IIHF 2.0 · One Game. One World. · Aivaz Omorkanov, Candidate for IIHF President

Candidate for President · International Ice Hockey Federation

Aivaz Omorkanov

Candidate for President · International Ice Hockey Federation

IIHF 2.0

One Game. One World.

Aivaz OmorkanovIIHF Vice-President for Asia and Council member since 2021

IIHF Vice-President for Asia and Council member since 2021

Read the program Why I am standing

Election Countdown · Tenerife · 2 October 2026

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Message to the members

Why I am running for President

Dear friends,

Where we are

International ice hockey needs to begin a new chapter.

The IIHF has made progress in several important areas of the past five years. At the same time, some areas can be much more further developed, while significant opportunities for growth and development have yet to be fully realised.

We now have the opportunity, and the responsibility, to build on what works, change what no longer serves us, work transparently for the membership and all stakeholders, and unlock the potential that remains, in every region in the world.

What this election decides

This election is not only about the next four years. It is about setting the tone and the direction for the next 12 years, three Olympic cycles. It is about how the IIHF is led, how we work with and for our members, how we position international ice hockey in the global sports landscape, how we prepare for long-term success and how we generate more revenue and drive the sport business. The Office must work much more efficiently and in a membership-oriented way, and continuity and consistency are the keys to success.

The experience I have gained during the most recent Council term has strengthened my belief that change is required. We need a state of the art, reliable and service-oriented IIHF that understands the needs of its Members, communicates openly, makes decisions transparently and has a clear long-term strategy.

At the same time, we must never lose sight of what is at the centre of everything we do: the sport itself and what happens on the ice.

The IIHF must protect and develop ice hockey to the highest standards while operating with the professionalism, ambition and commercial thinking expected of a state of the art international sports organisation. Stronger commercial opportunities, better governance and new partnerships must ultimately create greater opportunities to invest back into hockey.

The mandate I am seeking is the IIHF Council term 2026 to 2030. IIHF 2.0 sets a direction for the IIHF over three Olympic cycles, which is also the maximum period any President may serve under IIHF Statute 15.2.2. Every cycle beyond 2030 depends on a new mandate from the membership.

IIHF 2.0

IIHF 2.0 ONE GAME. ONE WORLD. is built around four strategic ambitions:

Build Trust · Grow the Game · Shape the Future · Create Impact

These four ambitions are supported by twelve strategic priorities and provide one clear direction. Over the past five years, I have had the opportunity to listen and talk to really many of you, at congresses, at events or throughout the season. I gained valuable experience and see first-hand what works well within our sport, within our organisation, where we face challenges, where change is required, where we are behind, what is possible and what needs to be done.

They are one connected strategy: Build Trust creates the foundation. Grow the Game expands the opportunity. Shape the Future prepares us for tomorrow. Create Impact turns progress into sustainable value.

The ask

Most importantly, this is not a strategy to be delivered to the IIHF Members. It is a direction to be built with everyone.

I sincerely appreciate the trust, the open discussions, the support and the encouragement I have received over the years, which was also very motivating in taking the next step. I am very confident that we can make the required change, and I ask you, and thank you at the same time, for your trust and your support in the upcoming election to become the new IIHF President and Council member.

Everyone should have the opportunity to contribute to shaping the next chapter of our Federation and our sport. I look forward to walking this journey together with all of you.

Aivaz Omorkanov Aivaz Omorkanov Candidate for President, IIHF

The framework

Four ambitions, the proposed sequence and order

Vision

A stronger, excellently connected and future-ready ice hockey community, where every player, every member and every region has the opportunity to grow, compete and create lasting impact.

Mission

To lead and unite the global ice hockey community, grow participation and opportunities, bring the sport and the administration required for it to a state of the art level, and create sustainable sporting and commercial value through strong governance, innovation, sporting excellence and collaboration.

Ambition 01

Build Trust

Strengthening governance, leadership and organisational excellence to build a stronger, more transparent, well-led and service-oriented IIHF.

Lead better
Ambition 02

Grow the Game

Expanding participation, developing people and creating opportunities for every member and every region.

Unfold the potential
Ambition 03

Shape the Future

Driving innovation, embracing technology and preparing ice hockey for the challenges and opportunities of tomorrow.

Prepare for tomorrow
Ambition 04

Create Impact

Strengthening the sporting, commercial and professional ecosystem to generate sustainable value for the global hockey community.

Turn progress into value

The program

Twelve strategic priorities

The four strategic ambitions define where IIHF 2.0 ONE GAME. ONE WORLD. wants to go, while the twelve strategic priorities identify where focused and immediate action is required to get there. Together they create a clear, focused framework that connects vision with execution and addresses the key opportunities and challenges facing international ice hockey. That is the Game Plan proposed for the IIHF over the next 12 years, three Olympic cycles. It can only be carried forward within the mandate the membership gives, and it will be revisited regularly to adjust to the needs, requirements, challenges and opportunities of the market and of every single MNA.

Ambition 01

Build Trust

Strategic Priorities 01–03

  1. Strategic Priority 01

    Good Governance & Leadership

    A stronger IIHF starts with stronger communication: regular information calls, direct contact with MNA leadership, transparency as the default. Criteria published before decisions are taken, not explained afterwards.

  2. Strategic Priority 02

    International Relations & the Olympic Movement

    Open, continuous communication with the IOC, the top leagues and international hockey stakeholders, and deeper cooperation with other federations and continental Olympic bodies, set out in a direction covering three Olympic cycles.

  3. Strategic Priority 03

    Sustainability & Legacy

    A clear 12-year direction for the IIHF, three Olympic cycles, carried forward within the mandate the membership gives, with a focused set of realistic goals and regular review of what has actually been delivered.

Ambition 02

Grow the Game

Strategic Priorities 04–06

  1. Strategic Priority 04

    Global Development & Emerging Markets

    Development funding tied to clear objectives and measurable goals, with every application connected to a four-year plan. Every region and membership group has different opportunities, and the IIHF needs to react to different environments and challenges and to customise the required programs.

  2. Strategic Priority 05

    Women's Ice Hockey

    Equality cannot be about players alone. It means investing in women's ice hockey overall, including building the support structure with female coaches, officials and administrators, and taking advantage of the attention that governments and sport authorities are giving to women's programs.

  3. Strategic Priority 06

    Youth & Future Generations

    One global Learn to Play and recruitment framework for girls and boys instead of many separate attempts. An open mind about the first entry point: floor hockey, street hockey, inline hockey and synthetic ice - all have and must play a role, in a sense and for different regions, different markets, different needs and different opportunities.

Ambition 03

Shape the Future

Strategic Priorities 07–09

  1. Strategic Priority 07

    Innovation, AI & Digital Transformation

    What technology saves in administration becomes capacity to focus on what matters most. Automate routine processes, use AI across administration, sport and sport business, and leverage data and digital tools to make faster, smarter decisions and respond to a rapidly changing market.

  2. Strategic Priority 08

    Fan Engagement & Global Hockey Brand

    The experience should not begin at the opening face-off or end with the final whistle. Interactive and immersive formats should engage fans before, during and after the event, both inside and outside the arena, and scale across all IIHF World Championship levels and categories.

  3. Strategic Priority 09

    Future Participation & New Hockey Formats

    Esports can reach millions who may never enter an arena. The question is how to grow participation affordably and get attention without copying other sports. Ice hockey is unique, our players are unique, and so is every other sport. We need our own and fresh identity.

Ambition 04

Create Impact

Strategic Priorities 10–12

  1. Strategic Priority 10

    Commercial Growth & Hockey Economy

    Our core rights are committed for the next decade. Growth must come from new markets and untapped opportunities, developing commercial assets at global, regional and domestic level across all events, World Championships and all levels.

  2. Strategic Priority 11

    High Performance & Elite Competition

    The Olympic Winter Games, the World Cup and the World Championship must be part of one integrated strategy and not three separate negotiations, supported by a permanent forum bringing together the NHL, the NHLPA, the international top leagues and the IOC.

  3. Strategic Priority 12

    Professional Ice Hockey Eco-System

    Each region, country and member operates in a different environment, with unique restrictions, opportunities and challenges, and many areas remain largely untapped. We must continue to focus on strengthening the domestic foundation in a structured and systematic way, and then build from there.

Flagship proposals

IIHF 2.0 sets out the innovations for the future

IIHF 2.0 sets a clear long-term direction, but the future of hockey will raise questions that require new thinking beyond traditional structures. We must closely cooperate with our Members, address difficult questions and act on emerging opportunities. These innovations complement our strategic priorities and are guided by Build Trust, Grow the Game, Shape the Future and Create Impact, with hockey and the needs of our Members at the centre. Each of these proposals would require a decision by the IIHF Council and, where the Statutes so provide, by the Congress.

Innovation I

A Stronger, More Balanced and Responsive IIHF Office

Global reach. Local impact.

IIHF 2.0 will build a more balanced, professional and globally connected organisation. An Office and staff that better represent the membership will bring broader expertise into everyday decisions, while clear accountability and measurable KPIs align departments around shared objectives and a strong COO, working next to the CEO, ensures delivery, coordination and accountability across the IIHF. Three regional offices will be strengthened with additional staff, expertise and responsibilities, becoming active delivery hubs working directly with Members on development, coaching, officiating, women's ice hockey, communications, commercial opportunities and strategic plans. A new AI & Technology Centre will add further expertise across the organisation.

One strong team. A stronger hockey world.

Innovation II

Hockey for All

More places. More players. More opportunities.

Hockey must become accessible to more children and to everyone who wants to play, in more places and at a lower cost. Ice hockey remains the goal, and proven, affordable entry points such as floor, street and inline hockey, alongside synthetic ice and new formats, are how many players will first reach it. With MNAs, clubs, leagues and professional players working together, the route from a first game anywhere to a first game on ice can be made simple and affordable for boys and girls alike.

Entry points everywhere. That is what is required.

Innovation III

Sport Innovation Lab

Reimagining how hockey can grow.

IIHF 2.0 will establish a Sport Innovation Lab bringing together MNAs, equipment providers, rink and technology companies, young players, professional players, coaches, leagues and experts in AI, augmented and virtual reality, e-games and other emerging technologies, as well as interested municipalities and regions. The Lab will explore and test new equipment, formats, technologies and ways of playing that make hockey more accessible, attractive and relevant to new generations and new markets.

Test it. Prove it. Scale it.

Innovation IV

Infrastructure Innovation Lab

Building more accessible and affordable infrastructure.

IIHF 2.0 will establish an Infrastructure Innovation Lab bringing together MNAs, governments, municipalities, rink operators, architects, engineers, energy and technology companies, investors, sustainability experts and other partners. Together, they will work on practical solutions to reduce the cost of building and running ice rinks, and with it the cost of playing ice hockey itself, while improving accessibility and sustainability and creating long-term value for communities. Ice hockey stays at the centre. Cheaper ways to start and cheaper ice to play on are two halves of the same objective, and working creatively with partners far beyond hockey is how the number of players on the ice grows.

More rinks. More places. More hockey.

The record

Five years, delivered

Five years on the IIHF Council, spent turning decisions into results. This is the record I stand on.

Aivaz Omorkanov at the IIHF Congress

2021

Elected to the IIHF Council

Vice-President for Asia, and the youngest vice-president in the history of the International Ice Hockey Federation.

2021–2026

A term measured in what was delivered

Asia has significantly and positively expanded its activity and development opportunities, which has been widely recognised across the membership. The record and the programs established speak for themselves. A lot of pioneering work has been done, including the establishment of regional IIHF offices, first in Abu Dhabi, UAE, and now in Bangkok, Thailand. Development programs are running alongside competition, not instead of it, while new commercial revenue is being generated from a market the IIHF had previously not reached. The Asia Championship was brought to life and has become a trendsetter within the IIHF as well.

2026

Elected President of a National Olympic Committee

A National Olympic Committee elected me to lead it. What I bring is energy, new thinking, a documented track record and the education behind it. I am part of a new generation of leadership, one that brings fresh perspectives and a readiness to question established ways of thinking. The world is evolving rapidly, creating new challenges, new expectations and new opportunities. Ice hockey cannot stand still or rely on yesterday's solutions. We need new energy, fresh thinking and the courage to lead the change.

Inside the term · IIHF Asia Office

Five years of progress and transformation

What we set out to do in Asia, what we ran into, and where the region stands today.

85 development activities in five years tell the story of a region rapidly moving forward. Asia has undergone significant change, with the Asian Office established, leadership programs introduced and activities reaching an all-time high. Starting from a far more challenging position than expected, the focus was on building the fundamentals for sustainable growth. Several programs became trendsetters within the IIHF, creating new approaches to development and competition and a strong platform for the next step.

85

Development activities and events successfully planned

349Participants in Asian centralised development activities and projects
65Participating teams in all Asian events, across all categories and levels
505MNA participations in all Asian centralised development projects, events and meetings
12Meetings of the IIHF Asia Strategic Planning Group, an open forum for dialogue where every Asian MNA has a voice and can help shape the region's direction
17Allocated IIHF World Championships, the highest number ever awarded to Asia, showing the region's growing capacity and capability to host major international events

Including the planned Women's Asia Cup in March 2027, six of the twelve competitions in the programme, and therefore 50%, were dedicated to women's ice hockey.

The starting point proved more challenging than anticipated. The impact of COVID-19, significant differences in MNA capacity, limited resources and gaps in organisational structures required the original approach to be adjusted. Greater emphasis was therefore placed on strengthening the fundamentals of the MNAs while, at the same time, expanding development and competition opportunities.

The focus was not simply on increasing activities, but on establishing a more structured and transparent system: clear development levels, participation requirements, educational programs, stronger cooperation between MNAs and expanded international competition.

New initiatives were introduced to address the organisational needs identified through the regional assessment. The General Secretary/CEO Program, the Youth Hockey Director Program and the League Management Program complemented the established coaching, officiating and player-development activities, strengthening leadership, youth development and league structures inside the MNAs.

The results are now visible. Asia has moved from disruption and fragmented development towards a structured system that reflects the different needs and readiness levels of its twenty-six Member National Associations. Those that need stronger foundations can progress step by step; those ready to advance can access higher-level programs and international competition.

Not everyone believed, initially or even now, in the potential Asia could deliver, and making its voice heard was not always easy. Five years later, the results are measurable: 85 development activities and events, expanded competition opportunities and a stronger regional structure. Every member, player, game official, administrator, parent, fan and rink owner who was involved ensured this rapid development.

The structure, the Asia Office operations and the programs are now in place to continue and build on what has been established. The next phase is not about rebuilding the system, but about using it to increase participation, respond to changing market needs and lead where opportunities emerge, turning a strong foundation into long-term sporting and commercial value.

The deliverables

None of the following was done alone. It was delivered by the members, with strategic oversight and direction.

Abu Dhabi

The IIHF Asia Office

With the support of the UAE Ice Hockey Federation and the Abu Dhabi Sports Council, the IIHF Asia Office was established to create a permanent presence in the region, not simply rely on visits from Zurich. The office has since moved to Bangkok, Thailand, strengthening the IIHF's regional presence and its ability to support its members.

Leadership and structure

Focus on key officials

With flagship programs such as the General Secretary Program, the Youth Hockey Director Program and the League Management Program, we addressed a key gap identified in the region: building the foundations for sustainable growth. These programs complement and run alongside the coaching, officiating and Learn to Play programs.

With the Olympic Council of Asia

A great cooperation kicked off

For the first time, the Olympic Council of Asia and the IIHF jointly organised the Youth U16 Girls' and Boys' Development Camp. A roadmap and a supporting structure are now being developed, with new and innovative programs designed to build a stronger pathway towards the 2029 Asian Winter Games and beyond.

Hosting agreement

Commercial revenue from a new market

For the first time, a financial agreement was secured to host an IIHF event in Asia, opening the door to a market with significant untapped potential as the regional structure continues to grow. My education and my experience living in China provide valuable insight into the market and its opportunities.

New competitions

The Asia Cup

The Asia Cup provides a competitive pathway for members progressing towards the IIHF World Championship. Right now the focus is on the women's senior category as well as the men's U18 category. Played under IIHF regulations, including player eligibility rules, it provides the competitive experience and the showcase that members need to strengthen and grow the game at home.

2022 to 2026

Asia on the hosting map

17 IIHF World Championships across different levels and categories were awarded to Asia over the past five seasons, involving eight Member National Associations: China, Hong Kong/China, South Korea, Kuwait, Kyrgyzstan, Mongolia, Thailand and the United Arab Emirates. Hosting is how a federation moves from being a name on a list to becoming an active part of the international hockey community.

Aivaz Omorkanov with Her Majesty the Queen of Thailand

Chiang Mai 2023 · Bangkok 2024

A historic global ambassador for women's ice hockey

An ice rink opening in Chiang Mai, Thailand, in October 2023, presided over by His Majesty the King of Thailand and Her Majesty the Queen of Thailand, became one of the most significant events for the IIHF and for women's hockey in recent years, with an impact reaching far beyond the rink itself.

Following the opening, Her Majesty the Queen of Thailand accepted the invitation to become the IIHF's first Women's Global Ambassador, creating a unique platform to promote women's ice hockey in Thailand, across Asia and internationally. The official appointment was marked during an international friendship game between China and Thailand, in which Her Majesty personally took part.

It represents an unprecedented level of patronage for women's ice hockey and a powerful signal to every association of what is possible when ambition, leadership and opportunity come together.

2024 to 2028 · Four-year pilot

The IIHF Asia Championship Series

A new men's and women's competition bringing together leading Asian ice hockey nations: China, Japan, Kazakhstan and South Korea. This landmark four-year pilot provides additional international competition, new opportunities for development and a platform to further promote ice hockey across Asia.

China and Kazakhstan hosted the first four events, with the series now moving to Japan and South Korea for the next two seasons. Positive feedback from players and coaches, event standards comparable with major IIHF competitions and opportunities for exchange have demonstrated that the series fills an important gap and can strengthen the development efforts of all participating teams.

The series also introduced a new commercial dimension through additional advertising rights, high-quality television production and hospitality. The first edition reached more than 160,000 viewers on CCTV5+, demonstrating the significant untapped potential in sponsorship, marketing and social media that must now be developed further. The four-year pilot project, and elements of it, are also going to be rolled out to other regions, including Europe.

Connecting hockey to the Olympic Movement

Ice hockey meets Asia

The 2025 Harbin Asian Winter Games, under the leadership and patronage of the Olympic Council of Asia, were the continent's largest winter sports event. The IIHF supported the event before, during and after the Games, from both an organisational and an administrative perspective. A partnership built on trust, shared vision and enthusiasm was fundamental to the successful staging of both the men's and the women's ice hockey competitions.

Administrative and organisational support was also given to the 2024 Winter Youth Olympic Games.

The South East Asian Games, the region's largest multi-sport event, provide a valuable platform and international showcase for participating countries. With the strong support of the National Olympic Committees and the potential to reach hundreds of millions of people, the IIHF supported the 2025 South East Asian Games Organising Committee before, during and after the event. For the first time a women's ice hockey competition was included, and ice hockey is already confirmed for the 2027 South East Asian Games.

The full record, activity by activity 85

Thank you to every one of you. Together we made it.

At this point I really want to thank everyone involved: our members and all their key officials, the organising committees of every event, all participants including players, coaches, game officials and team staff, sponsors and supporters, IIHF staff, parents and fans, for their unbelievable enthusiasm and attention towards the development of ice hockey in Asia. Without your support and your open and honest cooperation, none of it could have been achieved. It was an honour to work with you, and thank you also for the trust you placed in my work for the growth of ice hockey in Asia.

About

Who I am

Aivaz Omorkanov
Aivaz Omorkanov Born 2 June 1996 in Bishkek, Kyrgyz Republic. Married to Ainagul since 2025, father of one son.

Positions of trust and engagements

  • IIHF Vice-President for Asia and IIHF Council memberSince September 2021
  • President, National Olympic Committee of the Kyrgyz RepublicSince May 2026
  • Honorary Consul of the Republic of Slovenia in the Kyrgyz RepublicSince June 2024

With a proven commitment to the development of ice hockey across Asia, I have proudly served as IIHF Vice-President for Asia since 2021 and, in 2026, took on the responsibility of NOC President. As Honorary Consul of the Republic of Slovenia in the Kyrgyz Republic, I have also built valuable international relationships.

Education and languages

  • International Relations, Master'sDiplomatic Academy of the Ministry of Foreign Affairs of the Kyrgyz Republic
  • Law, Bachelor'sKyrgyz National University
  • International Trade and Economics, Bachelor'sBeijing University of International Business and Economics
  • Four working languagesKyrgyz, Russian, English, Chinese

My background in diplomacy, law, international trade and economics, combined with strong language and cross-cultural skills, has enabled me to drive progress and build partnerships across Asia and beyond. These capabilities are essential to leading the IIHF as a global organisation and strengthening the growth and international reach of ice hockey.

Beyond ice hockey

Beyond my work in hockey, my other pursuit is endurance sport. National champion of the Kyrgyz Republic in triathlon and in cycling, winner of an international Ironman 70.3 race and national record holder at the distance, and the first athlete from my country to qualify for and finish the Ironman World Championship in Kona.

I mention it for what it demands rather than for what it wins. Endurance racing is decided by discipline and consistency, by what you do on the ordinary days, repeated for years, long before anything is visible. A federation is built the same way. It taught me to plan in four-year blocks, to be honest early about what is not working, and to finish what I start.

Ironman World Championship, Kona Ironman World Championship, Kona, bike leg
Ironman World Championship, Kona

Contact

The conversation continues

IIHF 2.0 ONE GAME. ONE WORLD. is the result of five years of working for and with Member National Associations at domestic, regional and international level, collecting insights and having valuable exchanges across the IIHF membership. Those conversations, and the support I experienced, are also the reason I am applying to become the new IIHF President. If there is something you want raised, discussed or changed, my inbox is open and I answer it myself.

Write to me