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Premiership clubs lost a staggering £88.7million in the two years before CVC buy-in

By Liam Heagney
35-year-old Mike Brown (Photo by Harry Trump/Getty Images)

Lord Myners’ extensive 55-page salary cap review has laid bare the deep financial black hole that exists in the game in England, the report highlighting how the 13 Gallagher Premiership shareholder clubs lost a combined total of nearly £89million in the two years prior to selling a 27 per cent stake to CVC Capital Partners.

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The Premiership was reputed to have gained more than £200m when it decided in December 2018 to sell a minority stake to the private equity firm, but it has now emerged that this deal was struck at the end of a terrible two-year period which starkly highlights the bleak loss-making going on in the business of top-flight rugby.

Accessing Companies House records, the Myners report outlined how a total of £88,726,373 was lost in 2017 and 2018. A total of £39,243,963 was lost by clubs in the year ending 2017, a figure that worsened to £49,482,410. 

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RugbyPass reviews the epic 2009 South Africa vs the British and Irish Lions second Test in the company of Bryan Habana

Only Exeter managed to post a profit, the Chiefs recording surpluses of £1,143,676 and £909,432 in the two years investigated by the report. That suggests that all other Premiership owners should make a point of visiting Tony Rowe and teasing out exactly how to make a profit in a sport that can’t shake its reputation for losing money.  

Some of the individual losses were staggering – Wasps in excess of £14m, Worcester more than £13m and Bristol over £12m. The lowest loss-making club was Leicester, with a £2.1m two-year total. However, that more refined level of bookkeeping wasn’t sufficient when it came to putting the club up for sale last summer in a market that refused to nibble, resulting in the Tigers being taken off the market nine months later.

The salary cap report crucially noted, though, that many of the Premiership club owners claimed not to be overly bothered by their loss-making businesses as owning a rugby club was something they were generally doing in search of glory rather than to make ends meet.

Reflecting on the £88.7m two-year losses, Lord Myners wrote: “These figures illustrate just how dependent many clubs are on their owners or benefactors, normally an individual, for viability and sustainability. 

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“The continuing operations of PRL in its present model depend on the generosity and financial resource of owners. It was clear to me after listening to the owners that many are not motivated by the potential to generate profit from the game, but to compete and win on the field.

“The mentality of many of those individuals is indicative of the unique economics of sport. It also suggests that without regulations limiting their ability to spend more, owners/benefactors who could afford to would spend even more than they currently do in pursuit of victory. 

“The effect of the salary cap since its introduction has therefore been to control rising costs for clubs relative to increases in revenue. The cap could be said to act as a safety valve against unsustainable losses. 

“However, it is obvious that the uncertain outcome of the current season with all the attending economic implications may change the economics of PRL’s member clubs. Their long-term financial viability was not assured before this moment; it is far less so now.”

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THE TWO-YEAR PREMIERSHIP FINANCIAL REPORT (2017 and 2018)

Bath Rugby Limited

-£5,715,760 LOSS

(-£2,567,201, -£3,148,559)

Bristol Rugby Club Limited

-£12,478,283 LOSS

(£5,241,823, -£7,236,460)

Exeter Rugby Group PLC 

£2,053,108 PROFIT

(£1,143,676, £909,432)

Gloucester Rugby Limited

-£3,387,955 LOSS

(-£1,197,771, -£2,181,184)

Harlequin FC Holdings Ltd

-£11,579,193 LOSS

(-£6,624,239, -£4,954,954)

Leicester Football Club PLC

-£2,174,000 LOSS

(-£938,000, -£1,236,000)

London Irish Holdings Ltd 

-£6,561,817 LOSS

(-£3,069,678, -£3,492,139)

Newcastle Rugby Ltd

-£7,442,372

(-£3,164,117, -£4,278,255)

Northampton Saints PLC

-£4,018, 003 LOSS

(-£1,230,295, -£2,787,708)

Manchester Sale Rugby Club Ltd

-£2,528,010 LOSS

(-£818,829, -£1,709,181)

Saracens Limited

-£6,637,570 LOSS

(-£2,750,645, -£3,886,925)

Wasps Holdings Ltd

-£14,428,000 LOSS

(-£4,705,000, -£9,723,000)

WRFC Trading Ltd (Worcester)

-£13,837,512 LOSS

(-£8,080,035, -£5,757,477)

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Sam T 5 hours ago
Jake White: Let me clear up some things

I remember towards the end of the original broadcasting deal for Super rugby with Newscorp that there was talk about the competition expanding to improve negotiations for more money - more content, more cash. Professional rugby was still in its infancy then and I held an opposing view that if Super rugby was a truly valuable competition then it should attract more broadcasters to bid for the rights, thereby increasing the value without needing to add more teams and games. Unfortunately since the game turned professional, the tension between club, talent and country has only grown further. I would argue we’re already at a point in time where the present is the future. The only international competitions that matter are 6N, RC and RWC. The inter-hemisphere tours are only developmental for those competitions. The games that increasingly matter more to fans, sponsors and broadcasters are between the clubs. Particularly for European fans, there are multiple competitions to follow your teams fortunes every week. SA is not Europe but competes in a single continental competition, so the travel component will always be an impediment. It was worse in the bloated days of Super rugby when teams traversed between four continents - Africa, America, Asia and Australia. The percentage of players who represent their country is less than 5% of the professional player base, so the sense of sacrifice isn’t as strong a motivation for the rest who are more focused on playing professional rugby and earning as much from their body as they can. Rugby like cricket created the conundrum it’s constantly fighting a losing battle with.

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Ed the Duck 12 hours ago
How Leinster neutralised 'long-in-the-tooth' La Rochelle

Hey Nick, your match analysis is decent but the top and tail not so much, a bit more random. For a start there’s a seismic difference in regenerating any club side over a test team. EJ pretty much had to urinate with the appendage he’d been given at test level whereas club success is impacted hugely by the budget. Look no further than Boudjellal’s Toulon project for a perfect example. The set ups at La Rochelle and Leinster are like chalk and cheese and you are correct that Leinster are ahead. Leinster are not just slightly ahead though, they are light years ahead on their plans, with the next gen champions cup team already blooded, seasoned and developing at speed from their time manning the fort in the URC while the cream play CC and tests. They have engineered a strong talent conveyor belt into their system, supported by private money funnelled into a couple of Leinster private schools. The really smart move from Leinster and the IRFU however is maximising the Irish Revenue tax breaks (tax relief on the best 10 years earnings refunded at retirement) to help keep all of their stars in Ireland and happy, while simultaneously funding marquee players consistently. And of course Barrett is the latest example. But in no way is he a “replacement for Henshaw”, he’s only there for one season!!! As for Rob Baxter, the best advice you can give him is to start lobbying Parliament and HMRC for a similar state subsidy, but don’t hold your breath… One thing Cullen has been very smart with is his coaching team. Very quickly he realised his need to supplement his skills, there was talk of him exiting after his first couple of years but he was extremely shrewd bringing in Lancaster and now Nienaber. That has worked superbly and added a layer that really has made a tangible difference. Apart from that you were bang on the money… 😉😂

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