Why Venue Risk Has Reached Board Level

Venue risk has moved decisively into the boardroom. Modern sports venues are no longer single-purpose assets; they operate year-round as complex commercial hubs, exposing organisations to a growing range of strategic risks.

Climate exposure is one of the most immediate concerns. Heat stress, flooding and extreme weather events are forcing venues to invest in resilience and adaptation, often without clear short-term returns. According to the World Economic Forum, physical climate risk is now a material consideration for major event infrastructure

Cybersecurity is another critical factor. Digital ticketing, access control, broadcast systems, and data platforms have increased efficiency but also introduced vulnerabilities. Disruption in any one area can have cascading operational and reputational consequences.

At the same time, the commercial model for venues has expanded. Stadiums and arenas now host concerts, conferences, exhibitions and private events alongside sport, increasing both revenue opportunities and risk exposure. This complexity has made it impossible to treat venue risk purely as an operational risk.

Regulatory scrutiny and insurance requirements are reinforcing this shift. Boards are increasingly accountable for safety, continuity and compliance, with insurers demanding stronger governance and clearer risk frameworks.

As a result, risk leaders are reporting more directly to boards, and investment decisions are being assessed through the lens of both resilience and return. Technology, training and contingency planning are no longer discretionary; they are governance expectations.

In 2026, venue risk is not about avoiding disruption altogether. It is about ensuring that venues can operate, adapt and remain commercially viable in an environment where uncertainty is the norm.