The removal of the Bahrain and Saudi Arabian Grands Prix from the 2026 calendar has reduced the championship from 24 races to 22 and removed two of the most commercially significant early-season events from the schedule.
Both races typically sit in a key position on the calendar following the Aramco Japanese Grand Prix, acting as a bridge into the Crypto.com Miami Grand Prix and forming part of a tightly structured run of race weekends that underpin Formula 1’s commercial rhythm.
Their absence now leaves a five-week gap between Suzuka and Miami, disrupting a cadence that broadcasters, sponsors and teams rely on to deliver consistent exposure, activation opportunities and hospitality programmes across the early part of the season.
The Gulf Air Bahrain Grand Prix was called off primarily due to security concerns amid escalating tensions in the region, with Bahrain targeted during the ongoing conflict involving Iran.
In contrast, Sector understands the decision around the STC Saudi Arabian Grand Prix in Jeddah was largely driven by logistical challenges, as instability in the region began to affect freight movement and event preparation.
For F1 and its partners, the result is not only a reduced calendar but the removal of two key commercial platforms that would typically generate significant value across sponsorship, broadcast and hospitality.
Early signals allowed agencies to act
For agencies operating in the region, the cancellations did not come without warning as Lizzie Isherwood, Associate Vice President, Integrated Business Lead at THE·TEAM – formerly Wasserman – told Sector.
“The moment escalation began – around 10 days prior to the Australian Grand Prix – we understood that races in the Gulf would be at significant risk and advised partners accordingly,” she said.
That early assessment was not based solely on geopolitical risk, but also on the practical realities of delivering an event of F1’s scale.
“As we looked not only at the evolving risks, but also the practical realities of the situation, including the redeployment of medical staff to critical areas to immovable freight and logistics deadlines, it was increasingly apparent that proceeding with racing or partner activations in April was going to be highly unlikely,” she added.
Commercial impact extends beyond the track
While the headline impact of the cancellations centres on the loss of two races, the immediate commercial consequences are felt most acutely at the activation level.
For brands that had built campaigns around Bahrain and Saudi Arabia, particularly those centred on hospitality, the disruption quickly becomes a matter of contracts, costs and recovery.
We act on behalf of our clients to recoup costs as much as possible and advise on reallocation of contractual or purchased rights.
Lizzie Isherwood
“For those who had planned hospitality programmes, it’s a case of revisiting hotel contracts and force majeure clauses, as well as working with teams and Formula 1 to understand the refund policy for tickets,” Isherwood said.
“We act on behalf of our clients to recoup costs as much as possible and advise on reallocation of contractual or purchased rights.”
The situation reinforces how much of F1’s commercial ecosystem is built around race-weekend execution, where hospitality, client engagement and on-site activation remain central to delivering value.
A familiar playbook in uncertain conditions
The disruption has also prompted a return to strategies developed during the coronavirus pandemic, when the loss of race weekends forced agencies to rethink how value was delivered.
For THE·TEAM, that experience has provided a framework for navigating the current situation.
“For those with more experiential, communications, or content-led campaigns, we would generally have employed the same, cautious approach we took when Covid-19 first surfaced,” Isherwood said.
Central to that approach is a focus on preparation and contractual protection.
“Contracts are always the key here and that’s why we work closely with our legal team in-house to review any contract that we take out on behalf of a client to ensure it’s as watertight as possible,” she added.
The emphasis on legal and operational resilience reflects a broader shift in how agencies manage risk in a global sports environment that is increasingly exposed to external disruption.
Middle East remains a growth market
According to THE·TEAM data, sponsorship investment in the Middle East currently totals more than $200m, representing around 7% of overall F1 series investment.
However, despite the immediate disruption, the long-term commercial outlook for the region remains unchanged.
“We do not expect to see an impact here; it continues to be a growth region and with good reason,” Isherwood added.
With Bahrain and Saudi Arabia removed from the calendar, attention now shifts to the remaining races in Qatar and Abu Dhabi later in the season – for agencies and brands, the immediate challenge is to adapt rather than replace.
“We are planning for business as usual in both Qatar and Abu Dhabi,” Isherwood said.
“Our role is always to be trusted advisors and that role comes into its own when plans change. Every client is unique, with different objectives, audiences and focus markets.
“Our first job is to return to the objective: what were they looking to achieve and how can we pivot it using the assets available?”
The Gulf region is one where in-person contact is still hugely important, but there are so many ways we can still provide a personal touch.
Lizzie Isherwood
While the Gulf remains a market where in-person engagement is highly valued, Isherwood believes the ability to adapt activation strategies is now central to maintaining value.
“It’s true that the Gulf region is one where in-person contact is still hugely important, but there are so many ways we can still provide a personal touch,” she said.
The cancellation of two races removes key commercial platforms from the F1 calendar, but it also highlights the resilience and adaptability required across the sport’s commercial ecosystem.
For agencies operating in the Middle East, the focus is not simply on replacing lost events, but on ensuring that partnerships continue to deliver value in an environment where flexibility has become as important as scale.
