WORLD RUGBY STRATEGIC PLAN 2021-25

A GLOBAL SPORT FOR ALL – TRUE TO ITS VALUES

WORLD RUGBY STRATEGIC PLAN 2021-25

1 EXECUTIVE SUMMARY WORLDWORLD RUGBY RUGBY STRATEGIC STRATEGIC PLAN PLAN 2021-25 2021-25

EXECUTIVE SUMMARY

BACKGROUND World Rugby is an organisation and a movement – everyone has a say, and everyone should feel connected with the sport, its advancement and success.

As an organisation, World Rugby leads and guides a sport that has enjoyed significant growth over recent years – across participation, audiences, markets and OUR VISION revenues. A global sport for all - true to its values Against a challenging societal and sporting backdrop OUR VALUES exacerbated by the COVID-19 pandemic, this Strategic Integrity, solidarity, respect, discipline, passion Plan articulates how World Rugby proposes to lead the sport, inspire participation and engagement, support players and grow revenues for the benefit of everyone OUR PURPOSE in the global rugby family in the coming decade. Growing rugby by making it more relevant and accessible

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THE NEXT STRATEGIC PLAN DELIVERING THE NEXT STRATEGIC PLAN World Rugby plans to fulfil its Purpose and Without increased revenues, World Rugby will not be able to invest at the levels Vision by focusing relentlessly on the three required to grow rugby globally. Operating competitions profitably, building commercial pillars of Competition, Participation and partnerships, strengthening the brand of the sport and driving value from audiences, will Engagement – underpinned by evolving the all be critical to our success. We believe that delivering this strategic plan, in partnership game itself, our Product. with unions, regional associations, partner organisations and commercial partners, will This new Strategic Plan will drive the take the sport of rugby from strength to strength in the years to come. organisation forwards from 2021 onwards. It is a plan for World Rugby as an organisation, Strategic Plan Overview based around a Vision and Purpose endorsed by our stakeholders. It will be implemented Vision A global sport for all - true to its values through a series of annual priorities set by the organisation’s Executive Committee. Purpose Growing rugby by making it more relevant and accessible And while it is envisaged that the framework set out here – Competition, Participation, INTEGRITY • RESPECT • SOLIDARITY • PASSION • DISCIPLINE Engagement, Product, Ways of Working – Values could remain in place for the next decade, given the pace of change in the sector the Pillars Competition Participation Engagement content of these pillars should be reviewed • Optimise the portfolio • Drive retention • Promote brand rugby within the next five years. • Raise standards and • Grow women’s rugby • Enhance stakeholder competitiviness • Target growth markets relations • Build the global calender • Drive audience engagement and value The Game (our product)

• Player Welfare & • Forms of the game • Utilise expert and experience audience input

Culture Ways of Working

• Responsible • Commercial • Efficient and Effective 3 WORLDWORLD RUGBY RUGBY STRATEGIC STRATEGIC PLAN PLAN 2021-25 2021-25

CONTENTS

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BACKGROUND AND CONTEXT

5 WORLD RUGBY STRATEGIC PLAN 2021-25 COVID-19 – TACKLING THE CORONAVIRUS CHALLENGE

It would be remiss of any attempt to • Generating and sharing intelligence and landscapes will look like in six months’ develop and present a strategic plan at lessons on the COVID-19 pandemic as it time, let alone in the years ahead. We do the end of 2020 to not reflect the global has spread around the world not fully understand the long-term impact COVID-19 pandemic. No individual, family or • Working with colleagues across the sport of the pandemic. In general, we tend to organisation has been left untouched by the to develop and issue optional COVID-19 overestimate the effect of a systemic shock pandemic. Sport has been hard hit in terms law trials in the short run and underestimate the effect of the ability to stage events and matches in the long run. • Creating – in partnership with from community to the elite level. Rugby, stakeholders – return-to-play protocols as a team and contact-based sport, and one However, as World Rugby successfully and guidance commercially very dependent on match- concludes its current Strategic Plan, it has day revenues, has been among those most • Driving collaboration on the global never been more important to map a route adversely affected. calendar – both in the short-term and ahead for the sport. The sport has responded as one might hope long-term to the situation – by pulling and working • Managing effective communication and together to support those most in need. correspondence with member unions, From World Rugby’s perspective that has regional associations and partner meant a focus on several key areas: organisations • Shaping and managing the media • Assessing and addressing the most narrative to assist with understanding urgent funding needs of member unions and place rugby near the front of the severely hit financially by COVID-19 queue for sport’s return • Streamlining our own costs in order to The sports sector as a whole was facing an uncertain, but optimistic, future as the maximise financial support to member In many ways, it is hard to predict what COVID-19 pandemic hit. The optimism The unions the health, economic, sporting and rugby

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THE SPORTS SECTOR – A PERIOD OF TRANSITION

The sports sector as a whole was facing alternative routes to audiences – such as an uncertain, but optimistic, future as the large-scale streaming services, or going COVID-19 pandemic hit. The optimism direct to consumer – have become more was driven by increasing leisure time and appealing spend, the power of sport to deliver live • Many sports bodies – including World audiences and shared experiences, and Rugby – have found that the appetite the ability to use new technology, and to for sports stories and information has reach untapped markets. Against that, remained as strong as ever despite the uncertainty was being driven by increased absence of live content, illustrating the competition for attention, market saturation value of fan-engagement and compelling for many leading sports, and a feeling that content sports rights were potentially reaching a • Outside investment into certain parts of value ceiling. In many ways COVID-19 has the sports sector – including rugby union accelerated many of these shifts: – has increased • The rise of Esports has taken a step- • A lack of trust in global leadership in change as it has filled the vacuum left as general, sport included, and the need traditional sports have had a hiatus to be relevant, authentic and purpose- • Those striking rights deals now are driven on key global issues such as struggling to retain previous levels diversity, inclusion and climate change • Sponsors – many of whom are in business As the international federation for rugby distress themselves – are exerting union it is World Rugby’s role to help and even more scrutiny over the return lead the sport – and its constituent parts – to on investment from any partnership navigate and thrive in this uncertain future arrangements sporting landscape. • The struggles of traditional broadcast partners and models has meant that 7 BACKGROUND AND CONTEXT WORLDWORLD RUGBYRUGBY STRATEGICSTRATEGIC PLANPLAN 2021-252021-25

RUGBY – STRONG FOUNDATIONS BUT CHALLENGES AHEAD

There is no question that rugby has had – on most • Nielsen research suggests that in traditional and dynamic to succeed in this environment measures – a successful past 10 years. rugby markets the number of fans has increased • The need to be purpose-driven and align with by two-thirds over the past decade and in societal trends • The sport now has 128 member and associate emerging markets such as the USA, Brazil, China • Time pressures and the availability of suitable unions – up from 117 in 2009 and India, the number of fans has doubled options mean that people are flocking to • Some 9.6m people play the sport globally – up However, against this backdrop, we must tackle shorter time-frame pursuits from 3.7m in 2009 several key challenges faced by sports: • Technology and cultural change has driven • In almost all markets, the sport is perceived as a preference for spontaneous and flexible more exciting than it was • All sports and forms of entertainment are in an increasingly competitive environment, fighting activities rather than those which require • In almost all markets, the sport is perceived as for attention, relevance and share of audience scheduling safer than it was and revenue. Rugby needs to be more flexible • Ever-shortening attention-spans • The relative complexity of rugby union vs other Do you feel that rugby is becoming more or less safe/risky that 5 years ago? sports and leisure activities Established Markets - 2019 Emerging Markets - 2019 • The current global club and international calendar, which is not straight-forward for fans 48% to follow 36% 35% 29% • Economically over two-thirds of global 24% 23% 22% 22% 24% revenues within the sport are generated in the 21% 18% 18% 19% 14% 14% UK and France, with both markets relatively 12% mature and saturated 6% • The high levels of rights fragmentation in rugby frustrates media partners and erodes total value propositions -4% -2% All All markets markets average average 8 BACKGROUND AND CONTEXT WORLDWORLD RUGBY RUGBY STRATEGIC STRATEGIC PLAN PLAN 2021-25 2021-25

WORLD RUGBY - A SUCCESSFUL FEDERATION AIMING EVER HIGHER

As the international federation for the sport and underlying business model is heavily level. Finally, and, perhaps inescapably as an World Rugby has also thrived over the skewed. Currently the organisation is international federation and arbiter of the past decade. Successive World Cups have highly-geared to the commercial success game, World Rugby can be perceived to be at generated increasing interest, audiences and of the men’s Rugby World Cup. This in the root of any issues the sport faces – in any revenues – the men’s turn is highly dependent on a select few form, anywhere – by a range of stakeholders. commercial markets and potential hosts. Rugby World Cup is one of the planet’s The purpose of this strategic plan is to set out The competition portfolio overall requires biggest sporting events. Olympic status has how World Rugby proposes to act, behave some rationalisation, as well as a stronger been won and enjoyed. The values of the and deliver in the coming decade. How we narrative across the range of events. With organisation continue to be highly-prized intend to embrace opportunities and tackle the organisation’s success being intrinsically by participants and partners. And the body challenges in a united fashion, and thus bring linked to the health of the sport and its itself is rated highly for governance and benefit to the whole sport. member unions, it needs to continuously seek trustworthiness. The Association of Summer understanding and cooperation at a strategic Olympic International Federations annual audit puts World Rugby in the top bracket of their assessment of 33 such federations.

Finally, at an operational level the organisation has a strong network of partnerships with both member unions, and the regional associations that have now become established.

However, as well as these strengths the organisation also faces a number of challenges – both immediate and on the horizon. World Rugby’s competition model

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VALUES, VISION AND PURPOSE

10 VALUES, VISION AND PURPOSE WORLD RUGBY STRATEGIC PLAN 2021-25

OUR VALUES

Inherent in everything we do are our values of integrity, respect, solidarity, passion and discipline. These values were developed in partnership with our member unions at the 2009 General Assembly and have stood the test of time.

INTEGRITY PASSION Integrity is central to the fabric of the game People have a passionate enthusiasm for and is generated through honesty and fair the game. rugby generates excitement, play emotional attachment and a sense of belonging RESPECT Respect for team-mates, opponents, match DISCIPLINE officials and those involved in the game is Discipline is an integral part of the game paramount both on and off the field and is reflected SOLIDARITY through adherence to the laws, the regulations and rugby’s core values Rugby provides a unifying spirit that leads to lifelong friendships, camaraderie, teamwork and loyalty which transcends cultural, geographic, political and religious differences

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World Rugby recently canvassed its Executive Committee, Council, colleagues, Values and Adherence to Values unions, regional associations and partner bodies as to their views on these values. The vast majority - some 87 per cent - see these 72 values as world-leading. 68 It was particularly positive that as well as feeling that the values themselves were powerful, those within the sport also see them as being strongly adhered to. However, World Rugby needs to ensure this positive view is maintained and also consider how these values translate and resonate to those outside the sport. They are an important differentiator in the competitive audience- 12 2 engagement landscape and fundamental 8 to the image of the sport and its ability to attract new participants and fans. Strongly Agree Neither Disagree Strongly Integrity is central to the fabric of the game Agree Disagree and is generated through honesty and fair play Q: In comparison to the other sports, how strongly do you agree/disagree with the following statements: ‘Rugby Union leads the sporting world in terms of’...

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OUR VISION:

A GLOBAL SPORT Please consider the following hypothetical vision statements. Choose the FOR ALL – TRUE TO two that you feel best capture a suitable vision for the sport

ITS VALUES Turning the whole world oval 5 12

For Rugby, and its values, to 16 26 World Rugby’s Vision of driving a Sport for flourish around the world all – true to its values has been in place for To be the most exciting team sport 13 14 First choice a decade. That facet of the sport – being in the world suitable for all shapes and sizes, wanting to Second choice be inclusive and provide a home for everyone Enabling all of Rugby to be the best it can be 6 4 and anyone – remains as strong today as it Bringing the world together through did 10 years ago. When asked to consider 24 20 the spirit of Rugby alternative ambitions, respondents from within the sport remain wedded to this Building Rugby’s Success, Together 8 8 Vision.

What has changed in the last decade is our A world inspired and unified through Rugby 17 21 experience. The men’s Rugby World Cup in

Japan showed the potential for the sport to A sport for all, true to its values 60 37 look beyond its traditional homelands, to activate new markets. This ambition drives Taking Rugby to the World 15 14 our renewed Vision, to become a global sport for all – true to its values. Note: Several of these paraphrase other sports and rugby bodies

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OUR PURPOSE: GROWING RUGBY BY MAKING IT MORE RELEVANT AND ACCESSIBLE

Having clarity of purpose is crucial to Being accessible – to participants, World Rugby’s success. How can the spectators and audiences – means that organisation genuinely realise its vision player welfare concerns are addressed of A sport for All – true to its values? How to make the sport ever-safer, ensuring does it define its role vis-à-vis the other the sport is open and inclusive, that organisations operating in rugby’s busy high-quality, appealing content is readily landscape? available to fans new and old, that competition structures are exciting, As a membership organisation World engaging and effective, and that unions Rugby’s core role is to serve and have appropriate capability and capacity. support its member unions and regional associations. Their health and success is Being relevant means ensuring that the an indicator of World Rugby’s success. sport is attractive, that people are aware As the sport’s regulator, law-maker, of it and what it offers, that it chimes key funder and operator of many of its with 21st century lifestyles, behaviours leading competitions, World Rugby can and values. best serve the sport by ensuring that it This Strategic Plan sets out how we plan remains relevant and accessible in the to fulfil this purpose and deliver our decade ahead. vision. 14 WORLD RUGBY STRATEGIC PLAN 2021-25

WORLD RUGBY STRATEGIC PLAN

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STRATEGIC FRAMEWORK Vision

Developing a new strategic plan against the uncertain and ever-changing backdrop Purpose has been challenging. Developing it in the current virtual working environment has also brought both benefits and challenges. Values In order to help shape discussion, assemble ideas and consider future communication, Competition Participation Engagement the following framework has been developed and adopted by World Rugby’s Executive Committee. Pillars The Game (Product) This framework forms the structure for the Strategic Plan as described below, section by section. Ways of Working

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COMPETITION

Like many international federations, global going forwards World Rugby will need to do and regional competitions are at the heart two things: of what World Rugby is about. Rugby is 1. Ensure that all current and future recognised as a sport that organises such competitions are considered carefully in competitions well, to the benefit of athletes, terms of what they deliver for the sport officials, spectators, audiences, hosts and and; partners. 2. Financial support for each event should As the sport has grown so has the range of be tailored to its requirements, which in competitions, as World Rugby has sought some cases may mean marketing and to satisfy demand wherever it can. Although broadcast spend, for example, is focused all World Rugby events earn revenues where it is most appropriate. through some combination of gate receipts, hospitality, sponsorship, merchandising Growing and diversifying revenues from our and broadcast, only one – the men’s Rugby competitions must be a priority for World World Cup – generates a net income for Rugby if investment in the growth of the World Rugby. In order to ensure that its game is to be maintained and increased in portfolio can be financially sustainable the decade to come. 17 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

COMPETITION CATEGORISATION Proposed approach for categorising Previous attempts at categorising competitions competitions have been based on the level of competition – e.g. pinnacle v age-group. The approach being adopted now by World Rugby is to very much focus on the core purpose of each event or competition – is it DRIVES GAME GROWTH to generate net income, is it to broaden the • Events that will definitively talent base or is it to drive game growth? help the sport thrive in Some competitions may be striving to targeted markets do all three (and possibly succeed) but • Open up markets in terms in practice most will benefit from having of audiences, commercial or participation their core purpose identified and focused upon. This approach enables the level of investment – particularly in marketing, broadcast and content production – to be targeted where it is most effective (e.g. towards events more likely to drive game and audience growth). It will also ensure GENERATES NET that World Rugby’s strong track record INCOME SIGNIFICANTLY of working with partners to successfully • Currently to the BROADENS TALENT buisness’ bottom line operate and deliver competitions will • Help significantly raise • Have potential to continue. standards in the global become profitable game Categorising competitions in this way also enables us to consider adapting the approach we take for specific competitions such as the U20 Championship and HSBC World Rugby Sevens Series. 18 WORLD RUGBY STRATEGIC PLAN 2021-25

RAISING STANDARDS AND COMPETITIVENESS

One indicator of the health of a sport is how competitive it is. If we are to fulfil an ambition of creating ‘A global sport for all’ then we need to see more nations having the opportunity and ability to compete at higher levels, all the way up to Rugby World Cup. High Performance investment will target sustained improvements in capability and pinnacle performance, especially where they lead to a potential economic return for the sport.

Looking at the current portfolio we can identify some clear gaps that are holding the global game back. In particular, the lack of competition pathways for elite women’s 15s, and for men’s 15s in emerging nations have been identified as barriers to raising competitive levels. World Rugby intend to address these two issues by launching new international competitions in both areas.

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THE GLOBAL CALENDAR STATE OF PLAY GAME CHANGERS MATCH RESULTS Currently only 46 per cent of international matches played • Major events such as are ‘meaningful’ in a competitive • Reconfigure portfolio RWC 2021, Olympics and around three categories RWC 2023 even more sense. With all the evidence - Profit-making successful than preceding showing that fans, spectators • Majority of events not versions self-sufficient - Broadening the talent and audiences find competitive base • By 2025 World Rugby has COMPETITION • One-size fits-all approach a more balanced portfolio fixtures more compelling World to marketing and - Generating game PORTFOLIO with fewer competitions Rugby will continue to work broadcasting events growth needing significant with stakeholders - as it has is unsustainable and • Broadcasting and subsidisation inefficient done during the 2020 COVID-19 marketing investment to • A relaunch of the Sevens match event role pandemic – to improve the Series by 2022 which • Reset for Sevens Series works for players, the current situation and develop sport and finances competition models and formats • HP-supported unions • High Performance that drive growth. As well as the • HP remains targeted deliver competitive support required by many calendar itself, World Rugby will at ensuring sustainable performances at RWCs unions and Olympics also seek to work with partners STANDARDS AND competitiveness levels • Lack of suitable COMPETITIVENESS • New annual women’s and • New men’s and women’s to help improve the annual opportunities for men’s emerging nations competitions launched by emerging nations and the narrative of the sport in the eyes competitions 2022 of its followers around the world. women’s game By working together and cross- • Development of a more promoting as far as possible all • Work with stakeholders compelling competition stakeholders stand to gain from • Only 46% of international to build a compelling structure that delivers GLOBAL an improved awareness and fixtures are ’meaningful’ narrative and cross- more meaningful matches CALENDAR promotion for the sport by 2024 appetite amongst fans and new • Sport suffers from a lack of compelling annual across the international • A more unified approach audiences alike. narrative and club games to promoting the international competition cycle

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PARTICIPATION

RETENTION as much as attracting them has heightened considerably. Keeping facilities, clubs and With much of the focus currently on the opportunities to play available will be a big impact of COVID-19 on the sport’s finances we part of the recovery programme from 2021 shouldn’t forget the enormous impact that’s onwards. World Rugby’s role here is to support been felt by the game’s grassroots. With so players, coaches, officials and clubs by building little community rugby union – particularly of the capacity and capability of their unions and the contact kind – being played during 2020, regional associations. As ever, player welfare there’s a risk that a whole generation of players continues to be priority number one throughout have lost the ‘habit’ of playing. The rationale to our participation plans. focus attention on keeping people in the game

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WOMEN’S RUGBY programme. We will seek to build upon and extend the success of the ‘Try and Stop Us’ marketing campaign. And finally, although we as an organisation and the sport as As we approach the halfway stage of the World a whole has far more women involved in the sport – including at leadership levels – Rugby 2017-25 Women’s Development Plan than ever before, we will look at how to accelerate this. there’s little doubt that the women’s game, and indeed the role of women in the game, has been transformed. More young women have been getting into rugby each year than men, with over a quarter of participants now being female. However, there remains considerable progress to be made – in all areas from leadership to competition, from the grassroots to commercial aspects. World Rugby is committed to the success of women’s rugby as it represents the single biggest opportunity to grow the sport. As well as developing the new women’s annual international tournament World Rugby will review its Women’s Plan during 2021 to ensure it is fit for purpose and sufficiently stretching. Maintaining funding of the women’s game – especially in these challenging times – is a stated priority for World Rugby and was made a condition of its recent COVID-19 relief

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GROWTH MARKETS STATE OF PLAY GAME CHANGERS MATCH RESULTS Although a global sport with World Rugby now having 128 full and associate • Union Fund maintained to members, participation in rugby union the benefit of participants • The sport is able to in current major markets remains a niche activity in most countries. • 80% of participation recover the ground lost occurs in the top 20 • Increase capacity of unions through the Covid-19 World Rugby aims to continue the countries RETENTION to sustain participants pandemic by 2023, broad global development of the game • Covid-19 has devastated (players, coaches, officials, and reach 10m overall by working with unions and regional community clubs and support staff, volunteers) participants (5m active players across 15s and associations to build their capacity and changed habits • Behavioural insight and intelligence shared sevens) by 2025 capability. It is through our support of between stakeholders unions in this manner, rather than direct • Union Fund to target action, that we can best build sustainable female participation in growth. established markets • An updated Women’s • Women’s Rugby plan to be • Currently halfway Rugby Plan to be Commercially, rugby lacks the universal reviewed in 2021 through 2017-25 Plan produced in 2021 presence of say football, and unlike WOMEN’S • Extend and embed Try and • Participation and • Further editions and cricket (with India) or basketball (with Stop Us global marketing RUGBY presence greatly evolutions of the Try and campaign the USA and China), does not have an improved but still Stop Us global marketing economic powerhouse market to rely plenty of opportunity to • Participation and campaign to help drive leadership programmes upon. The sport as a whole – and all of its activate further awareness and interest in to be developed women’s rugby stakeholders – would benefit if a virtuous and implemented in circle of participation, audience, fan, high partnership with Unions and Regional Associations performance and commercial success could be generated in major markets. • Participation still highly • Target markets to As we are currently doing with USA skewed – a few saturated be identified and markets vs many with supported on the basis • Working in partnership Rugby, Major League Rugby and other GROWTH low rates of participation potential, World Rugby to activate stakeholders, we will seek opportunities MARKETS • Capacity-building is union capability and one major new market to work with unions and commercial the best way for World capacity, commercial for the sport by 2025 sustainability, and High partners to build sustainable growth for Rugby to support broad growth Performance potential the benefit of the whole sport. 23 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25 ENGAGEMENT

BRAND RUGBY Considering the traditional roles of an International Federation, please put the following in order of importance for World Rugby One of the strong messages that came out of the 2019 World Rugby General Assembly Ensuring player welfare All respondents average ranking was the desire to see the sport – and all and safeguarding its benefits – more widely-recognised and promoted. Similarly, the recent stakeholder Promoting the sport survey saw ‘promoting the sport’ as second Setting and administering only to player welfare as a priority for the rules/laws of the game World Rugby. While some major unions have sophisticated research, insight and Generating income for the sport marketing tools and functions, most are not resourced in this way. World Rugby Running international believes it can play a role both in facilitating competitions knowledge-sharing across the sport as well as generating insight and materials for Taking the sport to new regional associations and unions to deploy countries or demographics to their benefit. These could range from marketing materials and communications Raising international standards of the game toolkits through to evidence-based research on the benefits of rugby. We must also Driving innovation understand and champion the health and social benefits of participation, crucial to Delivering training and education government funding, curriculum inclusion and parental decision-making. World Rugby 8 7 6 5 4 3 2 will work in partnership with its stakeholders to identify what is required in this area. 24 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

STAKEHOLDER RELATIONS While World Rugby does have – via its competitions and media – a direct relationship with participants, players, officials and fans, much of what it does is in partnership with key stakeholders – particularly regional associations, member unions, organisations like International Rugby Players, and commercial and broadcast partners. In the main these relationships are healthy, being built around a common passion for the sport and shared values. However, World Rugby should always be looking to understand and service its partners as well as it can – given how much of what it does is ‘business- to-business (B2B)’. Looking ahead we plan to introduce two approaches which we believe will improve further what we do here:

1. Implement and utilise a Customer Relationship Management (CRM) system which will enable us to communicate and AUDIENCE ENGAGEMENT World Rugby’s – and the sport’s – commercial work with stakeholders better than ever future. before; and, World Rugby’s ability to reach audiences and engage them has transformed over the past The commercial, broadcast and content 2. Create an annual ‘State of the Union’ survey decade. And despite the sporting hiatus created strategy for World Rugby over the next decade which will invite all stakeholders to assess by COVID-19 we continue to provide news and will be focused on growing rugby’s audiences how we are performing in different areas. content to followers of the sport around the around the world, delivering compelling and Crucially, both these measures will enable us world. These efforts are not altruistic. Building relevant content to fans and developing new to better understand the genuine needs of our audiences and engaging them is crucial to and increased revenues for re-investment in the partners, and therefore address them. game. 25 WORLD RUGBY STRATEGIC PLAN 2021-25 STATE OF PLAY GAME CHANGERS MATCH RESULTS

• Relative to other activities, the sport • Create and distribute a toolkit that will help MARKETING suffers from concerns over safety and partners promote the sport • Independent annual research to show enhanced perceptions as well as a THE SPORT AND its complexity • Build and maintain ongoing media campaign 10% increase in global Followers and BRAND RUGBY • Currently a minority sport in most about the benefits of the sport and Fans by 2025 markets management of safety aspects

• Implementing a cross-platform relationship STAKEHOLDER • World Rugby is primarily a B2B and communication platform to engage • Annual ‘State of the Union’ survey RELATIONSHIP operation – working with Unions, through all touchpoints to set and monitor World Rugby Net MANAGEMENT Regional Associations, commercial and Promoter Scorew other partners • World Rugby will survey partners for regular feedback – and act upon it

• Participation still highly skewed – a few • Evolving to an ‘always-on’ content approach saturated markets vs many with low looking beyond specific events AUDIENCE rates • Value of audience engagement ENGAGEMENT • Formal data strategy will seek to create activity to increase by 50% by 2025 • Capacity-building is the best way for insight and value World Rugby to support broad growth

In the main audience engagement has been built focused on commercial activity and/or driving beyond the traditional rugby world, to the through servicing the World Rugby tournament game growth will be supported more strongly. benefit of the whole sport. portfolio from a build-up, coverage and reporting 2. Building on the lessons of the past six months’ 4. As well as building audiences for direct perspective. This encompasses more than 20 hiatus we will look to have more of an ‘always- commercial return, we will also develop a data annual events. Looking ahead we envisage this on’ presence thus building interest, attention strategy to ensure that insight and value from approach evolving in four key aspects: and engagement in between events. audience data are being maximised – we will 1. We will adapt coverage and content to reflect need to be more “direct-to-consumer” in our 3. We aim to develop highly-resonant creative the status of each competition – those more approach. content that can cut through to an audience 26 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

THE GAME (PRODUCT)

Underpinning and driving Competitions, working hand-in-hand with unions and Participation and Engagement is the critical player bodies. building block of the game itself. World Recruitment and retention are inextricably Rugby has purposefully termed this pillar linked to the quality of the player and match of work as ‘Product’ to reflect the need experience. World Rugby recognises this and desire to think about the game as an and will partner with regional associations entertainment form as well as a sport. In and unions to enhance its efforts in training order to succeed the sport must take a look and education to support the development at itself through multiple prisms – from of coaches, match officials, medics and administrators, players, and participants, administrators throughout the pathway. through to spectators, audiences and The recent experience of moving much of partners too. this effort digitally during the pandemic will PLAYER WELFARE AND be built upon to extend the reach of such EXPERIENCE services, where feasible. A consistent number one priority for World FORMS OF THE GAME – Rugby is the issue of player welfare – from ACCESSIBILITY the elite end of the game through to the World Rugby sees the 15s game as a core grassroots. Ensuring the safety and welfare part of the sport’s future and in established of players is our top concern. World Rugby rugby markets it is how at least two-thirds prides itself on its commitment, investment of people first get involved in the sport. But and stringent processes in this area. Our in emerging markets, while 15s and sevens ambition is to enhance this unrelenting drive around a third of interest apiece, focus by delivering even more leadership, other formats such as Touch and Tag, or and driving even greater collaboration Beach and Snow, also entice and enthral

27 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25 newcomers. As the landscape for participants, EXPERT AND AUDIENCE INPUT audiences, sponsors and hosts gets ever more World Rugby recognises the depth and range of competitive it would be remiss of World Rugby not expertise within the game and intends to enhance to look at how the sport must evolve to fit in around how it taps into this. More and more Council modern lifestyles. A careful balance needs to be members are now bringing their experience and struck here between looking to enhance the sport’s insight to World Rugby’s committees, and they offer, without making it appear more fragmented, are increasingly being joined by players, player and also between acknowledging the local market representatives, coaches and other experts from expertise of unions, and supplementing it. The right across the sport. The current Governance strategy consultation process has helped identify Review of our Committee structures and a number of areas where World Rugby believes it procedures will look to build upon this and ensure could make a difference: that in the future World Rugby benefits from a In response to the views expressed by Development range of views and expertise. Directors, World Rugby intends to assist emerging Similarly, we know how important it is that nations by developing and sharing the sort of non- our competitions and content meet audience contact products that many established unions expectations, if not exceed them. We need insight use to both introduce players to the sport and also and innovation as never before. World Rugby sustain their involvement. This is a particularly recognises that it does not have a monopoly on pertinent issue given the current pandemic. understanding what works for audiences. During World Rugby intends to work with stakeholders 2020 we have set up a Fan Panel which enables to look at how the community game should us – and our partners – to test out concepts and evolve so as to remain as accessible and attractive changes, where appropriate. We will increasingly to participants as possible. We will build upon couple this with wider communication to potential the recent union-led development of ‘Game On’ fans to help inform decisions. This approach guidelines, which offer a far more flexible approach – always having the player or (potential) fan at to the laws of the game in order to help fixtures to the forefront of our mind – is essential for us to take place. Developing a ‘Community Code’ that cut through the very cluttered and competitive unions can adopt or adapt as appropriate will help landscape we operate in. the sport – at the community level – respond to the challenges of being a 21st century sport. 28 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

STATE OF PLAY GAME CHANGERS MATCH RESULTS

• Independent research to show • Sustained investment into an ongoing that Rugby is perceived as a world programme of researching a range of leading sport in assessing and physical and mental player welfare concerns, addressing player welfare issues • Player welfare viewed as a leading as well as law review, trial and change • Injury incidence and severity rates priority for the sport and World Rugby processes continue to stabilise PLAYER WELFARE • Need to promote a pathway of lifelong • Target further injury prevention and injury • Game metrics e.g. Ball in play, AND EXPERIENCE participation to include and recognize management initiatives tries, passes, dead time continue to support roles such as coaching, match • Develop a broad range of Training & improve. officiating, medical and administration Education material to support the • By 2025 develop 1 coach for every 15 development of coaches, match officials, players, 1 medic and 1 administrator medics and administrators throughout the per squad of players, 1 qualified pathway. match official for every match, 1 administrator per union

• World Rugby will work with relevant Unions • During 2021 -25 World Rugby to • The sport currently features a number to create a non-contact product that can be develop and deploy a non-contact of alternative formats, stages and deployed where appropriate product offering with emerging FORMS OF THE player numbers GAME • Building on the success of ‘Game On’ a more Unions • Opportunities need to reflect modern flexible and practical ‘Community Code’ is • ‘Community Code’ to be rolled out lifestyles as much as possible developed for 15s from end-2021 onwards

• Players, coaches, officials and fans are • More player and expert input than ever at the heart of the sport before, via World Rugby Committees, • A 360° approach to thinking EXPERT AND consultations and its relationship with about the game will become the • The more that decisions - where norm – interventions will only AUDIENCE INPUT bodies such as International Rugby Players relevant in the community and be implemented if they’ve been professional game - are informed by • A Fan Panel and wider research tools will be appropriately tested their views, the better utilised to assess audience appetite

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As described earlier World Rugby is a well- that wants to reach new demographics and WAYS OF WORKING respected international federation and its values markets. How an organisation communicates continue to resonate. However, in delivering – both internally and externally – is key to this Strategic Plan we need to consider how it success. Especially for an organisation such as operates going forwards. World Rugby where so much of what we do is A RESPONSIBLE PARTNER ‘business-to-business’ in nature. World Rugby will aspire to use inclusive and collaborative World Rugby cannot deliver its purpose language and tone. For example, we shall no without the support of others, be they regional longer refer to ‘tier one’ and ‘tier two’ unions and associations, unions, partner organisations or our portrayal guidelines will reflect het world commercial partners. In order to earn and retain we wish to connect with. that support World Rugby recognises that it Sustainability needs to continue being seen as a responsible partner – one you would want to and feel safe Most organisations are analysing their doing business with. Three areas of initial focus own and their stakeholders’ environmental will be Diversity and inclusion, Sustainability credentials through formal processes to and Governance. determine future collaboration. Commercial Diversity and inclusion partners are increasingly mindful of business practices and consumption patterns. In recent Rugby prides itself on being a sport for all years, World Rugby has introduced a variety shapes and sizes, a sport for all. World Rugby of environmental and social sustainability would like to see itself in a similar way. Great measures to get our own house in order, to the strides have been made in recent years – point where our actions have been recognised particularly in the area of female representation by the UN, IOC, GAISF and other international – but there remains progress to be made. federations. However, this is not the time to World Rugby has already started the process rest on laurels. World Rugby will look to use of looking internally at how it can improve the UN Sports for Climate Action Declaration diversity and inclusion in all it does. As well as and Framework to help shape its actions going being the right thing to do this is also a business forwards. imperative for an organisation and sport 30 WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

Governance expertise and greater control over rights delivery, we will reduce our reliance on third parties and Assessment by the Association of Summer the risk of key agency personnel leaving. We Olympic International Federations as well as will also prioritise longer deals across more Nielsen research shows that World Rugby is properties. well-regarded for governance. In order to ensure that this continues an independently-chaired AN EFFICIENT AND EFFECTIVE Governance Review is currently taking place and ORGANISATION will make recommendations during 2021. Fit for purpose

COMMERCIALLY-MINDED As the strategic direction of World Rugby Without increased revenues, World Rugby will evolves so must the shape of the organisation not be able to invest at the levels required to itself. During 2021 we will conduct a People and grow rugby globally. World Rugby has enjoyed Organisation Review to ensure we have the sustained revenue growth over the past relevant skills, experience, structure and systems decade – driven primarily by the success of the aligned to successfully deliver our priorities. We men’s Rugby World Cup. Despite the current will also look to build upon the recent experience commercial climate, a focus on driving value can of working virtually to think more creatively help us generate the income necessary for the about how we organise our work and deliver. sport to flourish. Drive efficiency

Maximise rights value As well as the afore-mentioned plan to develop We will maximise rights values by developing the in-house commercial unit instead of relying our rights proposition and increase the yield on agencies and rising commissions costs, we from our growing digital assets. We will will also seek cost efficiencies where possible. unbundle rights and establish women’s rugby as For example, we will look at outsourcing areas a standalone commercial programme. As with such as resource-intensive tournament time many other sports bodies we intend to leverage delivery. Overall we will look to cap operating data further to support our business and our costs as a proportion of revenues at their current partnerships. levels. This will allow us to both provide sufficient services to the sport as well as maximise the De-risk our business investment available. 31 By building direct relationships, in-house WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25

STATE OF PLAY GAME CHANGERS MATCH RESULTS

• An extensive range of diversity measures – across recruitment and retention, • World Rugby to report and action • Pressure from commercial partners to communications, portrayal, monitoring – to diversity and inclusion metrics ensure we continue to be seen as an be activated • Sustainability Charter in place attractive partner RESPONSIBLE • World Rugby to create and publish a formal by end of 2021 and performance • Requirement to set a leadership Sustainability Charter, based around the UN reviewed on an annual basis example for the sport in terms of Sports for Climate Action Declaration and • Governance Review to conclude governance Framework during 2021 and recommendations • Independent Governance Review taking be implemented by 2024 place

• Strong track record in sponsorship and • Digital sponsorship revenues to broadcast activation around men’s • Increased digital offer and yield double by 2025 RWC • Women’s rugby commercial programme to • £5m reduction in cost of sales by COMMERCIAL • Potential to drive greater value launch 2025 through more control and digital in • Developing and deploying in-house expertise • Budgeted commercial revenue particular targets to be hit

• New strategic plan will require the • Organisational capability and organisation to evolve • People and Organisation review to be delivery to be assessed annually EFFICIENT AND • To maximise both support offered and conducted and implemented through stakeholder and colleague investment into the game we must EFFECTIVE • All functions to be delivered in most efficient feedback balance having sufficient capability way – whether in-house or outsourced • Operating costs to be monitored and capacity, with being as lean as relative to revenue possible

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THE STRATEGIC PLAN ON A PAGE

33 THE STRATEGIC PLAN ON A PAGE WORLDWORLD RUGBY RUGBY STRATEGIC STRATEGIC PLAN 2021-25

This new Strategic Plan will drive the A global sport for all - true to its values organisation forwards from 2021 onwards. It Vision is a plan for World Rugby as an organisation, based around a Vision and Purpose endorsed Purpose Growing rugby by making it more relevant and accessible by our stakeholders. It will be implemented through a series of annual priorities set by the Values INTEGRITY • RESPECT • SOLIDARITY • PASSION • DISCIPLINE organisation’s Executive Committee. And while it is envisaged that the framework set out here – Competition, Participation, Engagement, Pillars Competition Participation Engagement Product, Ways of Working – should remain • Optimise the portfolio • Drive retention • Promote brand rugby in place for the next decade, given the pace • Raise standards and • Grow women’s rugby • Enhance stakeholder competitiviness • Target growth markets relations of change in the sector, the content of these • Build the global calender • Drive audience pillars should be reviewed within the next five engagement and value years. The Game (our product) • Player Welfare & • Forms of the game • Utilise expert and experience audience input

Culture Ways of Working

• Responsible • Commercial • Efficient and Effective

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WORLD RUGBY SCORECARD

35 WORLD RUGBY STRATEGIC PLAN 2021-25 MATCH RESULTS SUMMARY

COMPETITION PARTICIPATION ENGAGEMENT PRODUCT WAYS OF WORKING

• Independent research to show that rugby is perceived as a world leading • Major events such as RWC sport in assessing and 2021, Olympics and RWC addressing player welfare • World Rugby to report 2023 even more successful issues and action diversity and than preceding versions • The sport is able to recover • Injury incidence and inclusion metrics • By 2025 World Rugby has the ground lost through • Independent annual severity rates continue to • Sustainability Charter in a more balanced portfolio the COVID-19 pandemic by research to show enhanced stabilise place by end of 2021 and with fewer competitions 2023, and reach 10m overall perceptions as well as a 10% • Game metrics e.g. Ball in performance reviewed on needing significant participants (5m active increase in global Followers play, tries, passes, dead time an annual basis subsidisation players across 15s and and Fans by 2025 improve. • Governance Review to sevens) by 2025 • A relaunch of the Sevens • By 2025 develop 1 coach conclude during 2021 Series by 2022 which works for every 15 players, 1 medic and recommendations be for players, the sport and and 1 administrator per implemented by 2024 finances squad of players, 1 qualified Match Official for every match, 1 administrator per Union • An updated Women’s • HP-supported Unions • During 2021 -25 World Rugby Plan to be produced deliver competitive Rugby to develop and • Digital sponsorship performances at RWCs and in 2021 • Annual ‘State of the Union’ deploy a non-contact revenues to double by 2025 Olympics • Further editions and Survey to set and monitor product offering with • £5m reduction in cost of • New men’s and women’s evolutions of the Try and World Rugby Net Promoter emerging unions sales by 2025 Stop Us global marketing competitions launched by Score • ‘Community Code’ to be campaign to help drive • Budgeted commercial 2022 rolled out from end-2021 awareness and interest in revenue targets to be hit onwards women’s rugby • Development of a more • Organisational capability compelling competition • A 360° approach to and delivery to be structure that delivers more • Working in partnership thinking about the game assessed annually through • Value of audience meaningful matches by World Rugby to activate will become the norm – stakeholder and colleague engagement activity to 2024 one major new market for interventions will only be feedback increase by 50% by 2025 • A more unified approach to the sport by 2025 implemented if they’ve • Operating costs to be promoting the international been appropriately tested monitored relative to competition cycle revenue 36