance coverage is accessible to all individuals and organisations participating in motor sport under its authority. While the ASN does not have to act as the insurer itself, it can serve as a facilitator by connecting participants with a reputable and qualified insurance provider within the country.

Elements of insurance cover that should be catered for in motor sport include the following:

• All competitions conducted under an ASN organising permit are covered by public liability insurance;

• Personal accident insurance covering any licensed drivers, navigators, pit and service crews, officials and other nominated persons whilst participating in events, competitions, or practice for which an ASN permit has been issued;

• A general policy which covers third party liability, professional liability, directors’ and officials’ liability.

As part of its broader regulatory and coordination responsibilities, an ASN should include insurance as a key service

offering. Doing so demonstrates the ASN’s commitment to ensuring the long-term sustainability and viability of the sport, while also reflecting its Duty of Care toward participants and stakeholders. As an example an ASN-developed national insurance programme could be arranged to cover the sport’s interests in the following areas:

A: Recommended Insurance Cover

• Public & Products Liability with Professional Indemnity;

• Personal Accident - National group programme (and optional individual top-up cover);

• Professional Indemnity.

B: Optional Insurance Cover

• Life Insurance;

• Directors’ & Officers’ / Association Liability;

• Race Car and Trailer (static and transit);

• Tools;

• Personal Travel insurance;

• Club property.

2.2. Recommended Insurance Cover

Public & Products Liability If someone causes injury to another person or damage to property through negligence, they may face legal action for compensation. For this reason, ASNs must arrange public liability insurance to protect clubs that organise competitions from potential legal claims. It is important for ASNs and insurers to collaborate in providing suitable insurance coverage tailored to the different types of competitions that organisers may host. As part of fulfilling its responsibilities, an ASN should also ensure that it issues the appropriate organising permits to competition organisers.

Extent of Cover An ASN’s insurance policy should provide coverage for organisers and officials against potential liability for injury to third parties or damage to their property resulting from incidents during a competition. This coverage should extend across all stages of the event---from initial setup through to the final pack-down---and include all activities in between. The policy should also protect those responsible for managing the event, as well as competitors and the owners of the venue or land where the event is held.

Social Activities The insurance policy should additionally provide coverage for member clubs against legal liability to third parties resulting from social events, including functions such as award presentations, social gatherings, and similar activities.

Automobile Damage It is important to note that liabilities arising from the use of automobiles on the public road would not generally be insured under an ASN’s public liability policy, and this would usually require a separate insurance arrangement outside of the ASN.

Private Land/Landowners Local laws may grant specific rights to private landowners, so it is important to confirm the scope of insurance coverage when a competition is held on private property. These arrangements should be clearly agreed upon in advance of the event.

Excesses Insurance policies often offer substantial financial or other forms of coverage for incidents; however, they typically include an ‘excess’ payment. This is a set amount that the claimant is required to pay when making a claim, usually intended to cover the administrative costs associated with processing the claim.

Contractors A contractor is typically defined as an individual or company hired to perform specific tasks or services on behalf of an organisation. In the context of motor sport events, this may include personnel responsible for venue setup, food vendors, or entertainment providers. Insurance policies issued in connection with ASN-permitted competitions generally do not cover contractors for liabilities arising from their own negligence. Therefore, contractors are usually expected to carry their own insurance tailored to their particular services. Similar to arrangements with landowners, the scope of a

contractor’s insurance should be reviewed and mutually agreed upon before any work begins.

Personal Accident Insurance Personal Accident Insurance offers financial benefits to individuals who sustain disabling injuries during motor sport activities. This type of coverage should be included by the ASN as part of its permitting and licensing framework.

Officials Many officials perform their roles in close proximity to the competition, placing them at a higher level of risk. Since officials volunteer their services, it is essential that all recognised officials at events sanctioned by an ASN permit are covered under the ASN’s insurance policy. To ensure eligibility for benefits under the personal accident insurance, each official must be clearly identified as such.

**Competitors/Pit Crew** Competitors inevitably face risks due to the nature of motor sport, but an ASN can mitigate these risks by requiring that all participants hold appropriate licences. Furthermore, once competitors officially enter an event, they should be automatically covered by a personal accident insurance policy.

Professional Indemnity Insurance Professional Indemnity Insurance offers protection to motor sport clubs and their members against claims resulting from negligent actions, advice, instructions, or omissions. It covers breaches of professional duty that impact third parties and applies to events held under an ASN-issued permit, as well as to guidance given by any member, official, or volunteer acting in an official motor sport capacity. This type of insurance should be included within the ASN’s permit and licensing system.

2.3. Optional Insurance Cover

ASNs, through their insurance agents, may choose to offer their members further insurance options.

Voluntary Workers Insurance Voluntary Workers Insurance provides protection for volunteers who suffer disabling injuries due to an accident, including those that occur while traveling to or from club meetings and events. This coverage applies to all volunteer workers associated with car clubs affiliated with an ASN.

Race Car Insurance An ASN may establish an insurance programme specifically for competitors’ race vehicles used in its sanctioned competitions. Such a programme would help cover repair costs in the event of an incident, but it must be supported by clear guidelines detailing how the policy is to be activated and applied.

3. LEGAL STATUS

In many countries, one of the key decisions a club or organisation must make during its formation is choosing its legal structure. Often, a club will not be recognised as a legal entity in its own right unless it is formally incorporated under the laws of that country. Therefore, it is essential for both ASNs and their affiliated clubs to examine their legal responsibilities and available options under national business law to ensure they are protected from potential legal claims and liabilities.

4. DUTY OF CARE / NEGLIGENCE

Unlawful or harmful actions by a club or organisation affiliated with an ASN can potentially expose the ASN to legal consequences. To help prevent this, the ASN should offer comprehensive training on Duty of Care for its members, affiliated clubs and their members, licensed officials, and office-bearers. Duty of Care refers to the legal obligation to take reasonable steps to avoid causing harm to others. When a foreseeable risk is identified, appropriate measures must be taken to mitigate it. This concept is fundamental to Occupational Health and Safety (OHS) and Workplace Health and Safety (WHS) standards.

In an ASN’s country, authorities may consider a sporting activity to be a ‘workplace’, resulting in:

• a general duty of care on employers of the workplace to ensure the health, safety and welfare at work of all employees and others who come into the workplace;

• the employer’s responsibility to ensure that all reasonably practicable measures have been taken to control risks against all possible injuries arising from the workplace;

• the employer’s duty of care applies to all people in the workplace, including visitors, contractors etc.

• a general obligation on designers, manufacturers and suppliers of plant and substances for use by people at work to ensure that their products are not a risk to health and safety when properly used, and to provide information on the correct use and potential hazards associated with the use of the products in the workplace;

• a general obligation on employees to take care of others and cooperate with employers in matters of health and safety. An employee must also cooperate with the employer or other person so far as is necessary to enable compliance with the relevant OH&S/WHS Act/ Regulation; and

• as workplaces can have significant risks to health and safety, employers who are in control of the workplace are required to organise their workplace and their work systems to ensure people at work are not put in harm’s way.

Given the risk that Duty of Care and actions in contravention of this notion entail, it is vital for an ASN to understand its obligations in this area.

5. CHILD PROTECTION

In many countries, Child Protection Acts---or safeguarding laws---have been introduced and carry important responsibilities for all sport and recreation organisations. These laws typically require that anyone involved in child-related roles, whether paid or volunteer (such as team or group leaders), must declare that they are not a prohibited person---such as someone with a conviction for a serious sexual offence. Anyone working or volunteering with children or vulnerable adults should be subject to a background check. It is the responsibility of employers and volunteer-based organisations, including clubs, to ensure that all relevant staff and volunteers have applied for and completed the necessary checks.

Given that motor sport does allow for children to be involved, an ASN and any clubs need to:

• identify and classify the risks that may be harmful to a child or vulnerable adult; and

• take steps to effectively manage any situations that may occur.

As far as doping controls are concerned, a specific procedure needs to be followed when the driver to be tested is a minor.

6. CONTRACTS / AGREEMENTS

ASNs and their affiliated clubs may enter into contracts or agreements for delivering services or managing activities within the realm of motor sport. It is essential that they understand the legal implications and requirements associated with these arrangements to ensure compliance and protect all parties involved.

6.1.

Contract

A contract is a legally enforceable agreement between two or more parties in which they commit to performing or refraining from specific actions. It represents a mutual exchange of promises that the law recognises and upholds. For a contract to be valid, all involved parties must willingly enter into the agreement with the intention of forming a legal relationship over a lawful subject matter, and the terms must be realistically achievable.

It is important to recognise that many components of organising motor sport activities involve contractual arrangements. For instance:

• applying for and obtaining a Permit to conduct a motor sport competition creates a contract between the organiser and an ASN;

• issuing Supplementary Regulations for a competition and accepting an entry creates a contract between the club/ organiser and the competitor.

6.2. Agreement

An agreement is a mutual understanding between parties, which may be written or verbal, and often relies on the good faith and integrity of those involved rather than legal enforcement. When organising a motor sport competition, numerous agreements must be made with various stakeholders such as sponsors, funding bodies, venue operators, suppliers, competitors, staff, and officials or volunteers. To avoid misunderstandings and ensure clarity, it is crucial that all agreements are documented in writing so that each party is fully aware of their roles and responsibilities.

6.3. Licences and Permissions

Venues, concessionaires, and subcontractors will often be required to obtain specific licences or approvals from their country’s relevant regulatory or governmental authorities before a competition can proceed. These licences may include:

• Public Entertainment Licence;

• Sale of Goods Licence;

• Sale of Alcohol Licence;

• Building Control/Temporary Structures Permission;

• Planning Permissions;

• Road Use and Closures Permission; and

• Environmental Use Permission.

6.4. Agreements with Key Partners

Before launching any activity or competition, it is crucial for the ASN or event organiser to identify the key partners involved and clearly understand their expectations. A formal written contract should be in place, clearly stating what each party is expected to deliver. For example, a car manufacturer might agree to supply a specific number of ‘official cars’ for the event in return for sponsorship benefits or ticket allocations. It is essential that all parties fully understand the terms of the contract prior to signing, as failure to meet contractual obligations may lead to the partner’s withdrawal from the agreement.

6.5. Sanctioning

An ASN must clearly understand its role and responsibilities when it comes to hosting or overseeing competitions. Typically, the ASN grants official approval---known as ‘sanctioning’---to organisers wishing to run a competition. This sanctioning is generally necessary for all national and international events conducted under the ASN’s regulations.

The primary aim of sanctioning is to ensure that the event is delivered in accordance with standards set by the ASN. In exchange for providing this official approval, the ASN may require the organiser to pay a financial contribution, which could take the form of a fixed fee, a capitation fee based on participation, or both.

Sanctioning provides the requisite authority to run/host a competition. It may also provide additional benefits to the competition organiser such as access to:

• public liability insurance cover from the ASN;

• use of nationally and internationally recognised logos, titles and awards.

7.1. Preamble

Intellectual property (IP) refers to creations of the mind: inventions, literary and artistic works, symbols, names, images, and designs. Common types of IP rights include copyright, trademarks, patents and industrial design rights. The assets of ASNs will generally primarily be protected by copyright and trademark rights. IP rights are subject to a limited duration of protection, depending on local laws.

A) What IP Rights can be identified?

IP Rights can be related directly to the ASN as a legal entity, or to properties owned by the ASN. Rights related to the ASN as a legal entity may relate to the ASN’s name or logo for example, whereas rights related to properties of the ASN may pertain to the different aspects thereof: competitors, competition organisers/promoters’ rights, licensing/merchandise, media rights, sponsorship, PR, marketing, communications and hospitality.

• A copyright protects creative expressions that are substantial and concrete, meaning that such expressions have been tangibly expressed (e.g. an idea as such is not protected). National competition rules, regulations, training manuals, licence certificates, audiovisual material, marketing materials and logo artwork produced by or on behalf of ASNs may be protected by copyright.

• A trademark may consist of anything which may be recorded in graphical format including without limitation words, logos, letters, numbers, sounds or even colours; traditionally marks have tended to take the forms of names or logos. Titles and trademarks relating to the ASN itself or to properties owned by the ASN (championships, challenges, series and major competitions) may be protected by trademark rights. Agreements with competition organisers or local promoters, licensing/merchandise, media rights, sponsorship, PR, marketing, communications and hospitality are facilitated through and may benefit from trademark protection.

B) Why is IP important?

• The intent of copyright is to promote the creation of new works by giving authors control over and profit from them. By copyrighting your ASN’s materials you ensure protection and potentially a return on investments.

• Trademarks help you distinguish your products and services from those of competing organisations and help identify your ASN as the source of goods or services, thus preventing marketplace confusion. Consumer choices are constantly influenced by trademarks. Trademarks are a very economically efficient communication tool; they can wrap up in a single brand or logo intellectual and emotional attributes and messages about your organisation, reputation, products and services and your members’ lifestyles, aspirations and desires. Moreover, trademarks can work effectively across borders, cultures, and languages.

National championships can be an important asset and a potential source of income for ASNs. It is prudent to enter into clear agreements with all stakeholders, including competitors, local organisers, sponsors and service providers in order to prevent rights clashes and to ensure that your ASN maintains control over all IP aspects of its championship. Particular attention can be paid to the creation and/or exploitation of trademarks, the exploitation of results and audiovisual material.

C) What is the protection range in terms of geography and duration?

• While many aspects of national copyright laws have been standardised through international copyright agreements and treaties, the copyright laws of most countries have some unique features. Typically, the duration of copyright is the whole life of the creator plus fifty to a hundred years from the creator’s death, or a finite period for anonymous or corporate creations.

• Trademarks can be registered on a national or international basis. If your country is a signatory to the Madrid system for international trademark registration this enables your ASN to benefit from a centrally administered system with the possibility of obtaining a bundle of trademark registrations in separate jurisdictions, based on a national filing. In addition, it is possible to register a European Union Trade Mark which, once registered, is protected in all member states of the European Union. Caution should be exercised when defining the jurisdiction where a trademark is filed. In

some jurisdictions a trademark registration can be attacked on the basis of non-use if it has not been used in the territory at issue within 5 years following its registration.

D) How can I protect my ASN’s IP?

• Some jurisdictions have required formalities to establishing copyright, but most recognise copyright in any completed work, without formal registration. In the event of the creation of new artwork (such as for example a logo) by a third party, it is important to ensure that all copyright in and to the logo artwork is transferred from the author of the logo artwork (typically a design agency) to your ASN. This can be done by signing copyright assignment documentation that complies with local law requirements. Once the relevant copyright assignment has been made, your ASN, as the legal owner of the logo, can protect its logo on the basis of copyright.

• Common law jurisdictions such as Great Britain and the USA do not require registration of a trademark in order for the trademark owner to be entitled to protection in that jurisdiction provided that the trademark is actually used. However, to err on the side of caution, registration is to be recommended in any jurisdiction. Registration can occur in any of the classes of the International Classification for Goods and Services. Depending on the ASN’s activities classes 16 (paper and stationery), 25 (merchandise), 28 (games and playthings), 35 (advertising, business management), 38 (radio and television broadcasting services), 41 (organisation of sporting activities) and 42 (mechanical research in the field of sport) may be of interest.

Before filing a trademark for registration it is important to ensure that the trademark in question is:

• sufficiently distinctive in order to be accepted by the relevant trademark authorities. For example, attempting to register the word “CARS” as a trademark for cars will be refused because such term is devoid of any distinctive character for the goods concerned. For jeans, however, “CARS” is a perfectly acceptable distinctive trademark;

• not identical or confusingly similar to an existing trademark. A local trademark agent can help you perform a global trademark search in order to identify what prior rights may exist.

Once a trademark filing has been made, a trademark watch notice can be implemented, which provides notices regarding similar third party trademark filings, enabling you to consider whether any opposition needs to be filed against such third party trademark application within the time limit provided.

Conclusion: It is recommended that ASNs study this important area of management, determine strategies to protect their IP and seek legal advice on how to proceed in order to optimise return on protection investments. In view of the national character of intellectual property laws, advice should always be sought from a local IP expert.

SECTION 5: SOCIAL RESPONSIBILITY OF AN ASN

1. MOTOR SPORT IN THE COMMUNITY

An ASN serves as the exclusive authority appointed by the FIA to oversee and regulate motor sport within its country. Its core responsibility is to ensure the sport is conducted with a focus on safety, fairness, and social responsibility, in alignment with the FIA International Sporting Code. The ASN’s role includes ensuring that all motor sport activities under its jurisdiction are well-organised and reflect positively on the sport at the international level.

Motor sport stands as a symbol of technological advancement and holds considerable societal value, contributing to areas such as road safety, education, and risk management. In this context, the FIA is dedicated to upholding the highest standards in how the sport is run, and expects ASNs worldwide to actively support this mission.

Sustainability is a key focus for the FIA, which evaluates the sport’s environmental impact based on five criteria: carbon footprint, human footprint, water usage, ecosystem quality, and the effect on natural resources and human health. These form the foundation of the FIA’s broader environmental strategy for motor sport.

Previously part of the FIA Institute’s safety initiative, the FIA’s Sustainability Programme now operates independently. A central element of this effort is the Environmental Accreditation Scheme, which provides a structured framework and incentives for improving environmental performance across the sport. This builds on the FIA’s established work in eco-friendly regulations and automotive policy, and reinforces its ongoing commitment to sustainable innovation in motor sport.

As the national governing body, an ASN is responsible for fostering the growth and development of motor sport. This development benefits individuals who are mechanically inclined and interested in a sport that, while requiring significant skill and focus, is not solely reliant on physical fitness. At the grassroots level, motor sport appeals to a wide audience--from those who participate for the social experience to those pursuing a professional career. The sport attracts people from diverse backgrounds, united by a shared passion for cars and their capabilities.

A key duty of an ASN is to create a safe and structured environment in which this inherently risky activity can be enjoyed responsibly. This stability stems from the ASN’s formal governance structure, built-in safeguards, and a system of delegated democracy. Rules and regulations must be applied fairly and consistently, without arbitrary changes or influence from individuals with vested interests. Governance should be carried out by impartial entities free from financial ties to competition outcomes.

Social responsibility is the ethical obligation of individuals and organisations to contribute to the greater good of society. This duty can take a passive form---by avoiding actions that cause harm---or an active one---by engaging in initiatives that promote positive social impact. Several considerations arise when aiming to act in a socially responsible manner, which will be addressed in the following sections.

2. ABUSE

• ASNs must adopt a zero-tolerance approach to any form of abuse or aggression directed at officials, marshals, spectators, or competitors. Any such misconduct must be met with the strictest possible penalties to uphold safety, respect, and integrity within the sport.

• ASNs are to expect all participants in motor sport at all times to:

• abide by the FIA and ASN regulations;

• respect the decisions of competition officials;

• treat all competitors, marshals and officials equally with respect;

• maintain the highest standards of driving behaviour;

• conduct themselves in a proper manner at all times and always behave in the best interests of motor sport; and

• make every effort to minimise the impact of their activities on the environment around them.

3. BETTING

Sport, like any activity generally with a defined ‘winner’, tends to attract interest from individuals or organisations who wish to exploit the activities to make financial gain in the form of betting and gambling. An ASN should understand its position with respect to betting, and whether it wishes to control this side of the sport so as not to negatively influence the activities of its sport. Below is a summary of the FIA’s ruling on betting as listed in the Code, and ASNs are encouraged to establish their own policies on all aspects of betting.

“No person holding an FIA licence and no staff member of the organiser of an international competition registered on the International Sporting Calendar may:

• either directly or through an intermediary, place bets or gamble on a competition forming part of a competition registered on the International Sporting Calendar, if they are involved in that competition, in particular through taking part in or being connected in any way with it;

• may offer or attempt to offer money or an advantage of any kind to influence significantly the results of a passage of play or of a competition forming part of a competition registered on the International Sporting Calendar, or to influence the sporting performance of the participants;

• may offer or attempt to offer money or an advantage of any kind to obtain privileged information on a competition registered on the International Sporting Calendar with a view to realising or to allowing the realisation of a betting operation on the said competition before the public is aware of this information.”

4. CHILDREN / YOUNG PEOPLE

An ASN holds both a moral and legal duty to ensure that, when its affiliates are responsible for young people and vulnerable adults, they provide the highest standard of care. To uphold this responsibility, the ASN should develop and enforce a comprehensive Safeguarding Policy, along with clear guidelines for its members. These measures should promote and maintain safe, responsible, and ethical practices in working with young individuals involved in motor sport.

5. CULTURAL EXPECTATIONS / CODE OF BEHAVIOUR

Codes of Conduct in sport define the standards of behaviour expected from everyone involved in community sport and recreational activities, while also clearly identifying unacceptable conduct. An ASN should establish a region-specific Code of Behaviour to reflect these standards. This Code should serve as a clear and consistent framework outlining acceptable professional conduct, setting expectations for both the ASN and its affiliates. It should also address broader ethical responsibilities and promote a culture of transparency, accountability, and integrity within the sport.

The key priorities of the culture change process that need to be pursued are:

• senior management accepting responsibility for setting direction and accountability;

• establishment of clear goals to provide direction in the key areas of implementation;

• universal recognition that a formal risk management system is an integral part of good management practice;

• acknowledge that everyone is responsible for their own and others’ safety;

• raising awareness of the impact of legal and sporting requirements on officials and other stakeholders;

• appropriate communication/promotion of safety in order that it becomes part of normal company interactions; and

• a structured and targeted campaign focusing on identified risk and/or activities.

6. EDUCATIONAL PROGRAMMES (YOUNG PEOPLE / WOMEN / VOLUNTEERS)

To support the continued growth and success of motor sport within its region, an ASN should develop initiatives aimed at increasing participation and enhancing the overall impact of the sport. The goals of these development programmes should include nurturing driver talent, expanding the car club network to attract young members, creating more opportunities for people to engage with the sport, and encouraging the development of both personal and driving skills. Motor sport also fosters critical values such as teamwork and mutual respect among competitors---qualities often more prominent in this sport than in many individual disciplines.

In collaboration with FIA Programmes, ASNs should implement education-focused policies, targeting key areas such as:

6.1 Volunteers/Officials

The Safety Training Programme for volunteers/officials aims to facilitate increases in competency levels of officials from around the world. To achieve this goal, the FIA Institute previously developed a Best Practice Framework, which is now being utilized by the FIA to accredit ASNs which adopt the framework, develop and roll out a training infrastructure, and conduct a number of knowledge sharing activities. Also, through its new Volunteers and Officials Commission, the FIA intends to develop a platform for all officials, set in place an accreditation/licensing system and actively work on how to encourage more people to become officials and how to retain them.

6.2 Young Drivers

The FIA Young Driver Safety Programme is designed to enhance safety awareness among young motor sport competitors while supporting their development on the international stage. To achieve this, a best practice framework was established, along with the launch of a global mobile development academy in 2010. The academy’s curriculum covers essential areas for driver growth, including building a career in international motor sport, physical and mental preparation, media relations, and securing sponsorship. Graduates of the programme are expected to serve as ambassadors, promoting the programme’s core messages---particularly those focused on safety. Additionally, the FIA has established a Drivers’ Commission, following recognition by the International Olympic Committee (IOC). This body provides a platform for drivers to engage with the FIA and contribute to discussions on key issues such as safety and career development pathways.

6.3 Women

The FIA’s global membership includes both women and men, each playing an equally important role in the sport. To promote gender equality, the FIA---through its Women in Motorsport Commission---is committed to supporting, encouraging, and advancing the involvement of women at all levels of motor sport. Women are already making significant contributions to the sport in various capacities, such as organising events, managing clubs and associations, timekeeping, marshalling, and other essential support roles. While motor sport is one of the few disciplines where men and women can compete directly against one another, women currently represent only a small percentage of licensed competitors, highlighting the need for greater inclusion and representation.

7. HEALTH INITIATIVES

An ASN needs to develop programmes that create awareness of health initiatives associated with motor sport so that competition organisers, officials, volunteers, competitors and crews understand the causes and effects of issues such as:

7.1

Dehydration

Competitors, pit and service crews and officials from time to time find themselves in hot, humid and sometimes poorly-

ventilated environments. Hydration awareness programmes, aimed at increasing education and awareness of dehydration and heat illness so that participants can take simple steps to minimise the risks of dehydration during hot or humid weather, are essential. IMPORTANT: the drivers and their entourage should be made aware that the use of intravenous infusions is prohibited in certain cases, as explained in the FIA Race True Anti-Doping Key Facts booklet (see Chapter 6 -- Safety, Section 8 on anti-doping).

7.2 Fatigue

Physical or muscular fatigue, as well as mental fatigue, can be considered to be important factors affecting performance in motor sport. The ability to concentrate and maintain control of a vehicle for long periods of time can largely determine the outcome of a motor sport competition. To prevent mental and physical fatigue, participants need to minimise the effects of dehydration, ensure they are at a suitable level of fitness for the competition in which they will be competing, and train and prepare for the activities they will be undertaking in a competition. This also applies to officials and volunteers, particularly when they are officiating for long periods of time and/or periods of relatively intense concentration.

7.3 Noise (Hearing)

It is widely acknowledged that there are extreme noise levels in various disciplines of motor sport, and this is an unseen and sometimes overlooked danger in motor sport. People who spend a lot of time in a noisy environment can become so accustomed to it that they may become unaware of the damage that is being done to their health. Prolonged exposure to high decibel levels can lead to loss of hearing, or tinnitus (ringing in the ears) which in acute form can have disastrous effects on health.

7.4 Nutrition

Fitness in motor sport is often overlooked. A base level of fitness is very important for the stamina required to drive and concentrate at maximum level throughout a competition, even one conducted over a short period of time. A well-rounded, nutritional diet should be followed by those involved in motor sport to ensure that appropriate energy levels are maintained. Specific needs depend on the amount and type of activity undertaken, but nutrition is very often overlooked by participants (both competitors and officials) in motor sport. IMPORTANT: the drivers must be reminded that nutritional supplements (pills, gels, etc.) carry several risks -- for example, they may not fully list the ingredients contained or may be contaminated (see Chapter 6 -- Safety, Section 8 on anti-doping) The packaging of dietary supplements does not always mention the substances they contain (and they can therefore contain prohibited substances).

8. DATA PROTECTION AND PRIVACY CONCERNS

Personal data means any information relating to an identified or identifiable natural person (“data subject”), for example an individual’s name, (email) address and telephone number. As established legal entities that have a membership and that issue licences, ASNs are likely to process personal data in some way or another. In this capacity, ASNs function as a socalled “controller” of data, and they need to abide by their national data protection laws.

Whilst almost all countries have laws which govern data protection matters, laws differ from country to country. In Europe data protection laws have been harmonised at European level. Member states of the European Union have agreed that personal data may be processed only if: a. the data subject has unambiguously given his consent; or b. processing is necessary for the performance of a contract to which the data subject is party or in order to take steps at the request of the data subject prior to entering into a contract; or c. processing is necessary for compliance with a legal obligation to which the controller is subject; or d. processing is necessary in order to protect the vital interests of the data subject; or e. processing is necessary for the performance of a task carried out in the public interest or in the exercise of official authority vested in the controller or in a third party to whom the data is disclosed; or f. processing is necessary for the purposes of the legitimate

interests pursued by the controller or by the third party or parties to whom the data is disclosed, except where such interests are overridden by the interests for fundamental rights and freedoms of the data subject which require protection.

Data protection concerns exist wherever uniquely identifiable data relating to a person or persons is collected and stored, in digital form or otherwise. In some cases, these concerns refer to how data is collected, stored, and associated. In other cases, the issue is who is given access to information. Another question that may arise is whether individuals have any ownership rights to data about them, and/or the right to view, verify, and challenge that information.

European Union Member States guarantee that every data subject has the right to obtain from the controller: a) without constraint at reasonable intervals and without excessive delay or expense: * confirmation as to whether or not data relating to him is being processed, and information at least as to the purposes of the processing, the categories of data concerned, and the recipients or categories of recipients to whom the data is disclosed, * communication to him in an intelligible form of the data undergoing processing and of any available information as to its source, * knowledge of the logic involved in any automatic processing of data concerning him at least in the case of automated decisions; b) as appropriate the rectification, erasure or blocking of data the processing of which does not comply with European data protection law, in particular because of the incomplete or inaccurate nature of the data; c) notification to third parties to whom the data has been disclosed of any rectification, erasure or blocking carried out in compliance with (b), unless this proves impossible or involves a disproportionate effort.

It is recommended that ASNs verify their national data protection law and contact local counsel and/or their national data protection authority, in order to establish policies on this subject matter and to ensure that their personal data processing is in accordance with their national laws.

9. ROAD SAFETY

Motor sport is all about having fun behind the wheel, but it is essential to recognise that there is a place for competitive driving, and it is not on the public road. Motor sport competitions need to be well organised, regulated and fully insured, and most importantly there need to be restrictions in place to ensure that no other road users and unauthorised persons are near the competition area.

Even the very best drivers know that normal roads are not the place to demonstrate their supreme driving skills, and this is a message that the sport must to take to the public. Through exciting motor sport competitions and current drivers acting as road safety ambassadors, the sport can connect with the difficult-to-reach group of people whose actions on the roads are a significant risk to themselves and others.

For those who choose to get involved, motor sport can develop their driving skills, improve their attitude and importantly offer the chance to get the adrenalin out of their system in a safe and controlled environment. Young people can start driving in many disciplines well before they are able to legally drive on their country’s public roads.

The FIA’s Action for Road Safety is a global campaign, focusing the federation’s resources on helping its member organisations around the globe to educate and advocate for safer roads, vehicles and behaviour, and importantly to reduce traffic-related deaths and injuries throughout the world.

In 2011, Michelin and the FIA signed a partnership agreement which fostered the international Golden Rules campaign as part of the FIA’s Action for Road Safety. This campaign illustrates the special relationship between driver and vehicle: a combination of pleasure and responsible behaviour. It outlines the key safety rules that everyone should be aware of.

Central to the campaign are the ‘10 Golden Rules for Safer Motoring’ which are a set of simple tips intended to help motorists improve their driving behaviour. These rules are intended to assist motorists in reaching a golden standard of motoring and to remind them of their responsibilities to themselves, their passengers and all other road users. ASNs are encouraged to participate in the Golden Rules campaign, which is featured on the FIA website.

10. ENVIRONMENTAL SUSTAINABILITY

(*carrying out activities in a way that does not negatively impact future generations)

The FIA has developed an Environmental Sustainability Programme aimed at helping motor sport stakeholders worldwide to adopt best practice in sustainable sport, and to measure and enhance environmental performance. The goal is to introduce clear and consistent environmental management into motor sport and to provide stakeholders with a framework against which to assess their activities. To achieve this aim, the FIA has developed a sustainability strategy to be reflected in its global governance of motor sport, and has launched a set of web-based guidelines, documents and tools.

10.1 Environmental Accreditation Framework

A management tool that helps ASNs, teams, circuits, manufacturers and promoters to improve their environmental performance.

• Firstly, the FIA has created an accreditation guidelines document for its stakeholders;

• Secondly, the FIA has provided a best practice framework for those stakeholders who wish to adopt the guidelines;

• Thirdly, the FIA has developed a self-accreditation checklist which enables stakeholders to determine their baseline level in terms of environmental performance.

10.2 Carbon Offset Initiative

A module enabling stakeholders to calculate, manage and offset emissions and to achieve carbon neutrality as part of a wider set of environmental actions. These are based on a number of internationally recognised environmental standards and guidelines.

10.3 Environmental Management Systems in General

Environmental management systems (EMS) cover a number of issues, all of which continually need to be considered by stakeholders. Regulatory requirements need to be imposed, as well as training and guidance programmes developed so as to implement and manage the following*: Management areas:

• The organisation and senior management demonstrate a clear commitment to environmental management.

• Clearly defined environmental objectives and targets are established.

• Communication, training and consultation on environmental issues are carried out.

• Compliance with relevant environmental regulatory requirements is demonstrated.

• Environmental performance is measured and monitored.

• Processes for internal auditing, documentation and record keeping are established.

• Key environmental impacts are identified and managed. Impact areas:

• Energy use is reduced.

• Water consumption is reduced.

• Waste management is demonstrated.

• Issues related to ground and water pollution are identified and managed.

• Environmental impact of design processes and materials procured is minimised.

• Environmental impacts related to transport are minimised and mitigated.

• Biodiversity and heritage impacts are identified and mitigated.

• Noise-related impacts are identified and mitigated.

• Air quality impacts are identified and mitigated.

• Carbon emissions are monitored, managed and reduced.

*From the Accreditation Framework

SECTION 6: ASN MEDIA & PUBLIC RELATIONS / PROMOTION & COMMUNICATIONS

FIA Communications Support

The FIA Communications Department is here to support ASNs with the communication and promotion of their events, activities and achievements. This guide provides practical advice and best practice related to the most successful methods of communication with local and national media as well as social media to place and promote stories. We recommend ASNs build a strong working relationship with national media contacts to assist in the placement of stories and editorials. The FIA Communications Team can assist in the publication of relevant news articles on the FIA website and in our internal newsletters. This can be useful to raise the profile of national and regional level events to the FIA family. To suggest a news story, please contact your Regional Coordinator who will advise on the support we may be able to provide.

1. MEDIA RELATIONS

Media relations involve working with external communicators for the purpose of informing the public of an ASN’s mission, policies, achievements and practices in a positive, consistent and credible manner. In practice, this means coordinating directly with individuals responsible for producing news, features or other influential content across both traditional and digital platforms (e.g. journalists, editors, broadcasters, influencers and content creators). The goal of media relations is to maximise positive, accurate coverage without paying for it directly through advertising.

Establishing and maintaining long-term relationships with those who influence audiences plays a central role in media relations. Trust can be built with journalists, editors and influencers through sustained engagement, and once established, they are more likely to consider and use information provided by an ASN. This trust significantly increases the likelihood of securing coverage that is accurate, relevant and favourable to the ASN.

The definition of media now extends beyond traditional outlets. Influencers, digital publishers and online communities can, in some cases, achieve reach and impact equal to or greater than established newspapers or broadcasters. These voices often shape public perception among younger demographics and specialist communities. ASNs should exercise discretion in determining which creators are relevant and credible partners. Factors such as the size of their following, the level of engagement they generate, and the alignment of their content with motor sport should be assessed. Not every creator will warrant the same level of access as accredited journalists; however, those with demonstrable influence should be treated with the same professionalism, including access to accurate information, credible spokespeople and opportunities to share exclusive content.

Engagement Practices

Effective engagement with media representatives depends on a clear understanding of their areas of focus. To establish productive relationships, ASNs should:

• Review past publications or content to identify relevant themes and interests.

• Target outreach to those whose coverage aligns with the ASN’s mission and activities.

• Use professional channels to initiate contact (e.g. official ASN email accounts or social media profiles).

• Invite media representatives to ASN events.

• Arrange private briefings or meetings to provide updates on the ASN’s work.

Positive relationships with media and influencers can benefit an ASN in several ways, such as by:

Increasing public awareness of the ASN and its activities.

Supporting recruitment of members, competitors, officials and volunteers.

Informing stakeholders of the ASN’s achievements and objectives.

Raising awareness of issues aligned with the ASN’s priorities.

Enhancing the profile of ASN spokespeople and positioning them as experts in their field.

Portraying the ASN and its work in a positive light.

Summary

Media relations is about building long-term, trusting relationships with journalists, editors and influencers to secure accurate and positive coverage without paying for it. By targeting the right voices, treating them professionally, and offering valuable access, ASNs can strengthen their profile and reach. Build trust with journalists and influencers through consistent engagement.

Key Takeaways:

Target outreach to those whose work aligns with your activities.

Use official channels and professional approaches when making contact.

Invite media to events and offer briefings or updates.

Treat credible influencers with the same professionalism as accredited journalists.

2. PUBLIC RELATIONS

Public relations is the practice of securing attention, building credibility and shaping public opinion. Its tools include social media, publicity, advertising, lobbying public officials, and any other method that communicates a desired message to the public. Most practically, however, it is about getting stories in the media. Both through social media and by getting newspapers, radio, television and influencers to accept stories or messages.

Various types of public relations include:

• Business public relations -- communicating business strategy and direction.

• Consumer/lifestyle public relations -- generating interest in motor sport activities and events.

• Crisis communication -- responding effectively in times of risk or emergency.

• Internal communications -- ensuring consistent communication within the ASN.

• Government relations -- engaging constructively with government departments and agencies.

• Digital and social media relations -- building engagement through online platforms and direct-to-audience content.

• Reputation management -- monitoring and protecting the ASN’s public image.

• Thought leadership/advocacy -- positioning ASN spokespeople as credible experts in their field through commentary, interviews and participation in public forums.

Public relations can include publicity campaigns, speaking opportunities, media releases, newsletters, blogs, podcasts, press kits, video and audio news, social media campaigns and outbound communication to media and influencers. Examples of how this can be achieved include:

• Securing coverage for the ASN in newspapers, magazines, television and radio.

• Issuing media releases to announce major developments or achievements.

• Creating newsletters to inform internal stakeholders, members and officials of changes within the ASN.

• Sharing reactive statements during crises or following incidents at ASN events.

• Correcting false or misleading information that could damage the reputation of the ASN.

• Hosting accredited media representatives at ASN events and facilitating interviews.

• Producing tailored content for platforms such as TikTok, Instagram, YouTube, X (formerly Twitter) and Facebook to communicate directly with audiences, build communities and reach younger demographics.

• Using social media to amplify traditional media coverage (e.g. sharing television interviews online).

• Providing spokespersons for expert commentary in mainstream or specialist media outlets.

• Organising press briefings, online Q&A sessions or podcasts to highlight ASN initiatives.

Summary: Public relations uses media, social platforms and direct outreach to shape public opinion, strengthen reputation and highlight achievements. From crisis communication to government relations, PR helps ASNs position themselves as credible, visible and engaged with wider society.

Key Takeaways

• Public relations are important to build connections with businesses, political groups and other sectors.

• Content is usually centred around a single issue that you would like to gain awareness of or secure support for.

• Communications are normally focused on personal connections, meetings and media interviews.

3. COMMUNICATIONS

Communication is the process of informing different audiences of the information, updates and achievements of your organisation. ASN’s main audiences are:

• Linked or affiliated motoring clubs

• Competitors

• Media

• Officials

• Competition organisers

• Spectators and fans

• Promoters

• Governments

Effective communication keeps everyone informed of what is going on within the ASN and gives everyone the opportunity to hear about the hard work you undertake in your country. It allows the ASN to respond quickly and effectively to issues, it provides a shared vision for the motor sport community and it can ensure that accurate information is communicated to everyone.

When considering the organisation of an event, effective communication can provide vital publicity whilst also shaping the narrative and message behind the event’s purpose and mission. In a sport where there is a great diversity of audiences, from varying disciplines and levels of involvement, communicating widely and accessibly is key to maximise coverage and impact.

For internal communications such as bulletins, club magazines or newsletters, focus on involvement, participation and community building to ensure everyone feels part of the achievement or story. Link articles back to the importance of the ASN and look forward to future events or opportunities to get involved.

For external audiences and in particular news releases, it is important to develop a media list and connection with journalists across national and local publications. Sport journalists are key players in the promotion and reporting of events but also consider other trade journalists who may provide coverage to new audiences. For example, if you are launching an education programme, consider reaching out to education journalists as well as sport journalists. Or if you are celebrating new talent rising through your national events, consider sending this story to lifestyle media who may feature this story to a different audience.

Fundamental to strong communications is building a strong relationship with journalists over an extended period who will be more favourable to your stories and pitches. You should think about having a media hosting budget and core media to

social events where possible.

The next challenge is to decide what needs to be communicated. Prioritise stories that reach beyond the traditional following of your events and stories, include statistics, quotes and high-quality photographs where possible. Publishing fewer stories with greater reach and impact is always preferable to a large number of stories to a limited audience.

In the drafting of content, always try to communicate the purpose or ‘why’ the event or initiative is happening and why it is unique or important. Readers generally decide in the first few sentences how valuable the story is so try to condense the essence and purpose of the story into the first few lines. Rather than just report what has happened, also try to convey the wider relevance of the story in relation to the motor sport vision and trajectory the ASN is working towards.

Information can be communicated in a variety of ways, and methods adopted by an ASN need to suit the types of communication available in its country. Regular communication means are:

• Bulletins

• Club Magazines

• Displays

• Handbooks/Manuals -- written or website

• Media releases for mass media (aimed at the general public)

• Newsletters

• Social media

• Websites

• Workshops / Seminars.

Summary: Effective communication ensures stakeholders, participants and the public are informed, engaged and connected to the ASN’s work. Prioritising the “why” behind stories, tailoring content to diverse audiences, and maintaining strong media relationships maximises visibility and impact.

Key Takeaways

• Effective communications is essential to convey your announcements and communicate to your different stakeholders

• Build strong relationships with different types of journalists throughout the year

• Quality communications are more important than quantity

4. SOCIAL MEDIA

Introduction

Social media is now one of the most important tools available to ASNs for communication, promotion and engagement. It allows organisations to speak directly to their audiences, share news quickly, and build active communities around motor sport. While each platform has its own culture and audience, the principles of good communication remain the same: accuracy, consistency and relevance. Social media should complement traditional media, not replace it, and works best when it is integrated into the wider communications plan.

Key platforms and their strengths:

Social media is not one single environment but a collection of platforms, each with its own logic, culture, and audience. For ASNs, the challenge is to understand these differences and use each channel for what it does best.

• Instagram and TikTok -- Visual and trend-driven, suited to short-form video, highlights and behind-the-scenes content. Effective for reaching younger audiences and showcasing the excitement and human side of motor sport.

• Facebook -- Valuable for reaching broader, often local communities. Strong for event promotion, groups, and sharing

longer updates.

• X (formerly Twitter) -- Best for immediacy: breaking news, live event updates, and interaction with journalists, fans and officials.

• YouTube -- The main platform for long-form video, such as interviews, event recaps and features. Searchable content has lasting value here.

• LinkedIn -- A professional network suited to thought leadership, industry news and government or corporate engagement.

Content categories and their purpose

For ASNs, the effectiveness of social media depends on posting the right mix of content. Different types serve different goals, and using a variety helps maintain relevance and engagement. Some effective content categories ASNs can use are:

• Educational content -- tutorials, explainers or safety guidance.

• Entertaining content -- short highlights, humorous or behind-the-scenes posts.

• Engaging content -- polls, quizzes, calls for opinions, or interactive formats.

• Inspirational content -- stories of achievement, profiles of drivers, officials or volunteers.

Posts that combine more than one of these elements are likely to perform best (for example, an educational video that is also entertaining to watch).

Video content

Video is now the dominant format across most platforms. Short, clear clips tend to perform best, though length should be adapted to the platform and purpose. Some effective approaches ASNs can use are:

• 7--15 seconds -- short highlights, trending sounds, quick behind-the-scenes moments.

• 20--40 seconds -- news updates, short tutorials, or mini-stories.

• 50--90 seconds -- storytelling or deeper explanation.

• Up to 3 minutes or more -- suited to YouTube and LinkedIn, where longer content is expected.

Completion rate (whether viewers watch until the end) is a key measure of success across all platforms.

Content formats

Different platforms favour different formats. Choosing the right format helps ASNs deliver content effectively and engage their audiences. Some key formats to consider are:

• Reels (vertical video) -- highlights, short storytelling, tutorials.

• Carousels -- step-by-step guides, infographics, or case studies.

• Single images -- impactful visuals, announcements, or results.

• Stories -- temporary, real-time updates, polls or Q&A.

• Long-form video -- interviews, features and recaps, primarily on YouTube.

Using a mix of formats helps keep communication varied and allows campaigns to be adapted across platforms.

Best practices for ASNs:

Effective social media requires consistency, quality, and responsiveness. Some best practices ASNs can follow are:

• Posting timely updates before, during and after events.

• Using high-quality photos and short videos to bring activities to life.

• Tagging drivers, teams, sponsors and partners to extend reach.

• Sharing traditional media coverage to reinforce credibility.

• Responding to questions and comments professionally.

• Monitoring for and correcting misinformation quickly.

• Ensuring content is accessible (e.g. subtitles on video)

Risks of social media

Social media offers a dynamic and creative forum to engage with different audiences. Research shows more of the world receive information from social media and we should constantly review how we utilise social media platforms most effectively. However, social media also carries a number of risks. Posts can be misinterpreted and posting often increases the risk that a comment will be taken out of context or misunderstood. This can carry great reputational risk for the ASN, so it is advised to implement a social media policy for those with access to your accounts and a sign-off procedure for posts that ensures that another individual checks the content before it is posted.

Positive Social Media Environment

Creating a positive and supportive social media environment has many advantages. Firstly, it protects the good image of the ASN and will result in a positive reflection of your activities. Secondly, it will make it more likely individuals will follow your accounts and attend events or actively participate in motor sport. Therefore, effective and positive social media environments can be vital tools to grow the ASN, attract new members and increase participation. To create this environment, you should ensure that your accounts post positive and engaging content, moderate comments to ensure conversations are appropriate to all audiences and use language that is inclusive, welcoming and explains your activities to new audiences. Spending time and creating a detailed plan for your social media presence will provide new opportunities for your ASN to grow and it can future-proof your membership to ensure a growing number of people attending and participating in your events.

Summary: Social media is a direct, flexible way to communicate, promote and build communities around motor sport. Each platform serves a different purpose, and consistent, varied and positive content can extend reach, attract new members and future-proof participation.

Key Takeaways

• Social Media platforms each offer unique opportunities to reach new audiences with information quickly

• Create dynamic content, use less words and more imagery to quickly convey your message to those casually scrolling through their apps

• Effective and positive social media can be an important tool to grow your membership and future-proof attendance and participation at your events

• Social media carries risk, ensure your ASN has an effective social media strategy and sign off procedure

Social Media Essentials: A Practical Guide

Introduction

Social media has become one of the most powerful tools for communication, influence, and community building. Yet, for many professionals outside the field of digital marketing, it can feel complex, unpredictable, or even overwhelming. This guide has been designed to break down the essentials of social media into simple, practical insights that anyone can understand and apply. The goal is not to turn readers into social media experts overnight, but to provide the key concepts that explain how platforms work, what kind of content resonates, and how to approach digital communication strategically.

Across the following sections, you will discover:

• The main platforms and what makes each of them unique.

• The types of content that drive engagement and why they matter.

• How social media algorithms decide what content people see.

• A step-by-step method (SWIPE) to create impactful posts.

• The growing importance of video, and how to make it work for your message.

• A quick “cheat sheet” of formats to use across platforms.

Whether you are a legal expert, a communications professional, or simply someone curious about the digital landscape, this guide will give you the clarity and confidence to navigate social media with purpose.

4.1. Platforms Discovery

Social media is not one single environment but rather a collection of platforms, each with its own logic, culture, and audience. Understanding these differences is essential to designing an effective communication strategy.

• Instagram & TikTok are highly visual and trend-driven. They rely on short-form videos, creative storytelling, and fastmoving cultural references. They are ideal for connecting with younger demographics and for creating content that entertains or inspires.

• Facebook remains important for community building and for reaching wider, more diverse audiences. Its strength lies in groups, events, and the ability to share longer posts or discussions.

• LinkedIn is the professional hub, focused on thought leadership, networking, and industry-specific conversations. It is most effective for credibility building and for B2B communication.

• X (Twitter) is centered on immediacy: breaking news, live updates, and direct interactions with journalists, experts, and decision-makers.

• YouTube plays a different role, focusing on long-form content that is searchable and “evergreen.” Tutorials, case studies, and documentary-style storytelling perform best there.

Key takeaway: each platform is like a different room in the same building. People behave differently depending on where they are, and your communication should adapt to each space.

4.2. Contents

The heart of social media is content. Without it, platforms are simply empty frameworks. But not all content works equally well. The most effective strategies are built on four main content categories:

1. Educational content offers value by teaching something new. This includes how-to’s, tutorials, explainer posts, and guides.

2. Entertaining content connects emotionally through humor, trends, memes, or storytelling. This is often the easiest to share and has high potential for virality.

3. Engaging content is designed to spark interaction: polls, quizzes, “this or that” choices, or posts that ask for opinions.

4. Inspirational content showcases achievements, case studies, success stories, or personal journeys that motivate audiences.

Golden rule: great content should educate, entertain, engage, or inspire. The best posts combine at least two of these elements. For example, a tutorial (educational) that is also fun to watch (entertaining) will naturally perform better.

4.3. Algorithm Explained: How to Perform on Social

One of the most misunderstood aspects of social media is the algorithm. Simply put, algorithms decide who sees what. They are not mysterious black boxes but sets of rules designed to keep users engaged by showing them content they are likely to enjoy.

Platforms typically consider four categories of information:

• About the post: its format (video, image, carousel), topic, captions, hashtags.

• About the author: posting frequency, past engagement, trustworthiness.

• User activity: how often someone likes, comments, or shares content.

• Interaction history: who the user follows and what type of content they have engaged with in the past.

A simplified way to understand this is through a point system:

• Like = 1 point

• Comment = 2 points

• Share = 3 points

• Watching until the end = 4 points

• Rewatching = 5 points

The algorithm “rewards” posts that accumulate points quickly, especially through comments, shares, and completion rate.

Key metric: completion rate. If viewers finish your post or video, the platform interprets it as valuable and pushes it to more people. This is why short, clear, and engaging content often performs best.

4.4. The SWIPE Method

A proven framework to structure social media posts is the SWIPE method. It is simple to apply and ensures that content is both engaging and easy to follow.

1. Strong Hook: begin with a bold statement or a provocative question to grab attention.

2. Why it Matters: explain clearly why the audience should care about the message.

3. Inform: deliver the core information in clear, digestible steps. Avoid jargon.

4. Provide Summary: recap the main idea in one or two sentences so the audience can easily remember or share it.

5. End with a Call-to-Action (CTA): guide your audience towards the next step --- whether it is to like, comment, share, or click a link.

Formula: Hook Value Action. This structure mirrors how people naturally consume content online: attention first, relevance second, and action last.

4.5. Video Focus on Social

Video has become the dominant format across all platforms. It captures attention more effectively than text or static images and keeps users engaged for longer. However, not all videos perform equally. Length and structure matter.

• 7--15 seconds: perfect for trending audios, quick memes, or relatable snippets. These are the building blocks of TikTok and Instagram Reels.

• 20--40 seconds: ideal for short tutorials, news updates, or entertaining “mini-stories.”

• 50--90 seconds: work best for storytelling and in-depth tutorials, where more context is needed.

• Up to 3 minutes or more: effective on platforms like YouTube, but risk losing viewers on Instagram or TikTok unless the storytelling is exceptional.

Reminder: video is powerful, but it is not mandatory for success. Carousels and single images can also perform strongly. The key is completion rate --- keeping viewers engaged until the end.

4.6. Formats Cheat Sheet

Each platform favors different content formats. Here is a quick overview of what works best:

• Reels (9:16): best for trends, short storytelling, behind-the-scenes, and tutorials.

• Carousels (4:5): step-by-step guides, infographics, educational breakdowns, case studies.

• Single Images (1:1 or 4:5): impactful visuals, announcements, quotes, or event highlights.

• Stories (9:16, temporary): real-time updates, interactive polls, Q&A, or behind-the-scenes content.

• Long-form video (16:9): more suited to YouTube or LinkedIn, where users expect longer, more detailed narratives. Tip: do not rely on only one format. Mixing formats keeps the feed dynamic and allows messages to be adapted to different contexts. For example, a campaign can use a Reel for awareness, a carousel for education, and a Story for engagement.

Closing Note

Social media is not about being present everywhere all the time. It is about being consistent, relevant, and strategic. By understanding platforms, creating valuable content, respecting algorithm logic, and using simple frameworks like SWIPE, any organization can improve its visibility and impact.

The golden rule: right content, right format, right platform, right timing.

SECTION 7: MOTOR SPORT AWARDS

1. PREAMBLE

Awards and honours are a fundamental part of competitive sport, offering recognition that boosts the confidence of recipients and promotes goodwill. They also enhance the reputation and credibility of the organisation presenting them. In motor sport, awards can take various forms---trophies, titles, certificates, medals, plaques, badges, pins, or ribbons--and may sometimes include a monetary component. These honours are presented to individuals or groups in recognition of excellence across a range of contributions, including competitive success, volunteer service, or broader contributions to the sport.

Participation in motor sport fosters important values such as teamwork, dedication, responsibility, sportsmanship, and mutual respect. While it is essential to celebrate competitive talent, it is equally important to recognise those who demonstrate outstanding character, effort, and service across all roles within the sport. An awards and honours system should acknowledge individuals whose actions exceed expectations, setting an example of the highest standards and values.

ASNs should implement a well-defined process for managing awards, including clear criteria, nomination procedures, and fair judging methods. Recognition based on peer evaluation and quality of contribution---rather than popularity---adds authenticity and meaning to the award.

2. FIA AWARDS

The FIA has created a series of prestigious awards in recognition of exceptional performance by volunteers and officials in any kind of motor sport competition, whether national or international. The awards cover many categories and are issued to the most outstanding motor sport officials in the world. Nominations can be made, every year, by any affiliated ASN. The Regulation of the FIA annual Awards for Volunteers and Officials is reported and update in the Appendix V of the FIA International Sporting Code (ISC).

The award criteria and eligibility for the awards categories are:

2.1 Outstanding Official of the Year

This award is presented to an official who, during the year, has carried out an exceptional or brave action, or has been responsible for a singular performance, in any kind of motor sport competition, whether national or international. This award will be presented during the FIA Prize-Giving Ceremony.

2.2 Best (...) of the Season

Eight awards are made in this category:

• 1 x award to a Senior official (such as Steward, Clerk of the Course, etc.);

• 1 x award to a Scrutineer;

• 2 x awards to Marshals;

• 2 x awards to other officials (such as Secretary of the Event, Fire Marshals, Timekeepers, etc.);

• 1 x award to a Team of Officials. This can be all Officials or a group of Officials of the same kind of a given competition (e.g.: all Officials or a group of scrutineers, track or road marshals, timekeepers, medical team, etc.);

• 1 x award to Lifetime Achievement. This award will pay tribute to an exceptionally long and dedicated career as an Official in motor sport.

These awards are presented to officials who have been outstanding in performing their specific duties whilst officiating in any kind of motor sports competition, whether national or international, whether or not these competitions are part of an FIA Championship or FIA International Series. The Awards Committee, composed of members of the FIA Volunteers and Officials Commission, decides the winners of each of the awards. Each ASN has the right to nominate one candidate for the prize for the ‘Outstanding Official of the Year’ and one candidate for any or all of the other awards for the ‘Best (...) of the Season’.

2.3 FIA President’s and Special Recognition Awards

In addition to the annual awards for officials, the FIA has introduced a series of prestigious awards to celebrate innovation, excellence, and positive impact across its Member Clubs.

• FIA President’s Excellence in Communication Award: This award recognises outstanding communication efforts by ASNs, ACNs, and Mobility Clubs. It celebrates creative campaigns, impactful storytelling, and initiatives that inspire, inform, and engage the public and the motorsport community.

• FIA President’s National Motorsport Achievement Award: This award celebrates bold and scalable initiatives that expand motorsport’s reach, boost participation, improve accessibility, and deepen community impact. It is open to all FIA Clubs and recognises projects that drive sustainable growth at a national level.

• FIA Women in Motorsport Award: This award recognises key contributions to advancing the role of women in motorsport. It highlights impactful initiatives from ASNs, teams, or individuals that promote inclusion and strengthen the participation of women across all roles in the sport.

• FIA Empowering Disabled Motorsport Award: This award honours outstanding contributions to disability inclusion in motorsport. It celebrates initiatives by ASNs, teams, or individuals that promote accessibility and create pathways for people with disabilities to participate fully in the sport.

3. ASN AWARDS

An ASN has the flexibility to create a diverse range of awards to honour competitors and officials at national and regional levels. These awards can recognise achievement, dedication, service, or excellence across various aspects of motor sport. While some examples may be suggested, ASNs are free to introduce additional awards at their discretion. Such awards are ideally presented during a formal gala event hosted by the ASN, offering an opportunity to celebrate the accomplishments of individuals and highlight their contributions to the sport in a prestigious and memorable setting.

3.1 Competitors’ and Officials’ Awards

Service Award A Service Award may be presented to individuals who have demonstrated consistent involvement in motor sport and shown exceptional dedication over an extended period. This award recognises long-term commitment and meaningful contributions to the sport through ongoing participation and service.

Advanced Service Award An Advanced Service Award is intended to honour individuals who have provided outstanding and long-standing service to motor sport, often across multiple roles and areas of involvement. This award represents a higher level of recognition than the standard Service Award and may be granted as an additional honour to someone who has already received that initial distinction.

Life Membership Life Membership of an ASN may be granted in recognition of exceptional, long-term service to motor sport, marked by outstanding expertise, unwavering dedication, and a significant positive impact on the sport and its community.

Courage Award A Courage Award may be presented to individuals who have brought honour to motor sport through an extraordinary act of bravery, selflessness, or compassion---whether through a spontaneous gesture or in response to

exceptional circumstances. This recognition is reserved for actions that go well beyond what is typically expected in the course of involvement in the sport.

Engineering Award An Engineering Award may be presented to individuals, teams, or companies in recognition of exceptional technical expertise and innovation in motor sport. This award honours contributions that advance the technical aspects of the sport, and, in light of the growing emphasis on environmental responsibility, can also acknowledge achievements that promote sustainability and eco-friendly advancements within the industry.

Safety Award A Safety Award may be given to individuals, clubs, or events that have demonstrated exceptional innovation or commitment in enhancing safety within motor sport. This recognition highlights initiatives or practices that significantly improve safety for competitors, officials, and/or the general public.

Honourable Mentions An Honourable Mention is a form of recognition given to acknowledge a noteworthy action or contribution that, while not meeting the criteria for a major award, still deserves to be commended and highlighted in a respectful and appreciative manner.

3.2 Competitors’ Awards

Discipline Champions Annual winners of each ASN Championship---such as Touring Car, Rally, Karting, and others--should be formally recognised for their achievements. These titles are typically awarded based on a points system, where competitors earn points according to their finishing positions in designated competitions that form part of the official ASN Championship or Series.

Motor Sport Personality of the Year A Motor Sport Personality of the Year award could be created to honour a competitor who exemplifies outstanding character and serves as a positive ambassador for the sport, both on and off the track. Criteria for this award might include:

• acts as a positive role model for those interested in entering motor sport;

• is personable;

• is a fair competitor; and

• is a ‘personality’ in the motor sport arena who promotes motor sport in a positive light.

Competitor of the Year Competitor of the Year Award could be established to honour a competitor who not only demonstrates exceptional skill and performance in competition, but also consistently upholds the values of fairness, sportsmanship, and integrity. Additional criteria may include showing respect for officials and regulations, actively supporting and motivating fellow competitors, and contributing positively to the promotion and reputation of motor sport within the broader community.

International Competitor of the Year International Competitor of the Year Award could be introduced to acknowledge a national motor sport competitor who has achieved exceptional success on the international stage. This award would recognise not only the individual’s talent and determination, but also their notable accomplishments in international competitions, highlighting their role in representing their country with distinction.

3.3 Officials

Best (....) of the Season Similar awards to those made by the FIA (see above).

Motor Sport Official of the Year This award could honour exceptional performance and commitment by a motor sport official involved in ASN-sanctioned events or activities within an ASN-affiliated club. It would recognise individuals who demonstrate strong dedication to their role, possess notable expertise and competence in their area of responsibility, maintain a positive and professional attitude, and earn the respect and recognition of their peers.

Award of Merit An Award of Merit could be established to honour individuals who have made a remarkable and lasting contribution to the growth and governance of motor sport at the national level. Recipients would be recognised for their longterm service, significant achievements in leadership or administration, and voluntary efforts that have had an exceptional and distinguished impact on the sport.

4. NOMINATIONS /

ASSESSING CRITERIA

For awards that rely on subjective evaluation---where a panel is responsible for selecting recipients---it is important to establish clear and fair criteria. The following principles should be considered when developing selection and judging guidelines:

4.1 Nominations

• Criteria should be developed to identify which individuals are eligible for nomination;

• it should be clearly identified as to who is eligible to nominate someone;

• nominations should be accepted only on an official, ASN-authorised form, identifying any specific information required for the nomination to be eligible;

• nominations should be strictly confidential and the information provided used only to assist those considering the merits of the nomination. The person being nominated should not be approached for any information or be advised of his or her nomination at any stage;

• referees (usually a defined number) should be provided along with the nomination. These individuals should be in a position to comment directly on the nominee’s relevance to the award criteria;

• the closing date needs to be set, although nominations can be submitted at any time during the year. All nominations received after a defined closing date should be held over for consideration in the following year.

4.2 Assessing

Once the nomination period has ended, the individuals appointed to select award recipients should carefully review all submitted nominations and make their recommendations to the ASN. During this process, the selectors must ensure that each nominee meets the established criteria for the award and that the nomination has been submitted in accordance with the ASN’s official guidelines and procedures.

The selectors may reserve the right to:

• hold over a nomination to the following year(s);

• present a nominee with a different honour/award than that for which he or she was nominated; and

• seek knowledge, expertise and advice from referees, individuals and/or groups before approving and/or recommending any award.

5. ASN AND PODIUM AWARDS

To reinforce the significance of an ASN award, it should be presented in a formal and respectful manner that reflects both the value of the honour and the achievement of the recipient. An ASN should implement a clear policy governing how its titles and awards are conferred, whether they are presented during a competition or at a dedicated gala event, to ensure consistency, dignity, and proper recognition.

Awards presented at Competitions When an ASN award is presented during a competition, it is essential to give the occasion maximum visibility and recognition. Media outlets should be informed in advance to help publicise the event, and clear procedures must be followed to ensure the presentation is carried out with dignity and respect. The award should be given at a well-defined, designated location, and ideally presented by a respected dignitary or ASN representative. This reinforces the award’s prestige and properly honours both the recipient and the significance of the achievement.

Awards presented at Ceremonies When presenting an ASN award at an Awards Ceremony, it is crucial to carefully plan and organise the event to ensure that recipients, nominees, key dignitaries, and stakeholders from the motor sport

community can attend. The presence of media is equally important, as it allows the achievements of the winners and the significance of the awards to be shared with the wider public. This not only honours the recipients but also enhances the credibility and visibility of the awards within the community.

8.3

SECTION 8: SOCIAL IMPACT, DIVERSITY AND INCLUSION

8.1 Driving the FIA D&I agenda forward together

Diversity and inclusion are placed among one of the core areas at the FIA and through the social impact initiatives, the Member Clubs can take active leadership to improve the motorsport experience and beyond.

The FIA has prioritized wider diverse engagement and inclusion of people from all identities, abilities and backgrounds to fully leverage the true potential of our community.

Through our programs, we deepened our efforts to foster diversity and inclusion across the motorsport ecosystem, championing initiatives that elevate underrepresented voices---particularly women, persons with disabilities, and young people. From grassroots engagement to global advocacy, we focus on empowering societies to break down barriers and reimagine their role in motorsport.

Our Member Clubs can take pro-active steps to ensure they are engaging with the community while participating in different sporting events furthering the meaning and impact of motorsport making it an inclusive sport benefitting all. They can engage through various ways as highlighted below:

8.1.1 Supporting the FIA flagship initiatives

We encourage our ASNs to take lead in organizing national-level programmes. Upon the expression of interested and submitting satisfactory proposal on the need and benefits of the initiative, the FIA Social Impact team will reach out to the selected ASN for the implementation of the proposed initiative, providing toolkit, resources and guidance.

• FIA Girls on Track: An FIA global programme aimed at introducing girls aged 8-18 to the world of motorsport through activities built on three pillars: education, racing and careers, design to break stereotypes and inspire future careers in motorsport. ASNs may organize FIA Girls on Track during national competitions, races or events, please submit your proposal to FIA using the following email womeninmotorsport@fia.com. If approved, the FIA provides full toolkit and guidance.

• FIA Careershift: An engaging programme developed to help young people aged 16-22 explore career opportunities within the motorsport industry. Careershift offers a comprehensive introduction to the diverse career paths available in motorsport. Through structured workshops and interactive sessions, the programme connects young people with industry professionals, enhancing their knowledge of the motorsport ecosystem and inspiring the next generation of talent. To organize any of these events through your ASN, please contact socialimpact@fia.com as we will provide our toolkit and necessary guidance.

8.1.2 Participating in FIA-led initiatives

The FIA Member Clubs are encouraged to participate in the initiatives led by the FIA such as:

• FIA Girls on Track Rising Star: An elite talent detection and development program identifying young female drivers talents (12--16 years old) worldwide. Selected candidates undergo training and assessment camps, with a pathway to join the FIA Championship (Karting) or series certified by the FIA, marking a significant step toward professional racing careers. ASNs are encouraged to submit driver applications when the official call for candidates is launched.

• FIA Women in Motorsport Networking Events: Events organized during FIA Championships providing community and visibility for women across motorsport sectors. These sessions foster collaboration, knowledge-sharing, and allyship to build stronger, more inclusive motorsport ecosystems. ASNs may express interest in attending, nominate or promote potential guests, and enhance visibility at the national level, as well as express the interest in collaborating with FIA to organize an event. We are planning to expand these events in the future.

• Women in Motorsport Mentoring Program: This mentoring program pairs women with experienced professionals

across roles in motorsport --- from technical to management --- to support other women who are keen to start or progress their career in the field. The call for application is open annually circulated through official website and social media for the general public, while we highly recommend the ASNs to send their nominations to secure place for the mentoring of the future leaders of their clubs through a dedicated link which is shared by FIA with the Clubs when applications are open.

• Disability and Accessibility Mentoring Program: Through this annual mentoring program, the FIA is creating a network of support and learning for disabled individuals, mentoring provides resources and clear guidelines helping mentors and mentees to build successful relationships that accelerate all-round development. Application is open annually and we highly encourage the ASNs to send their nominations and recommendations.

• FIA Certificate of Adaptation: The Certificate of Adaptation is part of the FIA’s sporting regulations and is detailed in the International Sporting Code, as a means for Disabled drivers to compete safely and fairly, with adapted vehicles, in competitions on the International Sporting Calendar. The process is managed by the Accessibility Working Group. To participate in these FIA led initiatives, please follow the circular published in the FIA website and social media channels. We also usually send an email to the ASNs when the application period is open, as a reminder to send their nominations.

8.1.3 Collaboration with FIA Commissions

ASNs can contribute significantly to advance the work and commitment of the FIA commissions who are dedicated to advance motorsport at all levels of our society.

The Commissions relevant to social impact are:

• Women In Motorsport Commission: Established in 2009, FIA WIM Commission promotes gender equality in motor sport. The commission aims to increase women’s involvement in the sport and serve as a networking and mentorship hub from 2024. It seeks to capitalize on growing interest in equality and support FIA’s new Diversity & Inclusion agenda.

The WIM Commission strives to improve performance, raise awareness, promote education, foster engagement, and enhance connectivity. To realize this objective, the commission has implemented a range of programs and projects.

The ASNs can engage with WIM Commission activities and advance their work through organizing a FIA Girls on Track ASN Implementation or participating in the other FIA initiatives. For further details please contact the FIA WIM Project Manager Susanna Coletta at scoletta@fia.com

The commission recommends the following for all ASN:

• Identify a national representative. Having a dedicated Women in Motorsport (WIM) representative ensures that each ASN has a clear point of contact to promote, coordinate and implement initiatives at national level.

• This person serves as a link between the ASN and the FIA WIM Commission, enabling consistent communication, sharing of best practices, and the development of local projects that align with FIA’s global vision.

• Develop national programs. ASNs are encouraged to develop programmes which highlight the opportunities available for women in motorsport, including detection cell projects.

• By creating structured programmes, ASNs can actively promote equal opportunities and inspire greater female participation across all roles in motorsport -- from drivers to engineers, officials, and management. Detection cell projects are especially important to identify, support, and mentor new talent, ensuring women have the pathway and visibility needed to succeed in motorsport.

• Request to use the FIA Women in Motorsport Logo. The FIA WIM logo is a powerful symbol of credibility, inclusivity, and international recognition. Its use in approved national projects strengthens ASN initiatives, highlights their alignment with FIA’s global strategy, and increases visibility for women-focused programmes.

Interested ASNs should contact the FIA WIM Commission Manager to request the required documentation and obtain

• FIA Sport Disability and Accessibility Commission: The purpose of the Commission is to break down barriers that obstruct full and effective participation of disabled people in motorsport. Made up of representatives from Sport Member Clubs, the Commission is committed to improving safety for disabled drivers, in coordination with the FIA specialised Commissions, implementing any actions contributing to improving the comprehensiveness and quality of adaptations for drivers with disabilities.

The Commission also promotes knowledge sharing and best practice between Clubs and other relevant organisations. The Commission recommends the following for all ASN:

• Dedicated resource. ASNs are encouraged to have a person or dedicated group who deal with disability. Good practice means ensuring every ASN designates either an individual lead or a dedicated working group responsible for disability and accessibility within motorsport.

• This role should act as the first point of contact for competitors, officials, and clubs, providing advice and ensuring consistent application of inclusive policies.

• Having a recognised lead also helps to champion accessibility within the ASN, identify barriers faced by disabled participants, and connect with the wider FIA Disability and Accessibility Commission to share knowledge and align approaches.

• A clear licensing pathway for disabled competitors. ASNs should ensure that their licensing process is transparent, fair, and accessible to all competitors, including those with disabilities. Good practice includes publishing clear guidance on the steps required to obtain a licence, detailing any additional medical or technical requirements, and providing reasonable adjustments where necessary.

• This ensures that disabled drivers can progress through the licensing system with the same clarity and opportunity as non-disabled competitors, promoting fairness and equality of access.

• Foster participation. Establish a process for approving adaptations with advice for clubs and scrutineers when disabled drivers enter races.

ASNs should develop a standardised process for reviewing and approving adaptations to vehicles, ensuring that safety standards are upheld while enabling disabled competitors to participate fully.

Adaptations should also be assessed in a sporting capacity to ensure that they do not grant any unfair advantage to the driver. This process should include clear documentation, technical guidance, and access to expert advice for clubs, event organisers, and scrutineers who may be unfamiliar with disability-related modifications. Providing education and resources helps build confidence and consistency, ensuring that adaptations are assessed fairly and without unnecessary delay.

• Collaborate with the Commission. Seek advice from the FIA Sport Disability and Accessibility Commission when requiring support. ASNs are encouraged to draw upon the expertise of the FIA Sport Disability and Accessibility Commission whenever additional guidance or clarification is needed.

Good practice includes proactively engaging with the Commission when novel cases, complex adaptations, or unfamiliar challenges arise, ensuring decisions are informed by the latest expertise and global good practice. This collaborative approach helps maintain consistent standards across all ASNs, avoids duplication of effort, and strengthens the global motorsport community’s shared commitment to accessibility. The Commission can be contacted via disability@fia.com

8.1.4 Engage in our diverse range of activities and opportunities

ASNs can also connect with FIA’s wider programmes:

• Esports: The Women in Motorsport and Disability and Accessibility commissions organize Esports competition which is circulated through FIA official communications channel. Leveraging Esports platform give us the chance to break geographic and economic barrier and ensure wider inclusivity and participation in motorsport.

• F1 in School: A STEM challenge-based global competition where students aged 9--19 design, build, and race miniature F1 cars. Supported by F1 and the FIA, it develops critical skills like engineering, marketing, and teamwork while promoting education through motorsport. A dedicated FIA WIM Award is presented every year to the all-female winning team, together with a second Award hold by FIA, which is the “Scrutineer Award”.

• Formula SAE: A global collegiate engineering design competition where students build and race small-scale formulastyle cars. FIA supports this as a feeder and innovation pipeline for engineering and technical talent in motorsport and mobility.

• FIA Legacy Program: This initiative ensures that FIA’s major events, conferences and championships leave a lasting positive impact on host communities and meaningful engagement in the region. Activities include social programs, educational initiatives, awareness campaigns, inclusion efforts, capacity building workshops etc are all aligned with the FIA’s Social Impact goals.

8.2 What is the significance of Social Impact in Motorsport?

Social impact, diversity and inclusion is wider than just focusing on gender or abilities, it is our collective responsibility to create an inclusive opportunity where everyone can thrive without limit.

More participation from female or disabled demography can help to create a balanced and enabling environment, while grassroot and community engagement is key to ensure the socio-economic entry barriers are eliminated.

Social impact initiatives attract talent from diverse backgrounds, and creating wider scopes of their engagement in the industry, which is essential for not only the growth of the sport, but also good faith of the industry.

Championing the Social Impact agenda means addressing societal issues such as gender equality, human capital development, future of workforce, disability access, STEM education, youth empowerment, capacity building of the communities etc.

Engaging diverse and underrepresented groups ensures motorsport maintains cultural and generational relevance, therefore, motorsport can truly grow as a sport for all. Motorsport is one of the few disciplines where adaptive technologies can level the playing field. Modified vehicles, hand controls, and innovative racing equipment allow drivers with disabilities to compete on equal terms. Whether it’s karting, rallying, or circuit racing, motorsport provides an outlet for individuals to embrace their competitive spirit and test their skills.

Through social impact initiatives, the communities finally find their place to contribute and get involved in different aspect of the sport. Such connectivity is pivotal for the sport to grow further.

8.3 How does it benefit the ASN to organize Social Impact, Diversity and Inclusion initiatives?

FIA alone can not build or change our societies, practices and priorities. Therefore, social impact is a collective responsibility where everyone has a role to play.

The ASNs benefit from taking initiative to organize social impact initiatives in a variety of ways, to highlight the few:

• Social Return on Investment (SROI) Measurement: Contributing to the motorsport movement has significant economic and social value which creates wider opportunities for the communities.

• Identifying young talent, nurturing the future of motorsport: By developing grassroots and identifying young talent at an early stage, the social impact initiatives create a nurturing future of motorsport, showing them the true potential by engaging through the programs such as Girls on Track and Careershift.

• Developing the future of workforce for the ASN: Social Impact initiatives are great ways to engage with wider communities and developing the necessary capacity and skills for the future of motorsport workforce, who are aware, passionate and knowledgeable about the industry.

• Having a wider community outreach and gaining social support/credibility: The Member Clubs can gain social

support and visibility through the initiatives which address.

• Membership growth: By undertaking Social Impact initiatives, we can create dedicated space for widening FIA’s reach to the underrepresented demography. Increased participation contributes to the growth of membership.

• Increased Commercial value: The social awareness and value of the ASN’s engagement could eventually result into increased commercial value and interest of the sponsors.

• FIA Grants: Through the FIA Grants and some occasional contributions of the FIA Foundation, the Member Clubs gain further visibility and support to create impactful engagement within the society which benefits the motorsport community and beyond.

• Recognition and reinvestment: FIA Presidential Award to promote the participation of women and disable population in motorsport recognizes the best and impactful initiatives by ASNs every year.

SECTION 9: ENVIRONMENTAL SUSTAINABILITY

In 2020, the FIA’s Environment & Sustainability Commission adopted an ambitious 2020-2030 Environmental Strategy, defining 50 objectives across four spheres of responsibility --- the FIA itself, its Member Clubs, Championships, and its wider network. The strategy pursues three strategic goals:

• Accelerate climate action towards net zero --- supporting FIA stakeholders in their green transition, reducing emissions across sport, mobility and operations.

• Foster sustainable technology and innovation --- promoting sustainable fuels, innovations in tyres and materials, and encouraging technical development aligned with environmental goals.

• Inspire and implement sustainable practices --- guiding Members, championships, circuits and Clubs to measure and reduce and report environmental impacts; establishing an accreditation system and offering tools and training to improve environmental management.

The FIA collaborates closely with its members, actively listening to their needs and offering continuous support through tailored programmes and strategic initiatives. The following are a set of sustainability programmes, supporting tools, trainings, grants and more, with the aim to strengthen ASNs’ sustainability capacity and help them integrate environmental responsibility at every level of their activities.

1. FIA Environmental Accreditation Programme

The FIA Environmental Accreditation Programme supports motor sport and mobility stakeholders worldwide in measuring and improving their environmental performance. It introduces a clear and consistent Environmental Management System (EMS) and a three-level framework against which stakeholders can measure their progress and accredit their activities.

It is organised around three levels:

1. One-Star -- Basic practice: Demonstrates basic environmental performance and a commitment to improve.

2. Two-Star -- Good practice: Demonstrates good environmental performance and is close to following internationally developed roadmaps toward environmental management.

3. Three-Star -- Best practice: Demonstrates best practice and commitment to seek continual improvement through the implementation of an environmental management system.

The Environmental Accreditation Programme is based on international environmental standards, including ISO 14001, 20121 and EMAS, and has been adapted for motor sport and mobility stakeholders. The three-level accreditation scheme is designed to accommodate all FIA stakeholders and to encourage a gradual progression through the levels. To support its Members, the FIA provides One-Star Environmental Accreditation free of charge, while covering 50% of the costs for the Two-Star and Three-Star levels.

Benefits Achieving the accreditation not only provides you with an internationally recognised certification but also delivers tangible benefits that support sustainability, enhance credibility, and promote long-term success, including:

• Reduce Environmental Impact: Minimise your footprint by effectively managing greenhouse gas emissions, air pollution, noise, and other environmental impacts.

• Enhance Image and Reputation: Strengthen your public image by demonstrating a genuine commitment to sustainability, building trust with local communities, fans, and partners.

• Ensure Legal Compliance: Stay ahead of increasingly strict environmental and climate regulations by anticipating and meeting legal requirements.

• Empower Your Team: Engage sports personnel, employees, and members on environmental issues, fostering a culture of responsibility and pride in your organisation’s efforts.

• Boost Revenue Opportunities: Attract commercial partners who prioritise collaboration with organisations aligned with their sustainability values.

• Reduce Costs: Achieve cost savings through optimised resource use and improved operational efficiency.

• Manage Environmental Risks: Proactively prevent and control environmental incidents by monitoring and mitigating potential risks.

Support The FIA offers comprehensive support to help Members successfully complete the Environmental Accreditation Programme. The accreditation encompasses 17 environmental categories, organised into two main sections:

• Core principles of environmental management (1-7)

• Key environmental impact areas (8-17)

Supporting Resources Provided by the FIA To assist applicants in preparing for accreditation, the FIA offers a comprehensive suite of tools and resources:

• Guidelines: A concise overview of the accreditation process, including fees, requirements, and detailed guidance for each of the 17 categories, helping applicants complete both the Initial Evaluation and Formal Application forms accurately.

• Document Preparation Checklist: A list of the minimum required supporting documents for each accreditation level.

• Self-Assessment Tool: A practical checklist that enables organisations to evaluate their readiness for their target accreditation level.

• Toolkits: Templates for the supporting documentation required at each accreditation stage.

• 5 Steps to Achieve One-Star Accreditation: A straightforward guide outlining a simplified pathway to achieving One-Star status.

• One-Star Tutorial: An in-depth tutorial offering detailed instructions on meeting One-Star accreditation requirements.

Personalised Support In addition to these resources, the FIA Sustainability Team offers personalised support throughout the accreditation process. ANSs can access direct guidance, clarifications, and tailored advice, ensuring expert assistance from the initial evaluation through to final accreditation. Please don’t hesitate to reach out for support at sustainability@fia. com.

Process Overview of the Steps to Achieve FIA Environmental Accreditation:

1. Review the Guidelines: Familiarise yourself with the requirements for each accreditation level as outlined in the Environmental Accreditation Guidelines.

2. Initial Evaluation (Optional but Recommended): Complete the Initial Evaluation Form and submit it to sustainability@ fia.com. The FIA Sustainability Team will review your current performance and provide tailored guidance on the next steps.

3. Complete the Formal Application Form: Using the Guidelines as your reference, complete the Formal Application Form. Address each requirement thoroughly and prepare the necessary supporting documents to substantiate your responses. Examples of required documentation can be found in the “Document for Preparation” for each accreditation level and category.

4. Submit Your Application: Send your completed Formal Application Form along with all supporting documentation to sustainability@fia.com

5. Audit:

One-Star, Two-Star, and Three-Star Fast-Track: Audits are conducted through document review only.

⋅ Three-Star: Includes an on-site audit of the facility.

Three-Star Fast-Track: Available for organisations holding a valid ISO 14001/20121 certificate that fully

6. Final Certification: After the audit, the FIA will communicate the assessment results. If all requirements are met, the organisation will receive an official FIA Environmental Accreditation certificate, valid for two years. Certification renewal is required thereafter. If the application does not meet all criteria, the organisation will have six months to address the identified observations of non-compliance. The FIA will continue to offer guidance and support during this corrective period to help achieve full compliance.

2. Sport Grants Programme

The FIA Sport Grants Programme offers both technical and financial support to ASNs, enabling the development and growth of motorsport in a safe, sustainable, and inclusive manner. Overseen by the Sport Funding Commission, the programme funds projects that meet specific criteria, with eligibility requiring at least a One-Star FIA Environmental Accreditation. In addition to motorsport development, the programme also supports initiatives aligned with its social responsibility pillar, including campaigns, advocacy efforts, social responsibility projects, and environmental sustainability initiatives. Further information can be found under: https://www.fia.com/fia-grant-programmes

3. FIA Carbon Calculation Tool

As part of its sustainability efforts, the FIA introduced an online Carbon Calculation Tool in 2020 to help both the organisation and its stakeholders measure and reduce their emissions in line with the UN Sustainable Development Goals (SDGs) and the FIA Environmental Accreditation Programme. This tool allows stakeholders to accurately assess their carbon footprint and, with FIA guidance, develop effective emission reduction strategies. In addition to the tool, the FIA offers educational resources and workshops to strengthen stakeholders’ capabilities in carbon measurement, reduction, and offsetting, supporting their journey toward achieving net-zero emissions.

4. FIA President’s Climate Action Awards

Launched in 2022, the FIA President’s Climate Action Award recognises Member Clubs that demonstrate outstanding leadership in sustainability and climate action. It highlights innovative projects, mitigation strategies, and impactful initiatives that benefit both club members and the wider community. More than just a recognition, the award promotes global collaboration, sparks new ideas, and drives a cultural shift toward sustainability across the FIA network. Each year, the winner receives a grant to support the continued development of their initiative.

5. Building Capacity Through Environmental Training and Seminars

Since 2021, the FIA has been delivering targeted training initiatives and environmental seminars to strengthen the capacity of its Members in tackling climate change and environmental challenges. These programmes provide practical knowledge and tools to help integrate sustainability into both organisational practices and event management. In addition to technical training, the FIA fosters peer learning through interactive workshops, enabling Sport and Mobility Members to exchange ideas and share best practices. Seminars held in Morocco and Oman have already created strong platforms for collaboration, helping build a shared understanding of effective sustainability strategies. These initiatives not only raise awareness but actively empower Members to implement sustainable practices---supporting their progress toward achieving at least One-Star Environmental Accreditation and contributing to the FIA’s broader climate goals.

6. FIA Sustainable Innovation Series

The Sustainable Innovation Series is a global FIA programme of thought leadership events launched in 2024, intended to catalyse sustainable transformation across both motorsport and mobility.

Key Features:

• Partnership based Events: Hosted in collaboration with FIA World Championship organisers (e.g. Formula E, WRC, F1) and Member Clubs, the series convenes leaders from sport, industry, government, academia and innovators to explore practical, track to road solutions.

• Topical Themes: Each event focuses on a distinct theme---examples from past and upcoming sessions include net zero transport transitions, biodiversity and nature & motorsport and sustainable rallying.

• Global Reach: Events have taken place (or are scheduled) on all continents with formats often tied to a motorsport event.

Objectives & Impact:

• Promote and share innovations in sustainable technologies, materials, event logistics, and mobility solutions that can be scaled or adapted across regions.

• Provide a platform for cross sector dialogue --- connecting government policy makers, technologists, start ups, circuits, clubs, and championship organisers to accelerate implementation of sustainability practices.

• Showcase and elevate best practices and case studies, helping the FIA community learn from leading examples and embed sustainability in motorsport governance, events, and mobility.

7. Environmental Observers

The FIA Environmental Observer Programme ensures that FIA-sanctioned events uphold environmental standards, apply best practices, and maintain a consistent approach across countries. Environmental Observers, nominated by ASNs, attend events to support stewards with environmental expertise and assess compliance with FIA criteria. Their presence helps promote continuous improvement, encourages the adoption of best practices, and strengthens ASN oversight of environmental performance at national level. To support this role, the FIA is establishing clear environmental requirements for competitions and is developping a dedicated training framework to equip Observers with the knowledge and skills needed to conduct effective evaluations.

8. FIA Introductory Guide For Sustainable Events

This manual is designed to provide practical guidance and technical support to event organisers, helping them identify clear, actionable steps to enhance the sustainability performance of FIA events. It aligns these efforts with the requirements of the FIA Environmental Accreditation Programme, ensuring consistency and impact across all levels of motorsport. The manual emphasises how even small actions can lead to meaningful change, offering best practices for sustainable event planning, operations, and logistics, while reinforcing motorsport’s commitment to environmental responsibility and a positive public image. The guide is available for download at the following link: https://atcn.org.ng/wp-content/uploads/2024/02/ FIA_guide_for_sustainable_events_2021_opt.pdf

9. Additional Resources

Sustainability Frameworks:

• IOC Sustainability Strategy

• IOC Sustainability Essentials

• IOC Sustainability Report 2020 Objectives

• IOC Sustainability Management in Sport

• IOC Sport for Climate Action

• UNFCCC Sport for Climate Action Framework

• The United Nations Environment Programme and the 2030 Agenda

• IUCN Mitigating Biodiversity Impacts of Sports Events

• UN Sustainable Development Goals

• UN 2030 Agenda for Sustainable Development

• Sports for Nature

Core Principles Of Sustainable Event Management:

• FIM Guide for Preparing an Environmental Management Plan

• Guide to Developing an Environmental Management System - Plan

• ISO 20121:2024 Event Sustainability Management Systems

• ISO 14001: 2015 Environmental Management Systems

Key Sustainability Impact Areas:

• Energy Efficient Outdoor Events - Temporary Power

• Moving Towards A Climate Neutral Un

• Sustainable Mobility In Sports

• Guidelines For Developing A Mobility Plan

• Plastic-Game-Plan-For-Sport-Guide

• FISA Environmental Sustainability Policy & Guidelines

• IOC Sustainable Sourcing In Sport

CHAPTER THREE: ORGANISING COMPETITIONS 3

5.1

5.3

SECTION 1: RULES & REGULATIONS

1. PREAMBLE

Every competition must operate under a defined set of rules and regulations. Regulations establish mandatory standards that must be strictly adhered to and may only be altered with the approval of the ASN. Rules, on the other hand, provide guidance on how the competition should be structured and conducted.

All competitions held in a country affiliated with the FIA are governed by the FIA International Sporting Code. Anyone involved in organising or participating in such competitions is required to:

• be deemed to be acquainted with the statutes and regulations of the FIA, the NCR, the supplementary regulations, and subsequent further regulations that may be issued;

• undertake to submit themselves without reserve to the above and to the decisions of the sporting authority and to the consequences resulting therefrom;

• in case of non-compliance with these provisions, any person or group which organises a competition or takes part therein will have the licence which has been issued to them withdrawn.

A competition may not be held in a country that is not represented by an ASN within the FIA unless the FIA has issued a special permit for that event. Any competition that is not organised in accordance with the FIA International Sporting Code or the National Competition Rules (NCR) of the relevant ASN must be prohibited by that ASN. If a non-compliant competition is included in an otherwise approved event, the permit for the entire event becomes invalid, and any licenceholder participating may have their licence revoked.

Furthermore, no event or competition that is part of an event may be postponed or cancelled unless such a provision exists in the supplementary regulations, or unless the Stewards make that decision due to force majeure or safety concerns. If an event is cancelled or delayed by more than 24 hours, entry fees must be refunded.

2. SPORTING REGULATIONS

A core objective of the FIA is to promote and implement uniform regulations for all types of motor sport and series worldwide. A comprehensive selection of FIA Sporting Regulations is available in a downloadable format on the FIA website.

These international Sporting Regulations are developed by the relevant Sporting Commissions, approved by the World Motor Sport Council, and published annually. They come into effect on January 1st of each year, replacing all previous versions of the same regulations. For any competition listed on the FIA International Sporting Calendar, these Sporting Regulations must be applied in full.

ASNs are also permitted to create their own Sporting Regulations for various disciplines conducted under their authority. These national regulations must include all essential rules relevant to the discipline and should feature wording similar to the following: “(competition/event name) shall be held under the provisions of the International Sporting Code of the FIA, the National Competition Rules of (the ASN), its Sporting and Technical Regulations, and the Supplementary Regulations published by the organisers of each competition, as well as any further regulations or instructions which may be issued.”

3. TECHNICAL REGULATIONS

For a vehicle to participate in an FIA-sanctioned competition governed by FIA Technical Regulations, it must first undergo a process known as homologation. This involves the vehicle being officially recognised by the FIA through a detailed document called a Homologation Form, which records all the specifications necessary to identify and verify the vehicle. This system ensures fairness and transparency, preventing any competitor from gaining an unfair advantage.

Homologation is governed by Appendix J of the FIA International Sporting Code, which can be accessed via the FIA website. The Homologation Form includes comprehensive technical data, and all competition vehicles must fully conform

to the specifications listed. This ensures that each race car is identical to the approved version, including all components. Organisers are entitled to request these homologation forms during pre- and post-event scrutineering. If the forms are not presented, the organiser may refuse the vehicle’s entry into the competition. Should a vehicle be found in breach of technical regulations, the claim that no performance advantage was gained will not be accepted as a defence.

FIA Technical Regulations must be fully applied to any competition on the FIA International Sporting Calendar. Similarly, ASNs may develop their own Technical Regulations for disciplines under their jurisdiction, following the same foundational principles as those established by the FIA.

4. COMPETITION RULES & REGULATIONS

The hierarchy of sporting rules and regulations to be adopted for a competition is:

• FIA International Sporting Code (‘Code’);

• National Sporting Authority Regulations (‘NCR’);

• Sporting and Technical Regulations;

• Competition Supplementary Regulations;

• Competition Further Regulations.

The International Sporting Code (‘the Code’) is the overarching set of regulations that govern all motor sport competitions held under the authority of the FIA. Updated annually by the World Motor Sport Council and approved by the FIA General Assembly, the Code outlines the fundamental rules for conducting motor sport globally and is accessible via the FIA website.

In addition, each ASN establishes its own National Sporting Authority Regulations (NCR), which apply to all competitions conducted under its jurisdiction. These regulations complement the ISC and ensure that motor sport is managed consistently and safely at the national level.

Supplementary Regulations specify the detailed arrangements for a competition and are prepared by the organising committee. These must be submitted to the ASN for approval before being distributed to competitors. All Supplementary Regulations, along with event programmes and entry forms, must clearly include the statement: “Held under the International Sporting Code of the FIA including Appendices and the National Competition Rules of ... (name of ASN or of its authorised representative)”.

The main information to be included in Supplementary Regulations is: a) nomination of the organiser(s); b) the name, nature and definition of the proposed competition(s); c) a statement that the competition is to be held under the Code and NCR; d) composition of the organising committee and address of that committee; e) place and date of the competition; f) a full description of the proposed competitions (length and direction of the course, classes and categories of vehicles admitted, fuel, restriction on the number of competitors if such restriction exists, etc.); g) all useful information concerning entries (address where they are to be sent, dates and hours of opening and closing, amount of the fee); h) all relevant information concerning insurance; i) the dates, times and nature of starts, with indication of handicaps, if any; j) reminder of clauses of the Code, especially as regards compulsory licences; k) manner in which competitor documentation will be checked, and in which classification shall be established; l) a detailed list of prizes assigned to each sporting competition; m) a reminder of the clauses concerning protests; n) the names of the Stewards and of the Clerk of the Course; o) a provision for postponement or cancellation of a competition, if applicable.

Once the entry period has begun, no changes may be made to the Supplementary Regulations unless all competitors who have already entered give unanimous consent, or unless the Stewards decide to make changes due to force majeure or safety concerns.

Further Regulations, which may include details not covered in the Supplementary Regulations---such as activity schedules, venues, or approved amendments---must also be prepared by the organising committee and submitted to the ASN for approval before being released.

If a Programme is issued to the public the main information to be included is: a) A statement that the event is to be held under the Code and NCR; b) a short description and the timetable of the proposed competitions; c) names of competitors and drivers with the numbers allocated to their cars (if pseudonyms are used, they must appear between inverted commas); d) the handicap, if any; e) a detailed list of prizes assigned to each competition; f) the names of the Stewards and of the Clerk of the Course.

5. ENTRY FORM

5.1 Entry is a Contract

An entry represents a binding agreement between a competitor and the organiser, requiring the competitor to participate in the designated competition unless prevented by a valid case of force majeure. In turn, the organiser must honour all specific conditions related to the entry, provided the competitor has made a genuine effort to participate. This agreement is formalised through the completion of an Entry Form, which must be approved by the ASN and submitted alongside the Supplementary Regulations. The Entry Form should also include a reminder of the competitor’s responsibilities under the FIA Anti-Doping Regulations, as outlined in Appendix A of the International Sporting Code.

5.2 Closing of Entries

The deadlines for closing entries in National competitions can vary, subject to ASN approval, and must be clearly stated in the Supplementary Regulations. For international competitions, however, entries must close no later than seven days before the scheduled date of the event.

5.3 Refusal of Entry

If an entry to an international competition is rejected by the organising committee, the applicant must be informed within two days after the entry deadline and at least five days before the competition begins, with the reasons for the refusal clearly stated. For other types of competitions, the National Competition Rules (NCR) may outline different timelines for notifying applicants of a refusal.

5.4 Entry of an Automobile

An automobile may not be entered more than once in the same competition. However, in exceptional cases, the ASN may permit two entries for the same vehicle in a single competition, provided that it is driven only once and by the same driver.

5.5 Official List of Competitors

The organising committee must send to the ASN, and make available to each competitor, the official list of competitors taking part in an international competition at least 48 hours before the beginning of the event.

2.1 CONDUCTING A RACE EVENT

2.2 CONDUCTING A ROAD COMPETITION

SECTION 2: ORGANISING COMPETITIONS

2.1 CONDUCTING A RACE EVENT

Organising a race event is a significant endeavour that demands extensive planning, a dedicated team, appropriate equipment, and substantial financial investment.

PLANNING CONSIDERATIONS

The Organising Committee typically includes the Clerk of the Course, Secretary of the Event, and representatives from the Promoter. This group is tasked with overseeing the entire event---its planning, execution, and adherence to the Supplementary Regulations. As per the Code, the Committee must consist of at least three members. Effective collaboration among these individuals is essential for a successful competition.

To manage responsibilities more efficiently, the Organising Committee may establish additional subcommittees. These can include groups comprising organisers, the promoter, and venue or circuit engineers, allowing for a broader distribution of duties. The key planning considerations for a committee in this area include:

• all aspects of circuit/venue safety;

• communication systems;

• circuit vehicles and crews (competition logistics); and

• competition organisation and procedures.

A Safety Committee may be required for competitions of a significant size, with many expected participants and spectators. This type of committee would usually involve the Organisers, Promoter and representatives of the various Emergency Services (Police, Ambulance, Civil Emergency Services, Fire, etc.). Emergency planning needs to take into account:

• track emergency response (all on-track responses must be coordinated through Race Control);

• off-track emergency response;

• minimum compliance with the sporting regulations (e.g. Appendix H to the FIA Code, ASN and local civil requirements);

• a Critical Incident Plan;

• clearly defined roles and responsibilities of the various parties in the competition in case of an incident; and

• the various types of incidents and the impact of these on the conduct of the competition.

A Planning Group is a worthwhile committee to form, and would generally consist of the Secretary of the Event and Managers/Chiefs of various divisions such as officials, safety, equipment, logistics. This group would focus its planning on:

• Officials -- numbers, registration, training, sign-on, lunches, transport around the circuit, etc.;

• Scheduling -- including the development of a ‘Minute by Minute’ programme of competitions;

• Equipment -- including requirements, procurement and distribution;

• Logistics -- all aspects of what is needed to conduct the event;

• General Administration; and

• Presentation Podium.

Venue An ASN is responsible for issuing a national licence for any circuit used in motor sport competitions. It must also define any specific rules related to that circuit, which organisers and competitors must be familiar with and follow. Additionally, the ASN may specify the safety standards that must be met by the promoter or organisers, either as part of the circuit licence or within the conditions of the competition permit.

Competition When planning a race event, an organiser or club may find it beneficial to collaborate with another organiser or club. Such partnerships can help attract a larger number of competitors, enhancing participation and ensuring the

competition’s financial and operational viability.

Schedule - Minute by Minute A detailed document known as the ‘Minute by Minute’ is crucial for managing complex competitions. It outlines every planned activity---on and off the circuit---on a minute-by-minute basis, serving as a practical guide for all officials. Compact and portable, it specifies the timing, nature, responsible personnel, and location of each action, ensuring the event proceeds according to the established schedule.

Regulations Once the competition has been defined, the Supplementary Regulations must be drafted to outline all event specifics, including vehicle eligibility criteria. Accompanying these regulations is the Entry Form, which, when signed by a competitor, constitutes a formal contract with the organiser, confirming acceptance of the event’s terms.

Officials It is necessary to assess the number of officials required. Larger competitions will demand a substantial number of individuals responsible for various operational areas, all reporting to the Clerk of the Course (unless Stewards). In contrast, smaller competitions may require fewer officials, with individuals often taking on multiple roles.

Officials can generally be grouped into the following categories:

• Event Command and Control

Stewards

⋅ Race Director

⋅ Clerk of the Course

Chief/Event Safety Officer

⋅ Chief Medical Officer

Chief of Radio Communications

Secretary of the Event

⋅ Post Chief

• Event Management

Chief Marshal

⋅ Marshals (Track, Flag, Road, Paddock, Grid, Pit Lane)

Drivers (Safety/Safety Zero/Medical Cars, Course Vehicle)

⋅ Scrutineers

⋅ Timekeeper

• Emergency Management

⋅ Emergency Coordinator

Medical Officer

Paramedics

⋅ Fire Marshals

Rescue Marshals

Recovery Marshals

• FIA/ASN Delegates

Safety Delegate

⋅ Medical Delegate

⋅ Technical Delegate

• Other

⋅

Judge of Fact

⋅ Observer

Competitor Relations Officer

Environmental Officer

⋅ Circuit/Road Inspector

Below are some of the main roles and high level descriptions. For more complete information, please refer to Appendix V, where you will find a comprehensive and up-to-date overview.

Clerk of the Course Race Control or Event Command serves as the central hub for communications, coordination, and command during the competition, primarily staffed by senior race officials. It functions as the operational base for the Clerk of the Course, who is supported by a Deputy and Assistant Clerks of the Course, all of whom are present while the competition is active. Additional personnel may include the Chief of Communications, Chief Observer, Chief Medical Officer, Emergency Controller, and their respective deputies.

The Clerk of the Course is the lead sporting official, responsible for overseeing all aspects of the competition, including its planning, execution, and adherence to safety and regulatory requirements. All other officials involved in competition activities ultimately report to the Clerk of the Course. Deputy and Assistant Clerks may manage specific duties or oversee support competitions as needed, and all operate out of Race Control/Event Command.

Secretary of the Event The Event Administration Team comprises the Secretary of the Event’s assistants and others directly involved in the administrative planning and organisation of the competition. The Secretary of the Event acts as the chief administrative official, overseeing the sporting organisation of the event and handling all related announcements. Their role focuses on event preparation and coordination, while the Clerk of the Course is responsible for managing the competition itself. Supporting the Secretary are a Deputy Secretary and several Assistant Secretaries, each assigned specific responsibilities such as competition administration, coordination of officials, logistical arrangements for equipment and facilities, and management of support categories.

Marshals Trackside operations officials are organised into dedicated teams, each with a defined hierarchy and specific responsibilities essential to the smooth running of the event. The Chief Marshal oversees all track or course marshals and may either manage the overall deployment of officials or divide the course into multiple teams. They are responsible for personnel coordination, equipment distribution, and maintaining communication across the various groups. The Chief Marshal also collaborates with other senior officials to ensure unified event execution.

Each team under the Chief Marshal’s oversight has its own designated leader, such as:

• The Chief Flag Marshal -- Responsible to the Clerk of the Course for accurate flagging and light signal operations during a circuit race, and to the Chief Marshal for the discipline and performance of the flag team.

• Chief Course Marshal -- Works alongside the Chief Marshal to coordinate and unify the efforts of all course marshals. These team leads ensure that all operational aspects of trackside activity are managed efficiently and in alignment with event regulations.

Other Senior Officials Other Senior Officials may include:

• Chief Timekeeper -- responsible for producing results of all sessions on the track;

• Competitor Relations Officer -- liaison between competitors and other officials;

• Chief Pit Lane Marshal -- in charge of Pit Lane, Pit Entry, and Pit Exit;

• Chief Grid/Start Marshal -- in charge of gridding for races, or for starting vehicles at the appropriate time;

• Chief Fire Marshal -- overall responsibility for the Fire Marshal team;

• Chief Support Paddock Marshal -- in charge of managing the Support Paddock/area;

• Chief Scrutineer -- responsible for the scrutineering of competition vehicles;

• Chief of Vehicle Recovery -- in charge of all vehicle recovery vehicles -- trucks and cranes;

• Race Control/Event Command officials -- manning the race control radio channels and relaying messages and reports to and from the Clerk of the Course.

Marshals Motor sport events continue regardless of weather conditions, requiring officials to be prepared for all types of environments. Although organisers are responsible for ensuring the safety of those involved, marshals voluntarily accept their role and must take primary responsibility for their own safety and that of others nearby. Marshals should prioritise their own protection first, followed by the safety of fellow marshals, and then any drivers or individuals needing assistance. Given the long hours and demanding conditions at the trackside, personal comfort and sustained focus are also essential. Ultimately, exercising sound judgement and common sense is the best safeguard in all situations.

Personal Equipment Organisers typically supply certain gear such as overalls, shirts, or team caps for marshals. However, marshals are expected to bring additional items necessary for their own comfort and safety. Recommended personal equipment generally includes:

Clothing

• If possible, wear natural fibres (cotton or wool), particularly next to the skin. Man-made fibres can melt in flame, even under protective overalls, causing nasty burns. Colours should not clash with flags or other instructional informationthey should not be bright yellow, red or green. Orange or white is ideal.

• A cap or a light hat to protect from sunburn and sunstroke in hot weather. A peaked cap could be provided by the organisers to all officials.

• Long-sleeved shirt and long trousers for sun protection if outside and not wearing overalls. Shirts could be provided to Senior Officials, and other officials who may be in important competition areas.

Dealing with Hot Weather Officials, especially those working trackside, are susceptible to heat illness due to several contributing factors beyond just ambient temperature. These include:

• length of exposure;

• intensity of the sun (UV Index);

• physical intensity required by their task.

In hot conditions, it is essential that officials monitor one another for symptoms of heat exhaustion. Marshals, in particular, can quickly become at risk, which not only endangers their own health but also poses a safety risk to fellow marshals, competitors, and the overall conduct of the event.

The following suggestions may help to reduce the onset and effects of heat illness:

• provision of rest breaks, in shade of any kind wherever possible;

• adequate supplies of cool drinking water, before, during and after the competition;

• provision of shade - shelters are provided at a number of posts;

• suitable personal protection equipment, e.g. wearing a cap or hat at all times, sunscreen, sunglasses;

• rotation of officials, for example changing tasks at a point where this is possible and practical without causing disruption to the competition;

• removal of personal protective equipment (balaclavas, heavy protective clothing, etc.) when appropriate at competitions, such as between races;

• wearing loose clothes may be beneficial;

• if an official feels the onset of sunstroke or heat exhaustion (or observes it in others) they should be encouraged to seek medical assistance.

Dealing with Wet and Cold Weather In the event of the possibility of wet weather the following steps should be considered:

• when such weather is expected, marshals should be warned directly so that preparations can be made to put on waterproof clothing and to protect equipment and belongings on the ground;

• all marshals should monitor their teammates and report recognised problems, or seek opinion from local medical team members;

• the medical centre and Officials’ Muster Tent area (where applicable) should be ready for an influx of wet marshals, and transport should be organised, arranging for a replacement team at the Officials’ Muster Tent area if weather is extreme;

• investment in additional dry clothing, such as overalls to replace wet clothing;

• monitoring of the number of marshals brought in and ensuring that posts remain adequately manned.

Anti-doping considerations Under the FIA Anti-Doping Regulations (Appendix A to the International Sporting Code), it is the responsibility of the ASN and/or the Organising Committee to ensure that each competition listed on the International Sporting Calendar has an appropriate Doping Control Station as outlined in Appendix A. The Doping Control Officer must have the necessary accreditation to access the Stewards, Chaperones, Athletes, and the Doping Control Station. The station must also provide sealed bottled water. Additionally, the Chief Medical Officer should assist the Stewards’ Chairman with the appointment and training of Chaperones. The FIA offers a Guide to Doping Control Organisation and Chaperone Training Documents, which are available upon request by contacting racetrue@fia.com

Code of Conduct Marshals play a critical role in motor sport competitions and are entrusted with significant responsibilities. They are expected to uphold high standards of conduct and professionalism, which are essential for fostering a culture of reliability and mutual respect among all participants. To support this, all marshals should adhere to a dedicated Code of Conduct specifically designed for their role, in addition to strictly observing the fundamental rules applicable to all officials. A sample Code of Conduct for Marshals is outlined below.

• My intention is to assist with, and contribute towards, safe, enjoyable and fair competition for all participants (including competitors, officials, and spectators). I will not do anything to jeopardise this, nor will I carry out any activity which could bring the competition or the sport into disrepute.

• I am fit and well enough to carry out the roles allocated to me and if my circumstances change at any time I will notify my senior marshals immediately.

• I will take particular care of my own safety and well-being, and will also endeavour to protect all others from any danger or disadvantage that they may be exposed to.

• I will report any unsafe situations or practices I observe to the appropriate persons, including my senior officials, so that the identified risks can be minimised or removed. I will remain behind protective barriers at all times unless my specific role requires me to do otherwise, and then only for the minimum time required for that duty.

• I will relate to and deal with all persons involved in the competition equally and fairly, and will not participate in or tolerate any harassment of any person because of gender, age, allocated role, experience, place of origin, or for any other reason.

• I will respect the lines of authority established for the control of the competition and will comply with all reasonable instructions from my senior officials. I will also respect and enforce regulations and instructions applicable to the competition as my role requires.

• I will exercise personal discipline by attending briefings, exercises and activities associated with the competition at their scheduled times.

• I will, whenever the opportunity arises, endeavour to increase my knowledge and understanding of my various roles

VEHICLES USED IN THE EVENT

Operations Vehicles

• Safety Car: A Safety Car, driven by an experienced track driver and carrying an observer, must be stationed at the Pit Exit throughout all race events, ready for immediate deployment. It may be dispatched onto the track whenever necessary during the competition to neutralize incidents or manage any situation requiring controlled conditions for vehicles and drivers.

• Tow Vehicle for Grid: A tow vehicle must be on standby to ensure the swift removal of any immobilised vehicles from the competition area, maintaining the safety and flow of the event.

• Course Vehicles: Vehicles should be allocated for use by Senior Course Marshals, the Clerk of the Course, and/or the Stewards. These vehicles are typically reserved for oversight/coordination purposes and are not expected to enter the track while the competition is in progress.

• Equipment Transport: Equipment transport vehicles should be available for distributing and collecting track or course equipment before and after each day’s activities. They must also be accessible during the event to provide emergency transport of equipment as needed.

Emergency Response Vehicles Every emergency vehicle must maintain radio communication with Race Control/Event Command and respond to emergencies solely upon instruction. The radio network for fire and medical emergency vehicles should ensure constant connectivity between each Medical Intervention Vehicle (MIV), fire unit, Race Control/Event Command, and other emergency personnel and services.

First Response Vehicles

• Medical Intervention Vehicle (MIV): An MIV (Medical Intervention Vehicle) crew should include a driver experienced in racing environments and trained in using the onboard fire extinguisher, a doctor wearing fire-retardant gear, and a paramedic responsible for radio communication and assisting the doctor as needed.

• Extrication Team: This unit should include a trained driver and one or more paramedics who have undergone specialized training to operate as a coordinated team, specifically tasked with extracting injured drivers from vehicles in cases where spinal injury is suspected.

• Motor Sport Fire and Rescue Vehicles: Fire and rescue vehicles, typically utility-sized sedans, should be strategically positioned around the circuit or course. Each vehicle must be staffed by a team of fire marshals and equipped with a radio to maintain communication with Race Control/Event Command. These vehicles should carry various fire extinguishers appropriate for use in a motor sport environment.

Backup Emergency Vehicles

• Large Fire Units -- Pumper-Tankers: Fire units should be provided and staffed by the local fire brigade to safeguard property within the circuit and serve as backup support for dedicated motor sport fire teams. Depending on the layout, certain units may need to be positioned with access to the track to respond when required.

• Vehicle Recovery: Recovery vehicles must be staffed by marshals and ready to remove disabled vehicles from the track/course as needed. A variety of recovery vehicles should be available, such as low-angle tilt trays, crane trucks, and 4WD flatbeds. Additional emergency vehicles may be required to perform flat tows for cars unable to return to the pits or service park under their own power.

• Ambulances: These should be stationed at strategic points around the circuit or course. While their main role is to transport injured individuals to medical centres or hospitals, they are typically not dispatched to incident sites unless specifically needed. Ambulances should be equipped with necessary medical equipment and staffed by multiple trained paramedics.

• Medical Evacuation Helicopter: Although not stationed on-site, a medevac helicopter should be on standby for

large-scale or remote competitions. It should be available for transporting serious casualties to the nearest appropriate hospital.

CIVIL AUTHORITY LIAISON ASNs and event Promoters/Organisers must coordinate with relevant civil authorities---such as police, fire, medical, and emergency services---especially when planning large-scale events with significant spectator attendance.

COMPETITION DOCUMENTS

• Marshals’ Handbook: Each marshal should receive a handbook containing essential event information. This should include procedural notes, marshal responsibilities, communication protocols, competition structure, and key contact points.

• Operations Manual: A comprehensive planning document should be created and distributed to all Senior Officials involved in the competition. This document should include: Medical Plan;

⋅ Recovery Plan;

⋅ Equipment Deployment Plan; Critical Incident Procedure; and

⋅ Event Regulations.

• Organisation Manual: A critical organizational document must be created for use by the competition management team, serving as the central reference point throughout the planning and execution of the event. This document should include the following components:

⋅ equipment allocation; senior officials’ contacts; and other key operational documents.

2.2 CONDUCTING A ROAD COMPETITION

Organizing a road competition is a multifaceted undertaking, as each event is unique---not only in its format but also in the nature of the terrain over which it takes place. The following provides a high-level overview of the core principles necessary to successfully conduct a rally.

National Sporting Authorities (ASNs) must establish a dedicated body, referred to as the ‘Rally Committee,’ responsible for formulating and enforcing guidelines for various types of road competitions. This ensures adherence to established standards and helps prevent organizers from damaging the sport’s reputation through poor planning---such as exceeding speed limits, holding events in densely populated areas, or placing controls irresponsibly.

Types of Rallies Road competitions come in various forms, ranging from road rallies or trials held on open public roads to special stage rallies conducted on private land (such as forests) and/or temporarily closed public roads. Road competitions comprise the following structure:

• Competitive Section - a section on which crews are expected to follow a prescribed course and are subject to time penalties; different types of sections are:

Road section: a route-charted competitive section on which the time taken in excess of the time allowed, in increments of not less than one second, is applied as a penalty;

Navigation section: a competitive section where the route instructions are provided in a variety ways including providing incomplete information, and where time taken in excess of or sometimes less than the time allowed is penalised.;

⋅ Average speed section: a competitive section where crews are required to observe a given average speed or speeds along a specified route;

⋅ Special Stage: a route-charted competitive section on which the time taken to complete the section, to the second, is applied as a penalty;

⋅ Trial: a competition intended primarily to test the navigational skills of the crew, consisting of transport sections, navigation sections, average speed sections and/or road sections.

• Transport/Liaison/Touring Section - a section with minimal driving and navigational demands designed to take vehicles to the start of the next competitive section in a non-competitive fashion (e.g. liberal time allowed to traverse the course, simple and explicit navigation).

COMPETITION PLANNING Planning a road competition must begin well ahead of the intended event date, as securing the necessary approvals from local authorities can be time-consuming---often requiring up to six months. Before delving too deeply into the planning process, it’s critical to identify all required permissions and aim to obtain preliminary approval as early as possible. In many countries, authorization from the governing road authority is mandatory, and additional permits may be needed from forestry departments, private landowners, environmental organizations, and typically, the police.

For special stage rallies involving the closure of public roads, a comprehensive public relations initiative must be carried out along the intended route. This serves to inform residents and road users of the closures and must be undertaken early, as significant opposition may necessitate alterations to the plan.

When designing the course, organizers must consider the type of competition, its overall duration (in both time and distance), and the season in which it will occur---factoring in variations in daylight hours and potential increases in civilian traffic during holiday periods.

Key planning considerations include:

• gaining permission to use roads, particularly if closing them; degree of access by the public to the roads that are to be closed;

• potential damage to roads from the passage of the cars, particularly in wet conditions;

• the ability of the course to withstand inclement weather so that the stage is not cancelled or postponed unless severe conditions apply;

• the roughness, or smoothness, of the roads/tracks being in keeping with the concept of the competition;

• locations of start and finish controls (access for officials, away from fast-moving and heavy-flowing ‘civil’ traffic; where crews can pull up safely at the finish control; where communications work);

• adequate arrangements for spectator parking and access to suitable viewing areas whether they are paying “customers” or the local population

• refuelling breaks (taking into account distance limits of cars, safety of refuelling, access by refuelling persons);

• rest breaks (adequate supply of refreshments that can be served to numerous people in a relatively short time);

• effective communications for competition control and for medical emergencies; and

• number of officials/marshals needed to conduct the competition, and, importantly, their competence and availability.

COMPETITION OFFICIALS -- ALL COMPETITIONS All rallies involve a wide array of tasks that must be meticulously planned and executed. For major rallies, a comprehensive and well-structured team is essential, with the following key officials typically required:

• Clerk of the Course/Event Director: The Clerk of the Course serves as the chief competition manager, bearing ultimate responsibility for overseeing the event’s execution. This role involves ensuring full compliance with all applicable regulations and managing every aspect of the rally’s conduct. The Clerk is accountable for the smooth operation, safety, and integrity of the competition from planning through to completion.

• Secretary of the Event: The Secretary of the Event is responsible for the overall administrative management and documentation of the competition. The Secretary ensures that all administrative requirements are met accurately and on time, serving as a central point of contact for competitors and officials alike.

• Entries Secretary: If not undertaken by the Secretary of the Event, this responsibility falls to the Entries Secretary. The Entries Secretary manages the verifying of driving licenses, ASN competition licenses, securing required signatures for insurance purposes, and ensuring all necessary documentation is complete and in order.

• Chief Scrutineer: Scrutineers are tasked with inspecting competition vehicles to verify compliance with all applicable safety and technical regulations specific to the event.

• Chief Scorer/Results Manager: Scoring a road competition and compiling results can be intricate due to the application of penalties and the presence of numerous categories and classes for both competitors and vehicles. The Chief Scorer or Results Manager must have a thorough understanding of the regulations and be proficient in the principles of calculating results accurately.

• Marshals: For a road competition, a significant number of marshals are required to ensure the event runs safely, smoothly, and in accordance with regulations. Their duties primarily include: staffing the start and finish of competition sections/stages, to record the time of departure and arrival of competitors, and their entry direction. Usually at least three people are needed at each start and finish control;

⋅ road closures; and spectator areas.

• Stewards: Stewards, appointed by the ASN and/or the FIA, serve as independent and impartial officials responsible for overseeing the fair conduct of the competition. Their primary role is to ensure that the event complies with all relevant sporting regulations and organizational standards. In addition to acting as high-level observers, they also function as the judicial authority during the event---handling protests, reviewing incidents, and making rulings on any breaches of the rules.

COMPETITION OFFICIALS -- SPECIAL STAGE RALLIES Special Stage Rallies, which prioritize high-speed driving skill and precise car control over navigational challenges, are conducted on closed roads---either private or temporarily sealed public routes---and involve timing accurate to the second. Due to the heightened safety, logistical, and operational demands of these events, several additional key officials are required beyond those needed for regular road rallies:

• Event (Chief) Safety Officer: The Chief Safety Officer holds overarching responsibility for the safety of all special stages throughout the event. This role involves developing a comprehensive Safety Manual, which outlines protocols, risk assessments, and contingency plans.

• Stage Commander: Positioned at the start of a special stage, the Stage Commander oversees the complete setup, execution, and safety of that specific section. This official is in constant radio communication with both the finish of the stage and Rally Control, coordinating timing, marshal deployment, and emergency responses.

• Communications Chief: The Communications Chief is responsible for maintaining robust and uninterrupted two-way radio communication across the rally’s infrastructure. This includes linking all stage starts and finishes, intermediate safety points, spectator zones, and rally control. In the event of an incident, the Communications Chief ensures that critical safety messages and updates are relayed in real-time, enabling rapid coordination between officials and emergency personnel.

SECTION 3: VOLUNTEER MANAGEMENT AND RECOGNITION

1. PREAMBLE

Volunteers are the lifeblood of motorsport, playing a pivotal role in ensuring the sport’s sustainability and operational success. Their involvement is not merely supportive---it is foundational. Managing the volunteer workforce effectively involves a wide range of considerations and strategies, including recruitment, training, supervision, retention, recognition, and rewards. Given the depth and complexity of this subject, this section offers an in-depth exploration rather than a superficial overview of Volunteer Management and Recognition.

Volunteer officials are essential to the proper and safe running of all motorsport events. They are tasked with ensuring that competitions are conducted fairly, safely, and in accordance with the sport’s governing regulations. The number and specialization of officials required varies significantly with the scale of the event---a Formula One Grand Prix may require over 1,000 officials, while a small-scale hill climb may only need a handful.

Becoming a volunteer official is open to virtually anyone with an interest in motorsport. However, minimum age requirements and supervision guidelines apply depending on the role and level of responsibility. Given the inherent risks in motorsport environments, especially in high-speed or high-impact areas, novice officials must learn alongside experienced mentors to ensure they develop the necessary competencies under proper guidance.

As volunteers gain experience and demonstrate capability, they should be offered opportunities to progress into more complex and demanding roles or explore other officiating domains. This not only helps retain volunteers by engaging their passion but also builds a stronger and more competent officiating body across all levels of competition.

To support this, the ASN is encouraged to establish a formal registration and grading framework for officials (as elaborated in Chapter Three -- Section 2). Such a structure provides clarity around role definitions and progression pathways, helping volunteers understand how they can advance within the sport. It also publicly recognizes their commitment, and may be tied to tangible benefits or incentives from the ASN---thus enhancing both volunteer satisfaction and long-term engagement.

In order to help the ASNs in this challenge, the FIA Volunteers and Officials Commission has been set up.

• A supplementary section to the International Sporting Code, known as Appendix V, has been established to consolidate all relevant information pertaining to volunteers and officials. This appendix specifically outlines the definitions, licensing requirements, and the rights and responsibilities of individuals serving in these roles, providing a standardized reference framework for their function within the sport.

• An international license has been established by the FIA for all officials it appoints to competitions. This initiative aims to create a link between the FIA’s licensing system and those of ASNs, promoting consistency and standardization of official roles, qualifications, and recognition across different countries.

• A centralized website is being developed to enable officials to create profiles and communicate with others. Each ASN will manage its own publicly accessible microsite through this platform to oversee national officials, while the FIA will have a dedicated section for managing its own officials. Access to personal and motorsport-related information, as well as networking features, will be clearly regulated to ensure appropriate use and data privacy.

2. VOLUNTEERS

Need for Volunteers Ongoing volunteer recruitment is critical across all areas of motor sport. Most clubs and competitions depend heavily on volunteers for day-to-day functioning. In disciplines such as rallying---especially where public roads are closed---a lack of sufficient officials can lead to event cancellations. Without volunteer support, many social and competitive activities simply wouldn’t occur. In fact, the survival of many clubs is directly tied to the strength of their volunteer base, as volunteers often serve on management committees and in other leadership roles.

Volunteers’ Requirements Volunteering does not happen by chance; it requires structure and support. Volunteers bring a diverse mix of backgrounds, skills, expectations, and motivations. Their availability and commitment levels vary, as do the

benefits they seek---some are driven by passion for the sport, others by social connection, skill development, or community service. For clubs to be effective and for volunteers to feel their time is valued, their involvement must be well-managed and tailored to their expectations.

Volunteer Management Volunteer management deals with a number of complex issues -- from developing appropriate voluntary working conditions, to recruiting, inducting, training and supervising volunteers, and providing recognition and rewards. Without successful leadership people tend to be uninspired, unsure of their role, not sure they are really needed, and, as a result, may lack commitment. The website which will be put in place by the FIA (refer to Preamble) will help the ASNs in taking up this challenge.

Volunteers in the Club At the club level, volunteers perform nearly every function---from the club President to the officials on the ground at events. They run administration, plan competitions, manage fundraising, and handle finances. While some may receive reimbursement for basic expenses, many give their time and effort without any financial compensation--motivated by loyalty, camaraderie, and dedication to their club. These contributions are fundamental to the sustainability of motor sport and must be acknowledged formally by both clubs and ASNs through recognition programs and clear appreciation, ensuring ongoing volunteer engagement and retention.

Motivation Volunteers are rarely driven by the tasks themselves; rather, their motivation typically comes from a desire to contribute to something meaningful, assist others, spend time with family or friends, or engage in an area they are passionate about. They are generally willing to accept whatever responsibilities are assigned to them. The greatest rewards of volunteering are often personal fulfillment and the opportunity for social interaction. Establishing a dedicated website where volunteers and officials can create personal profiles and connect with peers locally and internationally (as referenced in the Preamble) can enhance their sense of purpose and help foster a strong sense of community.

Emphasise Opportunities To recruit effectively, clubs must highlight the real, meaningful benefits that resonate with potential volunteers: the chance to form social connections, be part of a community, and contribute to something they find personally worthwhile or fulfilling. Therefore, when developing recruitment strategies, clubs should move beyond simply listing tasks. Instead, they should focus on creating messaging and roles that emphasize purpose, belonging, and value.

Volunteer Recruitment Most first-time volunteers are introduced to clubs through existing personal relationships---such as friends, family members, or current club volunteers---rather than through formal advertising or promotional campaigns. Since few individuals actively seek out volunteer roles when joining a club, relying solely on publicity is typically ineffective. People generally become involved with clubs to participate in competitions, and they may not initially consider volunteering. Therefore, successful recruitment strategies must include direct invitations and should reflect an understanding that interest in volunteering often develops over time through personal engagement.

3. VOLUNTEERS’ RIGHTS AND RESPONSIBILITIES

Awareness of Rights and Responsibilities It is essential that both clubs and volunteers are fully aware of the rights and responsibilities that come with a volunteer role. Clear expectations and mutual understanding form the foundation of a healthy, sustainable volunteer culture. Volunteers are not only giving their time and energy---they are also entering into an informal agreement where their contributions should be respected, and their wellbeing considered.

Civil Legislation In many jurisdictions, civil legislation may recognize volunteers as having similar legal rights to those of formal employees. This legal interpretation places a significant duty of care on clubs and their officers, effectively casting them in the role of ‘employers’---regardless of whether monetary compensation is involved. As such, clubs are legally and morally obligated to ensure that every volunteer operates within a safe and supportive environment. This includes adhering to occupational health and safety standards, providing appropriate training and equipment, and minimizing exposure to physical, emotional, or psychological harm.

Rights of Volunteers The rights of volunteers include:

• being provided with an adequate induction to the club and its activities;

• understanding the role(s) and expectations;

• being allocated to a task that suits their preference, motivation, skills, experience and qualifications;

• being trained or given advice on how to conduct their tasks safely and effectively;

• knowing to whom they report and how to contact them;

• being provided with adequate guidance and supervision;

• being provided with protection, safety, and insurance when carrying out their roles;

• being involved in decisions that affect their areas of responsibility;

• having their concerns and complaints heard;

• being recognised for contributing their time, experience, ideas and skill;

• saying ‘no’ -- volunteers should not be coerced into performing tasks against their wishes or that they do not feel qualified to do;

• being able to resign from their position; and

• operating in an environment which is inclusive, free from harassment, bullying and discrimination.

Responsibilities of Volunteers The responsibilities of volunteers include:

• ensuring they have the time necessary to take on a volunteer position;

• working within the policies and rules of the club or competitions;

• being reliable and dependable;

• completing the agreed hours and tasks, irrespective of the conditions (e.g. inclement weather);

• informing the responsible person when they are not available after having volunteered;

• attending orientation and training sessions;

• following instructions given by supervisors;

• being a team player and being considerate about the views of other volunteers;

• identifying their limitations and expectations;

• being accountable and accepting constructive criticism;

• maintaining a safe and healthy work environment which is free of harassment, bullying and discrimination; and

• abiding by policies, regulations and rules.

4. VOLUNTEER MANAGEMENT

Leadership/Good Practice Quality leadership is a key to success Strong leadership plays a vital role in effectively managing volunteers within clubs, beginning with the Club Committee and its President. When leadership is lacking, volunteers may feel directionless, unmotivated, and uncertain about their responsibilities, which can undermine their commitment. Since clubs often depend entirely on volunteer support, it is essential that these individuals are engaged and invested in both the club’s future and their individual contributions. Good leadership helps foster an environment that motivates volunteers, promotes excellence, and leads to a more fulfilling and productive volunteer experience.

Good practice Effective volunteer management hinges on ensuring that volunteers feel appreciated and integral to the club and its activities. When volunteers perceive that their efforts are acknowledged, respected, and properly rewarded, they are more inclined to continue their involvement. Although some clubs claim that recruiting and retaining volunteers is difficult---and sometimes place the blame on the volunteers themselves---these organisations should instead evaluate their management practices. It is essential to assess whether they are genuinely fostering a culture that makes volunteers feel valued and connected to the club’s mission.

Club-specific approaches While there is no one-size-fits-all approach to managing volunteers that will ensure universally positive results, the core principle remains consistent across all clubs: motivated and dedicated volunteers are crucial to a club’s success. Each club must tailor its volunteer management strategies to its specific context, but the importance of cultivating commitment and enthusiasm among volunteers is a universal constant.

VOLUNTEER COORDINATION

Appointment of a Volunteer Coordinator Some clubs choose to appoint a Volunteer Coordinator to their Committee to ensure alignment with the club’s strategies, objectives, and priorities. This allows the Coordinator to effectively identify and engage volunteers who are best suited to support specific tasks and responsibilities. The role is especially crucial for clubs that rely heavily on volunteers to deliver their motor sport competitions. In addition to being a club member, the Volunteer Coordinator may also be someone appointed at a broader discipline level, helping to recruit and train volunteers across various events, even if they are not directly affiliated with the club.

Role of the Volunteer Coordinator The Volunteer Coordinator’s role is not typically to oversee or directly manage volunteers, but rather to administer the overall volunteer programme and implement relevant policies within the club or event context. Since clubs operate with varying structures and requirements, the responsibilities of the Volunteer Coordinator must be flexible and evolve in line with the club’s development or strategic shifts. Additionally, the Volunteer Coordinator serves as the primary liaison with the FIA and is responsible for managing the ASN’s section on the FIA’s dedicated platform for volunteers and officials.

Volunteer Coordinators’ skills Volunteer Coordinators require strong conceptual, managerial, and interpersonal abilities rather than technical expertise. Their effectiveness and satisfaction in the role are greatly enhanced by traits such as positivity, enthusiasm, and strong communication, consultation, and negotiation skills. While the following list is not exhaustive, it outlines the key skills and personal qualities expected of effective Volunteer Coordinators:

• an understanding of the roles required to be filled by volunteers, hence the need for job or role descriptions;

• initiative, assertiveness and optimism;

• commitment, patience, and persistence;

• accessibility;

• creativity and flexibility;

• honesty and trust;

• respect for the privacy of individuals and sensitivity to individual needs.

Suitability A person should not be deemed unfit for the role solely because they lack one or more of the mentioned skills or attributes. Some Volunteer Coordinators may already possess relevant experience from prior volunteering or professional roles, while others can effectively develop into the position if they demonstrate the right personal qualities and a genuine willingness to learn and adapt.

5. RECRUITING VOLUNTEERS

What is recruitment of volunteers? Recruitment involves identifying both individuals and groups who may be interested in contributing, and then actively inviting them to volunteer. Within a club setting, volunteers are needed for a diverse range of roles and responsibilities, including but not limited to:

• the Committee;

• other ‘sub’-committees;

• organising social functions and/or sporting activities;

• officiating at a senior level in activities; and

• officiating generally in activities in a great multitude of roles.

What is required of volunteers?

Steps to determine what is required The initial stage in attracting volunteers involves clearly defining what the club needs from them. This process includes several essential steps:

• Identify the tasks volunteers will be expected to carry out, along with the significance of each task to the club’s operations.

• Develop concise role descriptions that outline the responsibilities and expectations for each volunteer position.

• Estimate the number of volunteers required for each role to ensure sufficient coverage.

• Establish the time commitments, including how long each volunteer will be needed and during which periods (e.g. specific events, ongoing roles).

• Assess training and induction needs, and confirm the availability of appropriate training programmes and facilities.

• Plan for volunteer support upon their arrival---this may range from assigning a peer mentor to providing funding for training sessions or travel to competitions.

• Determine recognition and reward mechanisms, such as formal acknowledgements, certificates, or other tokens of appreciation, to value the volunteers’ contributions.

RECRUITMENT PLAN

Club requirements Recruitment strategies must be tailored to the specific roles being filled, particularly when it comes to higher-level responsibilities. For instance, serving on a committee is not a role that suits everyone, as it requires specific skills and a higher level of commitment. Therefore, recruitment should be selective and strategic, rather than open-ended. Clubs must get ready for recruitment drives by making sure their culture and sporting environment are set to welcome new members. If they aren’t well-prepared, new members will likely fail to integrate and end up leaving soon after joining.

Benefits for volunteers A recruitment plan should highlight that the advantages for volunteers are just as important as the club’s needs. Since many volunteers sacrifice their free time to contribute, they may not respond well to campaigns that feel like job offers. Volunteers must feel appreciated and not as though they’re being asked to take on a role that others have avoided.

Finding volunteers Research indicates that some 80% of volunteers are recruited through:

• being asked to volunteer by someone;

• friends/family involved with the club; or

• knowing someone who was involved with the club or competition.

Recruitment strategies Volunteer recruitment strategies can vary from simple and cost-free methods to more elaborate approaches that may require financial investment. Below are several examples of these strategies.

• Word of mouth: When people share the positive aspects of volunteering at a club, it naturally sparks interest and encourages others to get involved.

• Club or competition website: Leverage the site’s reach to showcase volunteering roles, highlight their benefits, and attract new helpers.

• Direct mail via the club’s newsletter, magazine, or a custom flyer can effectively reach members and prospects.

• Posters and brochures offer visual promotion in community spaces.

• Local media: Submit articles or press releases to local newspapers or radio stations. Approach advertisers to assist with spreading the word.

• Create a video that highlights various volunteer roles. Use it at events or share it with potential recruits.

• Host a Volunteer Opportunity Stand in collaboration with other groups at public venues like malls to draw greater attention.

Additional help Alongside the ongoing efforts to motivate club members to take on the wide range of duties that contribute to a thriving and dynamic club, there will be occasions where the club must bring in a group of external individuals to supply the necessary numbers for a competition’s success. A clear example is a rally, which demands numerous officials---control personnel, road closure staff, spectator marshals, and more---who are only needed briefly for the event and often don’t return until the following year.

6. INDUCTION PROGRAMME

Critical Time Starting a new role is a crucial time for both new volunteers and the club or competition. It marks the transition of volunteers from ‘outsiders’ to ‘insiders’, or from playing a peripheral role to taking on a central position within the committee or competition framework.

Benefits of an induction programme Newcomers to the club or competition can’t be expected to instantly grasp their role’s responsibilities or how the organization operates. An effective induction process:

• reduces the stress on them;

• makes them feel welcome; and

• can reduce the likelihood of high turnover.

What is induction? Induction relies on the process of socialisation, which involves shaping a new volunteer’s expectations, behavior, and attitudes in ways the club or competition finds appropriate. Its purpose is to introduce the individual to specific tasks, activities, or procedures by equipping them with the knowledge needed to understand and perform effectively.

Induction List An induction list may include the following:

• An induction guidebook---possibly as a DVD---that gives a brief overview of the club or competition’s structure, culture/ history, key activities, and available member opportunities;

• A copy of relevant club policies detailing member responsibilities and expectations;

• Recent and current issues of the club’s newsletters and/or magazines;

• Login credentials to access both the club’s website and the ASN’s FIA microsite (currently in development) for volunteers and officials, allowing them to create and manage a personal profile (see Preamble).

If appointed to a club committee, volunteers should:

• Receive a copy of the constitution along with a summary of committee members’ roles and responsibilities; and

• be introduced to other committee members and ‘key’ volunteers within the club.

If involved in a competition, volunteers should:

• Be provided with a detailed description of the role they are assuming, including the necessary training required; and receive a clear explanation of the safety considerations related to both the competition and their specific duties.

7. VOLUNTEER RETENTION

Impact of volunteer turnover Volunteer turnover is inevitable for various reasons often unrelated to your ASN, clubs, or the sport itself. However, excessive turnover can negatively impact the quality and variety of services that members and participants expect, making it crucial to minimize these rates as much as possible.

Goal of volunteer retention The aim of volunteer retention is to foster a strong commitment that encourages volunteers to keep offering their time and efforts. Volunteers’ skill levels greatly influence the success of the club and its various activities.

TRAINING OF VOLUNTEERS

Training to retain volunteers and members An ASN might consider appointing a senior official as a Training Coordinator

to offer guidance and support to clubs aiming to train their members. This role helps standardize training quality and provides clubs a single contact for discussing training needs and resources.

Unlike the broad orientation provided during induction, training focuses on teaching specific role-related skills. It’s not limited to new volunteers but also benefits long-term members transitioning into new positions or preparing to do so.

Training may:

• be formal or informal;

• take place on or off the job location;

• be scheduled prior to, or after, taking on a role;

• take a theoretical or practical approach;

• take place on site, off site or via distance learning, e.g., the website; and

• be instructor-led or self-directed.

Needs-specific training Training and development methods can differ greatly and must be tailored to fit the club’s resources and the unique needs and backgrounds of its volunteers. Since individual one-on-one training isn’t always feasible, conducting group training sessions often becomes necessary. Volunteer motivation for training varies widely; some eagerly embrace it, while others see it as a poor use of their time. Training sessions must therefore consider these differences and be designed to inspire attendance or encourage volunteers to complete the training independently.

Training methods Training strategies need to be both relevant and flexible, influenced by accessibility, budget, scheduling, specificity, delivery style, and the volunteers’ existing knowledge. It’s well established that the best learning occurs through hands-on involvement---learning by doing. Some common training methods are:

• audiovisual resources;

• conferences, courses and/or seminars;

• demonstrations;

• guest speakers;

• internet-based learning;

• mentoring;

• role play and simulation exercises;

• small group exercises and discussions; and/or

• workshops.

The chosen training method largely depends on volunteer availability and, naturally, the level of training necessary for the specific role they will assume.

8. RECOGNISING AND REWARDING VOLUNTEERS

Recognition of Volunteers

Valuing volunteers Recognition arises from truly appreciating volunteers and their contributions. Every volunteer deserves acknowledgment, even if it’s just a simple “thank you” for their small acts of support.

Rewarding volunteers Rewarding volunteers goes beyond recognition by offering something concrete to acknowledge and encourage exceptional volunteer performance.

Guidelines for recognising and rewarding volunteers

Recognition and reward programmes Recognition and reward programmes can vary from:

• formal to informal;

• high cost to zero cost;

• group to individual; and

• being widely publicised to being personal and private.

They can be:

• immediate -- recognise volunteer effort soon after it is given;

• specific -- personal recognition;

• consistent -- recognise everyone’s achievements; avoid showing favouritism;

• sincere -- meant what it said;

• enthusiastic -- positive and up-beat recognition builds enthusiasm in others.

A key part of recognition and reward systems is acknowledging that volunteers have diverse needs and preferences. While some appreciate public recognition for their work, others may feel uneasy in the spotlight. Some may claim they don’t want recognition or rewards at all. Still, it’s widely accepted that most volunteers derive satisfaction from having their efforts acknowledged and receiving thanks for their contributions.

Ideas for recognition Recognition and reward programs don’t need to be complicated to set up or manage, yet they are vital for retaining volunteers effectively. Some common methods of recognition include:

• Smiling, greeting with a ‘hello’ and saying ‘thank you’;

• Offering personal praise during tasks;

• Sending letters of thanks;

• Writing reference letters that detail volunteer service;

• Mailing get well, birthday, and special occasion cards;

• Dedicating notice board space to celebrate achievements;

• Giving identification pins, badges, shirts, or caps;

• Featuring volunteers with photos and citations in newsletters, magazines, and on the club website;

• Presenting awards to volunteers at club events;

• Hosting social gatherings to honor volunteers;

• Offering complimentary tickets to special competitions and functions;

• Providing meal vouchers;

• Providing fuel vouchers;

• Arranging free or discounted use of facilities;

• Securing discounts at sports or recreation stores and restaurants;

• Reimbursing out-of-pocket expenses;

• Recognizing efforts during committee meetings; and

• Holding farewell events when volunteers relocate.

Major ideas Major/further recognition can be in the form of:

• awarding life membership.

• awarding special membership.

• presenting awards for 3, 5, 10, or longer years’ service;

• volunteer of the month awards; and

• certificates, plaques or medals.

9. ENCOURAGEMENT FOR INVOLVEMENT IN ACTIVITIES

Below are some ideas to encourage involvement in club activities:

• Provide restroom facilities---recognizing that many officials need this basic comfort;

• Consider creating an officials’ website that they can update themselves or encourage profile updates and communication through the ASN microsite on the FIA website dedicated to officials (see Preamble);

• Distribute activity souvenirs like badges, stickers, posters, pens, and caps---often the first to be cut when budgets tighten;

• Introduce an officials’ “championship” awarding points: 6 for attending club events, 4 for invited events, and 2 for others;

• Ensure officials don’t arrive too early to avoid idle waiting or stay longer than necessary; carefully plan required attendance hours;

• Make newcomers feel welcome---veteran volunteers can be exclusive and may resist outsiders;

• Present officials’ awards prominently at club functions or dedicated ceremonies;

• After competitions, send results---not just to competitors but also officials---along with thank-you notes or certificates of appreciation;

• Capture and collect photos of volunteers and officials “in action” during events and publish them in newsletters or on dedicated volunteer websites (see Preamble).

10. CONFLICT / STRESS MANAGEMENT

CONFLICT MANAGEMENT

Conflict in a club Disagreements and tension are inevitable within any club or competition. While conflict can make some people uneasy, it is widely acknowledged that a healthy level of conflict is essential for a club’s effective functioning.

Positive outcomes may include:

• airing of previously hidden problems;

• developing new ideas; and

• improved motivation.

Negative outcomes may include:

• stress;

• poor communication;

• diversion from goals; and

• potentially, a shift to authoritarian leadership styles.

Insufficient conflict can cause stagnation, while excessive conflict risks tearing the group apart---striking the right balance is crucial.

When to resolve conflict When conflict escalates to a damaging level, it needs to be addressed and resolved. Often, openly confronting and settling disputes, rather than ignoring them---leads to greater volunteer satisfaction and reduces

When conflict must be addressed, understanding its background is essential for effective management. For instance:

• has it occurred previously?

• who is/was involved?

• what is/was the source of the conflict?

Conflict management options When handling conflict, it’s crucial to be aware of the different conflict management strategies available. These include:

• Avoidance: suppressing the conflict;

• Accommodation: resolving conflict by prioritizing one person’s or group’s needs over another’s.

• Forcing: satisfying the needs of one person or group at the expense of another;

• Compromise: reaching a solution where each party gives up something valuable but gains something in return;

• Collaboration: addressing conflict by finding a solution beneficial to everyone involved.

The last two approaches---compromise and collaboration---are generally preferred, though a mix of strategies may be appropriate depending on the specific context of the conflict.

STRESS MANAGEMENT

What is stress? Stress arises when a person faces an opportunity, limitation, or demand where the outcome is seen as both uncertain and significant. It can impact individual volunteers as well as the club as a whole, making effective stress management essential to maintaining healthy club operations.

Causes of stress Volunteers may be quite prone to feelings of stress due to the nature of their role. Volunteers often:

• Face tight deadlines caused by inadequate organizational planning;

• Feel unappreciated because their contributions are unpaid; and

• Receive insufficient recognition and rewards.

Indicators of stress Signs that stress may be a problem include:

• Volunteers failing to show up; and

• A lack of dedication in fulfilling their responsibilities.

Where stress may be a problem, it should be addressed on two fronts:

• First, by identifying and addressing the potential sources of stress; and

• Second, by supporting individuals who appear to be impacted.

Sources of stress Sources of stress include the following:

• Role-related factors: Too many repetitive tasks, tight deadlines, or work overload---both qualitative (boring or unstimulating tasks) and quantitative (too much work);

• Role conflict and ambiguity: Unclear responsibilities or expectations leading volunteers to be unsure of their duties and how to fulfill them;

• Interpersonal relationships: Negative interactions with peers, subordinates, or supervisors;

• Organizational structure and climate: Internal politics, frequent disagreements, or a culture of distrust;

• Role uncertainty: Poorly defined roles that leave volunteers unsure if they are meeting expectations.

11. DEALING WITH DIFFICULT VOLUNTEERS

Volunteer Performance Levels Managing under-performing volunteers or those displaying inappropriate behavior can be challenging for a club, particularly given the voluntary nature of their involvement and the importance of retaining volunteer support. Nevertheless, situations do arise where a volunteer’s performance or conduct is clearly unacceptable and must be addressed---potentially requiring disciplinary action.

What is discipline? Discipline involves the measures taken to uphold and enforce the standards and rules set by the club or competition.

Discipline Guidelines Occasionally, issues stem from the unacceptable behavior of a single individual. When discipline is necessary, the following guidelines may be followed:

• aim to address the issue without delay. Disciplinary measures should follow the incident as quickly as possible;

• avoid tackling a tough situation when someone is emotional, as clear outcomes can’t be expected;

• provide prior notice to the individual concerned before taking any disciplinary steps;

• ensure that any disciplinary response is applied consistently;

• make sure the discipline relates to the conduct, not the individual personally;

• hold discussions in a composed, impartial, and serious way, keeping the focus objective;

• clearly outline what the issue is;

• give the volunteer a fair chance to present their side;

• handle serious warnings privately, one-on-one;

• agreements made should include steps to avoid future errors and reflect a mutual effort to resolve the issue if needed; also schedule a follow-up to assess progress after actions have been taken.

CHAPTER FOUR: LICENSING / TRAINING 4

4.

7.

SECTION 1: ASN LICENSING & TRAINING -- COMPETITORS

1. PREAMBLE

An ASN, authorised by the FIA, has the responsibility to register and license its country’s citizens who wish to compete nationally under its National Competition Rules (NCR) or internationally under the Code (excluding Super Licences and FIA Officials’ Licences). Licensing is done by issuing a competition licence suited to the type and level---national or international--of motorsport the applicant intends to enter.

Licences can be upgraded anytime during the year, subject to meeting specific requirements. Applicants must submit a completed registration form before a licence is issued, and depending on the licence type and level, may also be required to undergo a medical test or provide a medical declaration.

An international licence from an ASN permits the holder to take part in international events appropriate to the licence grade, provided those events are listed in the International Sporting Calendar. A person cannot possess more than one active licence of the same type and grade. If a competitor wishes to participate in multiple disciplines (such as rally and circuit), each discipline must be endorsed on their licence.

Licences can be granted to individuals or entities (drivers, co-drivers/navigators, teams, manufacturers, race officials, organisers, circuits, etc.) intending to take part in any capacity in a competition or record attempt. Licence holders are considered familiar with the Code, NCR, and all applicable competition regulations, and are required to follow them. The overarching principle of the Code ensures that any applicant meeting the necessary criteria---including sporting and technical standards and good standing---is entitled to receive a licence.

No individual may compete without a licence issued by their parent ASN or by another ASN with the parent ASN’s approval (the parent ASN being the one of the country of the applicant’s nationality). In many nations, receiving a licence also means the holder is covered by the ASN’s insurance policy, offering automatic coverage during participation.

2. GRANTING OF LICENCES

An ASN is permitted to issue licences in a format approved by the FIA. Each licence must carry a unique number, be recorded in a register of all issued licences, and the ASN holds responsibility for issuing both national and international licences.

An ASN is entitled to issue licences to: (i) its nationals; and (ii) nationals of other FIA member countries, provided the following statutory conditions are met: (a) their parent ASN (the ASN of the passport-issuing country) grants prior approval, which can only be given once per year and only under exceptional circumstances; (b) they present proof of permanent residence in the country of the ASN issuing the new licence to their parent ASN; and (c) their parent ASN has officially cancelled any previously issued licence.

With the FIA’s prior approval, an ASN may grant a licence to a foreign national from a country not yet affiliated with the FIA. A record of all licences issued under these circumstances must be maintained at the FIA Secretariat. All applicants for international licences must also be required to sign Supplement C of the FIA Anti-Doping Regulations (Appendix A of the International Sporting Code), known as the “Recognition and Acceptance Form”.

3. TYPES & LEVELS OF LICENCES

Licensing systems can differ between ASNs, as each ASN may establish its own approach to align with national circumstances. The specific type and level of licence needed for any competition must be clearly stated in that event’s supplementary regulations.

Licences are available across all motorsport disciplines, ranging from beginner to international levels. These licences authorize competitors to enter only those events for which their licence is valid, ensuring they meet the necessary standards of competence, including medical fitness and driving experience. ASNs are encouraged to require applicants to complete

the FIA Race True e-Learning Programme or an equivalent anti-doping course provided by their National Anti-Doping Organisation (refer to Chapter 6 -- Safety, Section 8 on anti-doping).

3.1 Types of Competition Licences

The type of licence available for different disciplines can be (for example):

• autotests (single car non-speed);

• circuit racing;

• cross-country;

• drag racing;

• historic racing;

• karting;

• rallies (non-special and special stage);

• speed competitions (other than circuit racing); and

• automobile speedway.

3.2 Levels of Competition Licences

Levels of licences may be (example):

Entry Level Entry-level licences are intended for individuals aiming to participate in club or introductory level competitions.

National Level National licences can be specific to particular disciplines---such as Race, Speed, Rally, Cross-Country, Karting, or Autotest. Each licence type has its own set of requirements tailored to the respective discipline. Possessing a national licence in one discipline does not automatically grant the right to compete in another. Competitors involved in multiple disciplines must have each discipline endorsed on their licence.

International Level An international licence is necessary for participation in international competitions. These licences are also discipline-specific, come with additional requirements beyond those of national licences, and must comply with FIA regulations.

4. RESTRICTIONS ON HOLDING A LICENCE AND OTHER KEY PROVISIONS

A licence is a certificate of registration issued to any person or body (drivers, competitors, manufacturers, teams, officials, Organisers, Circuits, etc) wishing to participate or taking part, in any capacity whatsoever in competitions governed by the ISC. ASNs must carefully analyse and fully understand the conditions for granting licenses, as they are responsible for issuing them in compliance with the FIA regulations, with the exception of Super Licenses and FIA e-licenses. Each ASN must undertake to keep a register of the Licenses issued. No one may take part in a Competition if he does not possess a licence issued by his Parent ASN, or a Licence issued by an ASN other than his Parent ASN.

4.1 Sanctions

ASNs should be aware of the differences between suspension, exclusion and disqualification:

• Exclusion: Exclusion prohibits an individual or entity from participating in a competition. It may apply to a portion of the event (such as a heat, final, free practice, qualifying, race, etc.), the entire competition, or multiple competitions within the same event. Exclusion can be imposed either during or after the relevant competition or segment, and may be ordered by the Stewards. Such a sanction is international by nature and must therefore be communicated to all other

• Suspension: A person or body is considered suspended when they are prohibited, for a specified period, from participating in any competition, testing and training organised or regulated by the FIA, by the ASN or by their members or license-holders. Beyond the provisions in the Code and the FIA Judicial and Disciplinary Rules, an ASN may also issue a suspension, which is reserved for grave offences. Be aware that when a driver is suspended further to an antidoping rule violation, this means that he/she is forbidden from competing or participating in all activities as an official, employee or volunteer in any sport, not only in the sport in which the suspension sentence was pronounced.

• Disqualification: A person or body is deemed disqualified when they are permanently prohibited from participating in any competition. Unless otherwise stated in the FIA Judicial and Disciplinary Rules, disqualification may only be imposed by an ASN and is reserved for offences of an exceptionally serious nature. A person (or persons) shall be said to be disqualified when they may not continue to participate in part or whole of a competition or several competitions within the same event. This sanction can be pronounced by stewards, during or after the competition.

4.2 Important Provisions under the ISC

A special attention should be given by ASNs to the following provisions under the ISC relating to licenses:

• Foreign participation in national competitions: A competitor, driver or navigator holding a licence issued by an ASN other than the parent ASN may be eligible to compete in a competition conducted by the parent ASN’s country, provided that they have authorisation allowing the entry. In karting, any competitor or driver wishing to take part in a national competition abroad must also hold an international FIA licence (cf. Article 2.3.5 of the Code). Competitions wishing to permit foreign participation must clearly state so in the competition supplementary regulations and on the entry form. In addition, the competitor, driver or navigator must provide authorisation from their parent ASN and satisfy any associated requirements of the host ASN.

• International Competition Authorisation: A competitor, driver, or navigator who holds the highest grade of national or international licence issued by their parent ASN may be allowed to participate in an overseas competition under the following conditions:

• o in the specific discipline covered by the licence, and only if the competition organisers have indicated in the supplementary regulations that holders of foreign licences are permitted to participate;

• o individuals holding an international licence issued by their parent ASN for the relevant discipline may be allowed to compete in other events held abroad, provided those competitions are included in the FIA International Sporting Calendar.

• Driver from a country not represented with the FIA: An ASN may grant a license to a foreigner belonging to a country that is not yet represented within the FIA. To do so, the ASN must get FIA’s prior agreement. An email shall be sent to integrity-regulatory@fia.com, along with a copy of the passport and residence card of the foreigner. ASNs shall also advise the FIA on any refusal from their part to comply with a request of this nature.

• International recognition of a suspension (Article 12.13 ISC): In principle, a sentence of suspension pronounced by an ASN shall apply only within the territory of that ASN. If, however, the ASN wishes the sentence of a suspension pronounced against any of its licence-holders (Competitors, Drivers, officials, Organisers, etc.) to be recognised internationally, it shall notify its wish without delay to the FIA (integrity-regulatory@fia.com) including 1) a copy of the decision imposing the suspension (in one of the FIA’s official languages), 2) proof of notification of the decision to the sanctioned party, and 3) information on whether the decision is final and binding in respect of the relevant ASN. After receipt of all this information, the FIA will inform all other ASNs. The sentence of suspension shall be noted by each ASN immediately, and consequent restriction will thereby come into force. The recognition of this suspension by all ASNs will be posted on the website www.fia.com.

5. MEDICAL REQUIREMENTS FOR A LICENCE

Certain medical conditions are considered incompatible with participation in motorsport competitions at any level. All competitors must be in a physical state that allows them to confirm they are free from any disability or the use of any medication or treatment, whether temporary or ongoing, that could impair their ability to control a vehicle or affect their fitness to compete.

Applicants for a competition licence must meet the relevant medical standards, which are set by the FIA for international licences and by the ASN for all other licence categories. ASNs must ensure that medical standards are appropriately applied based on the licence type and level, taking into account the specific risks associated with different forms of motorsport and medical conditions that may impact safe participation. Should any medical condition come to light once a licence has been issued, the holder must inform the ASN, and the licence may be suspended pending a medical evaluation and reinstated when deemed suitable.

Medical standards for certain licences, such as those for circuit racing, may require an examination by a General Medical Practitioner approved by the ASN, in line with the prescribed medical requirements. For other licences (such as non-speed, rallying, and cross-country), a medical examination may not always be necessary; however, the ASN should obtain sufficient information from the applicant to properly assess their eligibility for a licence.

Drivers should be reminded to review the current Prohibited List published by the World Anti-Doping Agency (http:// list.wada-ama.org) and present it to their doctor or pharmacist whenever they seek medical treatment or need to take a substance they are uncertain about. When no medical alternative exists and the driver must use a medicine/substance listed on the WADA Prohibited List, they must apply for a Therapeutic Use Exemption (www.fia.com/tue). For more information, see Chapter 6 -- Safety, Section 8 on anti-doping.

6. DRIVING ABILITY ASSESSMENT FOR A LICENCE

Motor sport licence courses are held worldwide with the common goal of ensuring that every new competitor reaches a minimum standard of competence before entering the competition environment. The format of licensing assessments can vary based on the complexity of the discipline being taught. For more advanced disciplines, a widely accepted approach includes a combination of theoretical instruction and a brief written test, followed by a practical driving test in the selected discipline. This structure is particularly suitable for disciplines such as racing, rallying, cross-country, and karting.

The theoretical component should cover essential safety topics, including flag signals, actions to take in the event of an incident, and procedures to follow if the competitor arrives first at the scene of an incident. In such assessments, a driving test should be conducted after the classroom session. This test, led by qualified instructors and assessors, should evaluate the competitor’s understanding, ability to apply, and awareness of the safety principles involved in racing.

6.1 Lecture

Individuals applying for licences in circuit racing, karting, cross-country, or rallying should be required to attend a lecture covering the ASN’s regulations and the procedures relevant to their chosen motorsport discipline. These lectures may be delivered either online or in person but must concentrate on educating applicants about the core aspects of their specific discipline.

6.2 Observed Licence Testing

Before a licence is issued, applicants for circuit racing, karting, cross-country, or rallying should undergo a driving assessment conducted by an observer appointed by the ASN, unless they meet alternative pre-licence criteria. The aim of this assessment is to allow the ASN to determine whether the applicant possesses the necessary psychological and physical capability to safely control a vehicle in the type of competition for which the licence is being requested.

In racing and karting, the assessment is designed to confirm that the applicant has a thorough understanding of flag signals and can drive consistently and predictably around a circuit at a safe speed, without posing a risk to themselves or others. A complete beginner with no prior circuit experience would generally not be expected to pass. This process should be treated strictly as an assessment session, not as driver training.

For rallying and cross-country assessments, the focus is on evaluating the applicant’s overall safety and competence behind the wheel rather than advanced rally techniques. Key factors to be assessed include vehicle positioning, anticipation of hazards, throttle usage, and braking control.

7. TRAINING -- FIA “BEST PRACTICE FRAMEWORK”

A robust training programme is essential to support the licensing structure, ensuring the growth of motorsport drivers, enhancing their safety, and establishing sustainable progression routes from grassroots participation to international competition. To achieve these goals, the FIA has adopted a multi-level approach, incorporating the best practice driver development framework and an ASN accreditation process developed by the FIA Institute.

The FIA website provides access to the ‘Best Practice Framework’ publication, which outlines the core components needed to create or improve ASN driver development programmes at both entry and elite levels. This framework is divided into two main sections: competency development and programme structure. Each section outlines principles that the FIA currently regards as best practice and sets the benchmark for how an ASN’s young driver development programme should be designed. It is the ASN’s duty to implement the required measures to meet these standards. Looking ahead, the FIA plans to offer additional tools and resources to support ASNs in this effort.

3.1

SECTION 2: ASN LICENSING --

1. PREAMBLE

Officials are of fundamental importance to the successful conduct of motor sport across the world. These are the people with the knowledge, skills and attributes to control the running of a competition from start to finish -- each with their own particular area of responsibility.

Like competitors who have to comply with certain knowledge and skill requirements to obtain their competition licence, so motor sport officials need to be qualified in the different fields of officiating. Generally, it is important for the ASN to conduct the training of officials within the country, or, where experience is lacking, utilise the experience of established ASNs to develop the officials’ abilities.

In many countries the issuing of a licence brings the holder under the ASN’s insurance policy, thus automatically providing insurance cover whenever the holder is officiating. This is an important consideration for ASNs when developing their officiating structure.

A clear and formal programme for officials’ licensing should be established by ASNs, encompassing the grading, licensing, training and recognition of volunteer motor sport officials. The purpose of this formal licensing programme is to:

• ensure that motor sport officials are highly skilled;

• provide knowledge of roles and rules;

• demonstrate ethical performance of duties;

• foster personal pride and a respect for the sport;

• provide efficient management of competitions;

• achieve local, national and international recognition.

Such a programme aims to ensure that motor sport officials:

• possess the necessary skills to carry out their task(s) efficiently;

• are familiar with the rules and regulations relating to their role;

• carry out their duties such that fairness is extended to all competitors;

• have a career path in motor sport.

The licensing programme provides the framework for the structure and grading of officials’ licences and the process of obtaining, maintaining and renewing licences. The accreditation of officials working at ASN-authorised competitions is an important component of the ASN risk management strategies, as it has a bearing on negotiations with insurance brokers and at legal proceedings and addresses the ASN’s duty of care to its many participants.

2. TYPICAL COMPETITION STRUCTURE

Most competitions have a standardised divisional structure with a range of positions in each division. The roles and responsibilities of these positions expand or contract based on the type of competition. The tasks may be performed by one person at a smaller competition or be split up between a number of officials at larger competitions.

There are clearly defined Functional Responsibilities for each division, for example:

• Event Command and Control -- responsible for overall control and coordination of the sporting competition and to manage the safety of officials, competitors and the general public. Officials in this division may include:

⋅ Stewards; Race Director;

⋅ Clerk of the Course; Chief Safety Officer; Chief Medical Officer;

⋅ Chief of Radio Communications; Secretary of the Event; Sector Marshal / Stage Commander.

• Event Management -- responsible for all forms of communications and control of the sporting aspect of the competition. Officials in this division may include:

⋅ Chief Marshal; Marshals (Track, Flag, Road, Paddock, Grid, Pit Lane);

⋅ Drivers (Safety/Safety Zero/Medical Cars, Course Vehicle);

⋅ Scrutineers; Timekeeper.

• Emergency Management -- responsible for the preparation, preparedness, response and recovery of emergencies within the operations of the event. Officials in this division may include:

⋅ Emergency Coordinator; Medical Officers; Paramedics;

⋅ Fire Marshals; Rescue Marshals; Recovery Marshals.

• Delegates -- they may be appointed by the FIA or an ASN for championship competitions. Officials in this division may include:

⋅ Safety Delegate; Medical Delegate;

⋅ Technical Delegate;

⋅ Media Delegate.

• Other -- their duties do not correspond to any of the above-mentioned fields. Officials in this division may include:

⋅ Judge of Fact; Observer; Competitor Relations Officer;

⋅ Environmental Officer; Circuit/Road Inspector.

For more complete information, please refer to Appendix V, where you will find a comprehensive and up-to-date overview and list of the roles.

3. OFFICIALS’ LICENCE / ACCREDITATION STRUCTURE

To ensure that officials are appointed to a level of competition appropriate to their level of competence, they should be issued with a licence, and that licence should be graded. A licence should be the combination of a functional responsibility (as listed above) and a grade (which would correspond to the level of achievement). The licence(s) accepted for each position should be clearly defined (e.g. it may be accepted that an official with a Grade C Chief Marshal licence act as a Grade B Marshal). An official may also hold different levels of licence for different disciplines of officiating at any one time (e.g. they could be a Grade C Steward and also a Grade A Road Official).

In Appendix V to the International Sporting Code dedicated to volunteers and officials, the FIA has clearly defined the requirements and recommendations for each licence and the positions which can be held according to each licence.

3.1 Grades of licence issued by the ASN -- recommended by the FIA

There needs to be a clearly defined path of how an official can progress in their motor sport career and move up the officials’ ladder, from a trainee to a senior official, and from the local to the international level. The FIA strongly encourages ASNs to use the following system and the definitions which are included in Appendix V to the International Sporting Code, for reasons of harmonisation among the different ASNs, and in order to facilitate the exchange/sharing of officials at an international level. This will also facilitate the accreditation process as regards the issuing of an FIA international licence.

Grade of Licence Issued by Who is the licence intended for (*) Who should request the licence

A ASN Officials designated by their ASN and currently holding, or having held in the previous season, a National B Licence

B ASN Officials designated by their ASN and currently holding, or having held in the previous season, a National C Licence

C ASN Officials designated by their ASN and currently holding, or having held in the previous season, a Trainee Licence

Trainee ASN Candidate corresponding to the requirements for becoming a Trainee

ASN

ASN

ASN

ASN

Validity of the licence

International Events -- except for the positions requiring an FIA International Licence

National Events (+ International Events under supervision)

Local Events (+ National Events under supervision)

Local (+ possibly National) Events under supervision

(*) Provided that requirements similar to those described in the Appendix V have been fulfilled and that the candidate has officiated at least once during the current or previous year at the level of competition and for the role corresponding to the Official’s current licence.

These grades of licence could be issued for any of the functional responsibilities listed in Point 2 of this section. It is important for the ASN to identify the minimum age requirements for officials, considering factors including the suitability/unsuitability of roles for young officials and any government legislation that may exist regarding working with young people.

3.2 Grades of licence issued by the FIA

The FIA is building up a system of international licences for FIA officials.

Grade of Licence Issued by Who is the licence intended for (*) Who should request the licence

Super Licence FIA Officials currently holding an FIA Platinum Licence

Platinum FIA Officials designated by their ASN and currently holding, or having held in the previous season, an FIA Gold Licence

Gold FIA Officials designated by their ASN and currently holding, or having held in the previous season, an FIA Silver Licence

Validity of the licence

FIA FIA Formula 1 World Championship

ASN FIA World Championships

ASN FIA Regional Championships

Silver FIA Officials designated by their ASN ASN Other FIA championships, cups, trophies, masters & series

(*) Provided that the requirements described in Article 1.3 have been fulfilled and that the candidate has officiated at least once during the current or previous year at the level of competition and for the role corresponding to the Official’s current licence.

These grades of licence are issued for the following roles (please note that in some disciplines not all of the grades are issued):

• FIA Stewards

• FIA Race Directors

• FIA Delegates (Safety, e-Safety, Technical, Medical, Media, Sporting)

• FIA Observers

• FIA Chief Timekeepers

• FIA Circuit Inspectors

• FIA Medical Car Drivers

• FIA Safety Car Drivers

For all the other roles of Officials necessary for the smooth running of an FIA competition, the licence (if such system is in place) will be issued by the ASN. IMPORTANT: The licence for Officials will be issued by the FIA but only after a similar national licence (Grade A or equivalent) has been issued by the ASN concerned (with the exception of Officials employed by the FIA) and/or after having consulted the parent ASN. The ASNs are welcome to put forward to the FIA candidates who correspond to the requirements of the role concerned. An accelerated curriculum may be admitted in cases where the candidate can show a satisfactory experience acquired in another context.

3.3 Officials’ Licence Renewal/Maintenance

A licence renewal and maintenance system should be established, and this can span a stipulated period of time -- perhaps restricting the validity of a licence for a defined period to ensure that an element of control is retained by the ASN over the officials’ licence progression. This would ensure that the officials conducting competitions are all adequately experienced to fulfil their roles.

Licence maintenance requirements should also be established to ensure that an appropriate standard of performance is maintained by the official, with ‘refresher’ training courses available to cater for any lapse in knowledge and experience

for future years. Maintenance requirements may also include a requirement to officiate at a particular level of competition within a particular time frame (e.g. a Grade A Official may be required to officiate in at least one international competition every four years). Such a step would help to ensure that the official’s knowledge is updated and maintained as advances in techniques and officiating practices are achieved.

3.4 Upgrading of Licence

Upgrading of licences should not be compulsory, but can be used as an important step in an officiating programme that will allow progression for officials wanting to further their abilities. Upgrading will allow basic information to be taught easily and quickly at the first stages of officials’ training, with more in-depth information/training to be provided separately to those officials who wish to further their abilities.

Upgrading to a higher level should occur only when an official is comfortable and experienced enough to progress to the next level of officiating. In some countries, the government may have requirements that all training courses have to meet, so it is important to check with the appropriate government agencies to ensure that all training courses are suitable and appropriate.

4. OFFICIALS’ TRAINING PATHWAY

All ASN graded officials’ licences should follow a training process that helps the ASN ensure that officials are ready to conduct their duties at a competition. A typical training process may include the following three steps, which each ASN should tailor to its needs:

4.1 Part 1 -- Training Modules (Theory)

Each official is provided with information, and learns what skills they need to have, to allow them to successfully and safely officiate in their chosen area. Following the lesson, which may be conducted in a classroom-type environment or online, depending on the complexity of the training, each official may be required to complete an assessment, which may be a short written (or website-based) test based on the content covered in the particular training module.

4.2 Part 2 -- Competition Assessment (Practical)

Each official is to demonstrate the skills they have learnt, potentially at a competition or in a simulated competition environment, depending on the complexity of the role they are learning. Practical assessment may be undertaken in one session, or it may require multiple activities to be undertaken over a longer period of time, again depending on the complexity of the role. It is important to ensure that people being assessed are trained and assessed by suitably qualified officials holding specific expertise in the area being taught.

4.3 Part 3 -- Approval

All applications for a graded official’s licence should require approval from the ASN, which may decide to set up a Committee of Experts to approve these licences on behalf of the ASN.

CHAPTER FIVE: MOTOR SPORT DEVELOPMENT 5

SECTION 1: THE DEVELOPMENT PILLARS OF MOTOR SPORT

1. INTRODUCTION: ASNS AS MOTOR SPORT MANAGERS

The role of an ASN is outlined in Chapter 2, Section 2, Item 2 of this manual. This definition highlights the overall responsibilities of an ASN in motorsport, including its key role as the officially recognised sporting authority responsible for developing the sport within its country.

Motorsport development should be guided by a strategic approach, requiring the ASN to organise its efforts around a clear plan aimed at growing the sport. This planning must be based on a thorough understanding of the national context and a well-defined action plan informed by a needs analysis. Broadly, the ASN is tasked with promoting and advancing motorsport by properly defining and maintaining the characteristics the sport should embody within the country. In doing so, the ASN must also ensure that development aligns with the highest standards of safety and sporting integrity, as stipulated by the International Sporting Code (ISC). The ISC and its appendices provide the framework of sporting, technical, and safety regulations, enabling ASNs to create their own National Competition Rules.

This chapter introduces general principles for actions that may support motorsport development. It is not a complete guide, and for specific initiatives, ASNs can seek further information from the FIA’s GTP Safety and Motorsport Development departments.

2. PLANNING THE DEVELOPMENT OF MOTOR SPORT

When planning the development of motorsport, it is important to consider the various factors that may impact its progress. However, the emphasis typically centres around the following core pillars or main areas:

DISCIPLINES AND CATEGORIES -- Sporting structure of the disciplines<br>-- Technical regulations of the disciplines

GEOGRAPHICAL FRAMEWORK -- Organisation and geographical distribution of the championships STRUCTURE FOR PARTICIPANTS -- Licence structure and forms of participation<br>-- Championships’ sporting regulations

PLATFORM -- Sporting and commercial framework of events and championships

2.1 Disciplines and categories

An ASN is the only authority within a country empowered to define and establish the relevant disciplines and categories necessary for the proper development of motorsport in that nation. The function is carried out by the ASN in accordance with two well-defined areas:

• reinforcement and development of existing motor sport; and

• development of new disciplines/categories that promote the sport.

2.1.1 ASN motor sport structure or pyramid

Motorsport, unlike many other sports, is organised into distinct disciplines and categories---such as racing, rallying, karting, and cross-country across various levels including local, national, regional, and international. Its growth should follow a structured and step-by-step approach that supports the development of participants and organisers, allowing them to advance as athletes and, where applicable, as professionals.

These structures or sporting pyramids are influenced and formed by a range of factors, for example:

• the country’s ability to offer appropriate sporting facilities that support development;

• the selection of disciplines and categories that align with the needs of both participants and the ASN;

• the degree of interest from competitors and their capacity to engage in the sport;

• socio-economic conditions;

• and other relevant considerations.

A possible solution on how to identify and establish such structures is presented in Section 2.

• Logical progression: The sporting structure or pyramid must align with objective criteria that reflect the realities of modern motorsport and the specific conditions within the country. In other words, the structure or pyramid must follow a logical progression that supports the sporting development of participants, while also remaining sustainable over time.

• Tailored categories: Conducting a comprehensive analysis of the motorsport market to determine the most suitable disciplines, along with their technical, sporting, and economic characteristics, is a challenging but crucial responsibility for ASNs. It is important to determine which disciplines are most appropriate for participants and sustainable in all aspects, such as the level of interest from participants, organisers, and ASNs, as well as overall economic viability.

• Access level: Grassroots: The study should be complemented by initiatives that facilitate access to the sport for participants. Entry-level or grassroots categories are vital in establishing a strong foundation for long-term growth, while also ensuring that motorsport is accessible and inclusive at its most basic level. A few examples of actions to facilitate access are set out in Section 4.

2.1.2 Sporting and Technical Regulations

ASNs must establish suitable sporting and technical regulations to meet their objectives, taking into consideration the many factors involved, all within the framework of the FIA International Sporting Code. To develop the regulations, certain basic concepts to assist in improving them need to be taken into account.

• Stability: Robust sporting and technical regulations are essential for the effective development of motorsport. They play a key role in helping all stakeholders clearly understand and implement the rules. Consistent and transparent regulations provide a reliable foundation over the long term, enabling participants to plan with confidence and recognize the enduring value of their investments. For instance, a competition vehicle that maintains its technical eligibility retains its long-term worth and is far more desirable than one that becomes obsolete quickly, resulting in the loss of any financial or material investment made for its competitive use.

• Basic criteria for cars: As part of this process, it is important for the ASN to develop technical regulations that enable the most suitable types of cars to enter competition. These regulations should balance compliance with standard technical criteria and cost-effectiveness, encouraging broader brand representation, extended vehicle eligibility, and ultimately, greater interest and participation in the sport.

• Cost reductions: Stable and clearly defined regulations play a crucial role in addressing one of motorsport’s greatest challenges: cost, particularly the ongoing expenses related to running and maintaining vehicles each year. It is equally important to ensure that these regulations promote affordability by favouring the lowest possible costs. Reducing expenses and maintaining regulatory stability will create a solid foundation for the sport’s long-term sustainability. Given this context, each ASN must carefully balance the need to manage costs for drivers with the obligation to uphold the highest possible safety standards. Whenever feasible, drivers should be given advance notice of regulatory changes that may result in additional costs. For instance, it may be prudent to inform competitors a year in advance of a new safety requirement becoming mandatory. However, in certain situations, immediate implementation of critical safety measures may be necessary. This is a fundamental responsibility that each ASN must be prepared to handle, and such decisions should always be guided by a strong Risk Management process, as detailed in Chapter 2.

• Technical synergies: Identifying technical synergies across disciplines or categories can be an effective strategy for reducing costs---for example, by standardising materials used across different types of vehicles. Cars that offer

long-term usability---those that are reliable, mechanically simple, and supported by an ample supply of spare parts--consistently help lower the financial burden on participants, making motorsport more accessible and sustainable.

2.2 Geographical framework: organisation of championships

Once the regulatory framework has been established, the next step is to organise championships and competitions. This involves the ASN ensuring that optimal conditions are in place for hosting events, taking into account both organisational efficiency and balanced geographical distribution across the country.

2.2.1

Geographical flexibility

Strategic planning of competition locations with regard to geographical distribution can significantly lower travel expenses and enhance drivers’ ability to participate more efficiently. For instance, in countries with vast territories and long distances between events, organising championships within a more concentrated area could be a practical solution. This approach would greatly reduce participant costs and likely lead to higher event turnout.

2.2.2

Calendar

A well-organised event calendar that accounts for other major or similar events to avoid scheduling conflicts can help maximise both participant and spectator turnout. It also supports better planning for the availability of volunteers and officials. The official national motor sport calendar should be easily accessible to all stakeholders (i.e. the ASN website).

2.2.3

Standardised criteria

Standardising sporting and technical criteria as much as possible at both national and international levels is an important factor in motorsport development. Greater standardisation enhances flexibility and increases opportunities for participant mobility within the sport, while also making the organisation and management of events more straightforward and efficient.

2.3 Structure for participants

Establishing a clear framework and providing opportunities to host championships and competitions will offer greater clarity in organising and guiding competitors’ participation within the sport.

2.3.1 Licences

A well-designed licensing system that is clear and easy to understand will significantly assist organisers, participants, and ASNs in developing motorsport and its competitors in a more structured and organised way. Clearly defining licence types--particularly for drivers---ensures proper implementation by matching the right vehicle to the right age group and licence category. For further reference, see Chapter 4, Section 1.

2.4 Development: Platform for the main stakeholders

By considering all the aforementioned factors, ASNs can establish a suitable and coherent sporting platform that benefits all participants and significantly supports the sustainability and growth of motorsport. From this foundation, ASNs can provide the essential elements for development, working collaboratively with other motorsport stakeholders.

2.4.1 Cooperation with clubs, promoters and organisers: business plan for events

Collaborating with other stakeholders involved in organising championships or competitions is a key responsibility of ASNs. Gaining insight into their challenges, priorities, and on-the-ground conditions enables a clearer understanding of the overall landscape, allowing for the development of more targeted and effective measures.

In this context, ASNs are encouraged to develop a business plan for any championships, competitions, or initiatives they plan to implement. While each motorsport stakeholder may have distinct priorities, they all share a common objective: ensuring that competitions are conducted under the best possible conditions:

• From the promoter’s and/or organiser’s perspective, the primary interest lies in ensuring the event operates efficiently and achieves both sporting excellence and financial success.

• From the ASN’s perspective, the focus is on delivering a successful event from a sporting standpoint---prioritizing safety, participant satisfaction, and overall quality. While financial returns are also important, they are considered secondary to the event’s sporting integrity.

It is also essential for ASNs to acknowledge the practical realities on the ground, and having a business plan is often crucial in this regard. Such a plan outlines the necessary costs and resource requirements, serving as a key tool in assessing the feasibility of competitions.

2.4.2 Global market: reduction of costs

Strengthening the sport’s stability requires maintaining oversight of costs or, at the very least, ensuring cost consistency. Implementing a plan that keeps expenses at a manageable level can support the growth of a broader or more inclusive national market. This approach promotes diversity and accessibility within the sport, fostering an environment where competitive pricing prevails. As the range of available options expands, commercial interest is stimulated, leading to a wider selection of products and services that offer improved value and quality. Establishing long-term consistency in sporting and technical aspects helps build stable markets, which in turn support the growth of stakeholders and, consequently, contribute to the development of participants within the sport.

2.4.3 Long-term value: reduction of costs for drivers

It is widely recognised that economic factors---particularly participation costs---significantly influence competitors. Consistent and stable championships help preserve the long-term value of competition vehicles and technical components, which contributes to keeping annual operating expenses under control. Moreover, the development of a secondary market offering more affordable yet still effective vehicles and equipment can lower entry barriers, enabling individuals with limited budgets to take part in the sport.

2.4.4 Return on investment: marketplace for manufacturers

Manufacturers---whether large or small---are essential contributors to the growth of motor sport. Ensuring a level playing field makes it easier and more appealing for them to participate. While manufacturers have varied interests, these are often shaped by economic considerations, particularly the relevance of the market. A stable environment with well-structured championships and access to broader markets enhances the viability of technical innovation and commercial opportunities, ultimately leading to improved returns on investment.

3. STRATEGIC PLANS FOR ASNS

By considering all the factors outlined above, an ASN can assemble the necessary components to formulate a comprehensive motorsport development strategy. As detailed in Chapter 2, having a strategic plan that spans the entire ASN is crucial.

Equally vital is the establishment of a long-term sporting plan, which offers clarity and direction to the sport and its stakeholders---ultimately fostering confidence and encouraging sustained investment.

Summary:

• WHAT? -- Define the sporting framework through the selection of disciplines and competition categories.

• HOW? -- Establish a clear licensing system and accessible methods of participation to enable entry into the sport.

• WITH? -- Implement appropriate technical and sporting regulations to ensure fair and consistent competition.

• WHERE? -- Plan the geographical distribution of championships to promote regional balance and accessibility.

This Sporting Strategy should identify the following:

• WHAT: The ASN should define which disciplines and categories are to be developed within its sporting jurisdiction. This decision should be guided by several key considerations, including:

⋅ Driver Development pathway

Local environment factors, such as the demographic scale of the ASN, the number of viable alternative categories, etc.).

• HOW: Define how categories will be managed and licensed, including use of third-party promoters.

• WITH: ASN retains full control of sporting and technical regulations.

• WHEN: Plan timelines for introducing or phasing out categories, considering competitor investment.

3.

4.

5.

SECTION 2: THE ASNS’ SPORTING STRUCTURE OF MOTOR SPORT

1. INTRODUCTION

The ASN should aim to create a structure that supports both career progression and passion for motor sport. The structure must also fulfil the ASN’s objectives for advancing motor sport. A clear, durable structure helps athletes understand their progression and supports long-term growth.

For clarity, three main structures are defined based on the types of facilities used for the disciplines:

• Circuits: Disciplines held on permanent or temporary closed circuits: karting, formula, touring cars, GT, prototypes, autocross, rallycross, drag, truck racing, etc.

• Closed road: Disciplines run on closed public roads or traffic areas: rallies, regularity rallies, hill climbs, cross-country, etc.

• Grass-roots motor sport: Slalom Karting, Motorkhana/Gymkhana, Touring Assembly, club level motor sport.

This classification may differ from your ASN’s structure, depending on local market needs and national conditions.

2. SPORTING STRUCTURE

Another way to define the structure is by the technical level it offers for driver training, which can shape their sporting careers. The sporting ambitions of the drivers can be summarised as follows:

• Circuits: progression toward single-seaters or other circuit-based categories;

• Rallies: progression toward rallying or similarly structured categories;

• Other: unique to ASN and/or region.

The examples in this chapter reflect these concepts. Templates at the end may assist in analysing the ASN’s structure.

2.1 Identifying the structure

As an example, the sporting structure or pyramid can be identified by classifying it based on the following factors:

• discipline;

• approximate level of performance of the cars;

• minimum entry age and competency of drivers;

• budget (i.e. developing a sporting structure according to market demands).

Any alternative method that supports the ASN’s analysis objectives can also be equally valid and effective.

2.2 Utility of the structure

Analysing the ASN’s sporting structure offers clearer insight into the current state and can also support areas such as:

• Sports: recognising disciplines and their corresponding training levels.

• Marketing: naming championships suitably for their level and ensuring trademark registration potential.

• Circuits/Safety: aligning circuit grades with vehicle performance in circuit-based disciplines.

• Licences: defining performance levels and setting suitable licence types and grades per discipline and level.

• Budget: building a sporting structure aligned with market demand and financial realities.

3. SPORTING STRUCTURE OF CIRCUIT MOTOR SPORT

A sample hypothetical model of the sporting structure for circuits will be included in the ASN Development Toolkit, reflecting the disciplines and categories established by the FIA, as well as those most frequently utilized by ASNs. The structure shown in the referenced diagram was developed in line with the current regulations governing the various asphalt circuit disciplines.

The classification in the diagram is based on three very simple concepts:

1. Discipline;

2. Level of performance of the cars;

3. Age of entry.

By using this or comparable approaches, the ASN can assess the existing circuit structure and determine which disciplines or categories need to be introduced to complete it.

4. SPORTING STRUCTURE OF RALLY MOTOR SPORT

A sample hypothetical representation of the rally sporting structure will be included in the ASN Development Toolkit, based on the FIA’s established disciplines and categories, along with those most commonly adopted by ASNs. The structure was developed in alignment with the current regulations for the following disciplines: natural terrain or mixed surface circuits (Autocross and Rallycross), Closed Road, Rallies, Hill Climb, and Cross-Country. These are further categorized based on performance levels or the minimum driver entry age.

Description: the classification is based on three very simple criteria:

1. The discipline;

2. The level of performance of the cars;

3. Age of entry, except for Rallies, Hill Climb and Cross-Country events, given the requirement to hold a driving licence.

By applying this or similar methods, the ASN can evaluate the existing structure of rallies or comparable events and determine which disciplines or categories need to be introduced to complete the framework.

5. OTHER

Any alternative analytical approach employed by ASNs can also be valuable in determining the necessary actions. Ultimately, the goal is to identify and complete the range of options the ASN deems essential to properly support the development of drivers within motor sport.

SECTION 3: FACILITIES

1. INTRODUCTION

Sporting facilities are a critical cornerstone for ASNs in advancing the development of motor sport. These facilities largely determine how disciplines are structured and represent a fundamental pillar in the sport’s growth. Unlike many other activities, motor sport demands highly specialized facilities---permanent or temporary---to safely host events, whether on dedicated circuits or on closed public roads. As a result, it is imperative for ASNs to prioritize the provision of high-quality and sufficient facilities capable of viably supporting championships and competitions.

2. CIRCUITS

For circuit competitions such as karting, touring cars, and formula racing, the required facilities demand substantial financial and technical investment due to their complexity and scale. FIA Appendix O outlines the criteria for circuit construction and international homologation and can also serve as a reference for ASNs implementing their own National Circuit Licensing schemes.

It is essential for the ASN to actively promote circuit development and identify upcoming projects to ensure they align with FIA and/or ASN safety regulations. The FIA can supply all necessary technical and regulatory documentation to assist in this process. However, it is not uncommon for facility promoters to begin construction without consulting or involving the relevant ASN experts. This often leads to foundational errors that are costly or difficult to correct later. ASNs, therefore, play a critical role in offering proper guidance from the outset to ensure these projects meet the sport’s required safety and technical standards.

The long-term value of this involvement is immense. A well-constructed permanent circuit---be it for karting or other racing disciplines---is crucial for driver training and competition. It also equips the ASN with reliable venues for organizing national championships under optimal conditions.

3. CLOSED ROAD

For closed road competitions such as rallies and hill climbs, the routes and stages typically do not require dedicated infrastructure investments. However, ASNs still play a vital role by advising on optimal stage selection, particularly for new or inaugural events. Ensuring an appropriate competition route, safeguarding participants and spectators, managing logistics, and organizing the event effectively are all crucial to running a smooth and safe competition. Proper management of spectator and public safety is paramount, with detailed guidelines provided in Appendix H of the International Sporting Code.

Over time, it’s quite typical for these stages to be repeated and gradually become cherished traditions. Far from diminishing interest in the event, thoughtfully chosen stages can evolve into legendary locations---such as the Col de Turini in the Monte Carlo Rally. As these stages remain consistent across successive editions, year after year, organizers benefit from accumulated experience, making the logistics and planning increasingly straightforward, while enhancing spectator familiarity. The ASN is responsible for overseeing and approving the safety plans for every event, making early collaboration with organizers during the stage selection process especially crucial.

4. OTHER

Beyond major facilities, certain disciplines like drag racing, drifting, and speed records demand more specialized venues. The fundamental principles discussed earlier remain fully applicable to these as well. Additionally, numerous other types of non-competition-specific facilities can play a significant role in fostering motor sport development.

Example: Driving schools for karting, circuit racing, and rally disciplines are crucial for training and preparing drivers

for competition. They also serve as sports hubs that draw in and nurture new talent. These centers naturally appeal to enthusiasts eager to enhance their driving skills, making them prime sources for attracting potential new participants.

SECTION 4: PROMOTING ENTRY INTO MOTOR SPORT: GRASSROOTS

1. INTRODUCTION

Once the sporting structures are in place, ASNs can roll out strategies to establish the necessary disciplines or categories for proper motor sport operation within their country. Equally important is having a strategy not only to create these disciplines but also to implement actions that ease access to them---and by extension, to grassroots motor sport. In this regard, ASN creativity and the methods employed to execute these actions are critical.

While not exhaustive, the following provides a simplified overview of various championship types and initiatives applicable across disciplines. Each approach carries its own advantages and drawbacks; there are no one-size-fits-all solutions, so ASNs must select what best fits their country’s context. The FIA offers more comprehensive information on these actions for those seeking further details.

2. DEVELOPMENT ACTIONS TO PROMOTE ENTRY INTO MOTOR SPORT

2.1 Actions according to the type of championship

• Methods to reduce and control costs: The ASN holds the responsibility to guarantee that its motor sport categories and championships remain viable and sustainable over the long term. This includes conducting proper due diligence to ensure promoters present credible business plans. Championship regulations often incorporate various cost-control measures, such as enforcing technical stability by regulating or restricting engine and chassis development, limiting the number of test days, and other restrictions designed to keep participation expenses manageable. Such costlimiting regulations are crucial in supporting the long-term viability and sustainability of motor sport categories and championships.

• Equipment suppliers: A single-supplier arrangement for key motor sport components---such as tires, fuel, engines, and chassis---can effectively control costs. Best practice and good governance recommend conducting an open tender process to fairly select these suppliers.

• Single make categories: Championships that require all participants to use equipment of the same make, model, and technical specifications often attract manufacturer investment. This uniformity ensures technical parity among equipment and helps manage costs of standardized components, but demands thorough and rigorous technical inspections.

• Arrive and drive: “Arrive and drive championships” are events where the ASN, promoter, or organizer supplies participants with everything needed for the competition---ranging from equipment and support to event management and all essential services. Essentially, an “arrive and drive” model lets drivers pay a fixed fee, freeing them from concerns beyond just competing. This approach can be cost-effective for launching a championship and maintaining technical parity since one entity controls all services and expenses. It promotes a high degree of technical equality. However, it demands a substantial upfront investment and a long-term depreciation strategy, and it must be managed with professionalism and fairness.

• Regularity competitions: Promotion of regularity competitions allows participants to compete using private vehicles on closed circuits or public roads, emphasizing safety and adherence to legal speed limits. This offers an accessible and affordable entry point into motorsport competition. However, it requires careful event organization focused on control points and timing to ensure fairness and safety.

• Fuel or Energy Consumption competitions: Promoting fuel or energy consumption tests involves competitions using private vehicles on circuits or public roads, conducted within a controlled safety environment without exceeding legal speed limits. This provides a straightforward and cost-effective way for participants to enter the sport.

• Slalom competitions: Promotion of slalom competitions---such as slalom karting, motorkhana/gymkhana, and autotests---offers a valuable entry point into motorsport, particularly for participants with limited resources. These disciplines prioritize driver skill over speed and do not require dedicated racing circuits. Events can be organized on

temporary venues such as car parks or other sealed/unsealed surfaces, making them highly accessible and affordable. This provides a straightforward and cost-effective way for participants to enter the sport.

2.2 Promotional activities

• Rental Karting: Initiatives to encourage entry into karting can include organising championships or competitions specifically designed for fans at a low cost of participation. These events can be held at rental karting centres, where drivers pay a minimal entry fee and use the rental karts provided by the facility. Such programmes promote inclusion by allowing individuals without the financial means to participate in motorsport at a very affordable cost. To implement this effectively, the project must involve collaboration with one or more rental karting circuits that actively support and engage in the initiative.

• Slalom karting: Activities aimed at promoting entry into karting and motorsport, while also highlighting road safety values, can include Slalom Karting---an event that prioritises driver skill over speed. In this format, participants navigate a pre-designed course featuring obstacles or lanes. This type of event offers a highly controlled and low-cost introduction to motorsport. It requires only minimal investment in equipment and can be easily organised as a mobile event, provided there is a suitable surface. Ideal locations include public spaces that naturally attract young audiences, such as shopping centres or recreational venues.

• Karting Schools: Promotion of karting schools involves partnering with existing karting circuits to establish training programmes for aspiring drivers. This initiative supports young drivers in gaining access to structured driver training while also offering the chance to incorporate road safety education. The activity can be conducted as one-off sessions or on a continuous basis through dedicated facilities. It is a low-cost approach to driver development. Successful implementation requires a predefined training curriculum agreed upon between the ASN and the circuit.

• Driving Schools: Promotion of circuit or rally driving schools can be carried out through existing institutions or by encouraging the establishment of new ones. These centres, which offer courses covering areas from road safety to competitive driving, serve as ideal platforms to introduce newcomers to motorsport. They contribute to driver education while also creating opportunities to identify and attract future competitors. Implementation requires a structured training programme developed in collaboration between the ASN and the driving school.

• Come & Try days: Organising “come & try” days is an effective method for introducing newcomers to motorsport, offering them the chance to experience the sport firsthand in a safe and controlled setting. These events typically involve the use of road-legal vehicles and are conducted under strict speed and safety regulations. Successful execution requires collaboration with the hosting circuit or venue and the implementation of rigorous speed control measures to ensure participant safety at all times.

1. INTRODUCTION

To effectively develop motorsport, it is essential to gain a deep understanding of the motivations driving various stakeholders. Although all stakeholders may strive for success, their interpretations of what constitutes success can vary significantly. Broadly speaking, and without being exhaustive, the following theoretical perspectives may assist in more clearly shaping the ASN’s development strategies.

2. DRIVERS

Drivers are motivated by a strong sporting passion and a desire to demonstrate their skill and competitiveness in the discipline they love. At the same time, they often aspire to a professional level of engagement, aiming to build a career in the sport---making top-tier categories like Formula 1 particularly appealing. A central concern for drivers is securing financial support for their participation, whether through sponsorships or resource-backed teams, as this funding is crucial for advancing their involvement and development in motorsport.

3. TEAMS

Teams are driven by sporting ambition, with a focus on achieving success through technical performance. Like drivers, their aim is often to operate at a professional level within the sport. Typically, their primary need is securing financial resources, which are most often sourced from drivers’ contributions. In some cases, however, teams are also able to attract external funding through sponsorships or other financial partnerships.

4. ORGANISERS: CLUBS AND OFFICIALS

Organisers and clubs, along with the officials who support them, have historically---and continue to---approach motorsport with genuine passion rather than profit as their primary motivation. Their goal is to deliver high-quality events and competitions that showcase their organisational expertise. Over time, growing economic considerations have led to increased levels of professionalism within these groups. Even in the absence of direct financial gain, the critical factor remains attracting the highest possible number of drivers to ensure the long-term sustainability of the event and the sport itself.

5. PROMOTERS

Championship and event promoters have played a significant role in elevating the professionalism of motorsport. Their goal is to achieve both sporting and media success, enabling them to generate financial returns that justify their investments and mitigate associated economic risks. For promoters, the critical factor is making the event as appealing as possible to both drivers and sponsors, ensuring strong participation and commercial interest.

6. MANUFACTURERS

Manufacturers---whether of vehicles or components---engage in motorsport primarily to showcase the quality and technical capabilities of their products. Their core motivation lies in generating advertising and marketing value through their involvement, with the ultimate aim of securing positive commercial returns.

7. SPONSORS

Sponsorship in motorsport has evolved significantly over time, transitioning from the traditional role of individual patrons to

modern corporate sponsorship structures. Today, sponsors engage in motorsport only when they see a worthwhile return on investment. No sponsor commits without first conducting a thorough analysis of the potential benefits. Their involvement is driven by the expectation of gaining substantial publicity and media exposure, which must ultimately translate into tangible or measurable improvements in their business outcomes.

8. GOVERNMENTS

Public administrations play a vital role in the development of motorsport. Their institutional and financial support provides essential backing, enhancing both the credibility and feasibility of sporting activities. For instance, public authorities are often key contributors to the development of facilities, offering both financial aid and administrative support, recognising the broader societal value such infrastructure can deliver. Their motivation typically centres on the social benefits derived from their involvement---whether through events or long-term investments.

4.

5.

7.

8.

9.

SECTION 6: ACTION AND RESULTS OF ASNS’ STRATEGIC SPORTING PLANS

1. INTRODUCTION

It is the responsibility of the ASN to create both a strategic plan and an action plan aimed at developing motorsport within its country. While the design and implementation of such a plan may involve numerous variables, its core objective must align with the specific conditions of the country and deliver measurable outcomes in terms of motorsport promotion and development. Below is a brief summary of the actions outlined in this manual and the intended results they aim to achieve.

2. DESIGNING STABLE STRUCTURES: A CLEAR TRAJECTORY FOR DRIVERS AND TEAMS

• Action: Develop a suitable sporting structure or pyramid that aligns with the ASN’s goals and national opportunities.

• Result: Creates a clear and structured pathway for the progression and development of drivers and teams.

3. LOW COSTS: LONG-TERM VALUE

• Action: Assess and implement measures to lower participation costs by introducing sporting and technical regulations that support long-term investment value.

• Result: Leads to stable championships and sustained value of competition equipment, making it easier for drivers with limited resources to enter the sport.

4. STABLE TECHNICAL REGULATIONS: GLOBAL MARKET AND REDUCTION OF VEHICLE COSTS

• Action: Ensure long-term consistency in technical and sporting regulation.

• Result: Establishes a stable environment for branding and market growth, ultimately contributing to cost reduction.

5. WIDE GLOBAL MARKET: GAINS FOR MANUFACTURERS AND REDUCTION OF COSTS

• Action: Facilitate the development of a broad and accessible global market.

• Result: Attracts increased manufacturer involvement due to the commercial appeal of the sport, fostering greater competition and driving down costs, which makes participation more affordable.

6. FLEXIBLE GEOGRAPHY: ADAPTED TO MEET REQUIREMENTS

• Action: Ensure appropriate geographical distribution when planning the calendar of championships and events.

• Result: Creates a tailored framework that provides participants with more options and greater flexibility, leading to improved championship quality.

7. BUSINESS MODEL FOR EVENTS: ECONOMIC SUSTAINABILITY

• Action: Develop sustainable business models for championships and events.

• Result: Leads to economically sustainable championships, encouraging investment from organisers and promoters.

8. INCREASING THE VOLUME OF ACTIVITY: ASNS’ INCOME

• Action: Boost participant numbers and overall activity levels through targeted initiatives.

• Result: Generates increased motorsport activity and improved economic outcomes for ASNs.

9. PROMOTION: DRIVERS AND MOTOR SPORT

• Action: Enhance media coverage of motorsport activities.

• Result: Leads to increased visibility for drivers and the sport itself, while simultaneously raising the commercial value of the ASN’s championships and events.