A GLOBAL SPORT FOR ALL - TRUE TO ITS VALUES - WORLD RUGBY STRATEGIC PLAN 2021-25 - Asia Rugby
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WORLD RUGBY STRATEGIC PLAN 2021-25
A GLOBAL SPORT
FOR ALL – TRUE TO
ITS VALUES
WORLD RUGBY STRATEGIC PLAN
2021-25
1
EXECUTIVE SUMMARY WORLDRUGBY
WORLD RUGBYSTRATEGIC
STRATEGICPLAN
PLAN2021-25
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
exacerbated by the COVID-19 pandemic, this Strategic
OUR VALUES
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
2 2
EXECUTIVE SUMMARY WORLD
WORLDRUGBY
RUGBYSTRATEGIC
STRATEGICPLAN
PLAN2021-25
2021-25
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,
Engagement, Product, Ways of Working – Values INTEGRITY • RESPECT • SOLIDARITY • PASSION • DISCIPLINE
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
WORLD
WORLDRUGBY
RUGBYSTRATEGIC
STRATEGICPLAN
PLAN2021-25
2021-25
CONTENTS
EXECUTIVE SUMMARY.......................2 WORLD RUGBY STRATEGIC PLAN......15
BACKGROUND AND CONTEXT............5 Strategic framework.......................16
Covid-19 - tackling the coronavirus Competition..................................17
challenge.......................................6
Participation.................................21
The sports sector - a period of
Engagement.................................24
transition........................................7
The game (product).......................27
Rugby - strong foundations but
challenges ahead.............................8 Ways of Working...........................30
World Rugby - a successful federation THE STRATEGIC PLAN ON A PAGE.....33
aiming ever higher.... .......................9
WORLD RUGBY SCORECARD............35
VALUES, VISION, AND PURPOSE........10
Our values......................................11
Our vision: a global sport for all - true
to its values....................................13
Our purpose: growing rugby by
making it more relevant and
accessible ......................................14
4
WORLD RUGBY STRATEGIC PLAN 2021-25
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
maximise financial support to member an uncertain, but optimistic, future as the
In many ways, it is hard to predict what
unions COVID-19 pandemic hit. The optimism The
the health, economic, sporting and rugby
6
BACKGROUND AND CONTEXT WORLD RUGBY STRATEGIC PLAN 2021-25
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 WORLDRUGBY
WORLD RUGBYSTRATEGIC
STRATEGICPLAN
PLAN2021-25
2021-25
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
unions – up from 117 in 2009 • Time pressures and the availability of suitable
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
• All sports and forms of entertainment are in an a preference for spontaneous and flexible
more exciting than it was
increasingly competitive environment, fighting activities rather than those which require
• In almost all markets, the sport is perceived as scheduling
for attention, relevance and share of audience
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 WORLD
WORLDRUGBY
RUGBYSTRATEGIC
STRATEGICPLAN
PLAN2021-25
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
9
WORLD RUGBY STRATEGIC PLAN 2021-25
VALUES, VISION
AND PURPOSE
10VALUES, 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
officials and those involved in the game is
DISCIPLINE
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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11VALUES, VISION AND PURPOSE WORLD RUGBY STRATEGIC PLAN 2021-25
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
engagement landscape and fundamental 2
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
Q: In comparison to the other sports, how strongly do you agree/disagree with the following
play
statements: ‘Rugby Union leads the sporting world in terms of’...
12
12VALUES, VISION AND PURPOSE WORLD RUGBY
WORLD RUGBY STRATEGIC
STRATEGIC PLAN
PLAN 2021-25
OUR VISION:
A GLOBAL SPORT Please consider the following hypothetical vision statements. Choose the
two that you feel best capture a suitable vision for the sport
FOR ALL – TRUE TO
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 64
and anyone – remains as strong today as it
did 10 years ago. When asked to consider Bringing the world together through
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
13VALUES, VISION AND PURPOSE WORLD RUGBY STRATEGIC PLAN 2021-25
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.
14WORLD RUGBY STRATEGIC PLAN 2021-25
WORLD RUGBY
STRATEGIC PLAN
15WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25
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
Pillars
and adopted by World Rugby’s Executive
Committee. 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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16WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25
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.
17WORLD 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 standards in the global
continue. 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.
18WORLD 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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19WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25
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 successful than preceding
• Majority of events not - Profit-making
showing that fans, spectators 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 marketing investment to
done during the 2020 COVID-19 • A relaunch of the Sevens
match event role Series by 2022 which
pandemic – to improve the
• Reset for Sevens Series works for players, the
current situation and develop sport and finances
competition models and formats • HP-supported unions
that drive growth. As well as the • High Performance
• HP remains targeted deliver competitive
calendar itself, World Rugby will support required by many performances at RWCs
at ensuring sustainable
unions and Olympics
also seek to work with partners STANDARDS AND competitiveness levels
to help improve the annual COMPETITIVENESS • Lack of suitable
• New annual women’s and • New men’s and women’s
opportunities for competitions launched by
men’s emerging nations
narrative of the sport in the eyes emerging nations and the
competitions 2022
women’s game
of its followers around the world.
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
an improved awareness and GLOBAL fixtures are ’meaningful’ narrative and cross- more meaningful matches
CALENDAR • Sport suffers from a lack promotion for the sport by 2024
appetite amongst fans and new across the international
of compelling annual • A more unified approach
audiences alike. narrative and club games to promoting the
international competition
cycle
20WORLD RUGBY STRATEGIC PLAN 2021-25
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
21
21WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25
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
22WORLD RUGBY STRATEGIC PLAN
WORLD RUGBY STRATEGIC PLAN 2021-25
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
• 80% of participation in current major markets recover the ground lost
remains a niche activity in most countries.
occurs in the top 20 • Increase capacity of unions through the Covid-19
World Rugby aims to continue the countries to sustain participants pandemic by 2023,
broad global development of the game RETENTION (players, coaches, officials, and reach 10m overall
• Covid-19 has devastated
by working with unions and regional community clubs and support staff, volunteers) participants (5m active
changed habits • Behavioural insight players across 15s and
associations to build their capacity and
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
Commercially, rugby lacks the universal • Currently halfway Rugby Plan to be
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 RUGBY Stop Us global marketing
presence greatly evolutions of the Try and
the USA and China), does not have an campaign
improved but still Stop Us global marketing
economic powerhouse market to rely plenty of opportunity to • Participation and campaign to help drive
activate further leadership programmes awareness and interest in
upon. The sport as a whole – and all of its 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
Rugby to support broad sustainability, and High
partners to build sustainable growth for
growth Performance potential
the benefit of the whole sport.
23WORLD 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 All respondents
Ensuring player welfare
was the desire to see the sport – and all average ranking
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.
24WORLD 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. 25WORLD 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
suffers from concerns over safety and partners promote the sport • Independent annual research to show
MARKETING
its complexity enhanced perceptions as well as a
THE SPORT AND • 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
• World Rugby will survey partners for regular Promoter Scorew
other partners
feedback – and act upon it
• Participation still highly skewed – a few
• Evolving to an ‘always-on’ content approach
saturated markets vs many with low
AUDIENCE looking beyond specific events • Value of audience engagement
rates
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
26WORLD 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
27WORLD
WORLD RUGBY
RUGBY STRATEGIC
STRATEGIC PLAN 2021-25
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
28WORLD 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
FORMS OF THE deployed where appropriate product offering with emerging
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
consultations and its relationship with about the game will become the
EXPERT AND • The more that decisions - where
bodies such as International Rugby Players norm – interventions will only
AUDIENCE INPUT 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
29WORLD RUGBY STRATEGIC PLAN WORLD RUGBY STRATEGIC PLAN 2021-25
WAYS OF WORKING As described earlier World Rugby is a well-
respected international federation and its values
that wants to reach new demographics and
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
‘business-to-business’ in nature. World Rugby
A RESPONSIBLE PARTNER
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 the world
commercial partners. In order to earn and retain
we wish to connect with.
that support World Rugby recognises that it
needs to continue being seen as a responsible
Sustainability
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
partners are increasingly mindful of business
Diversity and inclusion
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
30WORLD 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-houseWORLD 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 • World Rugby to create and publish a formal by end of 2021 and performance
RESPONSIBLE Sustainability Charter, based around the UN reviewed on an annual basis
• Requirement to set a leadership
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
EFFECTIVE investment into the game we must feedback
• All functions to be delivered in most efficient
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
32WORLD RUGBY STRATEGIC PLAN 2021-25
THE STRATEGIC
PLAN ON A PAGE
33THE STRATEGIC PLAN ON A PAGE WORLD
WORLDRUGBY
RUGBYSTRATEGIC
STRATEGIC PLAN 2021-25
2021-25
This new Strategic Plan will drive the
organisation forwards from 2021 onwards. It
Vision A global sport for all - true to its values
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
• Raise standards and • Grow women’s rugby • Enhance stakeholder
in place for the next decade, given the pace
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
34
34WORLD RUGBY STRATEGIC PLAN 2021-25
WORLD RUGBY
SCORECARD
35WORLD 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 conclude during 2021
• A relaunch of the Sevens • By 2025 develop 1 coach
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
• HP-supported Unions • An updated Women’s
• During 2021 -25 World
deliver competitive Rugby Plan to be produced • Digital sponsorship
Rugby to develop and
performances at RWCs and in 2021 revenues to double by 2025
• Annual ‘State of the Union’ deploy a non-contact
Olympics • Further editions and product offering with
Survey to set and monitor • £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
competitions launched by Stop Us global marketing Score • ‘Community Code’ to be • Budgeted commercial
2022 campaign to help drive
rolled out from end-2021 revenue targets to be hit
awareness and interest in
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
meaningful matches by • Value of audience stakeholder and colleague
World Rugby to activate will become the norm –
2024 engagement activity to feedback
one major new market for interventions will only be
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
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