On The Front Foot Issue 9 by Premier Sports Network

ON THE FRONT FOOT M AY 2 0 2 0 I S S U E N I N E

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PRIDE OF BRITAIN CAPTAIN TOM MOOREâ&#x20AC;&#x2122;S 100TH BIRTHDAY WALK

FOOTBALLERS UNITE WITH #PLAYERSTOGETHER CAMPAIGN

ATHLETES AND CELEBRITIES JOIN RUN FOR HEROES

L E A D I N G T H E WAY I N E D U C AT I N G P R O F E S S I O N A L AT H L E T E S

#PSNatHome LIVE WEBINARS EVERY THURSDAY 2pm BST (9am EST)

Connecting professionals across the sports industry EPISODE 1 Implications of an Overdrawn Season

Tim Williams Chief Financial Officer FC Internazionale Milano

Danny Macklin Chief Executive Officer Leyton Orient FC

EPISODE 2 Managing Players at Home

Matteo Fabris Team Manage Juventus

Ray Haughan First Team Operations Liverpool FC

EPISODE 3 Sport in the community

Sir Andrew Strauss Former England Captain and Director of Cricket, ECB

COMING SOON

Eleanor Rowland Head of Safeguarding and Equality Fulham FC

ONLINE NOW

Olivia Strong Founder Run For Heroes

Stay c PSN onnecte d on Li nked with follo In w Spor ing Prem by ie ts Ne twor r k

Commercial Partnerships and Innovative Revenue streams Protecting the image of sport Communication key to team morale P A R T N E R S

LI FE SK ILL S

N E X T G E N E R AT I O N

When it comes to supporting athletes while they are at home, thereâ&#x20AC;&#x2122;s no better time to focus on personal development. With this in mind, we have teamed up with industry leaders to host a series of webinars designed to engage athletes

WEEK 1: BUILDING A STRONG PROFILE WEEK 2: DEVELOPING A PROFESSIONAL NETWORK WEEK 3: USING LINKEDIN PROACTIVELY

B RO U G H T TO YO U BY

F U T U R E

W E B I N A R S

L S

CONTENTS

ON THE FRONT FOOT

Welcome to April’s edition of PSN’s On The Front Foot magazine

#PSNDonate

This special edition of On The Front Foot is dedicated to sharing awareness of all the incredible acts of goodwill, voluntary work and charity fundraising being achieved by sports professionals and clubs, as well as the inspirational charity work and campaigns that have lifted the nation’s spirits over the past few months. Our nation is facing an unprecedented challenge in COVID-19 and relies heavily on the strength of our front line workers across the NHS and wider public services, therefore we would like to dedicate this magazine to them and hope this edition highlights just some of the amazing campaigns that have been contributing towards supporting the NHS and the fight against coronavirus. In light of this PSN has launched the #PSNDonate campaign and we encourage our readers to share an image of the dedicated charity pages (pages 6 -11) on social media with the hashtag ‘#PSNDonate’. For each share, followed by tagging Premier Sports Network of #PSNDonate, PSN will pledge £5 on your behalf, up to the target of £5,000, that will be donated by PSN to support front line workers across UK care homes who are looking after the elderly and vulnerable during these challenges times. I hope you will join PSN in sharing the great work being achieved by so many during this global pandemic to raise funds for NHS workers on the front line.

M AY 2 0 2 0 I S S U E N I N E

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PRIDE OF BRITAIN CAPTAIN TOM MOORE’S 100TH BIRTHDAY WALK

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FOOTBALLERS UNITE WITH #PLAYERSTOGETHER CAMPAIGN

ATHLETES AND CELEBRITIES JOIN RUN FOR HEROES

Publisher Premier Sports Network Design ShandMedia To send feedback or articles for publication contact Premier Sports Network at: enquiries@ premiersportsnetwork.com To enquire about advertising contact jordan@premiersports.agency On The Front Foot is published by the Premier Sports Network copyright ©2020. All rights reserved. No part of this publication can be reproduced without permission.

Spencer Hidge, Director, Premier Sports Network

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16 38 12

Inside this issue...

PLUS

Coming together in support of our NHS

Government lock down on player care

PAGE 6

A new way to view sport

PDCâ&#x20AC;&#x2122;s Home Tour brings sport to life PAGE 31

Diversifying revenues streams in La Liga PAGE 34

PAGE 24

PAGE 49

Comparing club finances PAGE 32

Overseas investments into the Premier League PAGE 38

NBA & Microsoft develop streaming platform PAGE 50

CHARITY

Coming together in support of our NHS #PSNDonate Sports clubs, athletes, charities and outstanding individuals come together to raise funds and awareness for the NHS and support vulnerable communities. PRIDE OF BRITAIN’S CAPTAIN TOM MOORE RAISES MORE THAN £28M FOR NHS CHARITIES TOGETHER The World War II veteran originally aimed to hit between £1,000 to £,2000 by doing 100 laps of his garden before his 100th birthday on 30 April. At the time of writing, he has raised over £30m for NHS Charities Together, and captured the hearts of the nation in doing so! The £30million raised so far by  Captain Moore will buy food parcels and counseling sessions for NHS staff as well as electronic tablets to let patients talk to their loved ones. The chairman of NHS Charities Together, Ian Lush, said its around 160 members had already received £35,000,

and the donations continue to flood in for Captain Tom. Captain Tom Moore was given  a surprise Pride of Britain award  during Good Morning Britain on Thursday (23 April) and on his 100th Birthday, was made an honorary Colonel by Her Majesty Queen Elizabeth and saluted by a fly-by from the RAF. Captain Tom said he was “completely taken aback” … “That is absolutely amazing. It’s very difficult for me to believe things like this,” he said. “I thank you very much because I am very, very humbled at receiving this magnificent award. Thank you all very, very much.

GARETH BALE DONATES €1M TO COVID-19 RELIEF IN WALES AND MADRID

#PLAYERSTOGETHER Premier League captains have lauded Liverpool skipper Jordan Henderson for his leading role in the Players Together campaign which will see players raise millions for the NHS and other good causes in response to the coronavirus crisis. Henderson got in touch with the other 19 top-flight captains, started a WhatsApp group and led conference calls on Zoom to ensure footballers could play their part.

Gareth Bale has donated €500,000 to the Spanish health service, having already given Welsh NHS workers half a million pounds. It means he has donated just shy of £940,000 to health workers over a 24-hour period. Len Richards, Chief Executive at Cardiff and Vale University Health Board said: “I’d like to say a big thank you to Gareth, Emma and their family for this fantastic donation.

MIND SUPPORT MENTAL HEALTH DURING LOCKDOWN Supporting mental wellbeing across the nation, Mind have been on the front line in providing assistance to patients and families impacted by COVID-19. The pandemic has caused a rise in people suffering mental health issues, with anxiety being at the forefront of discussion with the uncertaintly that these times bring to both personal and professional life.

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Q&A WITH RUN FOR HEROES FOUNDER, OLIVIA STRONG How did you come up with the campaign idea and how easy was it to bring to life? I was on a run a few weeks ago and noticed how many people were out doing the same. I wondered if there was a way we could combine our one form of exercise a day to put towards the NHS workers who need it the most right now. I’ve always been an advocate that 5km is a good distance to run and feel a sense of achievement & £5 is a good amount to donate. If you then nominated 5 other people to do the same - hopefully it would encourage others to do the same! When I got home I brainstormed ideas with my family & friends and soon after ‘Run For Heroes’ with the tagline ‘Run, Donate, Nominate’ was created on Instagram. I contacted my friend India who branded the campaign, and the next morning I went out on a run with my sister and tagged 5 friends to do the same. As more people ran, more people donated, and then more people were nominated - it just snowballed from there! What originally started as a fundraiser to raise £5k, turned into a global movement raising £5 mil!

MARCUS RASHFORD & D N MAY SPORTS MANAGEMENT SUPPORT FARE SHARE UK The Manchester United and Three Lions striker helped to raise over £20m in financial and food donations for food waste and hunger charity FareShare to ensure children across the UK don’t go hungry while away from school. He launched an appeal through his own social media channels with support of D N May Sports Management, for food companies to distribute their surplus supplies via the charity, as well as urging his own followers to make donations following a significant personal donation to kick start to the campaign.

AGE UK FIGHTING LONELINESS ACROSS THE NATION Age UK have been supporting those in isolation during the nationwide lockdown, and their families to stay safe. Elderly loneliness has been high on the agenda following the initial lockdown and advice to over 70s to remain at home for up to 12 weeks. “Loneliness can be a huge issue for older people during normal conditions, particularly if they live alone. With the present restrictions on movement the chances of loneliness, isolation and depression affecting them is that much greater.

PREMIER LEAGUE DONATE £20M TO NHS Why do you think it’s gained so much traction and attention from eyes around the world? Everyone is in the same situation right now people want to help and they also want to keep fit & healthy during lockdown. This campaign combines the two - it’s simple and easy to participate in. It’s suitable for many as you don’t need to run the 5k, you can walk or cycle it. You can participate in any exercise that’s right for you! With everyone facing similar challenges of ‘lockdown’, how important is sport to you and what advice do you have for others to make the most of their daily exercise? I’ve always been an advocate that running is great for mental health and a good way to boost your immune system. Even if you don’t enjoy running, the feeling you have afterwards is worth the pain endured during! Whilst we’re cooped up all day, it’s so important to get some fresh air, whether that be on a run, walk or cycle - it’ll definitely make you feel better! Is there a celebrity or sportsperson you would love to join the campaign that hasn’t already done so? We’ve had an amazing backing from celebrities already which has been incredible. I’d love to see Andy Murray getting involved though, as a fellow Scot’s behind the campaign it would be wonderful.

The Premier League have agreed to donate £20m to the NHS to help support the relief efforts in the wake of the coronavirus outbreak. In consultation with the Department for Digital, Culture, Media and Sport, the Premier League is immediately committing £20 million to support the NHS, communities, families and vulnerable groups during the COVID-19 pandemic. “This includes a direct financial contribution to the NHS and funds to enable clubs to refocus their efforts and develop significant outreach programmes to help communities, including those most in need.

ENGLAND CRICKETERS DONATE £500,000 TO GRASSROOTS SPORT England’s cricketers have announced through the PCA a collective donation of £500,000 to help the sport and the wider community deal with the coronavirus pandemic. The contribution is formed of a 20 per cent pay cut taken by all of England’s centrally contracted players for the next six months. The donation of half a million will be paid back to the England & Wales Cricket Board and selected charitable causes as per an agreement struck in talks between Test captain Joe Root, limited-overs captain Eoin Morgan and their players. The announcement was made officially by the Professional Cricketers’ Association on behalf of the Team England Player Partnership, a subset of the PCA. England’s contracted women’s cricketers have also volunteered a reduction on their salary for three months out of solidarity with similar cuts their coaches and backroom staff will be taking.

CHARITY

STEPH CURRY AND HIS WIFE AYESHA SERVING 300,000 MEALS A WEEK DURING COVID-19 CRISIS

JOHN TERRY AUCTIONS MEMROBILIA FOR MAKE A WISH FOUNDATION John Terry put 12 items from his football memorabilia collection up for auction in a bid to raise £250,000 for the NHS and the Make-A-Wish Foundation. The memorabilia included; Diego Maradona’s shirt, Chelsea Legends match-worn top and Terry’s captains armband. “I want to start with a very big personal thank you to all those who continue to selflessly fight on the frontline for us all, all the NHS staff, social carers and key workers that are tirelessly working so hard right now.”

AINTREE DONATES 10,000 TICKETS FOR NEXT YEAR’S GRAND NATIONAL FESTIVAL TO NHS STAFF AND CARERS ON MERSEYSIDE. “We understand just how hard NHS and professional carers are working right now and this is our way of showing our gratitude,” said director Dickon White. As well as NHS staff, the Jockey Club says it will ensure professional carers from the social care sector will also benefit from the initiative. The day will also be renamed Liverpool’s NHS Day in honour of the dedicated NHS staff and volunteers across Merseyside who are working to care for COVID-19 patients.

SHAVE DONATE NOMINATE RAISES THOUSANDS FOR THE NHS England Rugby 7s player Alex Davis has raised over £20,000 for NHS frontline workers and volunteers after launching the social media campaign #ShaveDonateNominate in March. Davis decided to become his own barber and use his social media platform to ‘do something good’ in these uncertain times. “As lockdown kicked off I realised there’d be no opportunity for people to visit the barbers so it’s either let the hair go wild or just get rid of it all, so that’s exactly what I did,” said the Bath flyer. “I never knew where this would go when I started the campaign and I certainly wasn’t expecting to raise such a significant amount of money for the NHS so I want to say thank you to everyone who has got involved, helped share the message and given generously to our fundraiser.”

Their foundation, Eat. Learn. Play is focusing on helping underprivileged children in Oakland with fresh meals, but their original goal now been expanded to feeding any resident in Oakland. The organisation has teamed up with Oakland Unified School District and the

Alameda County Community Food Bank and in February, the foundation fed 4,000 families. Now, they are providing 300,000 meals a week to around 15,000 families. Since the coronavirus pandemic came to the fore, Steph and Ayesha Curry’s foundation has helped serve over a million meals

PPE AND FINANCIAL CONTRIBUTIONS MADE BY CONOR MCGREGOR The UFC fighter has helped in the fight against the deadly disease by donating €1million that has gone towards cardiac monitors, oxygen equipment and 50,000 masks for hospitals around the country. Michael Sheridan, CEO of the Mercy Hospital, wrote on Twitter: ‘Huge thanks to @ NotoriousMMA for donating thousands of pieces of #COVID19 PPE to @MercyCork #FrontLineHeroes. Some very happy porters collected these this morning at our @MercyfoundCork offices.’

CANCER RESEARCH UK JOIN RESEARCH EFFORTS TO FIGHT COVID-19 Faced with a global pandemic, charities such as Cancer Research UK have had to cut funding to life changing research as fundraising events continue being postponed. A predicted 20-25% loss of income is expected meaning that now more than ever, the charity needs support to continue groundbreaking research in the fight against cancer. “Cancer doesn’t go away during or after COVID-19, but we’re incredibly proud of our community of researchers who have been very quick to respond to the crisis, using their kit, skills and talent to support the NHS and the COVID-19 response. Our mission is so important to people all over the UK and by helping the global effort of tackling COVID-19, we hope we can get back to beating cancer as soon as possible.”

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WHAT ARE YOUR CLUB DOING? AFC Bournemouth

• Cherries Community donate to two hospitals • Thousands of items donated to foodbank • Players calling vulnerable supporters (Watch) • Squad donate to domestic abuse outreach and refuge services

Arsenal

• £100,000 given to charities and cars made available to mental health workers • Foundation distributes £50,000 to Islington Giving’s Emergency Fund • Club cars taking NHS workers from home to work • Phone calls to elderly and food collections made

ROGER FEDERER AND HIS WIFE MIRKA DONATE TO SWISS EMERGENCY ASSISTANCE FUND Tennis star Rodger Federer has pledged to donate over $1 million to help families who have been affected by the novel coronavirus in his native Switzerland. “We must help families in need quickly and unbureaucratically,” Federer wrote on Instagram on Wednesday. «Mirka and I have donated to a newly established emergency assistance fund for families in Switzerland.”

MACMILLAN CANCER SUPPORT LAUNCHES SAFEFIT! Macmillan’s new virtual wellbeing service for people living with cancer can be accessed via Macmillan’s website as a service that helps people cope with the emotional and physical effects of cancer. SafeFit features video calls and virtual workshops for patients to support their wellbeing while they isolate at home, and has become key to the Charities contribution during COVID-19! Support Macmillan Cancer Reasearch by visiting www.macmillan.org.uk.

Aston Villa

• Supporting parents of vulnerable young people • Working with Children’s Trust on virtual hub activities • Club join forces with NHS Trust to deliver maternity care at stadium • Hundreds of hot meals cooked at Villa Park for vulnerable people

Brighton & Hove Albion

As part of Knight Frank’s #HealthHeroes Campaign, the company have been supporting the NHS by offering fee-free mortgage advice to all NHS staff nhs@knightfrankfinance.com

• Cityzens@Home providing online activity for all ages (Watch) • Hospitality facilities offered to NHS for staff training • Phone mentoring for vulnerable young people • Manchester clubs donate £100,000 to food banks

Manchester United

• Academy Doctor returns to NHS and staff volunteering • Calls to all over-70s season-ticket holders • Medical equipment donated, including protective equipment • Old Trafford placed on reserve list as blood donation centre

Newcastle United

• Supporting those not in work into finding jobs • Online health and wellbeing support for adults • +1,900 fan phone calls to combat loneliness • Mental health initiative reaches 1.8m people online

Norwich City

• Cancer patients helped by online activity programme • Stay well: Healthy recipes and positive mental health activity • Match tickets donated to NHS workers • Amex converted into drive-in COVID-19 testing centre

• Phone calls to over-55 “Extra Time” participants amd season-ticket holders aged 70+ • Work continues with partners to keep domestic abuse victims safe • Norwich supporting teachers making PPE for key workers • Norwich’s 30-day challenges to keep fans happy at home

Burnley

Sheffield United

Chelsea

Southampton

• Stadium facilities made available to NHS • Contribution to campaign for more PPE for NHS staff • Phone mentoring for vulnerable young people • Foodbank delivery service for most vulnerable • Milenium Hotel at Stamford Bridge offered to NHS staff • IT help to elderly to keep them in touch with family • Chelsea providing 81,000 meals for NHS workers, elderly and vulnerable • Club’s medical team volunteering for critical roles with NHS

Crystal Palace

• Club and players donate to Age UK Croydon • Club to distribute 3,000 items of protective equipment to NHS • Wilfried Zaha offers use of flats for NHS • Chefs making healthy meals for NHS staff, families and vulnerable people

Everton

• Carlo Ancelotti and players phone isolated fans • Developing platform to continue mentoring vulnerable young people • Kean helps buy respirators and face masks for Italian hospitals • “Blue family” campaign reaches over 3,000 people in first month

Leicester City

• Stadium car park and other facilities offered to NHS • Vulnerable and elderly contacted by postcard and phone • Gift of a Wish scheme provides funds for local causes • Leicester City in the Community devise virtual engagement plan to continue community impact

KNIGHT FRANK

Manchester City

Liverpool

• Steven Gerrard Foundation supports LFC’s Emergency Foodbank Appeal • Phone calls and “virtual cuppa” with isolated fans • Stewards volunteer to help at local supermarkets • Liverpool donate to hospital and players send messages to staff

• #StepitupSheffield fitness campaign getting locals to stay active • Support for “Fans Fighting Cancer” participants • Hand sanitisers distributed to local care homes • Club ambassador making calls to vulnerable fans • #SaintsAsOne campaign offering all-round care • Club medical staff supporting NHS • 1,000 cooked meals distributed per week • Video calls to vulnerable young people

Tottenham Hotspur

• Stadium used by local council, authorities and NHS for drive-through coronavirus testing • Spurs@Home campaign launched • Online sessions for cancer recovery patients and elderly • Club-funded academy producing face shields for NHS

Watford

• Players and staff make 500 calls to older and vulnerable fans • Activity packs include educational, fitness, mental wellbeing and fun activities • Health mentoring programme made available online • Stadium providing free meals, beds and laundry services for NHS

West Ham United

• West Ham proud to launch Hammers At Home • Delivering food and toiletries to food banks • Online Facebook forums to connect with most vulnerable fans • Club donate to Newham homelessness charity

Wolverhampton Wanderers

• Birthday messages for people unable to celebrate with family • “Wolves at Home” to keep in touch with vulnerable • Protective equipment donated to city of Wolverhampton • 4,000 protective masks provided to social care workers

CHARITY

CHELSEA FC OPEN DOORS TO NHS STAFF Chelsea have now offered up use of the Copthorne Hotel in addition to the Millenium Hotel free of charge, meaning there are now 128 rooms available for those fighting to save lives during the coronavirus pandemic. Free breakfast and laundry services are put on each day, with nurses and doctors staying at the hotels to avoid having to self-isolate if a member of their usual household has COVID-19 symptoms. The Millennium Hotel has been operating at almost full capacity in recent weeks.

BRITISH RED CROSS LAUNCH ISOLATION GAMES With the sporting calendar cancelled in the short-term, Team GB (@TeamGB), in partnership with short-form video platform, TikTok, and the British Red Cross, put a spring in the nation’s step at a time when everyone needed a lift. The #IsolationGames invited the nation to take on Team GB athletes by recreating the summer of sport in their own homes as creatively as possible. Not afraid to show the way, a host of Team GB stars showed how to do it, with gymnast, Max Whitlock (@maxwhitlock), using his sofa as a pommel; canoeist Liam Heath swapping a canoe for a unicorn; and bobsleigh’s Toby Olubi just about squeezing into his bath/sled. The campaign which ran for a week became a nationwide hit with 446m hashtag views, 270k videos published, 200m views, 1m shares and over 23m likes. The campaign has also raised the profile of, and raised funds for, the crucial work the British Red Cross are doing during the COVID-19 crisis. As part of the initiative, TikTok has been supporting fundraising efforts for the British Red Cross, the official charity partner of Team GB. Funds raised will help the charity deliver food and medicine to those who need it most, make sure some of the most vulnerable members of our society are safe, and work with the NHS to support people returning home from hospital. The #IsolationGames in-app challenge page and accompanying videos included a link for donations: https://www.redcross.org.uk/isolationgames

JOE COLE’S HEROES CONTRIBUTE TO CALL FOR PPE Joe Cole’s charity fundraising effort passes £750,000 as former Chelsea and England star attempts to help raise £1million to support NHS staff. The donations to his charity Heroes have allowed them to purchase 70 3D printers at their London hub and work on rolling out 1,700 visors a day for our healthcare stars. Cole said recently: ‘Carly and I were looking for ways to help for weeks and weeks, we really wanted to get to the crux of it.’ ‘Carly and I put £25,000 in straight away, and then we engaged our contacts through my football career and in the industry, and the reception we’ve had is unbelievable.

HAYSMACINTYRE On Wednesday 6th May, haysmacintryre’s staff will be coming together in aid of Central London Samaritans and Guy’s and St Thomas’ Charity in a charity run & walk that aims to travel a total distance of 1,308km equalling the length of the UK from John O’Groats to Lands’ End. Check out ‘The Big Haysmac Fundraising Challenge’ to donate.

SIR ANDREW STRAUSS 2.6 CAMPAIGN RAISING MONEY FOR THE RUTH STRAUSS FOUNDATION Sir Andrew is encouraging everyone to bounce a ball 26 times on anything resembling a bat on Sunday 26th April, the day which should have seen tens of thousands take on the London Marathon. “Charities are doing it tough at the moment as are so many people. It’s probably a time where charities are being called on more than ever to provide their services so the 2.6 campaign is really designed to help people to focus in on UK charities and do some fundraising.” “It is so important that the families have the rights to the support to help them go through that incredibly tough period in their lives and obviously for the patient themselves. We need fundraising to be able to do that and this is us playing our part”

EUREKA SOLUTIONS Eureka Solutions have been supporting Ayrshire Cancer Support in many ways, including providing uniforms and other practical support, and fundraising for projects that include paying forfor the mileage costs of volunteers running patients to and from their essential cancer treatment appointments at the Beatson West of Scotland Cancer Centre in Glasgow.

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GARY NEVILLE & RYAN GIGGS WELCOME NHS STAFF TO THEIR MANCHESTER BASED HOTELS Gary Neville has announced that the two hotels he partowns with former Manchester United team-mate Ryan Giggs will be made available free of charge to NHS workers. Hotel Football, located near Old Trafford, and The Stock Exchange in the city centre are owned by the pair through their GG Hospitality group. “The health workers will be able to stay there without any cost whatsoever in these next few months when they need isolation away from family members who may be affected by what’s going on. “Stay safe and we wish everybody all the best.”

INTER MIAMI CF PARTNER WITH CAPTAIN MORGAN TO HELP MLS COMMUNITIES In partnership with Captain Morgan, Inter Miami CF have pledged a donation of at least $55,000 to the Mourning Familiy Foundation through the ‘Captain’s Challenge’. The challenge will feature fans showing off their best nutmegging skills on Instagram and for every qualifying video US fans share tagging @captainmorganusa and #CaptainMorganDonation, donations will be raise up to an additional $50,000 on top of their initial $500,000 donation to assist MLS communities affected by the crisis.

KICK BACK

FEED THE NHS Actors Damian Lewis and Helen McCrory are expanding their initiative to give NHS workers meals from HighStreet restaurants, after raising nearly £1m. The couple teamed up with restaurant chains including Leon, Dishoom, Wasabi and Tortilla, to “get food to these people who were working such long hours and weren’t able to”. Comedian Matt Lucas has also been involved in the Feed NHS scheme, releasing his revised Baked Potato Song to help raise funds.

The new crime thriller that’s required reading for player care managers Written by sports business journalist and former editor of On The Front Foot, Phil Savage, Kick Back shows just how thin the line is between elite sport and international organised crime. When a Premier League sensation falls under the control of match fixers lives are at stake as well as the integrity of the entire league. Because, when organised crime is in the dressing room, sport is no longer a game. NHS OFFER In collaboration with Premier Sports Network, all proceeds from the sale of Kick Back will go to support frontline health workers. Available now on Amazon: search Kick Back Phil Savage for your copy and help us support our vital health workers.

https://www.amazon.co.uk/dp/B086T2PL49

SPORT ENGLAND

£195 MILLION PACKAGE TO HELP SPORT AND PHYSICAL ACTIVITY THROUGH CORONAVIRUS The money will help Sport England’s partners, clubs and community organisations cope with the short and long-term impact of the pandemic. Sport England are making up to £195 million of funding available to help the sport and physical activity sector through the ongoing coronavirus (Covid-19) crisis.

The package, which is a combination of National Lottery and government funding, is made up of the following: A £20 million Community Emergency Fund, which will be opened immediately for clubs and community organisations to bid into. Grants between £300 and £10,000 are available A £5 million pot for existing partners to bid into if they’re facing specific financial difficulty An additional £55 million to support their sector during an ongoing period of restrictions, to fund new and innovative ways to keep people active and, when the period of restrictions is over, to help organisations get back to business and adjust to a different environment A £115 million rollover of current funding into 2021/22 to give long term certainty to over 100 well established partners who play a vital role in the delivery of sport and physical activity in England. Alongside this, given cashflow concerns in the sector, Sport England also agreed to consider requests to release six months of the coming year’s funding (50% of awards) to their partners, meaning additional funding will be available sooner. The package follows their recent decision to offer major flexibilities to those who currently receive funding –

including the ability to change timings, key performance indicators, targets and conditions, and redirect money to new activity in response to coronavirus. Sport England chief executive Tim Hollingsworth said he hoped the package would help the sector get through these “extremely challenging times”.

We want the sector not just to come through this crisis but to be in a position to thrive again in the future Tim Hollingsworth, Sport England Chief Executive “Sporting events are being cancelled, gyms and leisure centres are closed, clubs and community groups are not operating, and children and young people are all at home,” added Tim. “This is impacting the sector financially in a significant way, although it is heartening to see huge amounts of innovation and agility, with many operators getting classes online in a matter of days to enable home workouts for example. “As the body responsible for the growth of sport and physical activity at

a grassroots level, we have an important role to play both in ensuring that we support those with short term cashflow concerns and immediate loss of income, as well as those facing medium and long term survival challenges and financial difficulties. “We want the sector not just to come through this crisis but to be in a position to thrive again in the future and this package will ease the pressure on a huge number of the organisations who are central to that.” Secretary of State for Digital, Culture, Media and Sport, Oliver Dowden, said everything is being done to support the sport sector and keep Britain active through these challenging times. “This multi-million-pound package of public funding will not only help local sports clubs facing financial concerns but also encourage people to stay fit at home,” he added. “When it is safe to do so, we want our brilliant community sport organisations to bounce back and we will work alongside Sport England and others to make that happen.” Sport England are also working closely with local authorities and the organisations who run their leisure facilities and have been supporting this part of the sector to access the government support now available. They’ll continue to work to consider what support is needed during this period of closure, as well as the remobilisation phase where facilities will reopen.

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FINANCE

Running the year end under COVID-19 restrictions The global pandemic has unearthed a number of financial challenges for sports clubs, but how are sports organisations adapting to meet their year-end? Firstly, I hope all members of the Premier Sports Network are well and coping as well as can be expected during the current crisis.

Whilst the current operational challenges are quite rightly taking up the time of senior executives in the sector, with most clubs and governing bodies either having either recently passed or coming up to their yearend, I thought I would share some brief thoughts on the challenges the current crisis poses for the forthcoming year end governance process. The first is one of timing. I would advise questioning yourselves whether your usual time frame for the yearend financial statement and AGM process is necessary or feasible in the current environment. Signing your accounts for example, can cause major reporting issues in a period of uncertainty. A standard limited company has nine months to file its accounts from the date of the balance sheet and we would expect many entities to make more use of this time. There are some potential legal challenges over pushing back or hosting virtual AGMs and if this is necessary, you should obtain some legal advice. Depending on the timing of signing of your accounts, there could be some significant challenges over the ability of the directors to consider the going concern status of the company, a key fiduciary duty. Below are some considerations you should prepare for: The current need to maintain regularly updated financial models and forecasts is essential from an operational decision-making point of view and can also assist directors on their view of the going concern status of the company.

Plan for different scenarios: there are likely to be some significant ongoing challenges to key revenue streams. Membership, matchday and events, broadcasting and commercial activities are all likely to be impacted by this period of uncertainty and planning for different timeframes and levels of impact should be a key focus. Expect more scrutiny in this area from your external auditor. Evidencing â&#x20AC;&#x2122;going concernâ&#x20AC;&#x2DC; in the current environment will be very challenging. With clubs in the main operating models that require investor funding at the best of times, this will need to be thought through and discussed with your advisors. As mundane as it sounds, your year-end stocktake could cause a major challenge to the sign off process. Due to the lockdown, completing and attending year-end stocktakes may not be possible. This is particularly relevant for clubs holding merchandising stock. If the ability to evidence stock at the point of year end is compromised, this could impact your audit report. Stakeholder communication will also be key during the current crisis, an example of which was the recent furlough and then non-furlough of employees at Liverpool FC. Clearly explaining the impact of the current challenges through your channels and ultimately through your formal reporting should be considered. If you would like to get in touch about any of the points raised or about anything sports accountancy related, please do get in touch with Tom Wilson at twilson@ haysmacintyre.com.

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DLA Piper’s Media, Sport and Entertainment Group We advise sports organisations, governing bodies and clubs around the world. Read our report on the impact of coronavirus on the sports sector at dlapiper.com/covid19-sport

DLA Piper is a global law firm operating through various separate and distinct legal entities. Further details of these entities can be found at www.dlapiper.com. This publication is intended as a general overview and discussion of the subjects dealt with, and does not create a lawyer-client relationship. It is not intended to be, and should not be used as, a substitute for taking legal advice in any specific situation. DLA Piper will accept no responsibility for any actions taken or not taken on the basis of this publication. This may qualify as “Lawyer Advertising” requiring notice in some jurisdictions. Prior results do not guarantee a similar outcome. Copyright © 2020 DLA Piper. All rights reserved. | APR20 | A05537

FINANCE

Impact of COVID-19 on the sports sector Sporting events around the world are being postponed or cancelled

employee wages will continue to be a significant expenditure and they

by governing bodies in a bid to prevent the spread of coronavirus.

may face financial difficulties. It is of critical importance for these clubs

Several governing bodies have taken action: the Football Association

to understand how to act and the options that are available to them.

has suspended the 2019-2020 professional football season, UEFA has delayed Euro 2020 until the summer of 2021 and Formula 1 has

This note sets out the position as at the date of publication, and

postponed a number of races with a view to announcing new race

we continue to monitor the situation and the evolving measures

dates later on in the 2020 season. Similarly, The Championships,

implemented by the government, sports regulators and clubs.

Wimbledon have been cancelled for the first time since 1945 and the

Read our report on the impact of coronavirus on the sports sector at

International Olympics Committee has decided to postpone the Tokyo

dlapiper.com/covid19-sport

2020 Olympic Games to the summer of 2021. This will have a profound impact on sports governing bodies and their respective participants, in particular as the measures remove matchday revenues (such as ticketing, food and beverage, car parking and VIP/corporate hospitality revenues) and adversely affect commercial and broadcasting revenues as some broadcasters

Key contacts Paul Gray Partner paul.gray@dlapiper.com

elect not to pay their broadcasting rights instalments. There are some estimates that UEFA will suffer a loss of EUR300 million as a result of postponing Euro 2020, and the Premier League recently warned that the league could lose as much as GBP1 billion in revenue because of the indefinite postponement to the season.

Nick Fitzpatrick Partner nick.fitzpatrick@dlapiper.com

Similarly, the Rugby Football Union (RFU) is facing estimated revenue losses in the region of GBP45 million to 50 million as a result of the disruption from COVID-19, and losses in horseracing are estimated at GBP50 million a month as a result of unexpected falls in the Levy – racing’s central funding system. The effects of COVID-19 are likely to have a more profound impact on sports clubs that are heavily reliant on matchday revenues as their main source of income. Unless those clubs use government support,

Robert Russell Partner robert.russell@dlapiper.com

Peter White Partner peter.white@dlapiper.com

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ESPORTS

ESPORTS GAMBLING REVENUE SET TO HIT US$14BN IN 2020 Esports global gambling revenue is set to double to US$14 billion in 2020, according to new research from global consumer surveyors 2CV and market analysts ProdegeMR. As gamblers shift spend away from the traditional betting areas due to the impact of the coronavirus pandemic on live sports, 69 per cent of survey respondents said that they had reduced spend, whilst 54 per cent stopped spending on sports gambling altogether.

What is the future for esports after Covid-19? The survey took responses from 1,028 gamblers aged 18 to 64 and looked at how the current climate is affecting gambling in the UK, as well as the potential role that esports could play in becoming a new revenue driver for the industry. The research also reveals a shifting interest towards other betting properties such as esports, with 36 per cent of gamblers having made a bet on competitive gaming in the last three months. It also found that 30 per cent of consumers betting on esports have only started to do so within the last month. Moreover, 22 per cent of gamblers who have not tried betting on esports before

revealed that they will consider doing so within the next three months. The forecast comes as the Nevada Gaming Control Board issued a notice of approval permitting sportsbooks to offer wagers on the Call of Duty League through 2020. Licensed bookmakers may offer the following wager types: head to head, match winner, and overall winner. With the Call of Duty League moving its operations online amid the Covid-19 outbreak, the Nevada Gaming Board has deemed that the esports competition can join Counter-Strike: Global Offensive, League of Legends, Dota 2, iRacing and Overwatch League (OWL) as available markets. All of those competitions were approved by Nevada regulators during the last few weeks. For Activision Blizzard it comes as another boost, with the game developer having also signed off on a new partnership with Xfinity. The Comcast brand becomes OWL’s preferred internet service provider and presenting sponsor of the 2020 online season’s Englishlanguage feed in a two-year deal.

How Mercedes F1 and academies fasttracked life-saving breathing aid With the coronavirus pandemic spreading to nearly every country in the world, the number of hospital patients needing respiratory support is becoming unprecedented. Itâ&#x20AC;&#x2122;sÂ not easy for manufacturersÂ to quickly make huge numbers of extra ventilators so there is likely to be an imbalance in supply and demand for the necessary equipment to provide this support.

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To alleviate this problem, a team of engineers from UCL (the university in London where I work) and Formula One engine maker Mercedes-AMG HPP have been working flat out to manufacture large numbers of a continuous positive airway pressure (CPAP) device. This machine, similar to those commonly used to treat sleep apnea, can support patients with severe breathing problems, freeing up ventilators for the most critically ill. As with all things coronavirus related, speed is of the essence. The team has pulled off the task of moving from reverse-engineering an original product and producing a new design, through testing and regulatory approval to fullscale production in under 10 days. Within one month, 10,000 devices have been delivered to meet the UK government target, with Mercedes repurposing its entire facility in Brixworth, Northampton to produce 1,000 a day. The designs and manufacturing instructions have now been released, at no cost, to governments, manufacturers, academics and health experts around the world. Within a week they had been shared with more than 1,300 teams in 25 countries. The astonishing pace of this project has been made possible by an alignment of established academic, industrial and

“The beauty of this design is that it has no moving parts. This meant that the team could reverse engineer the device by making meticulous measurements of every dimension and translating them into a 3D computer model and manufacturing drawings.” clinical collaborations, working under the umbrella of UCL’s Institute of Healthcare Engineering. The team was quickly mobilised to focus on a clearly defined, immediate need. The project began when Tim Baker, a professor of mechanical engineering, contacted his longstanding collaborators Andy Cowell and Ben Hodgkinson from Mercedes AMG HPP. On March 18, they met at MechSpace, a recently opened facility in central London for mechanical engineering students. Baker presented the Mercedes engineers with a conventional CPAP flow generator given to him by Mervyn Singer, a professor of intensive care medicine at UCL Hospitals, with a simple instruction: “We need more of these.” Singer had been contacted by doctors in Italy and China who shared their experiences of CPAP as an important aid to manage coronavirus patients.

Continuous pressure Unlike mechanical ventilation, CPAP doesn’t require a tube to be inserted into the patient’s windpipe. Instead, continuous air pressure (slightly higher than normal atmospheric pressure) applied through a face mask keeps the airways open and provides the patient with oxygen-enriched air. This reduces the work they have to do to breathe without requiring them to be sedated. A CPAP flow generator works by exploiting a phenomenon known as the Venturi effect. A high-flow jet of oxygen draws room air in around it to generate a high output flow of oxygenenriched air. Mechanical valves then allow you to adjust the pressure and oxygen concentration. The beauty of this design is that it has no moving parts. This meant that the team could reverse engineer the device by making meticulous measurements of➜

every dimension and translating them into a 3D computer model and manufacturing drawings. Over the following two days, MechSpace became the pit lane of the project with engineers from the Mercedes team using expertise acquired from the F1 industry to fast track design and prototype manufacture. They drew on the skills of three former UCL students, Jamie Robinson, Alex Blakesley and Ismail Ahmad. In particular, they used commercial software (Mashoom) that Robinson had developed during his degree to manage and store the computer designs that would underpin the production process. The racing mentality of the Mercedes team drove the process forward at breakneck speed. Hodgkinson threw down the gauntlet of a 24-hour turnaround between him walking in the door at MechSpace and cutting materials for the prototype on their commercial production line in Brixworth. The team missed this target – but only by two hours. With the team working round the clock, one of them was sent out to stock up on essential supplies including toiletries and a change of clothes. The t-shirts acquired from the nearest shop inadvertently provided a team uniform and the t-shirt logo was requisitioned as the name of the CPAP system, UCL-Ventura. Regulatory approval Regulatory approval for medical devices is a lengthy process that can often take

Above: The entire Brixworth facility has been repurposed to meet demand for the CPAP device Left: The Continuous Positive Airway Pressure (CPAP) devices are part of Formula 1’s Project Pitlane scheme to help fight the deadly coronavirus worldwide

years, but the team had deliberately focused on reverse-engineering an off-patent device, the Respironics WhisperFlow, that had been used in the NHS for decades. This enabled the device to be quickly approved for use by the UK’s Medicines and Healthcare Products Regulatory Agency (MHRA). The partnerships already in place through UCL’s Institute of Healthcare Engineering, led by Professor Rebecca Shipley, were also crucial to the speed of this project. The team worked closely with a number of industry partners to check availability and arrange supply of other key regulated components including oxygen sensors and masks. The Mark I design went into clinical testing in patients at UCL

Hospitals and sister hospitals on March 27, and the government order was confirmed four days later. UCL mechanical engineers including Tom Peach, Tom Rushton, Peter Weston and James Weaver have continued to work flat out at MechSpace, sleeping at a hotel next door. A Mark II version of the device has now been approved that significantly reduces the oxygen requirements of the system. And it is this design that has now been made available for the global response to COVID-19. Through collaboration, innovation and translation, this interdisciplinary team have been able to proceed quickly enough to deliver this vital healthcare technology to the frontline of the battle against this disease.

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EY’s chief UK economist Mark Gregory: Overriding Sports Financial Crisis Out of nowhere, the coronavirus has provoked an unprecedented economic policy response from Governments around the world. In attempting to reduce the spread of the virus, steps have been taken to close down or reduce major sectors of the economy such as retail, travel and hospitality. Sport has been very hard hit, based as it is on groups of people attending events. Indeed, well attended fixtures such as Champions’ League football games and the Cheltenham Racing Festival have been suggested as possibly contributing to the faster spread in certain places. While a number of sports have advanced ideas to restart competitions, perhaps behind closed doors or with limited attendance, very few have yet moved forward. There have been some innovative ideas such as televised darts between players from their own homes, but a large-scale restart of sporting activity appears to eb some way off. There is a good chance that sport will eb one of the activities that is slowest to return to “normal” because of the challenges of managing the risks inherent in large groups of people congregating together. In common with its peers around the world, the UK government has implemented wide-ranging measures to tackle the outbreak, restricting social and work life. As the lockdown continues so economic forecasts become ever more pessimistic with the EY ITEM Club, one of the UK’s leading independent forecasters, predicting UK GDP will fall around 13% in the second quarter and by over 5% throughout 2020 – significantly worse than the 2008 financial crisis. Looking back at the data for the past 3 decades, he says, however, “it’s hard to identify a close relationship between the performance of sport and the economy”, pointing to the fact that sport has been in a growth phase throughout most of this period with a greater focus on commercialisation underpinning increased revenues from television and sponsors, while for UK sports, public funding in the run up to the 2012 Olympics helped their finances. As an example, he cites football. “There was a bit of a slowdown in football attendances following the 2008 financial crisis and the Eurozone crisis, but the game still saw growth, particularly in non-matchday income during this period. “There is a chance it will be different now because the shock is so different

and potentially so large,” Gregory says. Firstly, it seems likely that without a vaccine or mitigating drugs, the recovery will take a long time. As Government relaxes the lockdown, sport is unlikely to be of the initial sectors to be opened up. and even when it is, there is a significant risk that many spectators will be concerned about the health risks form attending an event with a large number of people and international travel may well be restricted, and could well be seen as too risky by many people even when the controls come off. Sport needs to plan for a significant period of reduced activity with a clear impact on revenue levels. TV income might be more significant as it seems likely the demand for content for people staying at home will create higher levels of exposure, especially as TV production schedules for drama have been delayed significantly by the onset of coronavirus. Sports organisations should be thinking about their broadcast strategies as a matter of urgency. Beyond the short-term, the economic impact of coronavirus could well damage consumer incomes, cause unemployment to rise and put pressure on corporate finances. In addition, Governments have already increased their spending and borrowing significantly. Taken together these developments suggest lower amounts of money will be available for people to spend on attending and following sports. This will hit attendances and hence event revenues but TV incomes may also come under pressure. Broadcasters have had many customers pause their subscriptions and it is possible a share of these customers will either not renew their agreements in future or choose more flexible schemes. Sport has benefitted from a huge increase in sponsorships as economies have become more global and TV coverage has increased branding and network building opportunities while the growth of online gambling has also boosted incomes. If business finds its finances impaired because of less growth in the post-covid world then sponsorship expenditure is a relatively easy target for cost reduction initiatives. Sporting organisations and governing bodies need to be developing their arguments and data now to demonstrate the benefits that they bring to corporate partners.

RUGBY LEAGUE

TACKLING THE GLOBAL PANDEMIC Karl Fitzpatrick, CEO of Warrington Wolves, addresses several obstacles facing Rugby League clubs during the global pandemic. He speaks on the clubs ‘donate a ticket scheme’, cash flow challenges, approaches the possible opportunities and also the support of the RFL.

What challenges have the club faced concerning Covid-19 and what has been key to overcoming these obstacles? Like most organisations, the biggest challenge has been cash flow as the majority of our revenue streams have been switched off overnight. There are a number of government schemes that have provided assistance such as furloughing and business rate relief. However, there is still a deficit to meet all of our liabilities, therefore, we have needed to introduce a temporary salary reduction for all employees. This reduction has been applied to everyone in the organisation; players, coaches and off-field staff. Delivering this message personally via the telephone to everyone impacted was taxing but it allowed me to paint the full financial picture. The response was outstanding, with everyone agreeing to the reductions. A number of our commercial partners have also been impacted and subsequently sponsorship receivables have become at risk. Whilst it is prudent to know our legal position, I am reluctant to ‘get the contract out of the drawer’. My approach has been empathetic and to try to reach a position that both parties are comfortable with. Thus far, this approach has strengthened many of our commercial relationships. On the other side of the ledger, we have our suppliers and again I have found that speaking to them to explain our challenges has

resulted in a resolution that works for both the Club and the supplier. We often talk about the importance of relationships, I think that more than ever this will be tested and, where Clubs have invested time in their commercial relationships, they will reap the rewards. How do you see the sport moving forward from this and what support is required to resume normality to the season? As a sport, I think we need to grasp opportunity during this adversity. Although playing games ‘behind closed doors’ is going to hurt Clubs by way of loss of match day revenues, there is now the potential to project our sport to a wider and captive audience, one that is desperate for live sport. As soon as the government allows games to be played behind closed doors, if we can respond in a nimble manner and be one of the first sports to re-start, not only does it show willing to our valued broadcast partner, Sky, but it could open up other opportunities by way of international broadcast markets. Do you see this as a good time to press ‘reset’ on aspects of the club and the sport that can now be tackled with a different approach? I think all businesses will be reflecting and using this period to review how they operate. Most Rugby League Clubs operate in a

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“The support of the fans will not only give back to key workers, but will also help support the club in the period where games are not being played” very lean manner anyway so there is not much fat to cut out. However, it does present an opportunity to determine value and consider alternative ways of working. This situation has probably highlighted how vulnerable we are as a sport, with no reserves and the need for further government support. What support have you received from the League and has this been sufficient? If not, what else is required to support the future of clubs? The relationship with the RFL has become stronger during this period, they have been in regular contact with the Clubs and provided guidance on the Chancellor’s varied schemes. The RFL continue to engage with the government as the game seeks the necessary financial support. Rugby League is much more than a sport, the game provides a positive social and economic impact across all our communities, many of which are disadvantaged. Hopefully, the government will recognise this and provide support accordingly. Can you tell us more about the ‘Donate a Ticket Scheme’ and how this came to existence? What impact is this aiming to have? As a Club, we wanted to say ‘thank you’ to all of the key workers who are doing a heroic job on the frontline. Therefore, we came up with this initiative that allows supporters to purchase a match ticket that is then donated to a frontline worker, and for every ticket donated we will match it. Additionally, our principal sponsor, Hoover, have joined the initiative and have committed to donating 100 tickets. This not only allows us to show gratitude but also gives the key workers something to look forward to when this crisis is over. Furthermore, the initiative provides much needed revenue during these difficult times. When the fixtures recommence and the gates are open, key workers can apply to receive the donated ticket and a number will also be distributed amongst Warrington and Halton Hospitals, the NHS Foundation Trust, local Tesco stores and schools across the town.

PLAYER CARE

PLAYER CARE UNDER GOVERNMENT RESTRICTIONS As the Saints As One campaign continues, Player Care Manager Emma Walker explains how the department has adapted to provide support for Southampton’s First Team, Academy and Women’s players under the government restrictions…

Player Care has evolved. Initially, within football clubs, it was predominantly welfare and pastoral care that was offered to players, with less of a structure – just having a duty of care to ensure the players’ wellbeing is looked after.

For us, being in the privileges position that we are, we have player care officers for the Academy, a player liaison for the first team and a player care officer for the Women and Girls, as well as an extra player care officer who assists the player care officer within the Academy! How receptive are the players to the concept of player care, and how is it tailored to the individual? You can do a ‘one size fits all’ approach and assume what’s best for that player, in terms of player care or support for them and their family, but that’s not the way we work. Ultimately it takes time to build up relationships and familiarity with that individual to knowledge what they may or may not need. Once you formalise that relationship, you’re able to provide them with a level of support and care that they’re more open to receiving. It’s always tailored to the individual – it’s nice to acknowledge each personal

situation to work out how best to develop them and support them. You worked hard to get the Player Care Hub up and running. How much has that helped? It’s a project I’m so proud of. Being part of a department that’s continuously growing, we acknowledged early on as a team that it would be really great to secure a home for player care – a place the players could come to speak openly, confidentially and feel comfortable with the environment they’re in, to encourage those types of conversations. It’s an opportunity for the team to have a physical presence at the training ground. As much as it’s really comfortable, with all the niceties like a TV, sofas and soft furnishings, it also operates as a functional office. It’s proved to be really worthwhile and impactful for the players – they’re dropping in more than we’re asking them to, whilst ensuring they’re not wasting their time and sticking to their schedule. It’s really encouraging. How are you coping without that daily face-to-face contact? I’ve realised more so now than ever that my team are predominantly people facing – those interactions happening ➜

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PLAYER CARE

throughout the day mean so much not only to the staff, but also to ourselves and the players. The challenge is to upkeep those connections we currently hold with players. EMMA’S TOP Luckily enough, the Hub TIPS FOR was in place for long enough STAYING for us to establish those IN TOUCH relationships, so they trust DURING us and want to speak to us LOCKDOWN… anyway, without us having to Maintain routine force that communication. and structure in your own life How have you adapted Maintain regular to the government contact with restrictions and managed friends and family, to maintain that level of and reach out to communication? those you haven’t As people working in player spoken to for a care, we’re used to having while those interactions and we miss it. We have daily interactions on Teams, so It’s nice to be able to keep on top of how the team are doing. Player-wise, it’s the usual WhatsApp groups. From age 16 downwards, we’re mindful that parents are receiving a lot of communications from schools, trying to maintain jobs and home-schooling, so we don’t want to bombard them. The professionals, the Under-17s and Under-18s are having regular meetings with their multidisciplinary teams, and my team are amongst it.

Be creative with your communication: FaceTime a friend, organise a family quiz on House Party, “meet up” for brunch in a group chat on Zoom Explore more traditional forms of communication, like sending a letter or a card in the post

kicking a ball around and having the freedom to play football every day, doing what they love. Ultimately, it can be more of an issue if you don’t have that freedom, and with social distancing and only being able to go out for an

“We are mindful that some first-team players are in flats; they’re used to kicking a ball around and having the freedom to play football every day, doing what they love.” We’ve all got a duty of care to ensure the players are doing ok and managing in these times, and it’s nice for my team to be part of that. This situation is not the same for everybody; players in different countries might be following different guidelines – is that something you’ve come across? We’ve been working together to support the players as best we can, and a really important part of that is acknowledging the different situations they’re in. Luckily enough, myself and my team are in a position whereby we hold all of that information. We are mindful that some first-team players are in flats; they’re used to

hour’s exercise a day, staying inside in a flat is not something they’re used to. We’ve got players who are following training programmes throughout the day but also managing childcare and a family, so it’s about knowing how to support them. We’ve also got players who are practising Ramadan at the moment, and we need to be aware of that. Whilst we’re giving them programmes to keep up with their fitness, they’ll be following different routines through the day. It’s about knowing the details for every single player and making sure the programme suits every individual.

What techniques have proved successful for you in overcoming some of the challenges this unique situation has posed? It’s a time that we’ve really acknowledged the good work that other departments do – working together to make sure we’re all listening to each other and understanding what we need to do to help the players and ensure their programmes are working successfully. On top of that, it’s about keeping things exciting – we’ve come from having a million meetings a day, to a place where our communication needs to be really precise and focused. I think we’ll look to bring that into our day-today when we resume normal life. How can this help us work more efficiently in the future? We realise when we’re sitting in front of a computer for eight hours a day that you have to keep it fresh and you have to keep it fun, otherwise you’re not going to be engaged. That’s something we’ll definitely look to bring into our interactions with the players. Whilst we feel the Hub is really successful and encourages an environment where players can feel relaxed and have conversations, we also need to think of other innovative ways where we can drive forward those communications and encourage people to develop themselves in different ways when we have downtime.

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The Cost Of Coronavirus With sports clubs, from grass roots to elite level affected by COVID-19, Paul Atkinson, restructuring partner at specialist business advisory firm FRP, explores some of the financial steps club directors should be taking to manage their organisation through the crisis. It seems a lifetime ago, now, since we last saw sporting occasions grace our television screens and weekend calendars. While, in reality it has only been a few short weeks since coronavirus put a stop to professional and amateur sport across the UK, the world has become a very different place.

Indeed, while we might only hear of the trials and tribulations of elite-level clubs on the back pages, the impact on those operating at the other end of their respective sports has the potential to put their existence into doubt. Taking steps to navigate the current crisis will therefore be first and foremost in the mind of club directors and committees – particularly in terms of managing their cashflow to ensure staff, suppliers and creditors can be paid. The good news is that, some exceptions aside, sporting organisations are no different from most businesses and, as such, will need to take similar action to protect their future. Knowledge is power The first, most critical step, is to establish an understanding of the financial position a club is in. Good management practice is essential in times of adversity, so clubs should be generating and reviewing accurate management information on a regular basis. This will better inform

scenario-planning and forecasting for the times ahead. We recommend having a 13-week forecast in place as a minimum. However, given there is little certainty in relation to fan revenue returning to sport immediately, planning even further ahead with hypothetical scenarios reflecting the situation in six to 12 months’ time will inform the steps that might need to be taken now to reserve cash for those times. To that end, many clubs are also beginning to address their outgoings, reducing their expenditure to a bare minimum to account for potential shortfalls in income. Payroll will naturally be one of the biggest expenditures, so clubs should be working with the banks to investigate how they can furlough staff via the Coronavirus Job Retention Scheme. Like other businesses, sports clubs with full or part-time employees are able to ask the government to pay 80 per cent of staff salaries while they are unable to work.

Naturally, this has caused a stir at the top end of sports like football where money is plentiful. However, for those further down the food chain, furloughing staff will protect their cashflow and the likelihood of being able to trade through the crisis. Government intervention also means that clubs can now secure emergency funding on favourable terms via the Coronavirus Business Interruption Loan Scheme. Opting to seek this support via high street lenders will help relieve any cashflow issues – particularly covering wages before the Job Retention Scheme is fully up and running (expected to be this month). How well businesses keep money moving around the system via partners and suppliers in the short-term will have a major impact on the overall health of the economy on the other side of COVID-19. That being said, it’s important that clubs enter into open and honest dialogue with their creditors and stakeholders as early as possible where they are unlikely to meet payment deadlines. We are all in the same boat, and lenders and landlords are expecting a shortfall during the crisis – with many offering capital or rent payment holidays to maintain the health of their balance sheet in the long-term. Continuing to act in good faith will always be held in high regard and is more likely to lead to concerns being resolved and clubs being able to put smiles back on the faces of fans in the future.

ABOUT FRP FRP Advisory Trading Limited, which is a whole owned subsidiary of FRP Advisory Group plc, provides a professional and considered approach to problem solving. With 50 partners and more than 360 staff operating from 18 offices across England and Scotland, FRP is one of the UK’s largest independent business advisory firms specialising in corporate restructuring, corporate finance, forensic services, pensions advisory and debt advisory. It has a strong reputation and track record for creating, preserving, and recovering value across a range of complex situations. Its advisers work at board level, with investors, lenders, government and regulatory bodies, plus other professionals and individuals requiring professional support. FRP provides a wide range of services, as well as specialist industry experience to enable the delivery of sector specific solutions. http://www.frpadvisory.com

SPONSORSHIP

GAME CHANGER How sponsorships in football will change: “six to 12 months of pain” before returning to a degree of normality, but some remain less optimistic WORDS: EMIL GJERDING NIELSON – nielson@offthepitch.com

45 per cent decrease in the volume of sponsorship deals in the first quarter of 2020. Clubs could commit to lower-value commercial partnerships in order to help with immediate cashflow issues. Offthepitch.com has spoken to two leading sponsorship experts who believe it will be difficult for rights holders to command prices reaching the level prior to the coronavirus.

It could be up to a year before the sports sponsorship market returns to a degree of normality, though even that is seen as optimistic by some, who expect the coronavirus crisis will make it difficult for rights holders to command the prices they were able to prior to the pandemic. “We are going to see a reduction in the volume of deals, because people don’t like making deals in uncertain times” Major industries have been put under pressure as nationwide lockdowns across the world have forced consumers to stay home, grinding societies to a halt as governments gauge the human and financial cost of the virus.

For football, suspended in most countries and abandoned entirely in others, that could have catastrophic financial consequences, and clubs are likely to have to re-evaluate their otherwise growing revenue curve, largely driven by recent years’ huge commercial partnerships. “Overall, I think you will see six to 12 months of pain before the market will readjust, and by the time we’re hitting the next European Championship, we should be back to a degree of normality,” head of analysis and consulting at GlobalData Sportcal, Conrad Wiacek, told offthepitch.com. Falling number of deals According to research conducted by Sportcal, there was a general reduction in the volume of sports ➜

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“Overall, I think you will see six to 12 months of pain before the market will readjust, and by the time we’re hitting the next European Championship, we should be back to a degree of normality,”

SPONSORSHIP

sponsorships of 45 per cent in the first quarter of 2020 compared to 2019 - but that figure could be just the beginning of a new trend. “There are very few new deals in traditional sports happening right now” “Until we get a clearer idea of when events are going to restart, we are going to see a reduction in the volume of deals, because people don’t like making deals in uncertain times. Brands will hold off on committing to anything until we’ve got a definitive date of return,” Wiacek said. Leading sports marketing strategist and advisor Tim Crow believes the uncertainty has made it harder for brands to commit to deals in traditional sports sectors, though, as he points out, the crisis has also created new opportunities. “I am seeing many brands getting interested in esports. This has been accelerated by rights holders with strategic interests in esports who have therefore found it very easy to lean into - Formula 1 in particular, and football to some extent. Horse racing did well to move into it fast with the virtual Grand National too. So, there is definitely money and interest out there for esports,” he said before underlining the noticeable drop in the number of deals being made otherwise. “At the moment it is very difficult for a brand to make a new commitment, so there are very few new deals in traditional sports happening right now and certainly

“At the moment it is very difficult for a brand to make a new commitment, so there are very few new deals in traditional sports happening right now and certainly nowhere near as many as you would expect at this time of the year.” nowhere near as many as you would expect at this time of the year.” Accepting lower prices Ultimately, the current situation means clubs will have to face lower-value deals in the short term in order to attract new commercial partners, as companies are cutting marketing costs in order to stave off financial disaster. “Some will undervalue their inventory in order to get the revenue in” “It’s going to be a buyers’ market for a while for anybody looking for new sponsors. I suspect it will be difficult for most rights holders to command the level of prices they were getting before the

pandemic, except in certain categories,” Crow said. And clubs suffering especially hard as a result of the crisis could even push prices further down, according to Wiacek, pointing to those on the outside of the Premier League’s “Big Six.” “Some will undervalue their inventory in order to get the revenue in. One good example in the Premier League is Bournemouth. Outside the top-six clubs, there will be a few clubs that are run fairly close to the bone, with not a lot of fat there to absorb times like these,” Wiacek said. “They will have to look at ways of generating revenue and if taking a shortterm sponsorship deal of potentially lower value than they would normally charge let’s say instead of a two-year deal worth £2 million it might be a one-year worth £500,000 - it will help keep the club afloat for a few months.” As the disruption continues and uncertainty weighs down football, some might adopt an even gloomier outlook as the remainder of the season remains a question mark. “Obviously, it is going to take time for things to return to normal,” said Crow, who expects the transition process to be gradual. “While the numbers of deaths and infections remain high, sport will remain suspended - and you will not see the market rebound any time soon.” www.offthepitch.com

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PDC’S HOME TOUR BRINGS SPORT TO LIFE PSN caught up with PDC Chief Executive, Mathew Porter to discuss how the organisation has adapted to deliver its tournament from home and PDC’s plans for the future. “The format of 32 groups of four players delivers 192 matches to a global audience through our own website plus seven broadcasters across almost 100 countries”

Darts stands practically alone as a sport where elite players can compete against each other remotely with a playing surface (the board!) that is not affected by your opponent’s actions. Providing you know each other’s score, you can play wherever you both are!

Recognising this unique advantage, we moved quickly to trial two live streamed evenings of darts involving professional players playing against each other from home, with centralised scoring and an in-vision host to keep the action flowing and ensure players and viewers were aware of what was happening. The audience numbers told us there was demand, and we formalised the pilots to the world’s only remote professional sports ‘Tour’ with the Unibet PDC Home Tour launched on Friday April 17. Over 100 of our 128 contracted Tour Card Holders signed up to compete with technological restrictions ruling a small number out. Players from as far away as Canada, Lithuania, Hong Kong and Australia joined the expected contingents of British, Dutch and German players. The format of 32 groups of four players delivers 192 matches to a global audience through our own website plus seven broadcasters across almost 100 countries: Sky Sports – UK & Ireland; Viaplay – Scandinavia; SuperSport – Africa ;DAZN – DACH/USA/Canada/

Spain/Italy/Brazil/Japan; Fox Sports – Australia; Channel 2 – Iceland; AMC Network – Hungary/ Czech Republic/Slovakia The event has not been without its challenges with D-DOS attacks to our website from saboteurs and players connections dropping mid-match but with clear communication to our commercial partners and fans we have been able to manage these situations and survive any issues thrown at us. The profile of the event grew prior to its launch with coverage on the BBC Six o’clock News and most other national outlets although some darts novices were surprised the coverage consisted of just a single camera per player and couldn’t understand why there weren’t full OB units parked up in players’ driveways delivering the kind of experience they are used to seeing from our regular events! The Home Tour has taught us to be creative and inventive, to respond quickly to unexpected challenges by embracing the tolerance people have to the current situation and to understand that you are better off trying something to find out if it is worthwhile, rather than sitting back and wondering but never knowing. I doubt we’ll ever see anything like the Home Tour again – in fact, I probably hope we won’t – but it has certainly been a steep learning curve and one we can draw from to help us when ‘normality’ returns.

OFF THE PITCH

Off The Pitch introduce state-of-the-art business intelligence tool Giving you the most comprehensive data on football finance from 114 clubs.

With 78 metrics and many more to come, now you can analyse and compare financial data and much more, dating back to 2008. Updated every 24 hours and including unlimited access to over 40,000 club-specific datapoints, you can download customised reports at the click of a button – allowing you to make confident, informed decisions. The coronavirus pandemic continues to put clubs all over Europe under unprecedented financial pressure and, what’s more, nobody knows how the football industry will look once it emerges on the other side. Thus, it has never been more important to have detailed and reliable insights into the finances and commercial dynamics of a football club. As an independent business-to-business media, we at Off The Pitch write about economy, strategy, ownership and leadership in European football - in good times and bad - but we also help executives make the best possible decisions, no matter what financial environment they navigate in. And with that in mind, we developed our Club Comparison Tool - providing access to comprehensive intelligence on all clubs in the Premier League, Championship, LaLiga, Serie A, and the Bundesliga (plus several others like Ajax, PSG, Lyon and Benfica).

“The coronavirus pandemic continues to put clubs all over Europe under unprecedented financial pressure and, what’s more, nobody knows how the football industry will look once it emerges on the other side.” It allows all stakeholders in the football industry, whether club owners, governing bodies, financial institutions, advisors, sponsors, agents, media professionals or club executives, to search, analyse, compare and benchmark financial data from more than 110 clubs. The tool is extremely user-friendly and accessible on both PC and mobile. And with just one click, you can download a report or export data in Excel format. Even before the official launch, Off The Pitch’s Club Comparison Tool attracted interest from clubs, leagues, financial institutions and investors, so be sure you don’t miss out on this revolutionary synthesis of financial data and technology. www.offthepitch.com

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Comparing club finances across the past 5 years R

TURNOVER

WAGES

Total income derived from matchday, broadcasting, commercial activities and other income, £m

All employees (players, administration, match-day staff etc.) £m

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Earnings before interest, tax, depreciation, amortisation and profit on player sales, £m

The amount of capital funded by current and long-term liabilities, £m

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CHAMPIONS LEAGUE TOTAL Total prize money received from playing in the Champions League tournament, €m 2015

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Off The Pitch delivers unrivalled football business journalism and insight to our clients - powered by a database and our state-of-the-art business intelligence tool that allows you to compare financial data (and much more) dating back to 2008 from more than 60 clubs. Trusted by Premier League and Championship clubs, football organisations, global financial institutions, advisors and many more in the football industry.

FC BARCELONA

WORDS: NEIL JENSEN jensen@offthepitch.com

BARCELONA’S REVENUE TRAJECTORY – DIVERSIFICATION PAYING OFF? Barca made no secret of their desire to become the first club to reach the €1 billion mark in revenues. They are getting very close, but the club’s confidence is fuelled by a number of new initiatives that can drive up income and cement their position at the forefront of European football. However, after the outbreak of the coronavirus President Josep Bartomeu made it clear that the club would not reach its target this year - but that they were “ ...on record pace in February.”

In 2018/19, Barca - who are currently facing a serious leadership challenges due to a number of boardmembers stepping down from their positions due to a conflict with President Bartomeu - increased their revenues by 22 per cent while Real Madrid and Manchester United both appeared to stagnate. While this perhaps suggested the model that has underpinned the acceleration of football club income over the past decade may have peaked, Barca’s impressive increase hints at a new direction that could soon be adopted by most major clubs. Barca’s rise to the top of the financial league (as seen in Deloitte’s Football

Money League 2020), comes at a time when Manchester United have been underperforming for some years and Real Madrid are still adjusting to their postCristiano Ronaldo world. While Real have won four UEFA Champions League titles in six years, Barca have restricted them to two La Liga triumphs over the decade. Prospect of greater autonomy Clubs like Real Madrid, Manchester United and Germany’s Bayern Munich have long exploited their brand to generate substantial commercial revenues. Indeed, Bayern’s unique strength has, for some years, been their ability to tap into consumer demand for tickets, merchandise and digital content. Barca’s commercial income for 2018/19 grew by 19 per cent to €383 million, a record for the club while Bayern’s rose by just 2 per cent to €288 million and Real Madrid and Manchester United were unchanged at €295 million and €314 million respectively.

Key to Barca’s growth trajectory in an environment where other clubs have slowed up, was the decision to bring the club’s licensing and merchandising efforts in-house. Previously, this was handled by Nike, with Barca merely receiving commission for sales, but the prospect of greater autonomy, not to mention enhanced revenues streams, prompted Barca to form a new wholly-owned company – Barca Licensing and Merchandising (BLM). The effect of this move has been immediate, with revenues from BLM alone accounting for €63 million, contributing to the €83 million accrued through Barca’s stores and commercial licences. The club have been among Europe’s biggest shirt-sellers for some time and in the past year, around two million have been sold. More balanced revenue mix Before the strategic decision to set-up BLM, Barca’s commercial revenues had slowed-up – in 2016/17, they failed to

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grow at all and in 2017/18, they were up by 9 per cent. During this period, Real’s commercial income grew at a steady rate, from 31 per cent in 2015/16, 15 per cent in 2016/17 and 18 per cent in 2017/18, benefitting from the club’s European and global success. Increasingly, football finance experts raise concerns about the high level of dependency major football clubs have on broadcasting income. Both Barca and Real generate around a third of their revenues from TV and media, but this is a stream the club’s have little control over. Certainly, there is no guarantee the current momentum in broadcasting fees can be maintained. The desire to create a more balanced revenue mix is undoubtedly uppermost in the minds of club finance directors – Barca’s commercial revenues contributed 45 per cent to the overall total, roughly the same as five years ago. As for matchday, Barca jumped ahead of their rivals, increasing income by 10 per cent

to €159 million, partly due to a 13.5 per cent rise in attendances at the Camp Nou. Adapting to the shifting dynamics of the industry There’s no doubt Barcelona’s commercial channels are becoming more diverse, with hospitality at record levels and around 50 soccer schools expanding the club’s footprint as well as proving to be value-creating. This has also been assisted by Barca’s burgeoning social media activities. The club claims to have around 350 million followers across major social media channels, including over 100 million on Facebook and 85 million on Instagram. Importantly, given the size of the Asian market, Barca is the leading online football club in China, with 9.4 million followers, according to Mailman’s Red Card awards. The creation of BLM could also complement Barca’s big leap into the

digital/technical world, as reflected in the club’s launch of its Innovation Hub. This started as a strategic project to transform the sports industry through new product facilitation, sharing knowledge and promoting collaboration. Barca have also entered the eSports arena and although revenues are currently modest, this is a growing field that plays to current consumer behaviour. Barcelona’s commercial direction represents a clear sign that the club is adapting to the shifting dynamics of the football – and broader sports – industry. Furthermore, the major clubs now realise they have vulnerabilities owing to their over-dependence on broadcasting as a revenue stream. While the club has a substantial level of debt and a huge wage bill, the power of Barcelona and their ability to generate diverse streams of income underline their strategic focus and commercial potential for the future.

WIMBLEDON & ECB

How Wimbledon and the ECB saved millions with ‘pandemic insurance’ Two of British sport’s biggest organisations will cash enormous cheques thanks to infrequently used communicable disease cover. Wimbledon and English cricket are expected to receive two of the highest insurance payouts in sporting history when their claims for the 2020 summer are settled and many other sports will look at their financial planning with envy.

The coronavirus outbreak has destroyed the global sporting calendar, with the majority of countries abandoning all elite events for the foreseeable future. Wimbledon was cancelled for the first time since the Second World War, while the English cricket season should have

got underway last week. Tentative plans are being made for the domestic and international game to resume in June but there is also an acceptance that July seems more likely. The pandemic has left administrators desperately searching for small print in insurance policies that could help them scrape back some of the cash lost in revenue, which is expected to total billions of pounds across the global industry. The All England Lawn Tennis Club has been open from the start about its confidence in its insurance policy. As reported in March, it expects to refund

all customers who bought tickets for the championships thanks to the deal. Wimbledon has always had to be conscious of risk due to the enormous role adverse weather, specifically rain, can play in the championships. While the building of a roof on Centre Court and No 1 Court has mitigated that risk significantly, pandemic insurance, known as communicable disease cover, actually predates both of those developments. It is understood the option was included in 2003 after the SARS outbreak left executives worried about what another, bigger pandemic could do to their revenues.

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Industry sources suggest that given the extortionate cost of insuring an event like Wimbledon because of the rain risk - premiums are understood to be in the region of £1.5m a year - additional pandemic insurance could easily have been brokered at a price that would have made it affordable and good value. Most brokers, it is understood, “would have thrown it in for next to nothing”. Reportedly only 10 per cent of commercial customers invest in communicable disease cover, but it is usually those with the most financial exposure who are willing to include the add-on. “Of course we are fortunate to have insurance – it helps – but it doesn’t serve all the problems,” AELTC chief executive Richard Lewis said last month. “There are a lot of details to work through. The insurance will help protect the surplus to an extent, I would say to a large extent.” By comparison, the French Open is understood not to have such cover, hence their early decision to move the tournament to an autumn date, a move that made significant waves in the tennis world due to its proximity to the US Open and lack of consultation with any other bodies. There is a similar story to tell at the ECB, where English cricket is starting to count the cost of the Covid-19 outbreak

“The pandemic has left administrators desperately searching for small print in insurance policies that could help them scrape back some of the cash lost in revenue, which is expected to total billions of pounds across the global industry.” and thank fate that the Sars outbreak caused them to invest in a suitable product. Cricket in the UK is similar to tennis in that insurers charge enormous premiums to cover it, because of the inherent risk to factors such as rain. The ECB’s insurance package is also understood to guard against early finishes, where large ticket refunds are often doled out. However, the ECB’s communicable disease cover will not deal with any losses in the county game, where budgets are

generally razor-tight. The ECB is planning a reduced schedule that will protect the fixtures that generate the most revenue, with the County Championship likely to be pushed to the very fringes and the likes of the T20 Blast and the brand new Hundred prioritised at domestic level. The ECB has also not ruled out playing two international matches on the same day to cram in as much cricket as possible. If England’s matches cannot be completed, the ECB’s insurers will cover the lost revenue from ticket sales and hospitality as all men’s senior international fixtures are covered by the pandemic insurance. Any other cancellations such as Lions, women’s or domestic finals fixtures will not incur a payout. There is also an ongoing discussion with Sky Sports about TV rights. The latest deal, signed in 2017 and worth more than £1bn to English cricket, came into action in February this year. The ECB is understood to have recognised that it will be unable to provide a percentage of the product paid for by the broadcaster and discussions are underway about potentially handing back some of that sponsorship. The ECB are also looking at squeezing postponed international games into the calendar in 2021 and beyond in an effort to avoid any lost TV revenue, which would likely not be covered by their insurance.

OVERSEAS INVESTMENT

OVERSEAS INVESTMENT IN FOOTBALL THERE’S AN AGENDA The recent news concerning Newcastle United’s £300 million takeover by the Saudi Arabian Sovereign Wealth Fund has sparked fresh debates around Middle Eastern and Asian interest in European and British football. Football’s legions of followers often get over-excited about the prospect of their club being taken over by a rich benefactor, but knowing you investor is a mandatory element of due diligence when it comes to assessing the credibility and motives of a potential owner.

Sovereign Wealth Funds have around US$8 trillion of funds under management, which is more than the hedge fund and private equity communities. Among the new investors in the first decade of the 21st century that brough a different perspective to the game and underlined its globalisation was Qatar Sports Investments (QSI), who bought Paris Saint-Germain. QSI is part of Qatar Investment Authority (QIA), a sovereign wealth fund that has US$ 335 billion of funds under management. Another Middle Eastern SWF, the Investment Corporation of Dubai, has made its mark on European football. With

US$210 bullion of FUM, they are the owner of Emirates Group, the aviation group that has its name emblazoned on the shirts of some of the continent’s leading clubs: Real Madrid, Arsenal and Paris Saint-Germain to name but three. The influx of SWF and state-linked money, unlike some takeovers, is not whimsical or ego-driven in any way, according to Simon Chadwick, director of Eurasian Sport & Professor of the Eurasian Sport Industry at Emlyon. “The investments made by Qatar and other Middle Eastern states represent strategic decisions based on expert advice and long-term planning on the part of the countries involved.” Vision Chadwick explains that middle eastern states like Qatar and Saudi Arabia, aware that their national wealth is almost totally dependent on oil and gas, have been preparing for what may be coming over the horizon. While gas reserves will

last around 300 years, oil has a 30-year expectancy. “QIA was founded with the objective of diversifying Qatar’s economy, in the knowledge that sooner or later, the oil and gas will run out. Countries like Qatar have a national vision that goes out to 2030 and this includes making investments abroad across many different asset classes.” This includes sports and, of course, football, which has become a universal language that is closely associated with global politics and is something of a sweet sport by virtue of its popularity and commercial appeal. Manchester City’s owners, for example, have been the catalyst for a number of major projects backed by Abu Dhabi in Manchester itself, including real estate. Similarly, there is a view that Fosun’s investment in Wolverhampton Wanderers was linked to the possibility of business opportunities in the UK’s midlands region.

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Strategic Football is being used to create political and social networks, such as along the Adriatic coastline where China has been increasing its presence. Investment in football has accompanied this, perhaps as a way to curry favour with the local population. Likewise, when Chinese money poured into Slavia Prague and a brewery, the politicians said China had tapped into two of the things that Czechs held most dear, football and beer. But Chadwick also highlights another aspect to overseas investment which really encapsulates the current narrative. “The Middle East is a notoriously unstable region and Qatar, for example, is moving assets offshore as a way to mitigate risk. The prospect of terrorist groups such as ISIS seizing their wealth is one that terrifies many people.” Cash rich they may be, but are SWF’s good owners? The success of Paris SaintGermain would suggest they provide the

resources needed to win trophies and also to lay the foundations for a multifaceted, community-focused organisation. The money may be coming from the Middle East, but PSG and Manchester City are both global clubs with social and sporting programmes in operation in many countries. It should also not be forgotten that both have run into Financial Fair Player disputes. If, as Chadwick suggests, investment in sport is very much in the national interest of countries like Qatar, Saudi Arabia and China, then the investments are strategically placed and therefore, can be seen as more than fleeting indulgences. “The Qataris are committed to promoting healthy lifestyles – they have the highest rate of teenage diabetes – so sport forms part of that initiative. Furthermore, increased visibility in football can improve perception of the region as an accessible place and helps efforts to drive greater social cohesion,” says Chadwick.

PSG have yet to take the UEFA Champions League to Paris, but their domestic dominance shows no sign of easing-up and PSG are able to attract top talent to the French capital – as demonstrated in the signing of star names Neymar and Kylian Mbappe. PSG have also been elevated to one of the world’s top clubs from a financial perspective. PSG is now a marketable asset that has real value should the rumours prove correct that QIA wishes to dispose of the Ligue 1 champions and take their wealth to England. If that should happen, then it will not just be the football that attracts to Leeds, it could also be the opportunities derived from the creation of a digital business hub in West Yorkshire. Investors may be drawn to the game for the business potential of the broader geographic area, but clubs could also benefit from leveraging the possibilities that can emerge beyond the football stadium.

ENDEAVOR

ENDEAVOR NEEDS THE UFC TO MAKE MONEY, BUT AT WHAT COST? As one of the world’s biggest events and talent agencies, Covid-19 is hitting Endeavor particularly hard. Its sportrelated holdings – the Ultimate Fighting Championship, IMG, Professional Bull Riders, On Location Experiences – are in almost complete shutdown. Endeavor also carries substantial debts. In 2018 the company was known to have $4.6bn of long-term debt and $7.2bn of liabilities against $3.6bn of revenue. This doesn’t account for subsequent acquisitions like that of On Location Experiences, which Endeavor bought for $660m in January.

As a result of its predicament, credit ratings agency S&P Global this month downgraded Endeavor’s risk of default from “highly speculative” to “substantial risk”. “A sizeable portion of Endeavor’s revenue is eventand live entertainment-based, or otherwise sensitive to the health of the leisure and entertainment economy, which is currently disproportionately hurt by restrictions on public gatherings,” the S&P analysis read. “We believe the level of financial risk could motivate the company to seek a distressed debt restructuring if

coronavirus containment does not occur by midyear so that revenue can begin to recover.” This is why Endeavor is so keen to get the UFC back on the air – even if it risks the long-term reputation of the property. Plenty at stake In 2016, Endeavor partnered with investments firms Silver Lake Partners and KKR to acquire the UFC for an initial $3.775bn in 2016, rising to $4.025bn after ebitda targets were reached. The purchase was funded in part by two loans: a secured $1.3bn loan (first lien) and an unsecured $500m loan (unsecured notes). The debt placed against the UFC is understood to have grown to $2.3bn as of March 2020. In order to earn revenue – and for that debt to be paid off – the UFC needs to be putting on a show. Sources

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“Should it meet the 42-event threshold, the UFC is set to earn about $600m in guaranteed global media rights income during 2020”

close to the organisation say its media rights deals are structured so that payment is contingent on delivery of events, of which the UFC has promised 42 each year. Should it meet the 42-event threshold, the UFC is set to earn about $600m in guaranteed global media rights income during 2020, $500m per year of which is paid by sports broadcaster ESPN. The broadcaster pays $300m per year for media rights to 30 non-pay-per-view events, as well as $200m per year to be the exclusive US platform for UFC residential pay-per-views. The UFC also earns a significant share of revenue from each

residential pay-per-view buy, as well as retaining exclusive rights to sell pay-per-view events to commercial establishments. In a particularly good year, the promotion could earn over $800m across media rights and pay-per-view. The UFC has spent the past decade trying to its hardest to look and behave like mainstream sport. ➜

ENDEAVOR

It solidified its reputation as a major sports property in 2014, securing a sixyear kit supply deal with Reebok. And its five-year deal with ESPN, from 2019 to 2023, brought the mixed martial arts promotion within touching distance of the big four US sports leagues. But Endeavor’s dire straits mean the company is being allowed to diverge from the US sporting mainstream – which

Santa Rosa Native American community and does not fall under the jurisdiction of either US state or federal laws. The workaround didn’t work. Things fell through when the location was revealed ten days prior to the event, prompting California governor Gavin Newsom to put a stop to the proceedings. Newsom called ESPN’s parent company, Disney, asking them to withdraw their support.

“UFC president Dana White has said that he “doesn’t give a shit about coronavirus” and his actions have backed that up.” has favoured complete shutdown. UFC president Dana White has said that he “doesn’t give a shit about coronavirus” and his actions have backed that up. Pressing ahead Over the past month, White and the UFC have attempted to press ahead with scheduled events by circumventing US state lockdowns. First, the UFC tried to stage its UFC 249 event at the Tachi Palace Casino Resort, situated on tribal lands in the US state of California. The land belongs to the

“We got a call from the highest level you can go at Disney and the highest level of ESPN,” White said in an interview with ESPN. “One thing that I’ve said since we started our relationship and partnership with ESPN – and it’s been an incredible one, it’s been an amazing partnership. ESPN has been very, very good to us, and the powers that be there asked me to stand down and not do this event next Saturday.” It is unclear whether ESPN originally supported the plan or were made aware of its potentially dangerous nature by Newsom.

More recently, the UFC proposed hosting events on what it has trademarked as ‘Fight Island’ – an undisclosed, non-US location that the promotion hopes to turn into an international base from which to hold events. In addition, several US states – exhorted by President Trump – are planning to relax lockdowns. White recently joined Trump’s ‘task force to restart the US economy’, providing the UFC with a direct line to the most powerful – and often autonomous – person in the country. Florida recently declared ‘professional sports with a national audience’ as an essential public service, greenlighting the UFC to hold events there. Meanwhile Las Vegas, the UFC’s spiritual home and the host of all its most lucrative events, is aiming to reopen its hotels and casinos in May. White has guaranteed that UFC 249 will take place in Vegas on May 9, followed by further events on May 13 and May 16. Journalists working for ESPN have been happy to report that UFC 249’s preliminary bouts are set to be shown on ESPN, while the main card will be shown via pay-per-view on ESPN+. However, White’s guarantees cannot always be trusted, even when they are made via ESPN platforms. His claim that UFC 249 would be held on April 18 was also reported by ESPN journalists, shortly

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“Up until its television deal with Fox in 2011, the UFC was able to trade on its edgy, anti-authority image. It has long since moved on from that era” before the broadcaster withdrew its support. Regarding the rescheduled event in Vegas on May 9, ESPN has remained non-committal. In a statement released to ESPN journalist Brett Okamoto, the broadcaster said: “Sports play an important role in people’s lives and can bring moments of escape in challenging times. We look forward to bringing UFC to fans again.” Years to build, minutes to destroy Lorenzo Fertitta spent years cleaning up the UFC’s image before selling onto WME/IMG in 2016. Fertitta, who bought the UFC for $2m in 2001 and installed high school friend White as president, campaigned to legitimise the organisation and change the way regulators and the public viewed mixed martial arts. Speaking to The Atlantic in 2008 about the effort to

transform the UFC’s reputation, Fertitta said: “There was such a bad feeling about it and negative connotations associated with it, particularly among regulators, in general, because of the way [the previous owners] handled things in the early days. They kind of took on these governmental bodies saying: ‘You can’t tell us what to do, we’re gonna do it the way we want, we don’t fall under your regulatory authority.’ Well, who’s gonna win that one? You’re not gonna win that fight.” Now, in moving ahead of other US sports – and arguably trying to circumvent lockdown rules – White has taken the combative approach his old friend Fertitta counselled against, and in doing so risks severe damage to the UFC’s

hard-won reputation. Certainly, the UFC’s return timescale is against the advice of epidemiologists and healthcare professionals. The Association of Ringside Physicians – which provides medical staff for UFC events – has called for the indefinite suspension of combat sports events. “This includes any and all events, regardless of the number of people involved,” the ARP statement read. “Any combat sport taking place during this global pandemic places the athletes, officials and anyone else involved in the event under unnecessary risk of infection and transmission of COVID-19.” Up until its television deal with Fox in 2011, the UFC was able to trade on its edgy, anti-authority image. It has long since moved on from that era, but the public comments of White and the decision to stage events during a global pandemic will leave major partners wondering if the promotion is reverting to type. For partners like ESPN, Volkswagen, Air Asia and Kraft Heinz, is this the UFC they thought they were signing up for? The reaction to the idea by broadcasters like Disney and Veronica in the Netherlands – which said it will not show UFC 249 “for ethical reasons” – indicate how household brands might react.

NASCAR

NASCAR BEGINS TO EXPAND AUDIENCE WITH IRACING PRO INVITATIONAL SERIES

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Nascar’s newly-developed esports series, the eNascar iRacing Pro Invitational Series, was initially designed as a means to fill the competition void during the ongoing sports industry hiatus due to the Covid-19 pandemic, and give corporate sponsors another way to activate within the motorsports property. But after three weeks of virtual racing, the growing series has also proven a powerful means to expand the overall Nascar audience, bringing the esports competition to hundreds of thousands of fans who had not watched any real-world races this year.

The initial Pro Invitational Series race, a virtual event at Homestead-Miami Speedway staged on March 22 and involving actual Nascar drivers, drew 903,000 US viewers on cable network FS1, according to Nielsen Media Research. Roughly 255,000 of those people had not watched a real-world Nascar race this year. Subsequent races – March 29 from Texas Speedway, and April 5 from Bristol Motorspeedway – have shown both overall audience growth and similar penetration into new audiences. The Texas race drew an average audience of 1.3 million viewers, representing the highest-rated esports television program of all time in the US, and the Bristol race drew an average of 1.2 million viewers. All told, the three virtual races staged thus far have combined to attract nearly 900,000 new viewers who had no previously watched a Nascar race in 2020. An internationally, the iRacing

Pro Invitational Series has reached 160 countries as IMG has aided Nascar with its global medi distribution. “We’ve been saying for a long time that esports is one of those tools in our tool box that allows us to get younger and more diverse,” says Scott Warfield, Nascar Managing Director of gaming. “When you start to see numbers like that, it helps your argument. And you also have to put in the context of the Daytona 500 [run in February]. That’s the most casual audience we get all year. And 255,000 people who watched the first week of the Pro Invitational Series did not watch the Daytona 500. This is a moment in time that we didn’t ask for and we don’t want, but it has positioned us as first movers.” Indeed, a litany of other sports properties have since also moved to create their own esports events, involving athletes from their respective sports, professional gamers, or celebrities. But Nascar is enjoying a trio of crucial advantages relative to many of those properties. First, Nascar has sanctioned the eNASCAR Coca-Cola iRacing Series for nearly a decade, giving it a very long run of experience in the still-emerging esports space. The deep realism of the graphics and racing gameplay, powered by motorsports simulation platform and long-time ➜

NASCAR

Nascar partner iRacing, makes one the virtual races almost look like the real thing. And many Nascar drivers were already using iRacing technology for training and fan engagement purposes. “We take a lot of pride in this,” Warfield says. “You’re always looking across the aisle at the stickand-ball guys and you always want to be the first movers. But this is a real testament to iRacing in particular. “The difference for us is that it’s so authentic and natural to Nascar. Our top athletes are already using this platform. This isn’t big, bad Nascar asking drivers to do something they wouldn’t do. It’s organic to what they already do, and that comes through. As great as NBA2K, Madden and FIFA are, a big reason I think we’ve resonated is the credibility iRacing has with our athletes,” he says. It was certainly no secret that prior to the arrival of the pandemic, Nascar had plenty of issues in core revenue drivers such as race attendance and corporate sponsorship. And the Pro Invitational Series isn’t going to fully solve any of those larger issues, or replace all of the lost revenue from not being able to stage real world races. But the development of the esports series did mark a rapid pivot for Nascar amid the unprecedented challenge the pandemic brought and represents a key means to keep both fans and sponsors engaged. Dixie Vodka, Nascar’s official vodka, was on the front lines of that shift. The race it holds the title sponsorship rights for, the Dixie Vodka 400, was the second one on the Nascar 2020 schedule postponed due to Covid-19, with the decision made less than a week before the event was slated to occur. But within a matter of a few days, Nascar was able to organise the Pro Invitational Series with iRacing, and the real-world event at Homestead-Miami Speedway was turned into a virtual one, the Dixie Vodka 150, also held on March 22 and on the recreated version of the track. “It was all very real-time,” says Matti Anttila, founder and chief executive of Dixie Vodka parent Grain & Barrel Spirits. “There were a lot of moving pieces in those few days leading up to the race, with lots of different options on the table, including racing with no fans, cancelling outright, or postponing. Once it became clear the [real world] race wasn’t happening, it was a very quick transition to the iRacing. “Ultimately, it’s been a success. People are really starved for sports content, and this is one of the only

games happening right now. The Nascar fanbase is also very loyal and has been really supportive of this,” Anttila says. Anttila, however, is quick to note that the exposure for the brand is still markedly different in an esports event. The Dixie Vodka 400, has it been held, would have been shown on Fox broadcast in the US, and likely reached at least several million people. The Pro Invitational Series, conversely, was shown on FS1 on cable, and averaged 903,000 viewers. A historically strong number for esports, to be certain, and one that again exposed the sport to many new fans. But not close to a direct, full replacement for what would have happened. “It’s two different things, but this is going to be a great thing for the fan,” Anttila says. “Even when live racing returns, the iRacing isn’t going away. And providing they can keep up the driver involvement like they have now, there is going to be value their for a brand like ours. This definitely opens up a lot of possibilities.” Nascar, too, acknowledges that the Pro Invitational Series hasn’t replaced all the lost audience or revenue that has been claimed by the public health crisis, though specific financial figures haven’t been disclosed. And the organisation is one of many across the sports industry to impose pay cuts. But given the hundreds of thousands of new fans exposed to the world of Nascar, and the industry buzz generated by the Pro Invitational Series, the organisation is grateful for what’s been created. “This isn’t replacing all the lost revenue, but it’s a pretty good little jolt to the system when everybody was looking for something,” Warfield says.

Ultimately, it’s been a success. People are really starved for sports content, and this is one of the only games happening right now. The Nascar fanbase is also very loyal and has been really supportive of this”

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BRINGING A STADIUM EXPERIENCE TO THE CAR PARK

Danish side FC Midtjylland take steps to engage fans in live football as sports clubs across Europe aim to finish their season It could be a long time before soccer fans are allowed to watch their team play in a stadium. Even when restrictions designed to prevent the spread of coronavirus are eased, it is unlikely that many authorities will allow tens of thousands of spectators to cram into a confined space.

When soccer returns, games will likely be played behind closed doors. Such matches are a bizarre spectacle and the absence of a crowd serves as evidence, if it was ever needed, that fans are more than just paying customers – they are intrinsic to the appeal of sport. Going to the match is also an important social event for supporters whose enjoyment is enhanced by being the presence of so many others. But there will be a realization that any soccer is better than no soccer and fans starved of action by the pandemic will be determined to make the most of the situation. Danish club FC Midtjylland is a club that has done things differently. In less

than a decade it has transformed from a small provincial club into the champions of Denmark thanks to the use of Big Data. Analytics are used to identify transfer targets and optimize tactics, allowing the team to compete with richer, betterresourced clubs both at home and in Europe. So it’s no surprise that their suggestion for life after lockdown is a little out of the box. The Danish government has lifted some restrictions, allowing certain businesses to resume trading and schools to open their doors. The country’s national soccer league, the Superliga, could restart on 17 May. Stadiums will be empty, but Midtjylland plans to erect big screens in the car park of its stadium and allow 2,000 vehicles to enter the ground and listen to commentary through their car radio using a special local frequency. Singing and car horn honking would be encouraged, with cameras capturing fans in the parking lot and the footage relayed inside the stadium to give the players a sense of atmosphere. Admission would be free and

away fans would be invited to attend in their own area of the car park. If it is assumed that there are four or five people in a car then Midtylland could have an audience close to the 11,000 capacity of the MCH Arena. Conversations with the relevant authorities and rightsholders have already begun and other details are being ironed out such as how fans can go to the toilet. FC Midtjylland’s Preben Rokkjær suggested to Danish newspaper BT that if anyone needs a bathroom break, they could flash their headlights and be accompanied by a guard to the facilities. If the venture is a success, then more car parking spaces could be opened up and the club could apply for inclusion in the Guinness Book of World Records. Drive-in soccer isn’t exactly a substitute for the real thing, and it will be hoped that fans can retake their seats inside the stadium very soon, but Midtylland’s proposal is another example of the innovative technological solutions that sports organizations are deploying during this unprecedented time.

MLS

THE RISE OF MANCHESTER CITY & SARACENS: ECONOMIC THEORY IN CAN MLS BECOME ACTION

A WORLD-CLASS LEAGUE ON ARTIFICIAL TURF? The Saracens salary cap scandal and news that Manchester City allegedly breached UEFA’s Financial Fair Play rules have threatened the integrity of the clubs and the sports respectively

Major League Soccer’s ambitious goal of growing into one of the world’s best leagues is ever compromised with so many of its teams still playing on artificial surfaces

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In every other way, it was a marquee event. The sight of 69,274 fans, a stadium record attendance, packed into CenturyLink Field was enough to illustrate this, although the elaborate pre-game TIFOs, pyrotechnics and ‘March To The Match’ from downtown Seattle out to the venue only added to the spectacle. Indeed, last year’s MLS Cup final had all the components of a Big Match, besides one: the pitch.

Like every Seattle Sounders home game since the club’s introduction to the league in 2009, last year’s MLS Cup final was played on an artificial grass surface. FieldTurf, to be precise. It was the same the season before as Atlanta United hosted the Portland Timbers at Mercedes-Benz Stadium. That too was a big time sporting occasion to rival anything produced by the Champions League, Europa League or any other European competition. Just like in Seattle, though, the plastic pitch was out of place. A rtificial surfaces are permitted in the Champions League, but not for the final. In 2008, for instance, a new grass pitch was hastily laid just a few weeks before the Champions League final between Chelsea and Manchester United because the Luzhniki Stadium’s usual plastic pitch was deemed unsuitable for such a big match. This gives a sense of how Uefa truly feel about their use at the elite level of the European game. There is not a single artificial pitch in the Premier League, nor is there one in the Championship. In fact, there isn’t an artificial pitch at any of England’s 42 senior league venues. Even in countries, like Scotland, where plastic surfaces are used, they are much maligned. “I don’t like plastic pitches, I didn’t like playing on them. I think they’re dangerous,” former England and Liverpool captain, now Rangers manager, Steven Gerrard said after a game on an artificial pitch last year and his views are reflective of the wider soccer community. MLS and the owners of its member clubs have been unashamedly bullish in their ambition to become one of the best leagues in the sport in the not so distant future, but can that really be achieved with so many teams still playing on artificial pitches? While MLS has made great strides in the construction of soccer specific stadiums across Canada and the United States over the past decade or so, the sight of plastic pitches in the division is a reminder of the compromises it continues to make. With the exception of the Portland Timbers’ Providence Park, every artificial playing surface currently in MLS is installed at a multi-use stadium. In the case of Atlanta United and the Seattle Sounders, an argument could be made that playing on FieldTurf is a necessary ill. These are, after all, two clubs with fanbases so big they can only be housed in NFL-size super-stadiums. The benefit that comes from that makes playing on a less than perfect pitch worth it, or so some might claim. Of course, it should be noted that not all artificial pitches are the same. Some are better than others. The Portland Timbers’ FieldTurf surface, for instance, is widely agreed to better than the artificial surface at Gillette Stadium. Nonetheless, artificial

pitches play slightly differently than natural grass ones. Some players refuse to play on them for fear of aggravating knee or ankle injuries - see how Thierry Henry and Zlatan Ibrahimovic missed almost every match played on plastic during their time in MLS. This is a problem for a league that still uses ageing European stars, such as Henry and Ibrahimovic, as marketing tools. There is little scientific data to suggest that players are more prone to injury on artificial pitches – one study conducted in the USA in 2013 which looked at female college soccer players actually showed a lower total injury incidence rate and lower total major injury incidence rate on artificial pitches than grass – but there is no doubting the stigma attached to the use of artificial pitches. One survey, conducted anonymously by ESPN, found that 63% of MLS players would consider whether or not a team plays on grass or plastic as a factor in any transfer decision. Even as far back as 2007 when David Beckham had only just pitched up at the LA Galaxy, there was growing dissent against the presence of artificial surfaces in the league. “Every game, every team should have grass, without a doubt,” Beckham said at the time. The discussion around plastic pitches in MLS isn’t a new one, but this is a large part of the point. Players continue to feel they aren’t being listened to.

“I don’t like plastic pitches, I didn’t like playing on them. I think they’re dangerous” Steven Gerrard The scientific argument against artificial pitches might not be especially compelling, but the detrimental impact they have on soccer as a product is worth discussing. Games on grass tend to be quicker. The ball doesn’t bounce so high, favoring teams who prefer to play on the ground. MLS concerns itself with its packaging more than most leagues and so this is surely one consideration it must make. The argument in defense of artificial pitches usually includes the point that they are still better than a bad grass pitch. But the best leagues, the kind of leagues MLS wants to one day count itself among, don’t play on bad grass pitches. They play on green carpets, commonly of a natural and synthetic consistency. There is certainly no grass pitch in the Premier League like the one New York City FC play on at Yankee Stadium. MLS in 2020 is still in a development phase with the league only celebrating its 25th anniversary of establishment this season. On this basis, some leeway is warranted, but just as there is building pressure to raise or abolish the division’s salary cap in order to allow clubs to build fuller and better balanced squads, therefore lifting the quality of play, a move towards an all-grass league should be a stated aim. If the Champions League final wouldn’t be played on it then neither should the MLS Cup final.

BASKETBALL

NBA AND MICROSOFT DEVELOPING PERSONALISED BROADCAST OTT PLATFORM The National Basketball Association (NBA) and technology giant Microsoft are developing a next-generation direct-to-consumer streaming platform that will offer viewers personalised game broadcasts and other content. Microsoft and NBA Digital — the NBA and Turner Sports’ joint media partnership — will create the new platform on the Microsoft Azure cloud computing service. The technology upgrade will utilise machine learning and artificial intelligence (AI) to provide customised and localised experiences for the NBA’s international fanbase.

It will also integrate the North American basketball league’s various products and services from across its business, such as the existing League Pass subscription service that offers access to out-of-market games, tickets, merchandise offers and social media. According to Variety, features on the new service will include archive content, real-time stat overlays, alternative audio and video feeds, and gaming elements. The NBA will also offer fan rewards for interaction with the platform. The NBA did not say when the streaming platform will launch, but

the service is part of a broader multiyear partnership between the league and Microsoft that will kick in from the 2020/21 season. The multi-faceted arrangement will see Microsoft become an official technology partner of the NBA. In addition, the technology giant takes exclusive category status in AI and non-exclusive rights in the cloud and laptop categories for the NBA, the Women’s National Basketball Association (WNBA), the NBA G League development competition, as well as USA Basketball. In addition, Microsoft will be the entitlement partner of the NBA Draft Combine from next season and an associate partner of other marquee events, such as the NBA All-Star Game. The two organisations also plan to explore additional ways that technology can be used to enhance the NBA’s business and game operations. “This partnership with Microsoft will help us redefine the way our fans experience NBA basketball,” said NBA commissioner Adam Silver. “Our goal,

working with Microsoft, is to create customised content that allows fans — whether they are in an NBA arena or watching from anywhere around the world — to immerse themselves in all aspects of the game and engage directly with our teams and players.” The deal adds another North American major league to Microsoft’s partnership portfolio, which includes a longstanding collaboration with the National Football League (NFL) that was most recently extended in March. “We are thrilled to serve as the official AI partner of the NBA,” added Microsoft Satya Nadella. “Together, we’ll bring fans closer to the game and players they love with new personalised experiences powered by Microsoft Azure.” The commercial agreement is one of the biggest to be announced by a major sports organisation since the coronavirus pandemic forced leagues and events to shut down. The NBA season has been suspended since 11th March and the league has not yet announced when it will return.

RECRUITMENT

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Current Vacancies Each month PSN will be promoting job vacancies across the world of professional sport. If you have a vacancy you would like to promote, please contact enquires@premiersportsnetwork.com. Commercial Director – England Netball (Maternty) Location: London, England Salary: Excellent package Closing date: 8 May 2020

Legal Director, Sports Rights – Discovery Inc. Location: London, England Salary: Competitive Closing date: Until filled

Head of Brand & Communication – Southampton FC Location: Southampton, England Salary: Competitive Closing date: 10 May 2020

Head of Sports Marketing – Amazon.com Inc. Location: London, England Salary: Competitive Closing Date: 26 May 2020

Chief Executive – Golf Club Managers Association Location: Bristol, England Salary: 75,000+ Closing date: 15 May 2020

Performance Coach – Badminton Scotland Location: Glasgow, Scotland Salary: £32,000+ Closing date: 29 May 2020

Senior Director, Partnership Development – New York City FC Location: New York City, USA Salary: Competitive Closing date: Until filled

Executive Director – Oakville Soccer Club Location: Oakville, USA Salary: Competitive Closing date: 31 May 2020

Insurance Coordinator – FIFA World Cup Qatar 2022 Location: Doha, Qatar Salary: Competitive Closing date: 26 May 2020

Commercial Manager – Formula 1 Holdings Ltd. Location: London, England Salary: Competitive Closing date: Until filled

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