'Fundamental shift in the game': World Rugby outline new six-year strategy

World Rugby has unveiled a new six-year strategy running through to 2031, built around a vision of “powering rugby, uniting the game and enriching lives”.

The plan centres on three pillars – iconic events, impactful investment and leadership and support for member unions – and is designed to futureproof the sport in a “challenging” global environment, culminating in Rugby World Cup 2031 in the USA, where a billion dollar surplus is being targetted.

World Rugby chair Brett Robinson said the strategy marks a significant shift following a year-long consultation process.

“So, World Rugby through its council unanimously supported the new strategic plan through to 2031. For me personally, for the board and the management team, it was a massive moment on our journey.

“Part of one of my key promises to our members was to really work on a refresh process strategically that connected them all into that process. So we have been engaging, iterating, listening, responding, making tough choices, and we’ve landed on what I believe to be a fundamental shift in the game over the next four or five years.”

Robinson said clarity of purpose was central to the strategy, with a focus on what World Rugby should, and should not, do.

“Look, there are sort of three key statements that for me have to be simple, clear and driving a direction.

“And that is our purpose. So why does an organization exist? Why does World Rugby exist? What does it do? What does it not do? What do our members do? What do we do?

“So, we spent a lot of time thinking deeply about that and we have a role in bringing rugby and people together through iconic events like the women’s World Cup, like 2027 in Australia and 2029 in Australia and 2031 and 2033 in the USA.

“That is our core competency, something we do incredibly well. We also have a role of making tough choices in investing in the right things.

“For a reason, we put £50 million into the women’s game. For a reason, we put £50 million into player safety and welfare. And we as World Rugby have to make tough choices, impactful investments, and ultimately about returning for the game.”

The strategy also shifts how World Rugby funds the game, moving towards a model that rewards Rugby World Cup qualification and performance, while increasing participation fees from 2031 onwards.

Robinson said supporting unions of different sizes would be key.

“And finally, we have a responsibility around how we lead and support our members. You know, the world of rugby – 134 members now – require us to support them in different ways.

“And the bigger unions are very different to some unions that are much, much younger and not as big as they are.”

The governing body is targeting significant growth tied to its major events, including a projected surplus of more than $1 billion from Rugby World Cup 2031, alongside a £200 million investment into the USA market in the lead-up to the tournament.

Robinson outlined what success would look like at the end of the cycle.

“The next really important state for me is what do we see success to look like in 2031? What are we going to be looking back proudly and saying that we’ve achieved?

“And we have a fundamental responsibility to fuel and power our game through the revenues we generate through Rugby World Cup, number one. Number two, we have an incredible role in uniting our game to achieve as much as we want to achieve.

“And finally, and most beautifully for me, we enrich and change lives. And that really excites me. And I am hoping that that vision inspires and motivates our game to connect and deliver.”

He added that rugby’s core values would underpin how the strategy is delivered.

“How do we behave? And that’s through our values – discipline, integrity, respect, solidarity, passion.

“They are at the heart of what rugby is, what is our point of difference, and what ensures we navigate the path in behaviours that are acceptable to our game.”

Robinson said the focus now shifts from planning to delivery across the global game.

“Well, we’ve spent 12 months together reflecting on the content of a strategic plan and on the process of a strategic plan that’s landed us to where we are today.

“Through that process, we are now united and engaged in the ownership of that plan. And in the ownership, it’s now our responsibility collectively to deliver.

“So, we go from developing a plan to landing on a plan to owning a plan to actioning a plan.

“So my message to members is we wrap our arms around the plan. We take the responsibility on that we have as World Rugby, as a regional association, as a member union, as a player, as an administrator, as a fan, and we drive that plan through to 2031 so we achieve our ambition and that vision is realised.”