CHIEF EXECUTIVE’S REPORT [ 1 ] CHIEF EXECUTIVE OFFICER – ANDREW DEMETRIOU AN ONGOING CHALLENGE While ‘victories’ and achievements are to be acknowledged, all energies must focus on the next challenge, and the next. The administration of the AFL has some similarities to the clubs’ 2. Competition and the game approach to Toyota AFL premiership season matches. The enjoyment We strive to have an even competition where any club is capable of winning a game is shortlived as coaches and players start work of beating any other on any day or night to produce uncertainty of immediately on their strategy to win the next match. outcomes and drive supporter interest –- regardless of the relative A similar observation could be made about the past year, a financial strength of each club. year that was very positive for everyone associated with the AFL competition and our game at a community level. However, there is 3. Participation no time for prolonged celebration or reflection. Our focus is on the Aggressively drive high levels of participation in well-managed next challenge. community programs throughout Australia in partnership with AFL While all stakeholders should be proud of their contribution to the clubs, players and state and territory football bodies. health of the game, no one should think that the AFL is anything but aware of the challenges we continue to face as we strive to grow and 4. Community and customer relations enhance our standing as this country’s premier sport. We aim to promote high levels of public interest by building the The challenges are significant, and numerous, as all forms strongest brand in Australian sport. Our supporters are our most of sport and entertainment compete for the hearts and minds of important assets and we strive to build strong relationships with them. Australians of all ages. Subscription television, online developments As an industry, we are committed to making a significant contribution and mobile technology offer instant access to sport and back into our community. entertainment – anywhere, any time. For athletes capable of playing at AFL level, there is a host of 5. A collaborative industry other sporting career options available to them. We must promote We aim to work together as a collective across the industry to more strongly the fact that the AFL competition provides 640 maximise growth, realise efficiencies and present a united front on players with an average annual salary of $200,000, plus significant key opportunities. opportunities for education and post-career development. It is appropriate to record the key outcomes from 2005 in this These subjects are dealt with in greater detail in this report and will Annual Report. But the task of enhancing our only indigenous game provide the broad framework for the AFL Commission, the executive has no finish line as we continue to operate in an ever-changing and and clubs to consider the longer-term future of the competition. challenging environment. Key outcomes for 2005 Strategic direction • An attendance record for the Toyota AFL premiership season of During the past year, we have started to consider what the AFL 6.28 million was set in 2005, up six per cent on 2004. The previous competition and game might look like during the next decade. As record of 6.12 million was set in 1998. a result, we have focused on five key pillars. • Total attendances for the Wizard Home Loans Cup, Toyota AFL premiership season and Toyota AFL finals series passed seven 1. Financial viability million for the first time. We strive to continue to build a strong financial base for the • Membership of the 16 AFL clubs reached a record 506,509, AFL competition to maximise the economic benefits for AFL clubs, the first time the 500,000 mark has been surpassed. players, supporters, the football fraternity and the community • On average, 4.02 million people watched AFL matches on at large. television in 2005, up 1.2 per cent on 2004. FRONT AND CENTRE: Western Bulldogs captain Luke Darcy was on fire in his 200th game in round two, then suffered a season-ending knee injury in round six. 2 4 2 5 CHIEF EXECUTIVE’S REPORT [ 1 ] AFL ANNUAL REPORT 2005 • The Toyota AFL Grand Final between the Sydney Swans and the Three mechanisms were identified to provide $34 million to clubs RESPECT AND RESPONSIBILITY POLICY West Coast Eagles was the most-watched television program in over the next three years. Australia in 2005, with an average audience in the five mainland • Annual Special Distribution. This replaced the Competitive In August 2005, the AFL Commission adopted a policy, Respect Sergeant Sue Clark), the Victorian Institute for Forensic Medicine (Dr capital cities of 3.386 million people. Balance Fund and was designed to assist clubs with and Responsibility – Creating a safe and inclusive environment for Angela Williams), the Adolescent Forensic Health Service (Patrick • Network Ten’s Grand Final post-game show was the second-most- long-term structural revenue or cost disadvantages. From women at all levels of Australian Football. Tidmarsh) and the AFL (Andrew Dillon and Tony Peek). watched program in Australia, with an average audience in the five 2006 to 2008, the fund will make $17.2 million available The policy was recommended to the AFL Commission by The AFL Commission adopted a strategy comprising six key mainland capital cities of 2.981 million. The network’s coverage of for distribution to clubs. a working group established by the AFL in 2004 after allegations components, which were recommended by the working group, with the Grand Final pre-match program was the third-most-watched • Facility Development Reserve. This was established with of sexual assault against some AFL players. the assistance of Victoria’s Statewide Steering Committee to Reduce program of the year with an average audience of 2.593 million $10 million from the proceeds of the sale of Waverley Park to We undertook an extensive consultation process with AFL clubs, Sexual Assault. across the five mainland capital cities. assist in the development of AFL stadiums, club training and the AFL Players’ Association, relevant federal and state government • More than 1.1 million people per week – up seven per cent on administration facilities and grounds for local community clubs. departments and agencies as well as various community groups. The 1. Introduction of model anti-sexual harassment and anti-sexual 2004 – listened to AFL matches on radio. In most instances, funds are allocated in partnership with state aim was to ensure a contemporary industry and community-based discrimination procedures across the AFL and its 16 clubs. • An average of 1.23 million unique browsers per month visited the or local governments. response to the problem of sexual harassment, sexual discrimination 2. Development of organisational policies and procedures to ensure AFL Telstra online network –- a combination of the AFL website and • Strategic Partnership Reserve. With $7.2 million for the period and violence towards women. a safe, supportive and inclusive environment for women. the 16 club websites. This represents growth of 36 per cent on 2004 2006 to 2008, the fund will assist joint projects between the AFL Traditionally, responsibility for addressing sexual assault has fallen 3. Changes to AFL rules relating to conduct unbecoming to cover the figures and maintains the AFL-Telstra network position as the most and clubs to deliver significant growth or improved outcomes largely to the criminal justice and social services systems, where specific context of allegations of sexual assault. The rules were popular sporting website in Australia. for the AFL and 16 clubs. Collaboration between clubs is intervention was understandably focused after violence had occurred. also developed in consultation with AFL legal adviser Jeff Browne. encouraged with priorities including fan and game development More recently, women’s groups and services have been successful 4. Education of AFL players and other club officials and an investigation Financial result in priority areas, new revenue growth and improved efficiency in putting the prevention of sexual assault on the broader social of ways to disseminate the program in the community. The AFL achieved a net surplus of $1.7 million, after transferring through shared services such as finance, membership and policy agenda. 5. Dissemination of model policies and procedures at the community $3 million to the facility development reserve and $1.8 million to the information technology. This has led to a growing recognition that responsibility for club level. strategic partnership reserve. creating safe and supportive environments for women is shared 6. Development of a public education campaign. This result was achieved after allowing for $3.8 million in legal fees Seven Network litigation between individuals, organisations, communities and governments. related to litigation by the Seven Network against the AFL and more The AFL continued to defend the legal action instituted by the As an organisation with a strong emphasis on community and Our approach to the development of this policy is similar to the than 20 other parties concerning the awarding of the AFL’s current Seven Network against the AFL and 22 other parties, including social responsibility, the AFL wants to work with government and steps associated with the implementation of our Racial and Religious broadcast rights. News Limited, Telstra, PBL, Foxtel and Network Ten, in the Federal other groups to contribute to this broader social policy agenda in Vilification policy in 1995. This highly successful policy, which • Revenue totalled $203.7 million, up 9.3 per cent on the 2004 total Court. The claim by Seven alleged breaches of the Trade Practices all states and territories. won the National Corporate Anti-Racism Award in 2001 and was of $186.3 million.