SportsFacilities

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Special Edition 1 / MARCH 2011

COVER STORY:

SPORTS OF BIG INVESTMENTS: SEARCHING FOR AN OPTIMAL SCHEME THE HOW MUCH ISWORLD CUP? ALL? ONE ICE FITS INTELLIGENT DO WE NEED STADIUMS?

www.gvasawyer.com

ANDREI PEREGUDOV:

WE WILL BUILD VTB ARENA TO 2016 9 772079 180006

190020, САНКТ-ПЕТЕРБУРГ, НАБ. ОБВОДНОГО КАНАЛА, Д. 138 ТЕЛ.: (812) 320-67-63, ФАКС: (812) 320-67-64 E-MAIL: REM@RUSEM.RU, WWW.RUSEM.RU

Ваш стадион способен на большее, чем работать всего 40 дней в году

Как сделать, чтобы Ваш стадион не «спал»?

10 ЛЕТ ПОБЕД!

Инженерный комплекс для многоцелевого использования стадиона позволит Вам зарабатывать на использовании спортивного сооружения круглый год, сохраняя качество натурального газона.

Cтадион содержит все, чтобы: • проводить концерты с возможностью расположения сцены и части зрительных мест на поле; • устанавливать ледовое покрытие для проведения ледовых шоу и организации массовых катаний; • размещать выставки; • использовать поле для картинга и .тд.

Комплекс представляет собой быстро устанавливаемый и демонтируемый помост высотой от 1 м, выдерживающий до 7000 зрителей, ледовую площадку с 4000 одновременно катающимися людьми, выставочные экспонаты до 5000 тонн. Опорные элементы размещаются за границами игрового поля, что сохраняет натуральный газон от повреждений. Комплекс легко встраивается в любой стадион и не требует капитальных изменений сооружения. Хранение элементов конструкции может осуществляться как вблизи стадиона, так и в месте, не привязанном к стадиону. Общий объем под хранение составляет 2500 м3, и конфигурация здания может быть любой.

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Комплекс запатентован в России и за рубежом и не имеет мировых аналогов.

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Контактная информация: ООО «Аинтрис» Тел.: +7 (495) 943-19-84 E-mail: info@aintrees.ru

Заканчивается 2010 год. Для ООО «Русьэнергомонтаж» он стал юбилейным. Мы отметили день рождения компании под девизом «10 лет побед». И, конечно же, уходящий год также был ознаменован победами. В 2010 году мы приступили к строительству крупнейшего олимпийского объекта – Большой ледовой арены для хоккея с шайбой в г. Сочи в качестве субподрядчика по инженерным системам. Закрепили свои позиции в Казахстане. После реконструкции высокогорного катка «Медеу» с нами заключили договоры на проектирование и строительно-монтажные работы еще трех объектов в дружественном государстве. В 2010 году мы значительно расширили географию объектов, приступив к выполнению работ по проектированию концертноспортивного комплекса на 5500 зрителей в г. Владивостоке. Не обошли вниманием в 2010 году мы и родной Петербург. Очень важным и ответственным объектом стал для нас крытый конькобежный стадион с двумя хоккейными полями, проект которого завершен и в настоящее время проходит государственную экспертизу в Санкт-Петербурге. Для нас крайне важно отвечать всем современным требованиям, предъявляемым к строительству спортивных объектов, поэтому наши специалисты постоянно следят за новыми тенденциями в отрасли спортивного и промышленного холодоснабжения и сопутствующих отраслях и повышают свой профессиональный уровень. С целью ознакомления с новинками рынка холодильного и вентиляционного оборудования, а также обмена опытом с зарубежными коллегами специалисты нашей компании посетили заводы-производители в Копенгагене и Милане. В 2010 году ООО «Русьэнергомонтаж» не только традиционно стало участником ежегодной выставки «Спорт» в Москве, II Международного форума «Россия – спортивная держава» и выставки OlympExpoBuild в Сочи, но и было представлено на выставке Chillventa в Нюрнберге, Германия. За 2010 год силами ООО «Русьэнергомонтаж» смонтировано более 10 холодильных систем на объектах в России и ближнем зарубежье общей холодопроизводительностью свыше 14 МВт, произведено более 25 000 квадратных метров искусственного льда, выпущено более 80 томов проектной документации.

10 лет для производственно-инжиниринговой компании – это не возраст. За прошедшие годы мы смогли твердо встать на ноги, завоевать рынок, заслужить положительную репутацию. Созданное ООО «Русьэнергомонтаж» за 10 лет – это только маленькая часть того, что еще предстоит создать. ЖЕЛАЮ КОЛЛЕГАМ И ПАРТНЕРАМ УДАЧИ В НОВОМ 2011 ГОДУ! ПУСТЬ УСПЕХИ, КОТОРЫХ ВСЕМ НАМ УДАЛОСЬ ДОСТИЧЬ В УХОДЯЩЕМ ГОДУ, ТОЛЬКО ПРЕУМНОЖАТСЯ В ГОДУ НАСТУПАЮЩЕМ!

Генеральный директор ООО «Русьэнергомонтаж» Олег Кравченко

Foreword

sports facilities

The Student Games of 2013 (Universiade), the Sochi Olympics of 2014, a formal agreement to hold the Russian Grand Prix Formula 1, the 2018 Football World Cup, and hopefully the World Hockey Championship in 2016, - these are the facts proving that Russia is becoming a magnet for the world-class sporting battles. Are we ready to host the most prestigious international competitions?

Do we have enough first-rate sports facilities? Do modern sports facilities in Russia have a chance to become barrier-free and green-developed ones? Finally, how efficient Russia's large investments in sports might be?

Financing in sports and the global sports industry revenues are in the spotlight of the world's best experts who will address these and other issues in the Cover Story today. They will particularly talk about the ways to dispose of budgetary funds and private investors' money, as well as how to efficiently manage sports facilities and make them economically successful.

Modern-day stadiums are not just sports facilities in the urban infrastructure, but complex social centers that attract various clusters of the population. In this issue, we will talk about Dynamo stadium as the Facility in Focus. Dynamo, as part of the VTB Arena Park, is one of the Moscow stadiums to host the FIFA World Cup 2018. The stadium with a rich history is currently under reconstruction. SF readers have a unique opportunity to track all stages of this project starting from Idea to Facility.

Video systems are the major intellectual components of any up-to-date sports facility. They help stadium owners generate an additional revenue. Video solutions and technologies create a festive atmosphere at the stadium. Today, SF talks about an integrated approach to equip sports facilities with both audio and video systems.

Talking about Future Stadiums, we will discuss new concepts, their ideologists and designers, image-makers, facility managers, as well as the most successful financial models.

Chief editor Svetlana Arkhipova

Contents

Table of Contents

Cover Story

Sports of Big Investments: Finances, Actions, Business

24

Sports of Big Investments: Searching for an Optimal Scheme

There are two basic models to finance sports: American and European. The U.S. model is not supported from the state budget. As for Europe - the budget financing prevails there. Many Latin American and Asian countries are closer to the European model of financing. Russian state officials and businessmen tend to create their own efficient system for financing sports.

28

Robert Gruman:STRUCTURE OF TOTAL GLOBAL SPORTS REVENUES Increasing Sports Sponsorship FORECASTED COMPOUND THE KEY FOUR COMPONENTS: annual growth in 2011-2013:

Think globally – act locally. This is a good recipe to win in sports, say experts of PricewaterhouseCoopers.

%

merchandizing

ticket sales

%

%

sponsorships

3.2 %

ticket sales

%

media rights

%

merchandizing

% %

media rights and licenses

SF/March/2011/Special Edition 1/2

sponsorships

Contents

Facility in Focus Publisher Alexei Antonov

VTB Arena is one of the stadiums to host the 2018 FIFA World Cup in Moscow.

SF readers have a unique opportunity to track all stages of this project

Experts and Speakers Robert Gruman, Alan Switzer, Andrew Peregudov, Piotr Aleshin, Vitally Mutko, Alexander Vasyukov, Mikhail Zagainov, Elena Chaikovskaya, Vladimir Posokhin, Erick van Egeraat Editor in Chief Svetlana Arkhipova Chief Editor of Special Projects Vladimir Kolosov Senior Secretary Anatoly Ageev Proofreader Vladimir Kolosov Journalists Tim Skorenko, Maria Fadeeva, Michael Nevzorov Art Director Eugenia Gordeeva Designer Andrei Vankurov Colour Corrector Igor Novikov Cover and Infographics Evgenia Gordeeva Photo Georgy Shpikalov, Alexander Saverkin, Andrei Mikhalchenkov, Vera Undritsova, Sergei Nikitin, Andrei Makhonin, Alexander Chernavsky, Dmitry Ponomarev Press Services FSP, RASF, Sochi 2014 Organizing Committee, Universiade 2013 Directorate

From Idea to Facility

44

Andrei Peregudov: We will Build VTB Arena to 2016

Deadlines to finish construction of Dynamo stadium were postponed many times. The project concept has radically changed after the Architect Contest that was held in June 2010. Currently, the project and its new terms of reference have been finalized.

We will introduce the new concept of VTB Arena. SF readers will be the first to know what the new stadium looks like.

Subscription and Distribution Daria Rozhkova d.rojkova@sportsfacilities.ru Commercial Department Yana Polonina, Svetlana Zavarkina, Irina Gaidukova y.polonina@sportsfacilities.ru Project Manager Nikolai Trotsyuk

1955

Mailing Address P/O 34, Moscow, 117208, Russia Tel/Fax: +7 (495) 781-6744 www.sportsfacilities.ru E-mail: info.project@sportsfasilities.ru Print Run 999 Printed in Russia Nemetskaya Fabrika Pechati 2 Dobrolubova Street, Moscow, 127254, Russia

2010 project

2011

Founder and Publisher MediaProm Publishing House»

The publication is registered with the Federal Service for Communication, Information, and Technology on July 20, 2009 Registration Certificate PI #FS77-40111

?

Copyright © MediaProm Publishing House All rights reserved. Reproduction of materials in full or in part without permission is prohibited.

The editorial team is not responsible for promotional materials.

Editorial opinions may not coincide with those of authors.

The materials submitted to the journal are not criticized or returned.

SF/March/2011/Special Edition 1/3

Contents

Events

Rules of the Game

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14

FIFA World Cup 2018 is Ours!!!

FIFA World Cup 2018: Statistics , Dates, Facts

11

For many years, the cost of sports was not identified as a separate federal budget account in Russia. A special federal program is believed to solve this problem

PwC to Become Partner of Universiade 2013

The world’s largest international consulting and auditing company PricewaterhouseCoopers says it would provide services to organizers of the Universiade 2013 in Kazan

12

Russia’s Federal SpecialPurpose Sports Program 2006-2015

Dmitry Chernyshenko: The Olympic track of Roza Khutor Mounting Ski Center has been put into operation

Due to successful marketing programs, we have attracted more than $1 billion, which is the best result in the history of Winter Olympics.

SF/March/2011/Special Edition 1/4

National Patrimony

18

Elena Chaikovskaya: My Dreams Came True!

Russia has enough talented juniors. Opening of the Yantar Sports Training School is a logical step to improve the situation. Elena Chaikovskaya, the honored figure skating coach, was glad to share with us her thoughts about the future of the national figure skating

Contents

Architecture

Management School

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Freedom of Movement

Modern sports facilities have many specific design features. We want to discuss in detail all of them in order to make domestic architects, designers, and engineers understand the problem

Focus on Problems and Start Working

In this article, we summarize the best domestic and foreign practices to manage sports facilities. SF analyzes concepts, plans, and goals and objectives of facility managers together with Gil Fried who wrote the Managing Sport Facilities book, as well as with experts from Colliers International FM

Technology

52

Mikhail Zagainov: We Know What The Ice Is!

A modern ice palace is not only a perfect architecture, but also a complex technological plant with a lot of know-how.

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Future Stadiums

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The World’s Prime Stadiums

In this column, SF together with VTB Arena Park examines the world’s largest stadiums. Here we analyze new concepts, we talk about those who perform design of these giants, and those who secure the financial sustainability of these facilities and successfully manage them

Intelligent Audio and Video Facilities at Stadiums

In this article, we discuss comprehensive approaches to audio and video equipment, which help improve the image of sports facilities, increase their attractiveness, and finally get a higher ROI

СПАРТАК ЧЕМПИОН

DISPLAYING INFORMATION IN BROADCASTING SYSTEMS For journalists and TV operators

BOARD ators (location of es, schedules of

СПАРТАК ЧЕМПИОН

СПАРТАК ЧЕМПИОН

СПАРТАК

INFORMATION FOR FANS Game results, replayed goals

ADVERTISING BOARD

INFORMATION SECURITY SERVICE

SF/March/2011/Special Edition 1/5

Events

FIFA World Cup 2018

is ours!!!

FIFA President Joseph Blatter was surprised to know a negative reaction and irritation, which some countries expressed when Russia won the right to host the World Cup 2018. «I feel that this irritation is nothing else than a typical arrogance of the Western world, based on the Christian culture as they call it.

Some simply cannot stand the fact that other nations get their chance to change their country. What is wrong with us pushing development of football in those regions where its potential is so great that it can become more than sports?» asks Mr. Blatter

SF/March/2011/Special Edition 1/6

Events

FIFA World Cup 2018: Statistics, Dates, Facts, and Perspectives The final tournament of the XXI FIFA Football World Cup, which will be held in Russia in 2018. For the first time in the world’s history, an Eastern European country will host the World Cup. Another interesting point is that for the first time in the history the World Cup will be held in two parts of the world – Europe and Asia. Russia’s Sports Minister Vitaly Mutko is sure that Russia will do the best to change for the better. He personally promised to speak fluent English by 2018.

World Cup 2018: At Any Cost The Russian government plans to actively cooperate with businesses using PublicPrivate Partnership (PPP) schemes to organize the 2018 World Cup Many people in Russia consider the chance to host World Cup 2018 as the major event of the past year. Based on FIFA estimates, the construction of all stadiums will cost Russia $3.8 billion. Russia’s Minister of Finance Alexei Kudrin disclosed the budget of the event, which is $10 billion. According to him, the money will be spent the same way as to organize the Sochi Olympics 2014: 85 % of the said budget will go to finance infrastructure projects in 14 regional Russian cities where the football matches will take place, while the remaining 15 % will be directly invested in construction of 16 stadiums.

However, there will be other expenditures. In 2011–2018, Russia plans to build 7,711 km of roads and 2,024 km of railways (the total cost is estimated at $35 billion). According to Alexei Kudrin, another $11 billion will be invested in tourism infrastructure projects, and $1.4 billion will go to modernize local airports and terminals (except Moscow and Sochi where the airports function properly). Thus, the total budget for the World Cup will amount to approximately $21 billion less the cost of road construction. However, the lion’s share of the announced costs will be private money. According to Prime Minister Vladimir Putin, all corresponding changes should be made to local budgets starting from 2011.

As of today, the Moscow-based Luzhniki (88,000 spectators) is the only stadium ready to host the World Cup games. The remaining 15 Russian stadiums will be totally reconstructed or built from scratch.

Roman Abramovich, owner of Chelsea FC, says he would build the CSKA stadium (estimated cost – $260 million) in Moscow. This means that Mr. Abramovich via his National Football Academy will invest in the Russian football industry to make it operational by 2018. LUKoil has already started building another Moscow stadium – Spartak ($290 million), VTB-Bank is building VTB-Arena ($500 million), and the St. Petersburg government is building Zenit stadium ($760 million). Vladimir Dmitriev, Head of VEB Bank says his bank is also ready to finance construction of the World Cup facilities in other Russian cities. Taking into account Russia’s specifics, any large-scale project in the country will be a success since the Prime Minister personally set corresponding goals to achieve.

UEFA Club Licensing and Financial Fair Play Regulations In May 2010, UEFA approved the new rules relating to the licensing of clubs and honest approach towards financial operations Alan Switzer, Director in the Sports Business Group at Deloitte, commented: «Compliance with UEFA Club Licensing and Financial Fair Play Regulations provides access to participate in UEFA competitions. Now, many European football clubs need to carefully address the issues relating to their profit and loss statements. In general, this means that expenditures of football clubs should not exceed their income (including certain allowable expenses).

Since the new UEFA Club Licensing and Financial Fair Play Regulations will first apply for financial statements ending in 2012, with no sanctions before 2013/14, clubs should have sufficient lead-time to adapt but need to start preparing themselves now. In addition to continuing to grow their revenues, including through investment in their facilities, clubs must focus on ensuring their cost base better reflects their revenues and has sufficient flexibility built in to deal with any revenue shocks.»

SF/March/2011/Special Edition 1/7

WHERE TO PLAY KALININGRAD A new stadium for 45,000 spectators is to be built in the city to host FIFA 2018 games

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5

ST. PETERSBURG

MOSCOW

A new Zenit stadium will seat 69,500 football fans

6

YAROSLAVL

1) Luzhniki (76,500 spectators) is currently the only Russian stadium ready to host the World Cup games.

2) Dynamo. This stadium will seat 45,000 spectators after its reconstruction.

3) Spartak. The stadium has been built from scratch in Northwestern Moscow. The planned capacity – 47,000 spectators.

4) Moscow Region. This stadium (44,000 spectators) currently exists on paper only.

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A stadium for 44,000 spectators is currently at its initial design stage

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4

NIZHNY NOVGOROD

SARANSK

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This small Russian town will have a stadium for 45,000 spectators

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ROSTOV-ON-DON

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Designers have been developing a concept to build a stadium for 43,000 spectators

SOCHI

A stadium (45,000 spectators) will be built to host the 2014 Olympics

STADIUM CAPACITY:

KAZAN

A modern arena (45,000 spectators) will be put into operation before the Universiade 2013

SAMARA

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14

A new stadium for 45,000 spectators is currently at the initial design stage

A new stadium in this city will seat 45,000 spectators

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KRASNODAR

One of the largest stadiums (50,000 spectators) will be constructed in the city

76,500 – 80,000 spectators

VOLGOGRAD

A new stadium will be able to accommodate 44,000 spectators

more than 45,000 spectators

less than 45,000 spectators

IN RUSSIA? 2018 WORLD CUP

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YEKATERINBURG

Today, there are no certain plans to host the World Cup 2018 in this city.

However, designers have been developing a concept of a new stadium (43,000 spectators) Russia was announced the winner to host the 2018 World Cup on December 2, 2010. A week later, the Organizing Committee of Russia submitted to FIFA design models of all stadiums to build in the country especially to this historical event. According to FIFA, any World Cup organizing country needs to have 10-12 stadiums designed for 40,000 spectators. A stadium to host the opening and final games should have 80,000 spectators. The organizing party should have the corresponding equipment to ensure high-quality TV broadcasting, convenient transport infrastructure, and a sufficient number of hotels in the city.

The 2018 FIFA World Cup will be held in 13 Russian cities. The total number of the stadiums is 16, 13 of which will be built from scratch. According to Russia's Prime Minister Vladimir Putin, the World Cup 2018 budget is $10 billion.

16

Events

Olympic Business Partners Visit 2014 Facilities The Sochi 2014 Organizing Committee held a strategy meeting with partners of the Olympics and IOC members.

Representatives of Coca-Cola, Dow Chemical, Omega, Panasonic, P&G, Samsung, Visa, Aeroflot, BOSCO Sport, Megafon, Russian Railways, Rosneft, Rostelecom, Sberbank, Volkswagen Group Rus, and Ingosstrakh were present at the meeting The participating parties discussed the results of their cooperation in 2010 and worked out new plans for 2011 to proceed with Olympic and Paralympic construction in Sochi, as well as marketing opportunities in the Russian market.

Dmitry Chernyshenko, President of the Sochi 2014 Organizing Committee, com-

More Transport for Sochi Olympics

In late 2010, the International Olympic Committee representatives visited Sochi to inspect the sports facilities under construction, as well as the city transport infrastructure. The IOC inspectors also discussed the possibility of expanding the program of the 2014 Olympics, adding more sports to it The delegation appreciated the progress in construction of major infrastructure facilities in the city. In particular, they attended the opening ceremony of the new Adler-Alpika railway tunnel. This is a combined automobile road and railway that the Russian Railways company has been building. Due to this ambitious project, travelers will spend only 30 minutes to reach mountainous Olympic facilities of Sochi.

mented: «We are proud to work with leading international and Russian companies.

I would like to thank all of them for their support of the Sochi Olympics. Due to successful marketing programs, we have attracted more than $1 billion, which is the best result in the history of Winter Olympics. This means that we successfully proceed with our projects without government financing, reserving the assigned public funds for the future.»

The partners visited all Olympic facilities in Sochi.

SF/March/2011/Special Edition 1/10

Events

Tatarstan Prime Minister to Monitor the Universiade 2013 Construction Sites In early 2011, Ildar Khalikov, Prime Minister of Tatarstan, visited the construction sites of the rowing center, the water sports palace, and the football stadium (designed for 45,000 spectators), where he had meetings with the builders working there day and night to finish the construction projects according to schedule

PwC to Become Partner of Universiade 2013

The world's largest international consulting and auditing company PricewaterhouseCoopers says it would provide services to organizers of the Universiade 2013 in Kazan. Richard Mann, Head of Audit, PwC, Central and Eastern Europe, signed a corresponding agreement with Rustam Minnikhanov, President of the ­Republic of Tatarstan, and Vladimir Leonov, CEO of Kazan 2013 Organizing Committee

Irek Faizullin, Tatarstan’s Minister of Transport, met with journalists to discuss the Universiade‑2013 projects under construction. The Minister announced that the football stadium would be given the name of Rubin.

The stadium will host the opening and closing ceremonies of the World Universiade‑2013. Rubin will be one of the stadiums to host the 2018 World Cup matches, including quarterfinals. According to the FIFA requirements, stadiums to host the World Cup quarterfinals should seat at least 45,000 people, semifinals – 60,000. According to Irek Faizullin, this unique sports facility is scheduled to open in late 2012.

«We need to finish building 5 facilities

According to the agreement, PwC will become an official partner of the XXVII World Summer Universiade 2013 in Kazan. The company will be an official provider of consulting services to the organizers.

Mr. Minnikhanov says the 2013 Universiade in Kazan would give Tatarstan a unique opportunity to build new sports facilities, to develop transport infrastructure, and to contract the world's leading companies.

«PricewaterhouseCoopers is experienced in consulting major sporting events. Our agreement relates to one of them, namely the Universiade 2013. A very important thing for us is to use their experience and the world's best consulting services to develop sports infrastructure in the Republic,» Mr. Minnikhanov commented.

In turn, Richard Mann, said: «In cooperation with the Organizing Committee of Universiade 2013, we intend to apply our best experience, as we have been advising many organizers of large-scale sporting events in the world. We are glad to share our experience,» Mr. Mann said.

only from the total 30 to host the Universiade. All the projects are at final construction stages. We plan to finish building our rowing channel by June 2011; the Universiade Village will be built by September 2011. Construction of all road junctions is going according to plan,» the minister told reporters.

SF/March/2011/Special Edition 1/11

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"The Olympic track of Roza Khutor Mounting Ski Center has been put into operation. In February 2011, it will host the Europe Cup; in 2012 - the World Cup," Dmitry Chernyshenko says.

and Ski Center 1 Biathlon

Khutor Mounting Ski Center 2 Roza

3-4

Olympic track of Roza Khutor Mounting Ski Center

1

and bobsleigh tracks 5 Luge

and Freestyle Center 6 Snowboard-Park

THE LARGE-SCALE SPORTS CONSTRUCTION STEP BY STEP

THE OLYMPIC TRACK OF SOCHI'S MOUNTING SKI CENTER HAS BEEN PUT INTO OPERATION

6

2 cableways, 6 meteorological stations, and a snow slide observation post are now operational.

The builders have been proceeding with additional cableways and a finishing zone, along with artificial snowmaking machinery.

The ground floor and the first floor of a combined biathlon and ski center have been built.

The facility is scheduled to open in November 2011 to host its first competitions in December 2011.

The first stage of ski jump construction and al corresponding field works have been finished. The luge and bobsleigh tracks are under construction.

The foundation of a future Olympic Media-Village has been recently laid. The Olympic Village builders use special equipment and materials to resist landslides.

The Media-Village is scheduled to open in August 2013, while other facilities in the Olympic Village will be built by June 2013.

Sochi's Snowboard-Park and Freestyle Center are under construction as well. These facilities will be operational in September 2011.

The Mounting Ski Olympic Village will be put into operation in April 2013.

Rules of the Game

Russia’s Federal SpecialPurpose Sports Program 2006-2015 For many years, the cost of sports was not identified as a separate federal budget account in Russia. A special federal program is believed to solve this problem

SF/March/2011/Special Edition 1/14

Rules of the Game Russia has always been a leading sports empire. Athletes of the former Soviet Union dominated many sports where they set hundreds of records. The modern Russia inherited these traditions. However, the sporting infrastructure has gone out of date during the years of economic reforms, while the new state officials were paying little to none attention to its further development.

That is why the announced Federal Special-Purpose Program (FSP) called “The Development of Physical Culture and Sports in the Russian Federation in 20062015” is believed to become a powerful financial tool to encourage the process of renovation and new construction of sports facilities in the country.

During the latest five years of the FSP in Russia, more than 400 modern sports facilities were built. Many of them are designed not only for professional athletes, but also for mass sports. The key message of the Russian state was to make mass sports available for each citizen to help professional sportsmen achieve highest results internationally.

Alexander Vasyukov, CEO of the Federal Sports Engineering Company: The FSP has undergone many changes

During the latest five years of the FSP in Russia, more than 400 modern sports facilities were built. Many of them are designed not only for professional athletes, but also for mass sports. The key message of the Russian state was to make mass sports available for each citizen to help professional sportsmen achieve highest results internationally

Later on, Russia won the right to host the most prestigious international competitions, including the 2013 Universiade in Kazan, the 2014 Winter Olympics in Sochi, and finally the Football World Cup 2018. These achievements made state officials pay even more attention to public and professional sports. The key principle of building sports infrastructure in the country is based on public-private partnerships (PPP). In 2011, 40 billion rubles will be spent in the framework of the Federal Special-Purpose Program to renovate and build sports facilities Russia-wide.

since 2006 when the program started. The Ministry of Sports has set a goal to develop mass sports along with the development of elite sport in the country. Today, we are building a multilevel system to train young and mass sports athletes to be able to enter the elite sports as professionals in the future.

According to the FSP, expenditures for sports will only increase year by year.

What is more important, starting from 2011, these costs will form a separate federal budget account. This fact makes the whole nation believe that public health and sports will become the main priorities of the Russian state.

The key focus of the program is to train winter sports athletes. We are currently building a huge winter sports training base near Topchino village for skiers and biathlon skiers. We also build a unique sports facility to train ski jumpers, skiers, and freestyle skiers in Chaikovsky, close to Perm.

We also construct a winter sports center

in Novogorsk near Moscow. The latter will be for hockey players, figure skaters, and short track skaters. In one word, we will cover all ice sports in Novogorsk.

The FSP also concerns summer sports facilities. Our goal is to build sports facilities to train best professionals and athletes for the Olympics.

Another direction of our program is to build sports facilities for mass sports, especially in Russia’s remote territories. Typically, we build facilities in the regions with a corresponding climate, enough qualified sportsmen, coaches, and traditions.

As a government customer, our company monitors each facility built at the expense of the federal budget. We are responsible for choosing the right technologies as well.

When we launched the FSP in 2006, 75% of SF/March/2011/Special Edition 1/15

Rules of the Game

Ozero Krugloye, Republican Olympic Center Photo: PR+Sport Agency, Dmitry Ponomarev

sports and fitness centers in Russia did not meet modern-day technological requirements. Today, the situation has improved.

However, we badly need a unified certification documents to develop model sports facilities in order to copy them in each re-

less than 120-130 participants to take part.

The main idea of these contests is that the Ministry of Sports and Tourism makes every winning sports facility the model for the whole country to follow. Every year, new winners substitute for the old ones as

The year 2011 will be very important for Russia, as we have to start forming the teams of athletes to participate in London’s Summer Olympics in 2012, as well as in Sochi’s Winter Olympics in 2014

gion. Two years ago, the Ministry of Sports and Tourism announced its first contest to select Russia’s best mass sports facility. 39 candidates participated in the first contest in 2009. The number of participants grew to 71 in 2010. We are currently conducting the third contest where we expect no SF/March/2011/Special Edition 1/16

models. This is our now-how.

Nevertheless, mass sports facilities are not so simple to build and operate as it might seem. We have enough money from federal and municipal budgets to proceed with such projects, but we are not inclined

to build cheap and badly equipped sports facilities. In any case, mass sports facilities in Russia and abroad are typically financed from local budgets, because they cannot generate enough revenue. That is why there is no need to save on building technologies and equipment during the construction. Instead, we want to build modern-day facilities that will attract sportsmen of all categories. As for the revenue sources, we plan to actively use public-private partnership schemes. We have been realizing the FSP for five years already, so we should stop estimating its efficiency given its cost per square meter. We studied the experience of other countries, their government-sponsored programs, systems, and different approaches towards mass sports facilities. All of them use PPP schemes at both federal and municipal levels. We should work out the most appropriate standards to build our facilities regardless of their cost. We should not save on the things we cannot save. For instance, if we save on sports equipment and covering, we would cause more trau-

Rules of the Game

Winter Sports Center in Novogorsk Photo: PR+Sport Agency, Georgy Shpikalov

matism. As for the existing standards, the Russian Football Union, both Athletics and Swimming Federations have worked out appropriate standards.

gions. Starting from 2011, each territory of the Russian Federation will receive enough funds to develop mass sports and to train future Olympic champions locally.

Vitaly Mutko, Russia’s Minister of Sport and Tourism:

The Federal Special-Purpose Program, its schedule of events, goals and objectives, and the budget are available at our press center, as well as on our website www.fcppress.ru. Now everyone can monitor what regional sports facilities we will be building in the next five years. Our main goal for 2011 is to keep building mass sports facilities that are affordable for our population. As of today, Russia operates 243,000 sports facilities with a total capacity of 6.5 million people. However, we plan to increase these figures threefold.

The year 2010 brought many mixed results. Russia did not succeed in the Vancouver Olympics, so our Ministry was severely criticized by the people. Anyway, there are no big victories without defeats.

As for victories, in 2011, Russia’s sports industry will have its separate federal budget account for the first time in the history.

We will have 40 billion rubles to invest in sports development, which is 15.6% more than in 2010.

In early 2011, Russia’s State Duma will discuss a new law that establishes the powers of various sports federations. In 2010, I have personally signed 20 cooperation agreements with top officials of Russian re

We will pay more attention to regional development of sports infrastructure in particular. There is a good example to show how “The Program of Development of Physical Culture and Sports in the Russian Federation in 2006-2015”

works in Russia’s regions. We have been currently reconstructing a unique training center for Paralympics athletes in Alexin, Tula region. The finishing date is JanuaryFebruary 2011. The center will host 10 sports, including sledge hockey, which is new for Russia. By 2012, the Russian government plans to put into operation another major Paralympics center located in the Republic of Bashkortostan.

In December 2010, Russia won the right to host the FIFA World Cup 2018. This is the most important event of the year to prove that the whole world highly appreciates sports achievements of Russia as a transparent, young, and democratic country.”

The year 2011 will be very important for Russia, as we have to start forming the teams of athletes to participate in London’s Summer Olympics in 2012, as well as in Sochi’s Winter Olympics in 2014.  Photo: Georgy Shpikalov, Dmitry Ponomarev, Alexander Chernavsky, PR+Sport Agency

SF/March/2011/Special Edition 1/17

National Patrimony

Elena Chaikovskaya: My Dreams Came True!

Vancouver and Singapore Olympics proved that the training system in Russia needs to be changed.

On the other hand, Russia has enough talented juniors.

Opening of the Yantar Sports Training School is a logical step to improve the situation. Elena Chaikovskaya, the honored figure skating coach, was glad to share with us her thoughts about the future of the national figure skating

SF/March/2011/Special Edition 1/18

National Patrimony – As we can see, you are very happy to have the figure skating school of your own.

– You are right, I am very happy! Finally, this has happened. Such companies as Econica, City XXI Century, as well as the Moscow government and the local administration of North-Western Moscow contributed to the project to make it successful.

– You managed to train the first in Russia’s history world champion in figure skating – Maria Butyrskaya – having no training center at all. Does it mean that it is quite possible to do without any special schools?

– The figure skating school at Dynamo stadium was closed in the nineties. Only a hockey school there was functioning, while figure skaters were out in the street to survive on their own. Those days, many sportsmen and coaches left for England and America to survive. As for me, I stayed here with my children.

In 1996, I founded my own school called the Skate of Chaikovskaya. We were looking for sponsors and the ice to train wherever was possible. Maria Butyrskaya became the world champion regardless of difficulties and hardships. However, it is impossible to train the whole generation of young figure skaters with just two-hour trainings on leased ice. Today, I am very grateful to everyone who helped me realize the dream of my life to have a school of my own. We have no other tenants there. We have developed our own program, schedule, and style the same way we did before the nineties. Generally, now we have everything we need to train future champions starting from the very first steps of their careers.

– Tell us, please, how this all started.

– About 10 years ago, managers of the City XXI Century sent a letter to Yuri Luzhkov, the former Mayor of Moscow, to express their desire to start building a figure skating center for me. Mr. Luzhkov liked sports very much, so he did everything to help us proceed with our project.

All of us understood that Russia needed to keep to our traditions in order to restore the

figure skating school we once lost and to attract more and more children to train. Mr. Luzhkov quickly found a site in Strogino, Northwestern Moscow, where we could start building our sports school.

gram concerned development of the whole mass sports infrastructure in Strogino where we planned to build the Yantar stadium and an ice arena. Now, these are the key sports facilities in Strogino.

About 10 years ago, managers of the City XXI Century sent a letter to Yuri Luzhkov to express their desire to start building a figure skating center in Moscow. Russia needs to keep to our traditions in order to restore the figure skating school we once lost and to attract more and more children to train First, we built a skating rink there. Later on, we discussed the project with the Moscow government and local Strogino authorities and decided to further develop the project and to make it large-scale. The major pro-

Generally, it makes little economic sense in using machinery to serve the only one skating rink. That is why our investors suggested building the second rink nearby. Another idea was SF/March/2011/Special Edition 1/19

National Patrimony

to fully utilize our cooling and heating equipment, so we decided to build two swimming pools and gyms as well. As a result, we now have the fantastic sports facility where professional sportsmen and regular people, both children and adults, have everything to train. The

12 rooms and its own power supply system. Many foreign sportsmen come to us, and our national team resides there as well.

It is convenient for everyone to have everything in one place to keep training having a comfortable place to stay.

It makes little economic sense in using machinery to serve the only one skating rink. That is why our investors suggested building the second rink. We also built two swimming pools and gyms there strategic goal of our facility is to create necessary social environment for Strogino residents, as well as for all Muscovites.

– What are the unique features of your School and its territory?

– The School has its own hotel with SF/March/2011/Special Edition 1/20

Our School is equipped technically up to the mark. Our skating rinks are the best in the country. The same about dressing rooms, wardrobes with drying chambers.

This is very important for skaters, whose skates get wet by the end of training. They no longer need to bring them home to dry up. There are two special rooms to sharpen skates, where professional grinders work.

By the way, Vladimir Kotin sharpens skates for our elite figure skaters! The school has two classrooms, large and small, where athletes and coaches analyze mistakes and find the ways to solve their problems. Our music box is also equipped in accordance with the world’s latest technologies. Typically, skating rinks in Russia lack rooms for special technical training and choreography. Here, this is not a problem, because we have these rooms with amazing mirrors!

– What can you say about the quality of ice?

– As a rule, there are some problems with ice every time a new sports facility is put into operation. The ice is often overfrozen to easily break or to “swallow” the skates. However, this was not a problem with our School! As soon as we started training there everybody understood that everything was just perfect technically. There is a special temperature regime that differs in each ice level. We have the best ice-making technologies.

National Patrimony We also protect the ice from water drops and bumps by using special wooden ceilings that have been made specifically for our ice arena. These wooden constructions, unlike metal constructions, can absorb moisture to avoid condensed water drops. The wood also produces a specific acoustic effect. The sound in typical ice arenas resembles the one inside the drum, while we do not have such a problem here.

Our skaters have an opportunity to train in a single sound mode in every corner of the skating rink. We have high ceilings, which is a very important thing. Just look how much air and space we have here!

When figure skaters work in pairs and lift each other having low ceilings, they usually feel uncomfortable psychologically. I asked the builders to establish high arched ceilings. They did everything I said, so we have spacious facilities.

– Do you want something else to add to your School?

– I want to establish music classes here as well in order to talk with my students the same language. They need to understand what musical phrases, bars and beats are.

And visa versa, I would like to apply to our state authorities to introduce sports classes at music schools for those talented students, who, in their opinion, may become good sportsmen in the future.

– Who will train the children?

– We have a very good teaching staff working with me all these years. We have Vladimir Kotin, European champion, bronze medalist of the world, honored trainer of Russia, my beloved student and companion, with whom we successfully trained Maria Butyrskaya. Recently, I invited Marina Zuyeva, choreographer of Olympic champions Tessa Virtue and Scott Moir (Canada), and silver medalists Meryl Davis and Charlie White (USA). We plan to increase a number of children we train at our School, that is why will hire 20 more coaches and 10–15 choreographers.

– Does your School operate on a commercial basis?

– Our school is free for children, as I am convinced there is no need and no economic sense to make money on children’s sports. I specialize in two categories: single skating and dancing. We will have commercial groups as well, but the prices will be affordable. Otherwise, many talented kids will lose their chance to become famous figure skaters. However, we plan to form groups for all ages, not only children. As for popular sports, we invite everyone to skate at Yantar stadium’s two outdoor skating rinks.

– Do you expect to see future Olympics champions any time soon?

– We have three years left before the Sochi Olympics. We need to be fully prepared to achieve the best results there. After that, we will have to preserve what we have not to lose the world’s leadership in figure skating for the second time in the modern history.  Interviewed by Svetlana Arkhipova

SF/March/2011/Special Edition 1/21

National Patrimony

Piotr Aleshin: Russia’s Motorsport is Alive and Well!

The year 2010 can be regarded as a breakthrough year in the history of Russia’s motorsport. Piotr Aleshin, Manager of the Our Formula project, told SF about the future of Formula 1 races in Russia

MAJOR REQUIREMENTS OF THE RUSSIAN MOTORSPORT FEDERATION

TO CARTING TRACK LICENSES OF A AND B CATEGORIES

Protection Barriers: A Type: Air mat

Availability of parking locations

of 9,000-12,000 sqm marked 6x8 m each SF/March/2011/Special Edition 1/22

min. 8-12 m Track width

B Type: Foam mat, catching barriers, plastic blocks

C Type: Foam blocks, piles of tires

National Patrimony Successful races of Russian pilots, ability to proceed with Formula 1 construction in Sochi, the purchase of Virgin Racing team by Marussia Motors, – all these facts prove that the fashion for motorsport has been coming back to Russia. As many experts say, formation of the automobile racing market in Russia has started from the very bottom, with small private investments and amateur competitions.

The Russian government announced plans to break a window into the global first-tier car racing. This sounds very optimistic. However, there are different ways to lead Russia to the real Royal Racing. Seeking government support would be a logical step to help young domestic drivers become professional pilots later on. Otherwise, we would face a staff problem with many international-level race routes built in the country having no domestic operators or drivers.

There are many racing projects announced in Russia, such as Marussia Motors that is training young pilots. However, the most advanced is the Our Formula program, which is supported by Gazprom and has been realized by Russia’s outstanding driver Mikhail Aleshin and his father, Piotr Aleshin. They have set a maximum goal to train Russian pilots as future participants of all elite series racing competitions, including Formula 1. To achieve this goal, the both managers of Our Formula want to fully

support talented young racers starting from those taking part in carting competitions up to junior pilots of the Formula Renault 3.5, which is No. 2 competition after the Royal Racing. According to Piotr Aleshin, the project has all the chances to succeed longterm in case of continuity of generations in the Russian automobile sport.

– Mr. Aleshin, is Russia actually ready for a breakthrough into the elite world of global motorsport? Are we ready to organize Grand Prix Formula 1 races having little experience in doing such events?

– Actually, this is a common thing to see countries organizing Grand Prix races with no national motorsport developed. First of all, this is a matter of prestige and integration into the world of modern technologies and tourism. Technically, it is much easier to organize the Grand Prix than, say, Olympics or a World Cup. – Managers of Marussia Motors say that their company is ready to create their own racecar and the entire infrastructure. Are these plans realistic in today’s Russia?

– It is not so easy to create own competitive racecar and all corresponding Formula 1 infrastructure for any company in any country. Russia is no exception. Let us take Toyota for example: they invested huge money but finally had to

Location Starting lights signals

where

– If we talk about efficiency, do we mean government support programs? Is Our Formula in talks with state officials concerning any support or are they ready to grant preferences to investors in Russia’s motorsport?

– Our Formula is a unique program to develop the Russian motorsport as a whole.

We are definitely in need of government support. Moreover, we look forward to receiving such a support.

– Today, there are several first category race routes being built in Russia. Can we expect such projects to be profitable, do you think? Are the managers able to ensure effective marketing policies to keep these racing facilities operational?

– This is a question for those managers to answer, I think. In principle, profitability of any racing facility is quite a real thing to achieve if you manage it in a proper way. To do this, managers should learn to schedule competitions, organize training courses and schools for regular drivers,  to host corporate events, etc.

Interviewed by Anatoly Ageev

2.5-3.5 m above the track

10-15 m in front of the first starting bars

No more than 36 cars available at starting line.

The exact number of cars is formulated:

L 28

withdraw from the races. Another possibility is to buy a team, and we know many good examples of that kind. The only question is whether such a purchase is the best solution given the efficiency of its future management.

L – is track length

Light

100-150 lux

Drive down gravel zones (gravel traps)

SF/March/2011/Special Edition 1/23

Cover Story

Sports of Big Investments: Searching for an Optimal Scheme There are two basic models to finance sports: American and European. The U.S. model is not supported from the state budget. As for Europe - the budget financing prevails there.

Many Latin American and Asian countries are closer to the European model of financing. Russian state officials and businessmen tend to create their own efficient system for financing sports. In this article, SF analyzes all existing models to help them find the right way

SF/March/2011/Special Edition 1/24  

Research

Models in Principle Generally, all existing models focus on support of young sportsmen and mass public sports events that are mostly financed from local budgets. This is probably the only common feature. America as the world Olympics leader does not count on the state budget, but has introduced many tax benefits for those private businesses who want to invest in sports. For example, the U.S. Congress exempted the U.S. National Olympic Committee from taxes back in 1950. Moreover, the American government exempted from taxation all gear and equipment of domestic sports organizations.

These regulations promote investments in mass, children and student sports. The European model is based on the principle of mixed financing, where the state is a major investor. Many Latin American and Asian countries are closer to the European model of financing. Each country has developed roughly the same scheme to finance mass and children sports out of municipal and local budgets. This is approximately 1-3% of the total sports budget in each country.

As for professional sportsmen, the countries differ from each other.

For example, German and French athletes participate in the Olympic Games at the expense of their corresponding governments, while the U.S. and U.K. athletes go to Olympics being sponsored by individual businesses and corporations. Italian sportsmen mainly use the proceeds from lotteries and football totalizators. Significant funds from lotteries and totalizators go to finance sports organizations in Austria, Denmark, Greece, Ireland, Canada, Portugal, Finland, France, etc. Let us talk about each country individually to analyze the existing schemes in detail.

USA

There are 70 national sports federations in the country. Their budgets are formed primarily from membership fees, donations, sales of sporting goods, equipment, and

souvenirs. With regard to children sports and the Olympic reserve sportsmen under 18, their parents typically pay for everything they need to train. For many athletes under 20, the only places to train are colleges and universities.

Once athletes achieve good results aiming at future Olympic records, the Olympic Committee and corresponding sports federations together with sponsors start co-financing them. In addition, sport sponsoring organizations pay for short-term

example, students may swim in municipal pools, while orientation classes are often held in local parks or in the suburbs. The Ministry of Culture, Information and Sports provides free access to a number of swimming pools for people over 60 and children under 14 years old. The same Ministry finances training of talented athletes and professional sportsmen, and represents their interests in the government. Annual grants in the amount of 21,000 pounds are given to all schools participating in the School Sports Training Program for addi-

Commercial organizations in the U.K. donated 1.8 million pounds to the British athletes participating in the 2008 Beijing Olympics training camps where the most outstanding young athletes train.

The U.S. Olympic Committee coordinates all Olympic-related issues in the country and helps U.S. sportsmen participate in the Olympic, Paralympic, and Pan American Games. Unlike many other national Olympic committees, the U.S. Olympic Committee does not receive any financial aid from the state (except the Olympics held on the U.S. territory) and is primarily financed by individual businesses and corporations. Along with sponsorship, the U.S. Committee generates profits by selling some licensed goods and sport-related souvenirs. Another sponsor is the American Foundation for the Olympic Games that provides grants to the U.S. Olympic Committee in the amount of 50% of its profits in order to promote sports development in the country.

UK

The most important organizations in the country are the British Olympic Association, the UK Sport, the Sport of England, the Sport of Scotland, the Sports Council of Wales, the Ministry of Culture, Information and Sports, and the Development Fund for Youth Sports. The government pays for sports at U.K. public schools. Sporting activities are not restricted to just schools: for

tional 1,500 hours of physical training. The School Games Program started in 2006.

This is a multi-sports school program for the most talented British athletes. The program creates new jobs for coaches who organize extra hours of physical training at school. Another program is called the Step into Sport. The British participating in the program have an opportunity to work as assistants and technical specialists on a voluntary or contract basis during the Youth Olympic Games.

The U.K. government finances the activity of the Sport of England that, in turn, plans to invest 480 million pounds in the development of Olympic sports, using the money from lotteries. The government also finances the U.K. Sport that is in charge of training of Olympic champions and world champions. The U.K. Sport uses public money to train sportsmen in four national sports institutes. This organization is an official distributor of the U.K. Sports Lottery Fund.

The Ministry of Culture, Information and Sports sponsors the Football Licensing Committee, which is an NGO licensing football stadiums that host international and professional league matches. Along with the U.K. government, many NGOs, businesses, and individuals sponsor sports in the country as well. More than 90 commercial or   SF/March/2011/Special Edition 1/25

Research ganizations in the U.K. donated 1.8 million pounds to the British athletes participating in the Olympic Games in Beijing in 2008.

Spain

The sports structure in Spain is based on cooperation between public and private organizations. In 1988, the National Program to Support Olympic Sports (ADO) started in the country. As a result, the Spanish private capital was invested in Olympic sports for the first time in the history. The State Council for Sports, the Spanish Olympic Committee, and the Spanish State Broadcasting Company founded a non-profit organization controlled by the state executives and sponsors of the Spanish Olympic team. Representatives of 14 sponsor companies signed the document to express their good will to finance the Spanish Olympic team to participate in the Olympics in Beijing. The largest transnational and national companies operating in Spain: Coca-Cola, El Corte Ingles, ENDESA, Grupo Leche Pascual, La Caixa, Telefonica, Nozar, Caja Madrid, Allianz, and others are sponsors of the Spanish Olympic team. Instead, they have tax benefits from the Spanish state. They also have the right to use the logotype of the Spanish national team and the right to advertise themselves via the Spanish Olympic Committee and the Olympic team.

Similar programs exist in Spain to support the Paralympic team and young sportsmen. The budget to support the Spanish Paralympic team in 2005-2008 was 10 million euros. The National Program to Support the Youth Sports (ADE) includes regular competitions in various sports designed for children of different ages.

The goal of this program is to establish an efficient system to train talented young sportsmen for the National Olympic Team, as well as high level coaches for primary and secondary schools. Each ADE program is scheduled for four years and is financed by the State Council for Sports, local governments, municipalities, and businesses.

The State Council for Sports also finances the ADE program, whose scholarships SF/March/2011/Special Edition 1/26

are given to the most talented school age athletes that achieve high results in both national and international competitions.

The ADE scholars receive coupons for the purchase of sports equipment, and have the right to train themselves at specialized training courses. The ADE budget of 2008 was 105,000 euros; annual scholarships ranged from 500 to 1,500 euros. Similar programs have been worked out for sportsmen at high schools.

Australia

The Australian Sports Commission (ASC) is the major organization to develop national sports in Australia. The ASC typically distributes the funds and manages

The Australian Sports Foundation (ASF) is the second largest state organization that finances sports as the expense of the state and businesses. The ASF assists Australian non-profit organizations, including sports clubs, schools, and governmental bodies.

In particular, the Foundation provides tax benefits to individuals and businesses; it also registers sporting projects of various types at governmental agencies. Special budget funds are allocated to finance the Australian National Olympic Team.

Sports clubs and associations are the key players to develop mass sports in Australia. The clubs and associations are governed by local departments of sports and physical culture and are financed out of

German and French athletes participate in the Olympic Games at the expense of their corresponding governments, while the U.S. and U.K. athletes go to Olympics being sponsored by individual businesses and corporations. Italian sportsmen mainly use the proceeds from football lotteries. A significant part of profits that lotteries and totalizators generate goes to finance sports organizations in Austria, Denmark, Greece, Ireland, Canada, Portugal, Finland, and France

sports organizations in the country. This is a non-profit organization funded by the state budget and businesses. The ASC controls the Australian Institute of Sports, while each state of the country have corresponding agencies, institutes, and academies responsible for sports. The ASC finances a number of national sports programs on behalf of the Government and in close cooperation with local authorities, local sports organizations, schools and NGOs. The list of these programs includes youth sports, sports clubs, sports for the disabled people, and training of coaches. The ASC special commission issues grants to fund various programs and activities, such as women's sports.

local budgets. Typically, the clubs run the national championship tournaments at the expense of the hosts. Founded in 1981, the School Sports Australia (SSA) runs over 30 nationwide sporting events annually. The major event is the Pacific Youth Games that are financed regionally.

Executive Summary Summing up the experience of the above countries, Russia should work out its own structure to manage and finance sports at federal and local levels. 

S

KEY INSTRUMENTS TO FINANCE SPORTS Investments in both mass public and professional sports typically come from various financial sources. Governments of different countries approach the problem of sports financing individually.

MEMBERSHIP FEES

PART OF REVENUES THAT LOTTERIES GENERATE

PAYMENTS OF THE POPULATION corporate payments

season tickets

STATE BUDGET

TV companies

Radio stations

Internet companies

SALE OF BROADCASTING RIGHTS

Sponsorship

sports marketing

Charity

merchandizing

OWN COMMERCIAL AND MARKETING PROGRAMS

one-time payments

SUBSIDIES OF REGIONAL AND LOCAL ADMINISTRATIONS

PUBLIC FUNDS

Expert's Corner

Robert Gruman: IncreasING Sports Sponsorship Think globally – act locally. This is a good recipe to win in sports, say experts of PricewaterhouseCoopers. Robert Gruman, Partner, Head of Business Consulting at PwC in Russia, comments to SF on the latest trends in the global sports industry

THE GLOBAL SPORTS MARKET DYNAMICS BASED ON PRICEWATERHOUSECOOPERS ESTIMATES

FORECASTED GROWTH IN REGIONS:

3.6%

Such international events as FIFA World Cup 2018 and Olympics will contribute to the global sports industry growth:

4.1%

in North America

3.9 %

in Asia Pacific

in Europe, Middle East and Africa (EMEA)

REVENUE

4.3 % in Latin America

$114 billion 2009

SF/March/2011/Special Edition 1/28

$133 billion 2013

3.8% compound annual growth over the four years

Expert's Corner Sport as a phenomenon typically develops in line with the whole sports industry. The key purpose of the latest PwC research was to review new trends, opportunities, and challenges that sports businesses are currently facing all around the world. Secondly, the initiators of the study, our colleagues, wanted to analyze the factors to affect the industry in coming years in order to predict the dynamics of each segment in each region of the world market. We believe that the detailed statistics would help businesses better plan their activities.

One way or another, reactions and processes taking place in global sports markets affect not only sports businesses but also the related economies and revenue flows. This happens, for example, in tourism. Sport has wider social and economic implications that may offset the related financial costs.

The profile, goodwill and tourism revenues generated by hosting top-level sporting events can bring major benefits to cities and entire countries. That is why state officials always want to host top-level events. Global developments in sports have a positive impact on social infrastructure of the countries in which they occur. Therefore, the statistics and data on the sports market make experts from other industries react to current trends in order to better develop their own business segments. To make the publication as useful and insightful as possible, the PwC experts produced it in collaboration with IFM, a global leader in market insight and strategic consultancy in the sports, sponsorship, leisure and tourism industries.

The global sports market is achieving a gradual but robust recovery from the economic slowdown. In 2011-2013, we estimate that total worldwide revenues will show modest growth as the industry rebounds from the decline suffered in the crisis years.

Boosted by UEFA Euro 2012 and Olympics, total global sports spendings will rise from $114 billion in 2009 to $133 billion in 2013, representing compound an

nual growth of 3.8% over the four years.

North American revenues will expand at 3.6% compounded annually to remain the largest market by a wide margin in 2013, ahead of EMEA, growing at a CAGR of 4.1%. Latin America and Asia Pacific will see compound annual growth of 4.3% and 3.9% respectively over the four years.

The revenues of the global sports industry consist of four components: income raised from ticket sales (38%), funds raised from sponsorship activities, sports facilities and teams (26%), broadcast me-

dia rights fees (20%), and merchandising (16%).

Robert Gruman, Partner, Head of Business Consulting at PwC in Russia PricewaterhouseCoopers (PwC) is a leading consulting and audit firm with a global team of 140,000 professionals. The company was established 158 years ago and is part of the global Big-4 audit firms with its headquarters in New York.    SF/March/2011/Special Edition 1/29

Expert's Corner Let us analyze each of these segments separately.

Merchandising In the merchandising segment, we expect compound annual growth of 4.1%.

Despite the fact that this segment has received the most benefits from major sporting events such as the Olympics and FIFA World Cup, it also depends on disposable income and aftereffects of the recent economic downturn. The main problem of the merchandising segment is the loss of revenue because of counterfeiting, especially in emerging markets.

crease from $43.2 billion in 2009 to $49 billion in 2013 (which means annual growth of 3.2%). However, revenues from

affected the sports industry. Reduction in disposable income in many countries negatively affected ticket sales as the

The global sports market is achieving a gradual but robust recovery from the economic slowdown. In 20112013, we estimate that total worldwide revenues will show modest growth as the industry rebounds from the decline suffered in the crisis years

Ticket Sales

ticket sales differ from country to country, as it often depends on such factors as national economy and disposable income.

Gross income from ticket sales will in-

Naturally, the recent economic crisis has

main revenue source in the global sports market. Despite the fact that attending sporting events is an integral part of life worldwide, tickets are not always affordable in developing countries. In this re-

STRUCTURE OF TOTAL GLOBAL SPORTS REVENUES THE KEY FOUR COMPONENTS:

% merchandizing ticket sales

% sponsorships

%

FORECASTED COMPOUND

annual growth in 2011-2013:

3.2 %

ticket sales

%

media rights

%

merchandizing

% %

media rights and licenses

SF/March/2011/Special Edition 1/30  

sponsorships

Expert's Corner gard, ticket sellers often introduce a flexible pricing system, similar to air transport and hospitality industries. In these countries, prices often depend on the number of seats available and the time remaining before sporting events.

Broadcast Rights

ADV PRODUCTION, 3/2 Electrolitny proezd, Moscow, 115230, Russia Тel/Fax: +7 (495) 933-2460, e-mail: adv@adv-production.ru, www.adv-production.ru

With regard to the broadcast rights, the revenue will increase from $23.1 billion in 2009 to $26.7 billion in 2013, representing a compound annual growth of 3.7%. Given that many contracts are long-term, they are less dependent on economic situation.

However, the broadcasting revenue segment also has its problems. The recent economic crisis has reduced advertising costs and shifted contracting parties towards subscription system. This trend has made cable TV companies the market leaders as many of them obtained broadcast rights. Revenues from broadcast rights have always been extremely difficult to forecast. As of today, this problem is very acute, as many regulators in charge of free competition are now demanding more sports to broadcast in

developing countries because of rapid expansion of digital media platforms.

ing sports. Typically, sponsors demand more ROI transparency, which is very important for major sports brands. Such

State officials always want to host top-level events, as they have a positive impact on social infrastructure. The sports market statistics make experts from other industries react to current trends in order to better develop their own business segments

Sponsorship It is expected that sponsorship would grow faster than other segments: an aggregate annual growth of the sports sponsorship segment in 2010-2013 is estimated at 4.6%, while the annual growth in other sports industry segments will amount to 3.8%.

The financial sector during the crisis years changed general investment priorities: now we are having less sponsors of sporting events and teams. As soon as the financial markets stabilize, we will see more banks and businesses sponsor-

issues as social responsibility and community involvement are very important in sponsorship; that is why many corporations would decrease their representative expenses and increase the share of sponsorship.

The problem today is that mid-sized brands face more problems in attracting major sponsors, while smaller-sized sponsors refuse to put money in smaller national sports because of the economic downturn. Therefore, the overall growth of sponsorship contracts mainly concerns large-scale sporting events like the Olympics. 

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IN ORDER TO DIRECT SPORTS FACILITIES AUDIENCE, OUR COMPANY DEVELOPS COMPLEX INTEGRATED SYSTEMS OF VISUAL NAVIGATION, FROM IDEA TO PROJECT REALIZATION

SF/March/2011/Special Edition 1/31

Ecology

From Green Projects to Green Development Starting from the Vancouver Olympics, green development principles are becoming more and more popular all around the world. Russia is no exception. Many Olympics-related projects in Sochi have been realized in accordance with the green standards that correspond to the UK BREEnvironmental Assessment Method (BREEAM) and the American Leadership in Energy and Environmental Design (LEED)

BREEAM 2008

SITING AND STRUCTURE DESIGN EFFICIENCY – Maximum comfort of the building layout, design, and location to live and work

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ENERGY EFFICIENCY – Effectively used energy sources

is a complex detailed document, which is subdivided into chapters to regulate construction methods of particular facility types. BREEAM and other standards typically have the following subdivisions:

WATER EFFICIENCY – Effective water supply

INDOOR ENVIRONMENTAL QUALITY ENHANCEMENT – Environmental improvements inside buildings

Ecology The BREEAM is the most common green standard in the world. It has the following characteristics: `` Siting and Structure Design Efficiency. This means maximum comfort of the building layout and design. The most important criterion is to preserve territorial integrity of the landscape. `` Energy Efficiency. Built facilities must be designed and constructed to effectively use energy sources (including alternative ones) to minimize power losses. `` Water Efficiency. A minimum volume of water should be used to minimize losses. `` Materials Efficiency. It means the use of environmentally friendly building materials (adobe, sisal, etc.). `` Indoor Environmental Quality Enhancement. Builders should do everything they can to improve environmental situation inside buildings, namely to save energy by using natural lighting, heating, and cooling. `` Operations and Maintenance Optimization. Facility managers should keep green buildings properly. The staff

needs to be trained to keep the buildings green day and night.

to ISO 14001:2004 international standard.

`` Waste Reduction. This is waste management. It means that any waste produced in the course of construction or facility management should be utilized in an environmentally friendly method.

Olympstroy managers hired independent ecologists to proceed with environmentally friendly actions. In particular, the company plans to expand the territory of Mzymta valley, to protect rare flora and fauna of the Caucasus Forest Reserve, to add 28 ha to Teberdinsky Reserve and 2,171 ha to the Sochi National Park.

16 facilities of the Olympic Village in Vancouver have received LEED

Any construction project is harmful to the environment.

The important thing is how three members of the process - customers, contractors, and operators - tend to minimize the damage gold certificates. One building was awarded the LEED platinum certificate.

According to Olympstroy, the green standard means that at least 10 sports facilities in Sochi would meet the BREEAM and LEED international standards.

Olympstroy managers told SF that 8 design solutions of the company can be certified as “good” and “very good.” A total of 130 facilities of the Sochi Olympics use innovative solutions and green elements. The Ecology Management System has been formed inside the corporation. The system fully corresponds

BREEAM 2008

MATERIALS EFFICIENCY – Safety and efficiency of building materials

In fact, the current debates concerning environmental program of the Sochi Olympics is confrontation of ideals and realities. Any construction project is harmful to the environment. The important thing is how three members of the process – customers, contractors, and operators – tend to minimize the damage. In this respect, Olympstroy and its partners have a chance to keep to green standards while building sports facilities. The company’s green experience will be very important for future devel opers to use.

The key element of BREEAM is to save on natural resources, as well as on water and heat consumption.

This gives developers billions of dollars based on the facility lifecycle.

OPERATIONS AND MAINTENANCE OPTIMIZATION Keeping green buildings in a properly optimized way

WASTE REDUCTION – Utilization of waste produced during construction works or facility management

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Architecture

Freedom of Movement Modern sports facilities have many specific design features. The UN document establishing standards of barrier-free environment contains a list of problems typical for every group of people with disabilities. We want to discuss in detail all of them in order to make domestic architects, designers, and engineers understand the problem

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Design

The UN's document called Accessibility for the Disabled - A Design Manual for a Barrier Free Environment describes possible problems that any disabled person can face in a public building. For instance, those with wheelchairs have to go upstairs and downstairs, to maneuver in narrow spaces, to drive through doors, etc. Those walking on crutches typically do not face big problems moving upstairs and downstairs, but do have a problem entering escalators, as many of them move fast. The blind need to orient in space, to cross roads, to be able to recognize alarm signals, or to find the entrance to a particular room. The deaf have same problems with road crossing, as well as inability to use voice alerts. How do builders of modern-day sports facilities solve all these problems?

Moving Horizontally The first thing to pay attention to is to give disabled people the freedom of movement.

Especially this concerns wheelchair users.

The width of corridors should be sufficient for wheelchair users to move: according to the UN standards, no less than 1.5 m.

Benches in parks should have additional 1.2 m space for wheelchair users, while the same 1.2 m space should exist between cars at special parking places for the disabled. A standard parking space

Given that a disabled person needs space of 0.9 m, the elevator doors should have the same width. Ordinary doors should be no less than 1.5 m wide A standard wheelchair is 0.6-0.7 m wide and 1.25 m long. Accordingly, it is important to provide the necessary space for the disabled to move.

is 2.5 m wide, while wheelchair users need 3.6 m to park their cars. When two cars are parked next to each other, there should be a 2.5 m space between them to    SF/March/2011/Special Edition 1/35

Design

give the disabled an opportunity to access their cars easily.

should be 1.5 m wide for two wheelchair users to pass by each other.

Given that a disabled person needs space of 0.9 m, the elevator doors should have the same width. Ordinary doors should be no less than 1.5 m wide, while the wall

Another aspect of the horizontal planning concerns accessibility of door handles that should be placed at the proper height for any disabled

A single horizontally located door handle is becoming common nowadays, as it solves problems of the people with disabilities as well as problems of evacuating ordinary people in emergency cases with the doors should have the width of at least 2.1 m.

There are many standards of this kind as each building normally has washrooms, bathrooms, and heating rooms. The key parameter here is to preserve 0.9 m per each disabled person to be ably to move inside buildings. Typically, corridors SF/March/2011/Special Edition 1/36

person to reach. A single horizontally located door handle is becoming common nowadays, as it facilitates problems of the disabled as well as the problem of easy evacuation of ordinary people. Similar approaches should be applicable to washing stands, drinking fountains, call buttons and so on.

Criteria of Comfortable Buildings Based on Universal Design Principles

- Disabled persons using wheelchairs should have the same opportunity as regular citizen to use door handles, light switches, buttons, elevators, telephones, parking, etc. That is why designers and builders should pay special attention to the height and location of those devises.

- The width of doors, corridors, and passageways should give wheelchair users necessary space for maneuvers to move inside buildings. They should be given an opportunity to communicate with each other, and to have a specially marked parking with additional space between cars.

- The buildings should not have thresholds and ramps of over 1.5 cm, while escalators should have walkways nearby.

- Doorways and ceilings should have corresponding height and width.

There should not be barriers that are not fixed to the floor, otherwise the blind would not detect them with a walking stick.

- All audio signs should accompany visual signals for the blind to get necessary information.

- All visual signs should accompany audio signals for the deaf.

- Buildings should have special seats, restrooms, and showers for disabled people.

Moving Vertically Disabled people face even more problems moving to different levels inside buildings, namely thresholds and elevators. The first dimension is the height of location. Based on the anthropometric point of view, the maximum height that a disabled person can reach ranges from 1.49 m to 1.79 m depending on size. The most comfortable height ranges from 0.8 m to 1.2 m. This is exactly the height where all buttons and switches are located. The ideal height is 1.2

Design m, as ordinary people should also have a possibility to access these devices. Actually, the 1.2 m height is recommended in all legal documents to place call buttons, fire alarms, door handles, etc.

The second aspect is to overpass inside borders. To do this, ramps of 1.5 cm (European standards) or 4.0 cm (in Russia) should be installed. A standard ramp should be three-sided giving the disable an opportunity to move in any direction. Special standards regulate positions of ramps on sidewalks, in green zones, as well as at street corners and turning points. Ramps should have a special color and should be built in all pedestrian crossings and garden paths.

The third aspect is to move from floor to floor. There are several ways to help the disabled in that: to build long ramps, special stairs, escalators, and elevators. The standard width of walkways and escalators ranges from 0.9 m to 1.4 m. Walkways should be built at an angle of no more than 1:20 (9%).

At a higher angle, the disabled would not be able to move without help. There is a table to calculate angles depending on the length.

For example, the highest angle of 1:8 (12%) can be applicable to the maximum length of 50 cm. If we take a 10-meter distance, then it should have special relaxation zones parallel to the ground. Typically, handrails should be 0.7 m to 0.9 m high.

Elevators should be at least 1.0 x 1.3 m with the doors of 0.8 m. Elevator handrails are placed at the height of 0.80-0.85 m to secure an access to control buttons.

Specific requirements exist for mechanical lifting devices, however these devices are rarely used nowadays. One can see them in American movies: along the stairs, there are rails to fix wheelchairs.

As for sports facilities and other public buildings, such devices are hard to install and operate.

Other Components There are many different requirements, regulations, and standards

needed for construction of public buildings. These standards apply to handrails and additional buttons.

We would like to finalize the story focusing on the blind and the deaf.

The minimum height to locate signs, information boards, and lamps is 2 m. The main idea is that a blind person cannot find these things with a walking stick and is in danger of hitting his head on them. Naturally, there are blind people higher than 2 m, but it is not a common case.

In addition, such places as stairs, enfilades, and galleries should be equipped with handrails. All visual information should come together

with audio messages, while information boards should be printed in Braille as well.

There are special things to help the deaf. For example, all rooms should be equipped with color signal devices apart from sound. All audio messages (for example, at stadiums) should necessarily be reflected on scoreboards. In fact, it is not so difficult to make corresponding changes to the design of buildings, taking into account the needs of persons with disabilities. We need to remember that there are people around who live a much more complicated way of life than we do.

Text: Tim Skorenko 

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From Idea to Facility

Reconstruction of Dynamo Dynamo is one of the stadiums to host the 2018 FIFA World Cup in Moscow. It has a rich history and is under reconstruction today. SF readers have a unique opportunity to track all stages of this project

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From Idea to Facility Dynamo Stadium in Petrovsky Park was built in 1923-1929. Prior to the construction of the Central Lenin Stadium in Luzhniki in 1956, Dynamo was the main sports facility in the USSR. The 1980 Olympics in Moscow were held at a totally reconstructed Dynamo Stadium. However, Dynamo once again needs reconstruction nowadays to fully correspond to international standards.

As of today, VTB Bank is the principal owner of the stadium. The bank signed a Memorandum of Cooperation with Dynamo in April 2009. According to the deal, VTB controls assets of the Central Dynamo Stadium. The bank owns 75% minus one share in Dynamo Property Management Company (developer of the Petrovsky Park project) and a 74% stake in Dynamo Moscow FC.

The History of Dynamo Dynamo Moscow football club was established with no stadium of its own. The only corresponding document was an agreement with St. Olga Children’s Hospital to use a territory next to the hospital to build sports facilities there. To the credit of Dynamo’s first managers, they quickly started building the stadium and finished its phase 1 by August 1923.

The term “stadium” was not applicable to the built playground those days. There were a football field with no grass, three rows of wooden benches, a small wooden house were dressing rooms were located, a storage room for sports equipment, and a few sectors for athletics. That was the entire inventory Dynamo Moscow sportsmen had at their disposal. However, the first Dynamo enthusiasts were glad to have all those facilities. The stadium was operational from early morning until late night.

In May 1924, phase 2 of Dynamo Stadium was built. The football field was leveled, the fence was repaired, and the dressing rooms were reconstructed. The most important thing was hot water in bathrooms

(it was a rare thing those days). Dynamo FC had its first fans whose number started growing year by year. By 1926, as many as 5,000 spectators were regularly coming to see football games at Dynamo.

The first official address of the stadium was the 1st Grazhdanskaya Street (Meschanskaya prior to 1924), 64 Orlovo-Davydovsky Lane, trams #17, 19 and 9. Some of us may think that because of numerous reconstructions in Moscow, we would not find this area. However, it still exists! We can see the homeland of Dynamo FC, although its first stadium was demolished in early 30’s. After

They came up with the idea of creating an industrial enterprise to produce sporting goods and to sell them via a chain of sporting and hunting stores in Moscow. Initially, proceeds from the sales were quite modest, but later on the situation changed as organizations of former street children started producing more and more Dynamo-related goods at their labor communities. Soon, the established chain of labor communities significantly increased Dynamo’s revenue flows. Starting from 1926, the dream to build a new stadium became realistic, and Dynamo’s managers started looking for a

The Dynamo project started developing more quickly after August 1927 when the Soviet state officials decided to hold a major sports festival to celebrate the first decade of the Soviet power and the first ever five-year economic development plan. Over 700 foreign workers took part in the construction as well

that, garages and houses were built on the same territory. The first Dynamo sport facilities were small and inexpensive.

The sporting life was developing quickly. Dynamo’s managers soon realized that in order to become competitive the club should have a larger stadium for athletes to train.

The sportsmen were pressed for space, while the only football field could hardly host all five sports teams that Dynamo had.

In hot days of July 1925, both football players and spectators started dreaming about a spacious new stadium with a better field, spacious dressing rooms, and a conference room for meetings and lectures. Meanwhile, Dynamo managers and sportsmen used a small room near Kuznetsky Most where they organized a training process.

Soon the situation began to change. Dynamo’s financial situation improved as its commercial department was formed.

Alexander Luie (1899-1937) and Semen Loewski (1897-1969) were very talented directors and economists to head Dynamo.

new construction site to build the sports facility. After debates and discussions, it was decided to build a stadium in Petrovsky Park.

The park was one of the most beautiful and fascinating places in old Moscow. The builders of the stadium chose an intersection of Moskovskaya and Teatralnaya avenues to start building the stadium there.

First, enthusiasts of Dynamo Moscow and other young people were spending every weekend to build the stadium (the project was declared as an honorary duty of every young Muscovite to participate). Spades and picks were the only machinery while horses were the only transportation means.

However, the project started developing more quickly after August 1927 when the Soviet state officials decided to hold a major sports festival to celebrate the first decade of the Soviet power and the first ever five-year economic development plan.

Over 700 foreign workers took part in the construction as well. The stadium became a state-sponsored project, whose development tempo was increasing day by day.

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From Idea to Facility simultaneously. This was an unprecedented sports facility of those days.

The International Architectural Contest for the Dynamo Stadium Reconstruction 2010 Customer: VTB Contestants: ABD Architects and Perkins Eastman International Mosproject 4 and POPULOUS Mosproject-2 named after M. Posokhin and Designed by Erick van Egeraat SPiCH and GMP International STD Development Project and Interstudio s.r.l.

The Purpose of the Contest: To get the best cost-effective urban planning and architectural solutions to develop and reconstruct the sports and entertainment facility in Moscow that meet standards of FIFA and UEFA aimed at development of sports in Russia and internationally.

The First Dynamo Project Alexander Langman and Leonid Cherikover, leading architects of those days who studied in Vienna, developed the initial draft of the stadium project.

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Based on their projections, the first three concrete and steel stands of a four-storey-building height were built by August 1928. The stadium was not the same as we can see now: its shape resembled a giant 500-meter-long horseshoe combining Northern and Southern stands with a semicircle Western one.

There were old trees at the site of the modern Eastern stand, as well as some small athletic playgrounds and courts. A reserved football field was built behind those trees. Cycling and motor tracks were built next year, but soon it was considered a bad architectural idea to combine the stadium with the tracks. Bicycle and motorcycle races interfered with other sports, while the races themselves needed higher angle tracks to achieve better results. Therefore, the tracks were used for other purposes. As national sports veterans remember, many benches from adjacent parks were installed at the tracks when football matches were taking place. This was done because of a growing number of Dynamo fans.

In addition to the stadium, there were three gyms for boxing and wrestling, dressing rooms with showers, offices for doctors, two shooting galleries of 50 m and 100 m, four basketball and skittles playgrounds, as well as seven tennis courts in Petrovsky Park. The stadium became a large-scale sports facility where 2,000 athletes could train

Only two international architectural contests took place in the modern Russian history. The first of them was conducted

by Gazprom in 2006. It concerned reconstruction of Kirovsky stadium (the project is still running). VTB Bank’s contest is the second one. The bank was sure to realize the announced ambitious plans. Initially, the bank wanted to build a small comfortable stadium, as the Made in Future architectural magazine wrote in 2008. Later on, it was decided to conduct a tender where five architectural teams participated. The concept of the stadium also changed: now the bank wants to build a mixed-use center having at least 20,000 sqm of commercial real estate, including offices, entertainment zones, and two arenas, the largest of which must meet FIFA standards. According to the latest plans, the football field should be rotated by 45 degrees in order to increase the overall stadium capacity up to 40,000 spectators.

Another goal is to preserve the initial architectural concept of Langman and Cherikover (the walls and supporting structures).

International teams of architects came to Moscow to find a unique solution to the said problem. Each team included foreign and domestic project designers.

Mosproject-2 named after Mikhail Posokhin (Russia) and Designed by Erick van Egeraat (Netherlands) were announced the winners of the contest. Their concept reminds of an airship because of its rounded shape and a cellular network of supporting structures and ramps. According to the project, there will be two arenas built in one “basket” of the old stadium. The key idea is to preserve the park territory. The small arena will be located closer to metro and will be rotated across the long axis of the building. The large arena will be more distant, rotated 45 degrees to the axis of the small arena. The location reflects specifics of public transport. At the same time, the project designers try to meet the public demand for the both arenas. The fields will be located at the historic walls levels (approximately 14 m); “the airship balloon” blows over them. As a result, the whole facil-

From Idea to Facility ity will become three times higher than the old stadium. A huge media-facade will face Leningradsky Prospect with games broadcasting.

On the other hand, there will be retail areas and parking at ground and underground levels to secure constant flows of visitors. 99,000 sqm of retail facilities will be built under the stadium, while about 84,000 sqm will be built outside. Car drivers will be allowed to enter the territory of the stadium from Verkhnya Maslovka Street. VIP-visitors will enter the facility directly from Leningradsky Prospect.

They allocated the small arena closer to metro on the ground level; the large arena should have been allocated 6 m above the ground. To achieve that, the architects tried to press the stadium roof towards one of the sides. As a result, the architecture of the 1930’s dominates the main facade of the stadium. This project provides for fewer ramps, which would occupy the territory of the park. The existing wall turned into a gallery for visitors.

Retail facilities moved closer to office buildings located in the Eastern corner of the site. On the roof of shopping malls, the architects planned to create a ter-

The winning concept reminds of an airship because of its rounded shape and a cellular network of supporting structures and ramps ABD Architects (Russia), Perkins Eastman International (USA)

This Russian-American tandem followed the same path as the winners did: they decided to combine the two arenas in one building. However, focusing on 40,000 seats, the architects forgot about the second requirement of the International Federation – they did not rotate the large field. Generally, the project also preserves the historical image of the stadium and the park. The architects created a single VIP-space for the both arenas, putting them inside the old stadium building.

race to increase the territory of the park by 1 ha. Under the stadium, the architects designed a one-sided circular corridor to bring participating teams to the stadium and to allocate VIP parking.

Mosproject 4 (Russia), POPULOUS (UK) The architects developed their project long before the contest; that is why it could hardly be called an image project. According to the architects, the inner wall of the stadium had to be built up with glazed premises covered with a transparent roof. However, the project

preserved less monuments of the olddays Dynamo architecture if compared with other projects. The architects proposed to build new arenas inside the stadium wall. The large field remained unchanged while the small one rotated perpendicularly.

Unlike other architects, this team did not refer to a round shape of the stadium that is in fashion nowadays. Instead, the project authors planned to build a rectangle stadium. The facade solutions made of vertical glasses fully correspond to the natural environment, namely the trees outside the stadium.

SPiCH (Russia), GMP International (Germany) This team decided to build two separate arenas in two individual buildings.

The project authors were sure that it is

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From Idea to Facility Erick van Egeraat, Founder of Designed by Erick van Egeraat: It is a rare case to have such a mixed-use sports facility near the city center. This is a new incentive for Moscow to develop.

Initially, we identified four starting points, namely not to build in the park, to try to allocate everything under one roof, not to touch the old building, and finally to meet the FIFA requirements. Those days we did not know that Russia would win the right to host the 2018 World Cup. It is never bad to do something good. However, we do not want to build a FIFA stadium only; we will build it for Russia. That is why we design a mixed-use project to work every day and generate profits. We used our knowledge: Mikhail knows everything about the city, while I just wanted to create something new. always easier to build and operate two simple buildings instead of one compound construction. Based on that decision, a part of the park should have changed to get an access to auxiliary premises. The Northern and Southern stands of the stadium became much higher under the roof. The architects fully preserved the walls and their location. The same about the field. In turn, the stands were allocated closer to the field to substitute for the racing tracks.

Retail galleries were projected inside the walls and underground. The project authors planned to build the second arena

instead of the training field, which was demolished recently.

STD Development Project (Russia), Interstudio s.r.l.

(Italy)

The Italians are already known in Russia for the project of reconstruction of Rossiya hotel, realized together with STD developers. They had a stadium project in their portfolio as well. Although the stadium was initially designed for the Municipality of Verona, it met some

Some project designers believe that it is always easier to build and operate two simple sports facilities instead of a single compound construction

requirements of the current tender organizers.

The Italian-Russian couple also proposed to place the two arenas in separate buildings. It was something like a mother and a baby. Only a small part of the entrance and a wall remained from the old stadium architecture. The architects intended to build a new small square between the old wall and the large arena. The authors rotated the field in accordance with the contest requirements. In addition, this team projected as many as 41,000 seats. Similar to the winning project, the architects designed a sliding roof to open with a cable winch.

To be Continued

The contest is over, and there is a winner.

However, the organizers say this was a

Erick van Egeraat, Founder of Designed by Erick van Egeraat

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From Idea to Facility

STD Development Project (Russia), Interstudio s.r.l. (Italy)

preliminary stage of the project to award a group of architects. There will be next stages.

As soon as the winning project was selected, the former Mayor of Moscow Yuri Luzhkov

their project to make the buildings 10 meters lower. There are some other problems as well. Although, the project authors created a scheme to rotate the both fields, the large one costs too much to rotate, experts

As of today, the project is revised, as its authors are trying to develop a new concept and new terms of reference to solve the above problems. Andrei Peregudov, Senior Vice President of VTB Bank and Chairman of

Mikhail Posokhin, CEO of Mosproject-2: We were lucky to develop our idea very quickly, just in two weeks. As a result, we quickly started working on it. The key issue was to preserve the size of the former stadium; I was surprised to realize that we have succeeded in it. Although its main facade is the only part that has been never reconstructed, we decided to keep the whole stadium for the city history’s sake. We clearly stated that we would not destroy anything. That is why Mr. Avdeev, Minister of Culture, said he would support our project. Dynamo is classified as a stadium, but in reality, it cannot function normally. Another important issue concerns its design: Dynamo was not originally built as a football stadium, so the audience and the football field are separated from each other by tracks. If we realize our project in Moscow, the whole Russia would become a leader of the sports facilities industry, so no one would say that we lag behind the rest of the world. argued that the new stadium buildings were too high - about 70 m. The project authors, in turn, argued that no human could see the roof of the buildings given their specific shape. As a result, the architects redesigned

say. The customer also came to realize that the sliding roof is a very complicated mechanism to realize. This means that the stands should become transformable to create a chamber atmosphere.

the Board of Directors of the Dynamo Property Management Company talks about the project in detail in our next article.  Text: Svetlana Arkhipova, Maria Fadeeva Photo: Dynamo FC archive

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From Idea to Facility

ANDREI PEREGUDOV: We will Build VTB Arena to 2016

Deadlines to finish construction of Dynamo stadium were postponed many times. The new Arena in Moscow’s Petrovsky Park is scheduled to open in 2016. Currently, the project and its new terms of reference have been finalized. Andrei Peregudov, Senior Vice President of VTB Bank and Chairman of the Board of Directors of the Dynamo Property Management Company is talking about the project’s latest developments

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From Idea to Facility – Andrei, do you consider any new ideas and technical solutions to add to the VTB Arena Park project since Russia has been given the right to host the World Cup 2018?

– We have become more enthusiastic. Reconstruction of the stadium started long ago, so we did not think about the World Cup initially. This was our decision to proceed with VTB arena, and we clearly know what to build there. Our maximum goal was to build a stadium for 45,000 spectators, but we understood that we typically have less audience, so our final decision was to build a stadium for 33,000 + 12,000 audience. This means 33,000 permanent seats and 12,000 transformed seats. Dynamo, as well as other Russian football clubs today attracts no more than 15,000–20,000 fans.

We have 30,000 people visiting only central matches like Dynamo – Spartak. As for other games, domestic stadiums remain halfempty. In South Africa, any 80,000‑stadium would be able to gather the same audience to watch local matches. The Beijing-based Bird’s Nest Stadium is completely abandoned because there is no local team to become the home team there. FIFA calls such huge empty stadiums “gray elephants.” We have no desire to create another “gray elephant” here in Moscow. Instead, we will be fixing special transformed seats to host 45,000 people coming to central matches.

Then, we will dismantle these additional seats, because there is nothing worse for football players as to see a half-empty stadium. This usually spoils energy.

– You revised five different architectural concepts. What was the deciding factor for the jury to select a winning project concept?

– The idea was to collect five independent concepts from different designers. In each group, there was a Russian architect and a foreigner. As for the latter, we invited only those architects having professional experience in building sports facilities. Here are the three factors that have influenced the final decision of the jury: first, we needed to fully preserve the old historic wall of the Dynamo stadium. Second, we wanted two sports facilities, namely the football stadi

um and a multi-sports arena, to coexist under the same roof. Finally, there are leisure and entertainment facilities located close to Dynamo stadium in close proximity to the subway station. These facilities form not only a commercial real estate zone, but also provide our visitors with very important emotional and recreational opportunities. This means that the people who come to watch a sporting event will spend there an entire day. Before or after a match, they can go to the cinema, cafes, a children zone, or they can even organize a corporate party or a family event there. These three factors were decisive for the jury to announce a winner of the tender. However, the conducted tender was only the first preliminary stage for one group of architects

and non-public zones should be provided at the stadium, because the Russian establishment has certain characteristics that need a special approach. The same applies to the entrance/exit and parking of VIPcars, some special elevators, etc.

– As for the old Dynamo stadium, there were no hockey games held there. Why did you decide to build the second smaller arena to host hockey?

– Ice Hockey is the second most popular sport in Russia. The country generally lacks professional hockey palaces. For us, this is a purely business approach. VTB Arena is one of the few facilities in the country to be built with private money, not a state budget.

Our goal is to successfully combine commercial and sporting approaches, since all modern stadiums follow the same business model to start working at the project. Then we have moved to the next stage.

– What is the next stage then?

– We have been working out new terms of reference. In this respect, the good news about Russia to host the World Cup in 2018 came just in time. Now we are working closely with consultants to make our facilities fully correspond to FIFA requirements. Namely, we look for possibilities to apply available innovative proposals to the facilities we build. This is exactly the base to develop our concept of the facility.

Now, we are at the stage of finalizing our terms of reference; we calculate and correct our plans and projections. For example, we need to know exactly how many seats and VIP-boxes we have to tie up with other zones. Here in Russia, the business environment is very important for business people to have an opportunity from time to time during the game to exit their stands and enter a lounge for corporate and personal communications. Another zone is for state officials and their guards. Both public

There are little to none of such facilities in Russia, as well as worldwide. The general rule is to build municipal stadiums. That is why we must have a certain ROI of the project. We will have no more than 15 football matches a year, which means low ROI. It makes no economic sense to invest hundreds of millions to build a modern stadium for 45,000 spectators that fully corresponds to FIFA requirements. That is why we decided to add another small arena to the project to make it multifunctional. Our technologies allow replacing the ice with a regular floor in just two hours. Therefore, we are able to hold a basketball game or a concert two hours after the hockey match is over. Here in Russia, we do not have many concerts held at stadiums. The optimum audience to watch world stars is some 20,000 people. I mean the first-tier singers or bands. As for our facility, we will be able to accommodate 15,000 visitors and a parterre. That is 17,000–18,000 in total, which is ideal for a concert in Moscow.

In case we manage to build an appropriate acoustics (that is hard to find in Moscow nowadays), then we will make our arena one of the most attractive places to go. Dynamo Moscow hockey club (that VTB also spon SF/March/2011/Special Edition 1/45

From Idea to Facility

sors) is one of the leaders in the Continental Hockey League championship, which gives us additional energy to proceed with our project.

– Is it important to build two arenas under one roof?

– First, any area close to metro is an entertainment zone de-facto. At least it is typical of Moscow. As for our particular project, we will have thousands of people attending our football stadium, so it makes sense to build a smaller arena close to it in order to preserve the same public flows and energy.

Second, we have set an important goal to promote small Dynamo sports as an integral part of Petrovsky Park. Namely, a children’s hockey school, boxing, gymnastics, wrestling, etc. This is very important for Muscovites. If we locate a small arena in some other place, we would put an end to this. Therefore, our large and small arenas should exist in one space.

– What are other sports you pay attention to?

– We plan to build a football pavilion, a hockey field, a gym, and a fitness club.

As far as we know, there is a demand for non-professional basketball and volleyball facilities. That is why we made a decision to proceed with construction of these facilities to meet the existing demand. We will also build a tennis court, where sportsmen would book time to practice for years to SF/March/2011/Special Edition 1/46

come. Our target is to build a first-class tennis school in Petrovsky Park.

– What is the social philosophy of the project?

– We want the Dynamo stadium as part of Petrovsky Park to finally come back to Muscovites as a place to spend time with

schedule of events. There will be sporting events, concerts, and variety shows. This is for sure, but I believe that with time we will find some other ways to use our facilities.

For instance, to hold social parties or international conferences there. Our goal is to successfully combine commercial and sporting approaches, since all modern stadiums follow the same business model.

Once again, we will make the best quality sound as we want the world’s best singers and actors perform there. We are currently negotiating a possibility to contract the world’s best operator to manage our concert hall the same way as O2 Arena in London and the Staples Center in Los Angeles are functioning.

– What are the sources to finance the project? Do you plan to attract other investors?

– I can answer this question in detail.

VTB Bank is our major financial partner that owns a majority stake in the project.

Given the guarantees of VTB, we plan

We will contract the world’s best operator to manage our concert hall the same way as O2 Arena in London and the Staples Center in Los Angeles are functioning children and families. To do this, during the construction period, we will carry out various activities and events to make people love this place in the long-term. The set of events we plan includes skateboarding and street-ball championships, as well as festivals. We have enough territory where we can organize these events. We will be doing our project for three to four years, so the people should know Petrovsky Park by 2016.

– How many cultural and entertainment events do you plan to have there?

– We want to organize as many events as we can to load the arenas day and night throughout a year. We expect to have as many as 200 events per year using our both arenas. As of today, there are no places in Moscow to cope with such tough

to use the system of export financing that allows attracting public money of the third countries. In this case, Russia will have to use the received money according to the content of those exporting countries. The content means that a contractor, construction materials, or equipment should come to Russia from those exporting countries. In this respect, we are currently negotiating with Switzerland, France, Germany, Italy, and China.

The key benefit of the export financing mechanism is to get money at much lower rates than we can find here in Russia.

VTB is Russia’s first-class bank to guarantee the above scheme working. VTB as our favorite bank would keep financing the project. As businesspersons, we will attract the cheapest money to proceed with our commercial project.

From Idea to Facility – Although it is too early to disclose final figures, but still, what is the estimated cost of the project?

– Naturally, it would be more comfortable for me to talk about the costs when the stadium projections are completed. I can voice only preliminary figures. International experts estimate that one seat at our stadium should cost 4,000–5,000 euros. We are building a football stadium for 45,000 people, a small arena for 15,000 spectators along with corresponding infrastructure.

Given that building a super-class stadium is generally more expensive than building an economy class stadium, as we need to build other sports facilities, some engineering infrastructure, parking, entertainment zones, communications and engineering networks, our project should costs approximately $500 million.

– As far as we know, there are plans to develop commercial real estate closer to Moscow’s Third Ring Road. What are the properties to build as part of this concept?

– Originally we planned to building 750,000 sqm, but we changed these plans later on. As of today, we plan to build about 400,000 sqm because we want to fully preserve a pleasant urban environment to combine with the rest of the park. I think the park will become one of the favorite places for Muscovites. We will restore an old park zone by building walking paths and increasing the number of green spaces. The residential area will be located right outside the park along with all necessary social infrastructure. A hotel with a spa and fitness center will be another part of the project.

There will be three small office buildings as well. One of those buildings will host the Dynamo headquarters; the second one will host a medical center to offer the whole range of medical services.

– Russia is currently making the first steps towards “Green Development.” Do investors, designers, and developers of your ambitious project plan to follow green development principles?

– The most important criterion of eco

friendly construction is to preserve natural landscape and territorial integrity. Therefore, we not only preserve the park area, but also build a facility that is unique for Russia in terms of ecology and energy conservation.

The principles of green development are becoming very popular in sports construction all around the world. BREEAM is the basic standard for all green developers to follow.

We do the same, as we have already contracted consultants to monitor efficiency of the materials used, and to manage waste

development of VTB 24 chain, we managed to open 500 bank offices in just two years. We tried to do everything possible to provide disabled people with barrier-free access. It was problematic, as those days ramps were not included in the budget.

Now we are sure that principles of universal design should be present at the initial design stage. We actively follow this policy.

Our new VTB office located at the Moscow City business district is fully equipped with barrier-free devices. The same about the

Dynamo Moscow hockey club is one of the leading teams in the Continental Hockey League championship, which gives us additional energy to proceed with our ambitious project

and energy conservation. We want to keep to such issues as health and sports in our day-to-day practice.

– Manufacturers of LED monitors and video systems seem to be very interested in the VTB Arena Park project. Have you already selected suppliers of video equipment and media-facades for your stadium?

– Not yet, although we have met with some producers. In the U. S., I saw a stunning example of modern technology at Meadowland Arena, where huge screens give the HD TV quality picture even in bright sunlight. We plan to install a 60‑meter-wide scoreboard at our stadium, which will be divided into sectors producing a single image. Naturally, we will choose the most advanced technologies.

– What about the principles of universal design and barrier-free environment in your project?

– Because of the Olympic Games in Sochi, the public started paying attention to this problem. We have started to think about it long before the President mentioned the issues. When I participated in

stadium where this problem is solved in accordance with international standards. A seat for a disabled person there occupies three times more space than a typical seat.

From a commercial point of view, it is less profitable for us to design and build, but we do follow internationally accepted principles and think about common human values. Your magazine says a lot about this, and it is a very good approach.

– Andrei, tell us please what professional sports facility developers expect from our journal.

– In the coming years, Russia will host a bunch of events, namely the Universiade in Kazan, Sochi Olympics, the Football World Cup, and the Formula 1 races. This means that the country is becoming a magnet for world-class sporting battles. I hope that some other top-level tournaments like the World Cup in Hockey- 2016 will be added to the above list as well. In this regard, your journal is very valuable and interesting for professionals who are involved in sports infrastructure development, as well as for users – the people who are fond of sports.  Interviewed by Svetlana Arkhipova Photo: Vera Undritzova, Dynamo FC archive

SF/March/2011/Special Edition 1/47

Management School

Focus on Problems and Start Working In this article, we summarize the best domestic and foreign practices to manage sports facilities. SF analyzes concepts, plans, and goals and objectives of facility managers together with Gil Fried who wrote the Managing Sport Facilities book, as well as with experts from Colliers International FM

SF/March/2011/Special Edition 1/48

Management School From time to time, each of us sets goals and objectives to achieve. What is a goal?

We have often heard that a coach wants to have a winning season. Is a winning season a goal? The answer for some people

surveys to see what the patrons think. If a patron’s feeling can be expressed as a number, then patron reaction can be evaluated and used to create a standard for future growth.

Goals will never be reached if there are no concrete means to reach them. There is no reason a facility cannot shoot for being the best facility in the area. This is the beauty of planning, as it allows managers to think creatively about the future and develop innovative strategies is yes. For others, the goal may be to have a good time. While the mission statement focuses on the overall direction a facility wants to pursue, the goals are more refined. A facility’s goal could be to have 20 sellouts or to host 10 major conferences a year. Given the set goals, each employee sets a personal goal to achieve corporate goals and objectives. It is impossible to list all potential goals, since all facilities and all constituents associated with the facility will have their own goals. This does not mean that the goals are inconsistent. An employee may have a goal to sell 100 drinks a game. A customer may have a goal to enjoy the event, and part of that pro­cess includes drinking. In this case, both the customer and the employee are working to reach their respective goals.

Sample goals for a health club could include the following: `` Maintain a 95% retention rate for current members; `` Attract 100 new members every year; `` Offer five new classes each year; `` Minimize the number of customer complaints to five per week.

Each one of the goals is measurable, which is critical for analysis. If a club has a goal to have happy customers, then there must be a means to measure that happiness or the club will never know if it reached the goal. Thus, many facilities conduct yearly

Strategy and Tactics Some experts feel that there is very little difference between goals and objectives.

Strategic goals are set by the highest-level managers and are introduced to affect and empower the overall facility for the long run. Strategic goals often focus on broader aspects such as market share, profitability, industry leader position, or changes in the facility. Tactical goals are often introduced by midlevel managers and focus on what needs to be accomplished to reach the strategic goal. Operational goals are set by low-level managers and are more shortterm, referring, for example, to what can be done to reach the tactical goals.

To incorporate these concepts into an example, a health club may have a strategic goal to become the largest health club in the market. The tactical goals could be to increase membership by 10% each year and to minimize nonrenewals by 50%.

The operational goals could be to attract new members by introducing new programs such as discount packages or new workout opportunities. The operational goals are often more accu­rately called objectives. Whereas the goal is a specific directive, an objective focuses on how to reach a goal. In our example of the employee and the customer regarding the drink transaction, the employee’s objective could be to carry the best-tasting drink to

Your job relates to sports construction, sports industry or sports facility management?

You have a unique experience that you want to share with other market participants?

YOUR ANSWER IS

YES?

THEN THE editorial team invites you to cooperate with us Mail your publications, share with us interesting facts of your life and expertise ADDRESS: P/O 34, MOSCOW, 117208, RUSSIA

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SF/March/2011/Special Edition 1/49

Management School reach the goal of selling 100 cans a game.

Goals will never be reached if there are no concrete means to reach the goals.

Short- and Midterm Planning A facility manager plans every day. Who will be using the facility? Does the facility have insurance? What type of crowd will be there? Are all the sys­tems operating? Are there enough employees to work the event?

Will the weather affect either the facility or the event? These are all questions that may not be answered until the event day. However, through proper planning the manager will know what options exist depending on the circumstances that develop.

Short-term plans typically cover less than one year and focus on activities that may have a sense of emergency. A facility may have a short-term plan that a given event

should be sold out to help accomplish the facility’s mission. Besides short-term plans, midterm plans can be used that may extend for several years. These plans need to be flexible enough to respond to environmental changes and at the same time concrete enough to provide directions to employees who are charged with implementing the plan.

Long-Term Planning The facility manager, or a designated employee, needs to focus on the future and determine what events or services will maximize revenue generation and the facility’s long-term goals. Often a facility books events several years in the future. For example, if a facility manager knows that a competing facility is being built 40 miles away, he or she may enter into long-term contracts with several traveling shows and

circuses to prevent them from going to the new arena for a number of years.

Long-term plans need to focus on long-term projections, which can be influenced by political, geographical, and economic trends.

Most people have plans that they regard as fairly realistic. They probably realize there is little likelihood they will win an Olympic gold medal or marry a wealthy celebrity. However, such “pie in the sky” plans are essential to determine where a facility should try to reach. There is no reason a facility cannot shoot for being the best facility in the area.

This is the beauty of long-term planning, as it allows managers to think creatively about the future and develop innovative strategies.

Business Plans Besides short- and long-term plans, business plans need to be developed. The business plan examines the product marketing, legal, financial, and general business

ORGANIZATIONAL STRUCTURE OF A SPORTS FACILITY MANAGEMENT COMPANY PR-Department

Head of Department

Marketing Department

Accounts Department Chief Accountant

Head of Department

HR Department Energy Service

Chief Power Engineering Specialist

Mechanical Engineer Service

Head of Department

Head Office CEO

Technical Inspection Bureau

Chief Mechanical Engineer

Technology Service

Chief Technologist

Department of Logistics

Maintenance Department

Head of Bureau

Head of Department

Head of Department

Security Department Head of Department

Cleaning Service Head of Service

Equipment Department

Head of Department

IT Department

Source: Colliers International FM SF/March/2011/Special Edition 1/50

Head of Department

Management School outlook for a facility. Every facility needs to develop a business plan that may cover individual events through yearly business cycles. Each event can face financial hardship if patrons do not show or if too much is spent on marketing. That is why a budget (such as a pro forma budget) is a critical part of any business plan.

Business plans rely on forecasting what can happen when business decisions are made.

Fore­casting, a critical component in planning, can be accomplished only with good information. This is why it is imperative for a manager to acquire reliable information from whatever sources are available. Colleagues, employees, friends, newspapers, television

recognize this and understand the skills that each employee brings to the facility.

If it is necessary to rotate jobs or change job descriptions, then the manager must be able to do so even if this means that employees might not support their new roles. While some employees might learn to like or appreciate their new position, others might forever complain about the changes. If this process is not undertaken, either other employees or the manager will be forced to carry the extra load cre­ated because an employee performs inadequate or incorrect work.

In addition to assigning the right person to a task, managers need to ensure that

The facility manager, or a designated employee, needs to focus on the future and determine what events or services will maximize revenue generation and the facility’s long-term goals. Through proper planning the manager will know what options exist depending on the circumstances that develop stations, magazines, and other sources are essential elements in effective planning as they all provide input that can help influence the decision-making process. Informa­tion can be critical when planning an event for a facility. Necessary information may include data on facility availability, competing events/facilities, weather conditions, building load capacity, cur­rent economic conditions, demographic break­down of expected fans, and numerous other variables specific to a facility or event.

Labor Organization Organizing, the second function of facility manag­ers, refers to a blend of human resource manage­ment and leadership. One of the most difficult tasks for a manager is to assign the right person with the right skills and interests to a given job. The fact that someone’s job description specifies certain tasks does not make that individual the best person to do a particular job. A manager must

proper resources are provided to employees. Talented employees have little value if they are not given the proper tools and resources. Someone who is a great ticket seller cannot sell tickets if he or she cannot check a computer system to see what tickets are available.

Besides creating specific job descriptions, defining job qualifications, providing resources, and identifying appropriate responsibilities, a manager must specify and adhere to organiza­tional relationships.

Every business has a set of organizational relationships, often depicted in an organizational flowchart. The flowchart shows who reports to whom and what the lines of managerial/supervisory responsibility are.

However, while the organizational chart may place one employee above another, thus giving the upper-level-employee the right to manage the lower-level employee, there still may not be a leadership relationship. In other words, the organizational chart merely represents a hierarchical order of responsibility and obligations. 

Your company is engaged in sports construction, sports industry or sports facility management?

Your products and services need to be sold in this market?

YOUR ANSWER IS

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Then you need to advertise yourself in the

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OR CALL US: ТЕL.: +7 (495) 781 67 44

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SF/March/2011/Special Edition 1/51

Technology

MIKHAIL ZAGAINOV: WE KNOW WHAT THE ICE IS! A modern ice palace is not only a perfect architecture, but also a complex technological plant with a lot of know-how. Mikhail Zagainov, CEO of Megasport Arena, one of the best ice-hockey palaces in Moscow, knows perfectly well how to build modernday sports facilities. Megasport Arena is the winner of Russia’s national contest

SF/March/2011/Special Edition 1/52

Technology

Megasport is a unique ice palace successfully combining a wide number of ice-making technologies. This ice-making factory has many energy-intensive systems that consume about 10 MW (including electric power generating plant, lowvoltage systems, and turbo generators). A total of 320 employees serve Megasport day and night. This is a lot of people (for comparison: the Olympic palace of sports in Japanese Nagano has only 120 staff). In Russia, however, we keep on building energy-consuming sports facilities that require more people to operate.

We did everything well enough to make Megasport the facility of International level. We achieved all the set goals to bring our “baby” to the level of well-established sports facilities in Canada and Europe.

Oh, sport!

You are Politics

As for the said championship, we held four hockey games a day, so our facility was operational from 8 am to midnight.

What is even more important, our ice stood the test (heating, lights, and flows of people). We quickly adjusted humidity levels and all corresponding equipment, although the facility was brand new and the equipment was assembled from scratch. Nevertheless, we were at our best to make Megasport fully operational and convenient for sportsmen, audience, and mass media representatives. Since 2007, we conducted 4 World Championships, 6 European Championships, and 18 toplevel international competitions there.

Megasport was built four years ago. All construction works were finished in just 18 months, because Russia needed to host the World Hockey Championship in 2007. Some construction and design technologies were omitted to build as quickly as possible. For instance, concrete and steel constructions typically need time “to settle,” but the set deadlines left no choice for us as builders. Sports and politics often go hand in hand, so we had to start the World Championship two days prior to the Megasport acceptance report: I signed this document on April 28, 2007, while we conducted the first hockey match there on April 26. More than 900 international media reporters came to cover this event.

technologies. In the eighties, I was a chief engineer of Medeo stadium in Kazakhstan (1,700 m above sea level), where a total of 220 world records in speed skating were set.

Our ice team learned to work with crystal bars of ice so that we do without stalagmites and other expensive technologies. We have a special “kitchen” to boil water of 19 different types. Our existing patents allow us doing this successfully

Now athletes go to Megasport with pleasure, because they know what our professional team is. We have been working with ice for more than 30 years, and we have developed many unique ice

We were successfully using mountainous environment of Medeo to make ice from glacier water. Medeo was operational from 8 am to 5 am! We had only three hours a day to relax and to switch off equipment. There was a real “pilgrimage” to “Medeo from all around the world. Those days the world’s best sportsmen were coming to Medeo to set records and achieve the best possible results. Eric Heiden from the U. S., who won six Olympic gold medals, trained at Medeo at 3 am and was happy to have this possibility, because I had no time for him to offer. This is a good example to show what a mountainous ice stadium is for sportsmen.

One Ice Fits All? Today, we are working closely with scientists, so we have more than 10 ice patents registered. However, in recent SF/March/2011/Special Edition 1/53

Technology

years Japanese skaters are the fastest in the world. Why? To begin with, they grow stalagmites in caves, and then they cut them into pieces, mix with water, and use at skating tracks. As a result, they skate 30 % faster on this kind of ice. I am not mistaken – 30 % faster! After such trainings, the Japanese go to competitions in Europe and America, where they successfully beat other competitors.

Our ice team learned to work with crystal bars of ice so that we do without stalagmites and other expensive technologies. We have a special “kitchen” to boil water of 19 different types. Our existing patents allow us doing this successfully. Megasport is the only sports facility in the world where each type of ice corresponds to specific sports. We use different layers of ice. For example, hockey players are typically tall guys of some 100 kg. They would destroy the ice for, let us say, figure skating in just SF/March/2011/Special Edition 1/54

30 minutes. Given that in some cases we have to conduct four hockey games a day, we definitely need special ice for them.

On the other hand, the figure skating ice has its special structure to fit figure

sports palace in Krylatskoe, Moscow.

This was the first in Russia indoor ice arena for skating, that we opened in 2004. Krylatskoe is a typical football field where we conduct Bendy (or the Russian

We made Megasport fully operational and convenient for sportsmen, audience, and mass media representatives. Since 2007, we conducted 4 World Championships, 6 European Championships, and 18 top level international competitions there. Now athletes go to Megasport with pleasure skates of special configuration. This type of ice is more elastic and plastic to stand high jumps and not to injure knees and muscles of sportsmen. Thus, we make careers of many figure skaters longer.

Generally, we are competent in each elite sport.

Prior to Megasport, we successfully used our technologies to build another ice

hockey) Championship games. This field is six times bigger than a classic Canadian hockey field. There are skating tracks around it. Just like Megasport, Krylatskoe was built fast to immediately host the World Skating Championships in 2004 (Moscow was deprived of the world championships for more than forty years before that). Despite the fact that Moscow is a flat city, we made a very

Technology good ice in Krylatskoe. Four world records were set there in 2004, although this was not a mountainous stadium. Typically, all the world records in speed skating are set in the mountains. Unfortunately, Medeo has lost its leading positions in the world of skating. Today, skaters prefer stadiums in Calgary (1,100 m above sea level) and Salt Lake City (1,320 m above sea level).

Sochi is Our Pride and Pain In case we successfully host the Sochi Olympics in 2014, we would be very proud of it. As of today, I see more problems than solutions there. I am talking about the Olympics as a professional working with ice technologies for thirty years.

Ice is a unique product, whose quality depends on such parameters as climate and humidity. As far as I know, skaters set their records and achieve the best results having 33 % humidity. As for Sochi, the humidity in the city is as high as 95 % all the year round. Russia has enough mountains, but it was decided to build all six Olympic ice stadiums in the valley close to the Black Sea. Definitely, this creates additional technological problems. How would builders lower the humidity from 95 % to at least 40 %? There are lights, spectators coming in and out… The only solution is to make Sochi’s sports facilities hermetically sealed. A good thing here is that the President ordered to build technologically advanced facilities in Sochi, not architecturally sophisticated ones. The builders should first focus on high results, because the world of sports would remember Russia for set records, not a beauty of its sports facilities.

Probably the decision to build sports facilities by the sea was based on a desire to create maximum comfort for tourists and visitors. It is really like this, because the Olympic tourists will have everything they need in the downtown within a walking distance where trams and buses stop.

However, in terms of sports, this decision was wrong. The country has no stadiums

built in the mountains, although we have enough mountains. I should point out that not only athletes, but even chess players achieve their best results in highlands.

Mountains are the best environment for high-class athletes to train themselves to be able to win in any other place.

Many people I know understand this, but for some unknown reasons there are no sports facilities built in Russia’s highlands. Another question is who would need those facilities in Sochi after the Olympics are over?

Staff is Everything Construction of any sports facility equally depends on technological solutions and people. Recently, I welcomed the 38th delegation of the Sochi builders who came to Megasport to examine our ice-making technologies. I am afraid that these people do not understand what the ice is and how to make it. In Russia, there is no scientific base to teach specialists professionally.

Currently we are working closely with Viktor Myakonkov (Russian Association for Sport and Leisure Facilities, RASF) to develop and produce a book of some 160–180 pages to teach people ice technologies. In the book, we will also cover international regulations for ice sports. Our book will provide at least some basis to train young experts at sports institutes of the country. At the moment, we have no methodology, so we are forced to teach people based on our working experience. Although we have already trained dozens of professionals, but the ice-making industry needs hundreds and thousands of them. The learning process should be systematized and certified.

Devices and Combines The whole skating world has moved to indoor ice palaces some thirty years ago. As for Russia, the first indoor ice arena in Krylatskoe was built only in 2004.Two years later, we opened the

Mikhail Zagainov, CEO of Megasport Arena, the winner of Russia's national contest Mr. Zagainov manages one of the best ice-hockey palaces in Moscow and knows perfectly well how to build modern-day sports facilities second indoor arena in Kolomna. The third and last indoor skating ring was built in Chelyabinsk. It is not easy to train staff in the absence of sports technologies. The ice-making industry in the country is not certified. It is common to see sportsmen and coaches coming to managers of skating arenas and asking for “a slippery ice.” What do they mean by the slippery ice? To what extent slippery it might be? In this regard, we started working together with the Khrunichev plant (the plant servicing the space industry) in order to produce devices to measure the ice slipperiness.

Another problem I am involved in concerns ability of the ice to preserve its unique qualities during skating races. Usually, after a few races, we use special icerecovering combines. These machines “cure” the ice with 50–70‑degree hot water. After 6–8 minutes the ice stabilizes, however, the athletes to run during the first 5 minutes have 5–7 % speed advantage (strange or not, but Russian skaters are never among them). We have a special assignment from the International Federation of Skating to develop a technology to ensure equal quality ice for all participants during, at lest, 40 minutes after “the cure” of ice. I am sure we will cope with this problem.  SF/March/2011/Special Edition 1/55

Technology

IntelligenT Audio and Video Facilities at Stadiums SF is talking about the existing technologies and advanced solutions used in modern sports facilities, including video and automated control systems

SF/March/2011/Special Edition 1/56  

Technology SF is talking about the existing technologies and advanced solutions used in modern sports facilities, including video and automated control systems.

Any sports facility that hosts international competitions should meet the requirements of such organizations as UEFA, FIFA, RFU, Premier League, etc.

Saving on modern high-quality video and TV systems often negatively influences the image of the facility, its popularity, efficiency of marketing programs and, as a consequence, its ability to generate cash flows in the future.

In this article we try to discuss comprehensive approaches to audio and video equipment, which help improve the image of sports facilities, increase their attractiveness, and finally get a higher ROI.

Time for EnergyEfficient Solutions Russia is preparing to host the World Summer Student Games 2013, the Winter Olympic Games 2014 in Sochi, and the 2018 FIFA World Cup. Many large sports facilities in the country have been designed and built from scratch. Therefore, all those involved in the sports construction have a unique chance to create their facilities based on the latest technologies available. It is time to start using the most advanced innovations to be ahead of the world by 2014 and later on. This applies to both High Definition technologies and energy efficiency.

Alexander Parfenov, Head of Construction at Colliers International FM, considers the systems of broadcasting the most important elements of engineering equipment. “It is necessary to explain that all systems at domestic sports facilities are energy-consuming. For example, an average business center consumes 3.4 MW, while an average sports facility consumes up to 10 MW during sporting events. In the West, sports facilities are more energy saving en masse.

Large Screens Large LED screens at the stadiums are quite typical nowadays. Most of domestic arenas are equipped with these devices made of light-emitting diodes (LED). This unique technology provides high brightness suitable for outdoor use.

ly isolated from both players and spectators in order to avoid injury. They should be flexible to dismantle quickly not to prevent security guards from evacuating people in emergencies.

Sports clubs often place LED screens on the facades of their stadiums, or even beyond them in order to broadcast games

The modern-day content management systems can display the data in any format you like in a multiwindow display mode. These systems can work simultaneously with screens of various sizes and resolutions

Typically, LED screens are used to display game statistics, animations, and replays. Modes of LED screens depend on rules and regulations that various sports associations may require.

Configurations, specifications, and locations of the screens vary depending on architectural specifics of sports facilities. However, there is a common trend for all sports facilities in Russia – each of them plans to install high-definition devices. HD is becoming more and more popular among ordinary spectators who come to see a game, as well as TV companies operating in the sports market.

The latest trend is to see the screens “coming down to earth,” to the level of playing fields. In this case, LED screens are used in electronic ads. Flexible design solutions make LED devices more universal compared to regular scoreboards that are limited in height (usually no more than 1 m) and have enormous length (covering three sides of the playground). The fact that electronic devices are installed on the ground proves their initial purpose to show sponsored ads, which focuses on the audience.

Location of electronic devices in close proximity to spectators imposes strict safety requirements: they must be total-

to more fans outside. For example, there are huge scoreboards located around the New Meadowlands Stadium in New York. Thus, anyone can see what is going on inside the stadium during matches of the National Football League. This is not only the game itself, but also replayed goals and other interesting moments, as well as individual statistics. In the UK, Arsenal FC broadcasts its away games to those club’s fans who come to the stadium (usually free of charge or very cheaply). This encourages the club spirit, while the stadium gets additional revenue from the sale of tickets and related products. LED scoreboards are typically under the roof of indoor sports arenas, where sportsmen play hockey, volleyball, basketball, handball, etc. The LED devices there have many sides to display different information, replayed goals, individual statistics, or logos of sponsors.

Digital Signage Along with displays that target all viewers, there are LED devices to point out “address” information. Digital Signage systems are designed exactly to help channel specific information to specific groups of viewers. These are devices built on the basis of flat-panel displays of 32–65‑inch diagonals.

SF/March/2011/Special Edition 1/57

Technology Specifications of PN-V601 Monitor Diagonal screen size – 60 inches (152.4 cm).

bars, VIP-boxes, and press centers. A large number of digital signage screens leads to more energy consumption, that is why more and more sports fa-

gression of radically minded fans that in some cases create mass panic. The existing advanced video surveillance systems help avoid such risks or minimize

Matrix resolution – 1366 x 768.

Maximum displayed colors – 16.77 million Maximum brightness – 700 cd/sqm Lights – LED Continuous operation – 24 x 7 Seam between installed monitors – 6.5 mm.

Remote control (LAN) or port RS – 232 s. r.l.

Using content management systems one can display targeted play lists, i. e. indoorTV broadcasting, game statistics, additional information, alarm signals, evacuation schemes depending on location of the screen, ads, commercial services, etc. The modern-day content management systems (i. e. Play-Out) can display the data in any format you like in a multi-window display mode. These systems can work simultaneously with screens of various sizes and resolutions and, what is even more important, they do not require special knowledge to display content.”

Digital signage screens can be installed in the corridors, cafes, sports

Configurations, specifications, and locations of the screens vary depending on architectural specifics of sports facilities. However, there is a common trend for all sports facilities in Russia – each of them plans to install high-definition devices. HD is becoming more and more popular among ordinary spectators who come to see a game, as well as TV companies operating in the sports market

cility managers prefer to install professional LCD panels, rather than traditional plasma TVs.

Video Equipment in Security Systems Another important element of a successful sports facility is its security system. The main problems of mass sporting events are vandalism and ag-

СПАРТАК ЧЕМПИОН

INFORMATION SCOREBOARD For sportsmen and spectators (location of stands, schemes of passes, schedules of events)

DISPLAYING INFORMATION IN BROADCASTING SYSTEMS For journalists and TV operators

SF/March/2011/Special Edition 1/58

СПАРТАК ЧЕМПИОН

СПАРТАК ЧЕМПИОН

their aftereffects. Stadium management companies that are equipped with advanced surveillance systems can react quickly to any change in the situation and be proactive.

Typically, the video surveillance systems consist of seamless LCD panels assembled into walls. These devices provide high information capacity and are characterized by relatively low power consumption.

Designers of security systems should not forget that their peak loads oc-

СПАРТАК

INFORMATION FOR FANS Game results, replayed goals

ADVERTISING BOARD

INFORMATION SECURITY SERVICE

Technology

Brightness

Distance between monitor seams in the wall

Contrast

Basic number of options

Resolution (1366x768 pixels, 1920x1080 pixels and higher)

Vandal-resistance

Response time (the interval of displayed images inside the matrix)

Illumination reserve in 24/7 mode

Typically, the video surveillance systems consist of seamless LCD panels assembled into walls cur during mass sports events. That is why it is necessary for them to carefully configure networks to ensure that each subsystem works properly as part of a centralized LAN. Up-to-date video surveillance systems use stand-alone devices to guarantee permanent recording of information even if there are problems with the centralized network. The use of IP technology allows to deliver necessary video pictures from any camcorder (both analog and IP) to a certain operator. Such client/server software technology as Net Hunter IP provides rational allocation of network resources among various users.

In general, modern IP technologies help improve the efficiency of both video surveillance and security systems. For instance, megapixel cameras provide high-resolution images, which is very important to detect persons and devices at large distances. A picture taken with HDTV 720p camera (zoom 18x) is of a better quality than a picture taken with D1 camera (zoom 36x).

According to statistics, any operator watching cameras normally loses sight of 45 % of motions after just 12 minutes of continuous observation. In 22 minutes, he misses 95 % of usable information!

Based on the above facts, we can conclude that any video surveillance system is a passive instrument without its intellectual capabilities. Both cameras and corresponding software allow information processing. The most important thing is that even simple algorithms to react to chaotic public motion and abandoned belongings allow security operators to quickly react to a situation using video surveillance systems.

Economic Efficiency Any modern stadium usually has 50–80 boxes. In case these boxes are properly equipped with necessary audio and visual equipment, the stadium managers can sell season tickets to large companies along with sponsorship and advertising packages. Based on analyst calculations, one box at a football stadium can cost 80,000–100,000 euros per season. What is more important, in this case the stadium gets the money before the season starts, which is a good thing to improve cash flows. Well-equipped halls and other premises of a stadium can be leased to hold special events.

Those companies who have a full range of display solutions, starting from Digi-

PN-V601 is based on a new LCD-matrix representing the 10th technological generation. This technology allows reaching higher brightness and contrast. It is used as the base to create unique products, including frameless monitors. The Sharp-Sakai plant started producing LCD-matrixes of the 10th generation about a year ago. Serial production of PN-V601 monitors was launched in October 2010. In December 2010, Sharp started their deliveries to Russia. To date, the Sharp PN-V601 model is the most applicable product to create video walls

tal Signage devices and ending up with LCD-panel walls in press centers, have more chances to succeed with their sports facilities, bringing them up to a new level. Making a regular football game a real show for millions of people will always pay for itself from the commercial standpoint. It is hard to overestimate the value of audio and video equipment to demonstrate sponsored commercial ads and sports clubs’ ads, which altogether generate quite impressive additional revenues to the owners of stadiums.  Text: Mikhail Nevzorov

SF/March/2011/Special Edition 1/59

Future Stadiums

The World’s Prime Stadiums In this column, SF together with VTB Arena Park examines the world’s largest stadiums. Here we analyze new concepts, we talk about those who perform design of these giants, and those who secure the financial sustainability of these facilities and successfully manage them

O2 Arena (UK)

SF/March/2011/Special Edition 1/60

Future Stadiums Modern-day stadiums are no longer parts of urban infrastructure. They are rather complex social centers that attract various categories of the population. Functionally, they are not only places to host sports events, but are recreation places.

That is why large-scale projects have certain requirements that developers of sports facilities should meet. In each issue, SF will analyze in detail one of the stadiums, the world’s best design and building principles, as well as the best management practices.

In today’s issue, we would like to return to the most remarkable event of the past year – Stadium Business Awards 2010.

In June 2010, the Stadium Business Summit took place at the headquarters of Guinness in Dublin where the winners of the first-ever Stadium Business Awards contest were announced. Over 150 global sports industry experts attended the ceremony to vote for the best outstanding persons and the best facilities. Over 1,000 nominees that have achieved outstanding results in every segment of the industry took place in the Stadium Business Awards 2010. The best stadiums of the world have been awarded in 12 categories.

Winners and Finalists of the Stadium Business Awards 2010: Stadium of the Year: Espanyol Stadium in Barcelona (Spain) Finalists: Donbass Arena (Ukraine); Ricoh Arena (UK); O2 Arena (UK); Twickenham Stadium (UK); Cowboys Stadium (USA).

Innovation of the Year: the retractable roof of the Center Court at Wimbledon Finalists: the central reservation system of Agilysys at Twickenham Stadium (UK); an attraction for visitors at SkyView Ericsson Globe (Sweden); a consulting service for travelers at DallasCowboysMaps.com and a contactless smart card of Payment Solution.

Event of the Year: the opening ceremony of Donbass Arena (Ukraine) Finalists: the first England vs. Australia cricket game at the Swalec Stadium in Cardiff; the show in honor of the 125th anniversary of the Gaelic Athletic Association Stadium at Dublin’s Croke Park; Paul McCartney’s concert at London’s O2 Arena, and an exhibition game of the new retractable roof at Wimbledon’s Center Court.

Safety Award: Croke Park Stadium (Ireland) Finalists: Donbass Arena (Ukraine) for a closed system of intelligent video surveillance, and the Emirates Stadium of Arsenal FC (London) for the work of stewards during the games.

Ecology Award: the Cul Green project at Croke Park Stadium (Ireland) Finalists: the Vancouver Organizing Committee for Olympic and Paralympic Winter Games of 2010; installation of photovoltaic roof at Ullevi Stadium (Sweden).

Creativity: HD video screens at the Cowboys Stadium (USA) Finalists: the Museum of River Plate FC (Argentina); banners at the Emirates Stadium (UK); calendar of events for 2009 at the Stadium of Light of Sunderland FC (UK); marketing ideas to sell tickets at Ricoh Arena (UK).

Best Match Organization: Keepmoat Stadium of Doncaster United FC (UK) Finalists: Grolsch Veste Stadium of FC Twente (Netherlands); Anfield Road Stadiums of Liverpool FC (United Kingdom).

Manager of the Year: Patrik Meyer, CEO of Commerzbank Arena (Germany) Finalists: Glenn Delve, Group MD, Rose Bowl plc (UK); Terry Stevens, Stevens & Associates (UK); Shane Chalmers, Head of Stadium Management Co. at Keepmoat Stadium (UK); Russ Stanley, Managing Vice President, Sales, Ticketing and Customer Relations at San Francisco Giants (USA).

Team Player of the Year: Philip Johnson, London 2012 Olympic Stadium project group Finalists: Liz Cooper, Marketing Manager

Experts of the contest: `` Michael Bollingbroke, Executive Director of FC Manchester United `` Paul Fletcher, CEO of FC Burnley `` Rory Sheridan, Head of Sponsorship at Guinness `` Paul Latham, COO of International Music (Live Nation Entertainment) `` Erik Stover, Managing Director of FC Red Bull New York at Ricoh Arena (UK); Semih Usta, Sporting Director of Besiktas FC (Turkey).

Uncelebrated Hero: Operating Department of Everton FC (UK) Finalists: Paul Burgess, Lawn Expert, Real Madrid FC (Spain); Paula Street, Head of Direction at Lindley Group (UK).

Some funny ­nominations: Bulldozer (for bad organization, bad service, and a horrible view): Bird’s Nest Stadium in Beijing (China).

Finalists: Withdean Stadium (UK); Fratton Park Stadium (UK).

Failure of the Year: a terrible field at Wembley Finalist: failure in pedestrian arch at Sky Ride Stadium in South Africa.  SF/March/2011/Special Edition 1/61

O2 Arena (UK)

THE VERY BEST Stadium of the Year: Espanyol Stadium in Barcelona (Spain)

An attraction for visitors at SkyView Ericsson Globe (Sweden)

Safety Award: Croke Park Stadium (Ireland) Ecology Award: the Cul Green project at Croke Park Stadium (Ireland)

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Today, we invite everyone interested in long-term and mutually beneficial cooperation with Russian sports and construction businesses.

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Инженерный комплекс для многоцелевого использования стадиона позволит Вам зарабатывать на использовании спортивного сооружения круглый год, сохраняя качество натурального газона.

Cтадион содержит все, чтобы: • проводить концерты с возможностью расположения сцены и части зрительных мест на поле; • устанавливать ледовое покрытие для проведения ледовых шоу и организации массовых катаний; • размещать выставки; • использовать поле для картинга и .тд.

Комплекс представляет собой быстро устанавливаемый и демонтируемый помост высотой от 1 м, выдерживающий до 7000 зрителей, ледовую площадку с 4000 одновременно катающимися людьми, выставочные экспонаты до 5000 тонн. Опорные элементы размещаются за границами игрового поля, что сохраняет натуральный газон от повреждений. Комплекс легко встраивается в любой стадион и не требует капитальных изменений сооружения. Хранение элементов конструкции может осуществляться как вблизи стадиона, так и в месте, не привязанном к стадиону. Общий объем под хранение составляет 2500 м3, и конфигурация здания может быть любой.

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Контактная информация: ООО «Аинтрис» Тел.: +7 (495) 943-19-84 E-mail: info@aintrees.ru

Заканчивается 2010 год. Для ООО «Русьэнергомонтаж» он стал юбилейным. Мы отметили день рождения компании под девизом «10 лет побед». И, конечно же, уходящий год также был ознаменован победами. В 2010 году мы приступили к строительству крупнейшего олимпийского объекта – Большой ледовой арены для хоккея с шайбой в г. Сочи в качестве субподрядчика по инженерным системам. Закрепили свои позиции в Казахстане. После реконструкции высокогорного катка «Медеу» с нами заключили договоры на проектирование и строительно-монтажные работы еще трех объектов в дружественном государстве. В 2010 году мы значительно расширили географию объектов, приступив к выполнению работ по проектированию концертноспортивного комплекса на 5500 зрителей в г. Владивостоке. Не обошли вниманием в 2010 году мы и родной Петербург. Очень важным и ответственным объектом стал для нас крытый конькобежный стадион с двумя хоккейными полями, проект которого завершен и в настоящее время проходит государственную экспертизу в Санкт-Петербурге. Для нас крайне важно отвечать всем современным требованиям, предъявляемым к строительству спортивных объектов, поэтому наши специалисты постоянно следят за новыми тенденциями в отрасли спортивного и промышленного холодоснабжения и сопутствующих отраслях и повышают свой профессиональный уровень. С целью ознакомления с новинками рынка холодильного и вентиляционного оборудования, а также обмена опытом с зарубежными коллегами специалисты нашей компании посетили заводы-производители в Копенгагене и Милане. В 2010 году ООО «Русьэнергомонтаж» не только традиционно стало участником ежегодной выставки «Спорт» в Москве, II Международного форума «Россия – спортивная держава» и выставки OlympExpoBuild в Сочи, но и было представлено на выставке Chillventa в Нюрнберге, Германия. За 2010 год силами ООО «Русьэнергомонтаж» смонтировано более 10 холодильных систем на объектах в России и ближнем зарубежье общей холодопроизводительностью свыше 14 МВт, произведено более 25 000 квадратных метров искусственного льда, выпущено более 80 томов проектной документации.

10 лет для производственно-инжиниринговой компании – это не возраст. За прошедшие годы мы смогли твердо встать на ноги, завоевать рынок, заслужить положительную репутацию. Созданное ООО «Русьэнергомонтаж» за 10 лет – это только маленькая часть того, что еще предстоит создать. ЖЕЛАЮ КОЛЛЕГАМ И ПАРТНЕРАМ УДАЧИ В НОВОМ 2011 ГОДУ! ПУСТЬ УСПЕХИ, КОТОРЫХ ВСЕМ НАМ УДАЛОСЬ ДОСТИЧЬ В УХОДЯЩЕМ ГОДУ, ТОЛЬКО ПРЕУМНОЖАТСЯ В ГОДУ НАСТУПАЮЩЕМ!

Генеральный директор ООО «Русьэнергомонтаж» Олег Кравченко

ТЕМА НОМЕРА:

СПОРТ БОЛЬШИХ ВЛОЖЕНИЙ: ФИНАНСИРОВАНИЕ, ИНВЕСТИЦИИ, БИЗНЕС

СКОЛЬКО СТОИТ НАНОСТАДИОН НУЖЕН СОЧИ КАКОЙ ЛЕД ЧЕМ ПОМОГУТ ЭЛЕКТРОННЫЕ ТОРГИ

АНДРЕЙ ПЕРЕГУДОВ:

ВТБ АРЕНА БУДЕТ СДАНА В 2016 ГОДУ

Декабрь 2010 №06 (06)