The sports industry is no longer viewed solely as a cultural and competitive phenomenon; it has firmly entered the agenda of the world’s leading decision-makers. This is reflected in the publication of Sports For People And Planet, the report produced by the World Economic Forum (WEF) together with strategic consultancy Oliver Wyman, presented during the annual meeting in Davos from January 19 to 23.
Built on more than 130 documentary sources and consultations with over 125 organizations, the document breaks down the architecture of an industry that in 2025 already generates $2.3 trillion. Its pages not only quantify the sector’s current weight but also project a future in which sport could become an $8.8 trillion industry by 2050, provided it can navigate threats that currently put nearly 20% of its revenue at risk: the decline in physical activity and the impact of climate change.
The four pillars of a multibillion-dollar industry
According to the WEF, the sports economy rests on four core industries: professional and elite sport, participatory sport and physical activity, sporting goods, and sports tourism. The latter, contrary to what might be assumed, is the main revenue generator, accounting for $672 billion in 2025 (34%), far exceeding the $140 billion contributed by professional sport (7%).
These are complemented by five connected industries—live broadcasting, gaming, nutrition, technological software and wearables, and sports services—whose revenue has tripled since 2016. Within this segment, gaming, including sports video games and betting, represents 39% of total income. Based on this structure, the report identifies four growth paths: boosting sports tourism, consolidating sport as an investment asset, accelerating the expansion of women’s sport, and balancing development with emerging economies.
Health, climate, and the limits of growth
However, the analysis is not limited to opportunities. The report warns that one third of adults do not meet the physical activity levels recommended by health authorities, a trend that erodes the consumer base supporting sports tourism, product sales, and long-term loyalty. Rather than stabilizing, this tendency continues to grow.
Added to this is the environmental vulnerability of the industry itself. Ninety percent of audiovisual rights exploitation and 76% of sponsorship revenue depend on outdoor activities, increasingly exposed to extreme weather events. The document also highlights sport’s environmental footprint: from the 100,000 tons of sports equipment that end up in landfills each year in the United Kingdom, to the 325 million tennis balls discarded annually without any possibility of recycling. In response, the WEF outlines three pathways: improving resource management and circular economy practices, integrating sport into sustainable urban development, and directing investment toward responsible models.
