DOCSLIB.ORG

Danish-Superliga-Manual-2020-2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Danish-Superliga-Manual-2020-2021 Club Licensing System Superliga 2020/2021 Preface by the President Yet another season in the best football league in Denmark is well under way. Hope- fully, this will be a season full of excitement and drama and at the end of season, when 3F has been limited to 12 teams – resulting in extra competition for placement – three clubs will have been relegated to NordicBet LIFA and only one club will have been promoted to Superliga. Before these are known, we must go through 245 matches throughout the country… But football is more than what goes on on the pitch. Football is also rules and guide- lines for the organisation of competitions and for the participating teams. Therefore, it is yet again time for the clubs in the highest league to apply for a club licence to play Superliga football next year, too. The national licensing system derives from the licensing manuals. For 3F Superliga, Manual for Superliga sets out a series of criteria and standards for the clubs: Sport- ing, organisational, legal, financial and pertaining to stadium and training facilities. In our perception, these criteria and standards help establish a level playing field amongst the clubs and strengthen the internal competitiveness and competitiveness in European football. Amongst others by ensuring transparency in club economies, stimulation financial and sporting sustainability and not least by increasing safety in stadium and improving the match day experience for spectators at stadium, in bars and pubs throughout the country and in private homes. A long list of the criteria in this manual derive from the UEFA Club Licensing and Financial Fair Play Regulations Edition 2018 which set out requirements for partici- pation in UEFA club competitions. A licence to Superliga, as a starting point, is a licence to participate in Champions League and Europa League. Therefore, a num- ber of these criteria constitute a tightening of similar criteria in 1. division which one must be aware of in relation to promotion and relegation. As part of their licensing application, every year the clubs must submit documentation to DBU for the fulfilment of the criteria set out in this Manual. They do so via the DBU club administration tool, KlubOffice, which safely and responsibly assists the clubs in keeping track of information and documentation, eases the work load and ensures efficiency within the clubs so that time, instead, may be spend on working towards their sporting visions and goal. DBU’s licensing bodies – the Licensing Committee and the Licensing Appels Com- mittee – pass decisions on granting or rejecting an application for a club licence. As always, we are looking forward to following the clubs throughout the season and particularly in the decisive second stage of the competition. Wishing you all a fruitful and exciting football year and enjoy your club licensing ap- plication process, Thomas Christensen, President of the Board of the Danish League © Divisionsforeningen November 2019 1 Club Licensing System Superliga 2020/2021 Introduction As stipulated in § 3.6 in the DBU Statutes, participation in the Superliga requires the club to be in possession of a licence granted by the DBU. Such licence is obtained on the basis of an application processed by the DBU Club Licensing Committee and in certain cases – upon appeal of rejection – by the Club Licensing Appeals Commit- tee. This manual lists the criteria based upon which a licence to the Superliga is granted. The criteria are separated into sporting criteria, stadium criteria, personnel and ad- ministrative criteria, legal criteria and financial criteria. Their purpose is to ensure that the clubs in the top tier league in Denmark are run professionally and responsibly with a sensible and transparent economy and focussing on the development of youth players and talents in the club. This helps promote more sustainability and competitiveness amongst the clubs. Si- moultaneously, the criteria will help the club infrastructure – physical and sporting infrastructure – to provide well-equipped and safe facilities to promote the stadium- and Match Day experience. This is beneficial to everyone in Danish football. A licence to the Superliga, as a starting point, grants access to participate in UEFA club competitions, Champions League and Europa League. Then only remains for the clubs to qualify sportingly. The manual for the Superliga is based on last year’s manual by the Danish League. However, a few changes and additions have been made, amongst others a few new UEFA-criteria, criteria requested during league meetings which will help heighten the standards in the Danish top tier league and promote the Superliga product, as well as remarks made by the administrator of each chapter, the licensing bodies, DBU, the Danish League etc. Upon recommendation by the administration of the Danish League, the manual has been considered and adopted by the Board of the Danish League on its meeting on 24 October 2019 and by the Board of DBU on 17 November 2019. It falls upon the clubs to apply for a club licence for the season 2020/20201 no later than 14 February 2020. The clubs must upload the material required in each chapter of the manual, including attachments, in the electronic DBU club administration sys- tem, KlubOffice. Application material for the chapters 6, 7, 8 and 9 must, cf. to the manual’s Article 5.3.2, be uploaded and available to DBU no later than 14 February 2020. In order to continue to ensure a professional examination of the club licence appli- cants’ economic situation, DBU has prolonged the agreement with Roesgaard & Partners Statsautoriseret Revisionspartner-selskab to process chapter 10. For clubs with financial year following the calendar year, the information on economy (chapter 10) must therefore be uploaded in the electronic system no later than eight © Divisionsforeningen November 2019 2 Club Licensing System Superliga 2020/2021 calendar days after publication of the annual report, however no later than 31 March 2020. For clubs with a different financial year than calendar year (odd financial year), the deadline is no later than 13 March 2020. Upon receival, the licensing manager forwards the material to the accountant. Please note that material uploaded during last year’s application process, which remains unaltered, may be re-used and does not have to be re-uploaded. However, please ensure beforehand that there are indeed no alterations in the information. Should the clubs have any questions regarding the chapters 6 - 9 or any general issues regarding the club licensing system, please contact licensing manager Michelle Gregersen via phone + 45 43 26 22 88 / + 45 30 80 14 01 or e-mail [email protected]. For other questions pertaining to the manual, please contact Peter Ebbesen, the Danish League, via phone +45 40 51 90 80 or e-mail [email protected] or Julie Jöhnk Jørgensen, the Danish League, via phone +45 61 19 09 05 or e-mail [email protected]. For specific questions regarding chapter 10 on economic minimum criteria, please contact Jesper Esman Andersen, Roesgaard & Partners, via phone +45 21 34 38 99 or e-mail [email protected]. In order to ensure the continued development of the club licensing manuals and the club licensing system, we kindly anticipate any remarks to the content of the manual or to the licensing process. This manual including annexes will be available on www.dbu.dk/turneringer-og-re- sultater/klublicens/superliga/ and www.divisionsforeningen.dk/love-og-regler. Declarations related to the manual can be found on www.dbu.dk/turneringer-og-re- sultater/klublicens/superliga/. © Divisionsforeningen November 2019 3 Club Licensing System Superliga 2020/2021 Timeline for the Club Licensing Process: Approval of the club licensing manuals by the Board of the Dan- 24 October 2019 ish League Approval of the club licensing manuals by the Board of the Dan- 17 November 2019 ish Football Association Information to the clubs regarding the manuals and selected an- 5 December 2019 nexes and declarations on www.dbu.dk/turneringer-og-re- sultater/klublicens/superliga/ Deadline for submission of applications 14 February 2020 Deadline for submission of chapter 10-material for clubs with 13 March 2020 odd financial year/non-calendar financial year Deadline for submission of chapter 10-material for clubs with 31 March 2020 calendar financial year Deadline for submission of declaration, cf. to chapter 10 regard- 31 March 2020 (and ing no overdue payables not before) Deadline for submission of declaration, cf. to Articles 10.5.4, 31 March 2020 10.5.5, 10.5.6 and 10.5.7 First preliminary meeting in the Club Licensing Committee re- 31 March 2020 garding chapter 10 Second preliminary meeting in the Club Licensing Committee re- 14 April 2020 garding chapter 10 Entering of data pertaining to FS – 2020.01 for UEFA (Level 1) 15 April 2020 Submission of statement by club management, cf. to Article 17 April 2020 10.5.8 First meeting in the Club Licensing Committee 24 April 2020 DBU approval of FS – 2020.01 for UEFA (Level 2) 30 April 2020 Second meeting in the Club Licensing Committee 4 May 2020 Meeting in the Club Licensing Appeals Committee 20 May 2020 Latest publication of decisions to grant or refuse club licences 29 May 2020 Submission of decisions from DBU to UEFA 29 May 2020 Follow-up meeting with the DBU licensing administration, the 8 June 2020 Club Licensing Committee and the Licensing Appeals Commit- tee Entering of data pertaining to CI-, BE- and OP – 2020.01 for 1 July 2020 UEFA (Level 1) (for clubs participating in UEFA competitions) DBU approval of CI-, BE and OP – 2020.01 for UEFA (Level 2) 15 July 2020 (for clubs participating in UEFA competitions) Submission of most recent annual financial statement cf.
Load more

Recommended publications
  • Scandinavian Women's Football Goes Global – a Cross-National Study Of
    Scandinavian women’s football goes global – A cross-national study of sport labour migration as challenge and opportunity for Nordic civil society Project relevance Women‟s football stands out as an important subject for sports studies as well as social sciences for various reasons. First of all women‟s football is an important social phenomenon that has seen steady growth in all Nordic countries.1 Historically, the Scandinavian countries have been pioneers for women‟s football, and today Scandinavia forms a centre for women‟s football globally.2 During the last decades an increasing number of female players from various countries have migrated to Scandinavian football clubs. Secondly the novel development of immigration into Scandinavian women‟s football is an intriguing example of the ways in which processes of globalization, professionalization and commercialization provide new challenges and opportunities for the Nordic civil society model of sports. According to this model sports are organised in local clubs, driven by volunteers, and built on ideals such as contributing to social cohesion in society.3 The question is now whether this civil society model is simply disappearing, or there are interesting lessons to be drawn from the ways in which local football clubs enter the global market, combine voluntarism and professionalism, idealism and commercialism and integrate new groups in the clubs? Thirdly, even if migrant players stay only temporarily in Scandinavian women‟s football clubs, their stay can create new challenges with regard to their integration into Nordic civil society. For participants, fans and politicians alike, sport appears to have an important role to play in the success or failure of the integration of migrant groups.4 Unsuccessful integration of foreign players can lead to xenophobic feelings, where the „foreigner‟ is seen as an intruder that pollutes the close social cohesion on a sports team or in a club.
    [Show full text]
  • A Football Journal by Football Radar Analysts
    FFoooottbbaallll RRAADDAARR RROOLLIIGGAANN JJOOUURRNNAALL IISSSSUUEE FFOOUURR a football journal BY football radar analysts X Contents GENERATION 2019: YOUNG PLAYERS 07 Football Radar Analysts profile rising stars from around the globe they tip to make it big in 2019. the visionary of nice 64 New ownership at OGC Nice has resulted in the loss of visionary President Jean-Pierre Rivere. Huddersfield: a new direction 68 Huddersfield Town made the bold decision to close their academy, could it be a good idea? koncept, Kompetenz & kapital 34 Stepping in as Leipzig coach once more, Ralf Rangnick's modern approach again gets results. stabaek's golden generation 20 Struggling Stabaek's heavy focus on youth reaps rewards in Norway's Eliteserien. bruno and gedson 60 FR's Portuguese analysts look at two players named Fernandes making waves in Liga Nos. j.league team of the season 24 The 2018 season proved as unpredictable as ever but which players stood out? Skov: THE DANISH SNIPER 38 A meticulous appraisal of Danish winger Robert Skov's dismantling of the Superligaen. europe's finishing school 43 Belgium's Pro League has a reputation for producing world class talent, who's next? AARON WAN-BISSAKA 50 The Crystal Palace full back is a talented young footballer with an old fashioned attitude. 21 under 21 in ligue 1 74 21 young players to keep an eye on in a league ideally set up for developing youth. milan's next great striker? 54 Milan have a history of legendary forwards, can Patrick Cutrone become one of them? NICOLO BARELLA: ONE TO WATCH 56 Cagliari's midfielder has become crucial for both club and country.
    [Show full text]
  • Women's Football, Europe and Professionalization 1971-2011
    Women’s Football, Europe and Professionalization 1971-2011 A Project Funded by the UEFA Research Grant Programme Jean Williams Senior Research Fellow International Centre for Sports History and Culture De Montfort University Contents: Women’s Football, Europe and Professionalization 1971- 2011 Contents Page i Abbreviations and Acronyms iii Introduction: Women’s Football and Europe 1 1.1 Post-war Europes 1 1.2 UEFA & European competitions 11 1.3 Conclusion 25 References 27 Chapter Two: Sources and Methods 36 2.1 Perceptions of a Global Game 36 2.2 Methods and Sources 43 References 47 Chapter Three: Micro, Meso, Macro Professionalism 50 3.1 Introduction 50 3.2 Micro Professionalism: Pioneering individuals 53 3.3 Meso Professionalism: Growing Internationalism 64 3.4 Macro Professionalism: Women's Champions League 70 3.5 Conclusion: From Germany 2011 to Canada 2015 81 References 86 i Conclusion 90 4.1 Conclusion 90 References 105 Recommendations 109 Appendix 1 Key Dates of European Union 112 Appendix 2 Key Dates for European football 116 Appendix 3 Summary A-Y by national association 122 Bibliography 158 ii Women’s Football, Europe and Professionalization 1971-2011 Abbreviations and Acronyms AFC Asian Football Confederation AIAW Association for Intercollegiate Athletics for Women ALFA Asian Ladies Football Association CAF Confédération Africaine de Football CFA People’s Republic of China Football Association China ’91 FIFA Women’s World Championship 1991 CONCACAF Confederation of North, Central American and Caribbean Association Football CONMEBOL
    [Show full text]
  • Danish Football Analysis
    Danish Football Analysis Prepared by StatsBomb for DivisionsForeningen April 2019 Contents ● Executive Summary ● Introduction ● Data Clarifications ● Goals, xG and Shots ● Passing, Possessions & Dribbling ● Defending ● Formations ● Age Analysis ● Phases ● Conclusions Executive Summary This project uses football event data to compare the Danish Superliga, English Premier League and German Bundesliga over a five season period beginning in 2014-15. While professional football contains many strong similarities across different leagues, it is also clear that distinct differences exist and StatsBomb was able to draw them out by evaluating datasets for each league. ● Open Play: The Danish Superliga has kept pace with the Premier League in terms of goals, shots, and expected goals volumes, yet both leagues sit below the more action packed Bundesliga. There is also a lessened disparity between the top and bottom Danish teams in comparison to the other leagues. ● Set Pieces: Danish teams score more goals from set pieces than their counterparts in the Premier League and Bundesliga. This includes direct free kicks, corners or indirect free kicks and especially throw ins. The last of which they utilise to a notable extent. Weaker teams across all leagues rely heavily on set pieces, however stronger teams in Denmark get more out of them than their English and German peers. ● Passing: All leagues are moving towards a shorter passing, possession focused approach. Yet the Danish Superliga overall remains a more direct competition. Danish teams also use the wide areas more for creating chances. ● Age: The average age of players in the Danish Superliga is younger than the Premier League and, to a lesser extent, the Bundesliga.
    [Show full text]
  • Local Rights Push
    28 Media Eurosport EUROSPORT DISCOVERED Four years on from the first whispers of Discovery’s NETHERLANDS MotoGP (2018) interest, Martin Ross analyses the overhaul at Serie A and Ligue 1 (2018) French league cup (2018) Eurosport and speaks to chief executive Peter Tour of Switzerland (2018) Hutton about the future strategy LOCAL RIGHTS PUSH Discovery/Eurosport’s major rights acquisitions since deal for 51% Eurosport stake UK Wimbledon (2020 – finals and highlights) LTA grass-court tournaments (2017) IAAF Diamond League (2019) Tour of Switzerland (2018) FRANCE Roland Garros (2020) Tour de France (2020) PORTUGAL Formula 1 (2018) French Cycling Championships (2020) Coupe de France (2018) Coppa Italia (2018) MotoGP (2017) Pro D2 rugby (2020) (expiry date in brackets) * = digital only rights www.sportcal.com Q3 2016 Sportcal Insight 29 NORDICS Uefa Europa League (2018 – excluding Finland) Danish Superliga (2021 – Denmark only) Premier League (2019 – Denmark only) Tippeligaen (2017 to 2021 – Norway Serie A and LaLiga PAN-EUROPEAN RUSSIA only) (2018 – Denmark only) Olympics NHL (2019) Norway friendly games Formula E (2017) (2024 – excluding Coppa Italia (2018) (2017 – Norway only) Russia) English Football Norwegian handball League (2018) Uefa national team (Norway only) Australian Open plus US Masters (2018) qualifiers (2017 – support events (2021) PGA Tour excluding Finland) (2021 – Norway only) ASIA-PACIFIC Wimbledon Uefa Champions US Masters (25 countries League and Europa (2018 – Norway only) plus deal for Turkey, League (2018 – Eurasia) Singapore
    [Show full text]
  • MLS As a Sports Product – the Prominence of the World's Game in the U.S
    MLS as a Sports Product – the Prominence of the World’s Game in the U.S. Stephen A. Greyser Kenneth Cortsen Working Paper 21-111 MLS as a Sports Product – the Prominence of the World’s Game in the U.S. Stephen A. Greyser Harvard Business School Kenneth Cortsen University College of Northern Denmark (UCN) Working Paper 21-111 Copyright © 2021 by Stephen A. Greyser and Kenneth Cortsen. Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Funding for this research was provided in part by Harvard Business School. MLS as a Sports Product – the Prominence of the World’s Game in the U.S. April 8, 2021 Abstract The purpose of this Working Paper is to analyze how soccer at the professional level in the U.S., with Major League Soccer as a focal point, has developed over the span of a quarter of a century. It is worthwhile to examine the growth of MLS from its first game in 1996 to where the league currently stands as a business as it moves past its 25th anniversary. The 1994 World Cup (held in the U.S.) and the subsequent implementation of MLS as a U.S. professional league exerted a major positive influence on soccer participation and fandom in the U.S. Consequently, more importance was placed on soccer in the country’s culture. The research reported here explores the league’s evolution and development through the cohesion existing between its sporting and business development, as well as its performance.
    [Show full text]
  • Computational Estimation of Football Player Wages
    International Journal of Computer Science in Sport Volume 1 6, Issue 1, 2017 Journal homepage: http://iacss.org/index.php?id=30 DOI: 10.1515/ijcss-2017-0002 Computational Estimation of Football Player Wages Yaldo, L., Shamir, L. Lawrence Technological University Abstract The wage of a football player is a function of numerous aspects such as the player’s skills, performance in the previous seasons, age, trajectory of improvement, personality, and more. Based on these aspects, salaries of football players are determined through negotiation between the team management and the agents. In this study we propose an objective quantitative method to determine football players’ wages based on their skills. The method is based on the application of pattern recognition algorithms to performance (e.g., scoring), behavior (e.g., aggression), and abilities (e.g., acceleration) data of football players. Experimental results using data from 6,082 players show that the Pearson correlation between the predicted and actual salary of the players is ∼0.77 (p < .001). The proposed method can be used as an assistive technology when negotiating players salaries, as well as for performing quantitative analysis of links between the salary and the performance of football players. The method is based on the performance and skills of the players, but does not take into account aspects that are not related directly to the game such as the popularity of the player among fans, predicted merchandise sales, etc, which are also factors of high impact on the salary, especially in the case of the team lead players and superstars. Analysis of player salaries in eight European football leagues show that the skills that mostly affect the salary are largely consistent across leagues, but some differences exist.
    [Show full text]
  • 306189 Merged
    Abstract The purpose of this thesis is to understand the concept of brand image in the context of the best tournament of professional football in Denmark - Alka Superliga. Kotler (2001) states that brand image can be defined as: “The set of beliefs, ideas and impressions that a person holds regarding an object” (p. 273), and this view have led to an examination of the image of the Alka Superliga. However, during our research in the theoretical framework of a brand image, we learned that the statement by Kotler (2001) needed to be unfolded further to incorporate a two-sided aspect of the concept. We argue that one side of the notion is to reveal the desired image of the brand through Divisionsforeningen’ set of beliefs, ideas and impressions expressed in their positioning and the associations they want to connect with the brand. Simultaneously, we discover the brand from the perspective of the perceived set of beliefs, ideas and impression reflected in the associations held by the consumers. This emphasize that the definition of the brand image of Alka Superliga is to be interpreted from a perspective related to the Divisionsforeningen and a perspective related to the consumers. In order for define the brand image of Alka Superliga we divide the thesis in two parts: One part focusing on the perspective of Divisionsforeningen conceptualized as Desired Brand Image and another focusing on the perspective of consumers conceptualized as Perceived Brand Image. Dividing the thesis in terms of the desired and the perceived brand image implied that the empiricism of the thesis should treat both perspectives emphasizing that different Qualitative and Quantitative empirical collection techniQues is applied.
    [Show full text]
  • Governance Relationships in Football Between Management and Labour Roitman - Governance Relationships Marston, C
    Building on the two prior CIES governance studies, this is the third FIFA-mandated research analysing governance relationships in football. This book focuses on those Editions CIES between football’s employers (clubs, leagues and even NAs) and its labour force. Based on a sample of forty countries across all six confederations and questionnaires from players’ associations, leagues and national associations, this research surveys and compares the diverse ‘management-labour’ approaches and scenarios in both men and women’s professional football worldwide. GOVERNANCE RELATIONSHIPS The authors place a special focus on players’ associations and highlight the variety of IN FOOTBALL BETWEEN structures found world-wide. The findings here contribute to a better understanding MANAGEMENT AND LABOUR of the systems, models and relationships in place around the globe when it comes to PLAYERS, CLUBS, LEAGUES & NATIONAL ASSOCIATIONS ‘management’ and ‘labour’. This book explores the representation of Kevin Tallec Marston, Camille Boillat & Fernando Roitman players within decision-making structures at club, league and national association level as well as the regulatory contexts and negotiation instruments linking players and management - such as collaborative agreements/MoUs, CBAs, minimum contract requirements and dispute resolution. In addition, this study provides a first ever global exploration of some of the inner workings of players’ associations and an overview of the key issues in professional football from the player’s perspective. The final chapter offers several models and frameworks illustrating the governance relationships between players and management. All three authors work at the International Centre for Sport Studies (CIES). Kevin Tallec Marston earned his PhD in history and works as research fellow and academic projects manager.
    [Show full text]
  • Master's Degree Thesis
    Master’s degree thesis IDR950 Sport Management Strategic Management in Football: How can Norwegian clubs achieve competitive advantages in the players’ market? Tommy Waaden Number of pages including this page: 90 Molde, May 2019 Mandatory statement Each student is responsible for complying with rules and regulations that relate to examinations and to academic work in general. The purpose of the mandatory statement is to make students aware of their responsibility and the consequences of cheating. Failure to complete the statement does not excuse students from their responsibility. Please complete the mandatory statement by placing a mark in each box for statements 1-6 below. 1. I/we hereby declare that my/our paper/assignment is my/our own work, and that I/we have not used other sources or received other help than mentioned in the paper/assignment. 2. I/we hereby declare that this paper Mark each 1. Has not been used in any other exam at another box: department/university/university college 1. 2. Is not referring to the work of others without acknowledgement 2. 3. Is not referring to my/our previous work without acknowledgement 3. 4. Has acknowledged all sources of literature in the text and in the list of references 4. 5. Is not a copy, duplicate or transcript of other work 5. I am/we are aware that any breach of the above will be 3. considered as cheating, and may result in annulment of the examination and exclusion from all universities and university colleges in Norway for up to one year, according to the Act relating to Norwegian Universities and University Colleges, section 4-7 and 4-8 and Examination regulations section 14 and 15.
    [Show full text]
  • UEFA"Direct #137 (04.2014)
    No. 137 | April 2014 IN THIS ISSUE Official publication of the UEFA CONGRESS IN ASTANA 4 Union of European Football Associations UEFA held its 38th Ordinary Congress in Astana, Kazakhstan, Images where the national association delegates supported various important measures for the future of football. Getty Chief editor: Emmanuel Deconche Produced by: Atema Communication SA, CH-1196 Gland PULLING OUT ALL THE STOPS IN LISBON Printing: 12 Artgraphic Cavin SA, The Portuguese capital is hosting lots of UEFA events Images PA / CH-1422 Grandson in May in connection with the men’s and women’s Champions Editorial deadline: League finals. UEFA 7 April 2014 The views expressed in signed articles are not necessarily the official views of UEFA. EUROPEAN U17 CHAMPIONSHIP The reproduction of articles FINALS IN MALTA 15 published in UEFA·direct is authorised, provided the The eight teams still in the running for the title of European source is indicated. Under-17 champions are heading to Malta for the final tournament Images from 9 to 21 May. Getty EVENTS FOR BLIND AND PARTIALLY SIGHTED ATHLETES 16 As part of its social responsibility programme, UEFA has teamed up with the International Blind Sports Federation to help blind and partially sighted people to play football on a regular basis. Sportsfile Cover: NEWS FROM MEMBER ASSOCIATIONS 19 The 2014 UEFA Congress took place on 27 March in the Kazakh capital, Astana. Photo: Getty Images WITH THIS ISSUE Issue 22 of UEFA•medicine matters presents the latest theories on recovery in professional football, papers on heat stress and the relative age effect in Spanish football, and a report on UEFA’s Elite Club Injury Study.
    [Show full text]
  • • NENT Group to Co-Own and Stream Danish FIFA Esports Tournament
    • NENT Group to co-own and stream Danish FIFA esports tournament • NENT Group to explore additional sports gaming opportunities • NENT Group shows more than 50,000 hours of the world’s best live sporting action every year Nordic Entertainment Group (NENT Group), the Nordic region’s leading streaming company, has acquired the exclusive pan-Nordic media rights to Denmark’s eSuperliga esports tournament and become a joint owner of the competition. The country’s best FIFA players, representing 15 top Danish football clubs, will showcase their world-class skills in eSuperliga, which kicks off its next season on 11 March and will be shown live on NENT Group’s Viaplay streaming service across the Nordic region. Now entering its fourth year, eSuperliga is the biggest FIFA tournament in Denmark and attracts some of the largest audiences of any FIFA esports competition globally. Leading Danish Superliga clubs such as Brøndby IF, FC Midtjylland, AaB and FC Copenhagen all field eSuperliga teams, with two to five professional players per team. The eSuperliga season follows a similar structure to traditional football tournaments, with an initial group stage followed by knock-out rounds and a final. From the quarterfinals onwards, eSuperliga is played live in front of passionate stadium audiences. This year’s winners will receive nearly EUR 25,000 in prize money, along with the prestigious eSuperliga trophy. In 2020, NENT Group will show around 200 hours of eSuperliga with live commentary, in addition to extensive studio programming featuring analysis, interviews and FIFA tutorials, with a focus on engaging the Nordic FIFA community.
    [Show full text]