SETTING THE PACE 4 0 100 - FIFA Digital Assets Hub
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
40 60
20
80
0
002022
0
10
SETTING THE PACE
FIFA Benchmarking Report
Women’s Football
President’s foreword
All over the world, girls and women are getting passionately involved
in the game, both on and off the pitch, using the sport to break
down barriers, and this is exactly where FIFA is leading the way by
accelerating the growth of women’s football.
To boost further growth, and in line with FIFA now wishes to further build upon the
our vision to make football truly global, solid basis laid through the first edition
we have set out a dedicated strategy of the report and to continue monitoring
focusing on four key areas aimed at the growth of the women’s game. The
reforming competitions, increasing document provides a comprehensive and
the commercial value, modernising in-depth analysis of the women’s football
development programmes and enhancing landscape at both league and club level
professionalisation. Our goal is to bring through the participation of 30 elite leagues
the women’s game into the mainstream, and 294 clubs. This edition, as in last year’s,
ensuring that opportunities in football exist assesses the reality of the game across
for girls and women globally – both on and key areas: sporting, governance, financial
off the pitch. landscape, fan engagement and players.
As we strongly commit to maintaining the I truly hope that, by presenting emerging
momentum and accelerating development challenges and opportunities, this report
between every edition of the FIFA can support many stakeholders in guiding
Women’s World CupTM, it is our role to future decisions within our beloved
contribute towards strengthening national game. It is only by working together and
club competitions for the continuous consolidating our efforts that we can
development of the women’s game. With continue to strengthen women’s football
club football strongly gaining in popularity and amplify the benefits of football for
across many stakeholders, there is a need society.
for everyone to gain a deeper understanding
of the women’s game at club level. Yours in football,
Clubs are the foundation of our game, and
by creating specific tools that paint a picture
of the women’s club landscape, we aim to
increase the data available on women’s
football and support decision-making
processes. With this in mind, we are proud
to publish the second edition of the FIFA Gianni Infantino
Benchmarking Report: Women’s Football. FIFA President
1
Contents
President’s foreword 1
Contents 3
Executive summary 4
Introduction and methodology 8
Section-by-section analysis
Sporting 10
Governance 24
Financial landscape 34
Fan engagement 44
Players 54
The industry expert’s view 65
League snapshots 66
Glossary of terms 82
Basis of preparation 83
2 / FIFA Benchmarking Report: Women’s Football 3
Executive summary 07
There were a number of characteristics
that were more prominent in stand-
alone clubs than affiliated clubs. These
page include having:
25 • a higher number of average sponsors (17
for stand-alone clubs v. six for affiliated
clubs); and
04
Teams that had won the league in the • higher revenue (USD 395,000 v. USD
The second edition of the FIFA Benchmarking Report: Women’s Football provides further insights into last three years had several common 343,000) in the 2020/21 (or 2021) season.
the factors that drive success in leagues and at clubs. It highlights different regulatory environments, characteristics, including having: However, there tended to be a lower:
• a written strategy for women’s football page • proportion of players that were
approaches to broadcast rights and sponsorship negotiations and the varied levels of professionalisation (78% for those that had won the league professional (66% v. 71%); and
15
seen across the sport, with the aim of providing practical solutions for the game’s stakeholders to learn in the last three seasons v. 65% for those • number of full-time equivalent (FTE) staff
from one another. Whilst we acknowledge that women’s football is continuing to experience significant that had not); (five v. seven).
• players that earnt a higher gross average
growth, in terms of commercial value, exposure and popularity, we hope that this report will help those salary (USD 16,000 v. USD 13,000); and
achievements spread further and wider. • a greater number of sponsors with a
08
value given to the women’s football team There is significant commercial
(8 v. 6.2). potential in the women’s game
Setting the pace
01
In recent years, we have seen a and unlocking this will provide
Throughout 2022, FIFA and the Deloitte number of structural changes to funds to further invest and page
Sports Business Group have been engaging leagues across the globe, with new develop the sport both on and 29
05
hundreds of stakeholders from across the page competition formats implemented Investment in youth structures off the pitch.
women’s game, to comprehensively map 10 in some divisions and an expansion (e.g. academies) can provide As well as being key to future
out the landscape of women’s football. The of the number of teams in others. a pipeline for generating financial growth, commercial
findings of this report are categorised into An expansion typically reflects the page home-grown talent and reduce revenue is the largest self-
five sections: increased number of competitive 18 growing transfer costs. generated revenue source for most
teams in each country and delivers Clubs that were “part of a wider women’s clubs, accounting for 56%
Sporting an increased geographical spread of football club” that includes an of revenue.
teams – expanding the catchment area affiliated men’s team (with the
Governance from which to entice existing or new same or a different name, but
fans of the sport. part of the same legal entity)
09
Financial landscape were much more likely to have an The number of leagues with a title
academy that included girls (80%) sponsor has grown, with 77% of
Fan engagement compared to those that were leagues having a title sponsor,
03
73% of leagues had a stand-alone (67%). page compared with 66% of leagues in
Players midseason break in the 32 the previous edition of this report.
2021/22 (or 2022) season – The industry composition of title
page which can be important for sponsors is similar to the industry
06
12 player welfare. Having a written strategy can establish composition of sponsors at club level,
Mid-season breaks often a clear vision, direction and goals with financial services being the largest
02
Leagues that have cup provide much-needed time for a club – helping to achieve their industry.
competitions also present to recuperate from mentally potential, and ultimately assist the page
an opportunity for and physically demanding collective growth of the women’s game. 24
additional commercial page seasons. They also give clubs Most leagues (90%) had a written strategy
10
inventory to be sold 10 the opportunity to reflect on compared to 79% in last year’s report, Unlike many professional men’s leagues,
(e.g. title sponsorship). campaigns to date and generate showing a continued commitment to broadcast revenue is not the key driver of
In the 2021/22 (or 2022) time to help new players helping shape and develop the women’s revenue in the women’s game, with the
season 80% of leagues had acclimatise. game. The average revenue of a club with a page sport still in a development phase with
a cup competition, with cup written strategy is USD 395,000, compared 32 regard to its broadcast offerings.
competitions running for an to USD 343,000 without. The majority of leagues (57%) indicate that
average of 156 days. they negotiate for women’s football only,
with the second most common method of
negotiation being with other competitions
including the men’s league.
4 / FIFA Benchmarking Report: Women’s Football 5
11 12 19
This year, there are Clubs recorded year-on-year The average social media following of
encouraging signs of commercial revenue growth football clubs on “traditional platforms”
growth, with all key of 33% – indicating the is 787,000 (Facebook: 587,000, Twitter:
page revenue lines for clubs continued and growing interest page page 162,000 and Instagram: 187,000).
34 in aggregate (and at from commercial sponsors in 35 50 Far fewer clubs used TikTok, but those that
league level) experiencing women’s football. did tended to have a greater average following
growth. 61% of the clubs in the top quartile on the platform (483,000) than on some of
7% of clubs generated more of commercial revenue generators the traditional platforms. Clubs also had a
than USD 1m of revenue negotiate their main sponsor for significant average presence on YouTube
from matchday, broadcast, the women’s team only, compared (631,000, although fewer clubs used this
commercial and prize with only 30% for other clubs. platform).
money sources.
16 23
The average attendance in Having player representation can be a positive
20
regular stadiums (i.e. full Merchandising is a way clubs can engage fan force in improving player welfare.
capacity available) in 2020/21 bases, and there has been significant growth Where leagues have player representation (27, 90%),
Ten leagues indicated page (or 2021) was almost 1,000, across all sales platforms compared to last year’s page almost half have minimum salary requirements
that they had broadcast 44 with the highest average report. page 55 compared to a third for those without. The power
revenue in 2020/21 (or attendance for an individual Over half of clubs sold women’s cuts of merchandise 51 of collective bargaining is clear, with leagues that
2021), compared to nine club being 20,000. online, and over a third sold men’s cuts online (18% have such agreements (six, 20%) all having minimum
in 2019/20 (or 2020). The average ”maximum match previously). On average, the clubs that did not sell salary requirements, compared to only a third for
Of the leagues that receive attendance” (i.e. the largest merchandise on matchday generated significantly less those without.
broadcast revenue, 90% have attendance noted by a club in a commercial revenue (USD 116,000 in 2020/21 or 2021)
a club licensing system. given season) across the clubs than those that did (USD 311,000).
was almost 2,400.
13 24
73% of leagues have regulations
limiting the number of foreign players
21
The majority of clubs (77%) allowed per club, whilst 37% of leagues
17
page In total, only 35% of all clubs have teams in which more have home-grown player quotas. page
37 offered a season ticket featuring than half are professional, These regulations attempt to ensure 56
the women’s team, whilst 25% of whereas 23% of clubs have page that domestic players do not have their
page all clubs offered a season ticket mainly amateur players. 54 development opportunities restricted
45 for the women’s team only. At league level, this results in 19 by an influx of foreign talent. However,
14
Player wages continue to be Those that offered tickets for the leagues having more than half having foreign talent gives domestic
the most significant cost for women’s team only were able to of the clubs mainly made up players the opportunity to compete against
clubs overall. extract higher prices (average of of professionals and six mostly international players outside of national
Player costs as a proportion of page USD 13 per match ticket) than made up of amateurs. team matches, often raising the standard of
15
a club’s total cost base ranged 39 International transfer those bundling it with another club the league.
from 35% to 45% (with an fees in professional programme (USD 12.20).
average of 41%) in 2020/21 women’s football hit a
(or 2021). new record of USD 2.1m in page
22 25
2021, an increase of 73% 41 Clubs that had mostly professional The average number of
18
on 2020. The method of broadcast players generally trained for longer players who have a written
Despite this growth, it should rights negotiation varied (ten hours per week on the pitch and contract and receive a
be noted that the five largest between leagues. Those that page five hours off the pitch, e.g. in the gym) page salary is 20 across all clubs.
transfers paid in 2021 page negotiated the broadcast 54 than those with a majority of amateur 59 However, there is significant
accounted for almost 60% of 47 rights for the women’s players (nine hours on the pitch, three disparity across clubs and
total spending, and only 4.4% football league only tended hours off it). leagues.
of professional transfers to be much greater in value Coupled with greater access to facilities, this Of those who receive a salary,
involved the payment of a for domestic deals than those appears to impact the overall performance the average number of players
fee. that did not (USD 415,000 v. of clubs, as those with a majority of who have football as their
USD 242,000 p.a.) in 2020/21 professional players had a higher average primary source of income
(or 2021). finishing position in the last three years was 17, again with significant
However, the duration of the (4th) compared to those with a majority of disparity between clubs and
arrangements was on average amateur players (6th). league averages.
the same (3.2 years).
6 / FIFA Benchmarking Report: Women’s Football 7
Introduction and methodology
Women’s football is continuing to grow and the sport is enjoying the greatest level of global interest in The analysis of this data is divided into the • Florence Nakiwala Kiyingi, Vice-President Data is only shown for clubs as part of a
its history. FIFA is aiming to build on this momentum as it looks to deliver the biggest and most engaging following sections: of the Federation of Uganda Football league if more than half of the clubs in
Associations (FUFA); the league answered. For any instances
FIFA Women’s World Cup™ in Australia and New Zealand in 2023. Here, we expect records to be broken Sporting Analysis of competition, in which fewer than half of the clubs in
once again, as we stand on the shoulders of the stakeholders from across the game who have worked coaching and youth • Chan Yuen Ting, a graduate of a league responded, the data has been
tirelessly to promote women’s football over many decades. structures that contribute FIFA’s inaugural Coach Mentorship excluded. Whilst some data from clubs has
to increased on-pitch Programme (and mentor for the second therefore been removed when analysing
performance edition), and now a coach in the Chinese responses from clubs across a league (i.e.
The recent 2022 CAF Women’s Africa Cup of everywhere have the opportunity to pursue and increasing the likelihood that funds are Football Association’s Women’s Super if less than half of the clubs in a league
Nations (WAFCON) achieved an attendance a career in the game. The commitments generated and invested correctly. If good League; and responded), it has been included in the
of around 50,000 for the final between required to have a career in the game – as governance is achieved, there is a greater Governance Governance analysis of all clubs (e.g. average revenue) of
hosts Morocco and South Africa, and a player, coach, referee or administrator chance of success on and off the pitch. characteristics including • Rebekah Stott, who overcame cancer all clubs.
record attendances continue to be broken – must be recognised and it must be structure, resourcing and to continue competing at the top of the
at major stadiums around the world, with financially viable, to ensure that talent is We consulted an array of stakeholders – commercial arrangements women’s game. For the purposes of comparison, financial
over 91,000 attendees at the Camp Nou not lost to other careers, and to reward the many of whom have truly inspiring stories of leagues and their data has been converted into USD using the
to witness the UEFA Champions League sacrifices that many girls and women make. – that have supported the development of member clubs average exchange rate for calendar years
quarter-final between El Clásico rivals and the women’s game, helping to elevate it to As in the previous edition of this report, 2020 and 2021.
over 87,000 fans at the UEFA Women’s There is also a duty of care owed by clubs new levels, break down social barriers and we had significant interaction with
EURO final between England and Germany. and leagues to players competing at all tiers bring our sport to a wider audience. This Financial Analysis of the revenue leagues and their member clubs, who A detailed methodology, including a list
This surge of interest is increasingly giving in the footballing pyramid. At grassroots report contains case studies from: landscape generated and costs were contacted to complete the survey to of participating leagues, clubs and other
leading players the opportunity to become level, it is important to grow the game, to incurred by clubs and provide us with the required data. We again stakeholders, is included in the “Basis of
household names but also to transcend provide equal opportunities and to ensure • Sociedade Esportiva Palmeiras; leagues achieved an exceptionally positive response preparation” section of this report.
sport, using their platforms for good. that participation takes place in a diverse rate, and in total:
and inclusive ecosystem. Throughout • Brighton & Hove Albion; FIFA would again like to sincerely thank
The level of funding in the game also careers, player welfare should remain a Fan Levels of fan engagement • all 30 leagues responded; and all the stakeholders that were involved
continues to increase, as owners and priority for the game’s stakeholders, and • FIFA+ (FIFA’s video-streaming platform); engagement on matchdays and via in the compilation of this report,
investors continue to recognise the value there is a moral obligation to support broadcasting, social media • 82% (294) of clubs responded. including the the 30 leagues / member
and further financial growth potential players as they transition away from • Liga MX Femenil; and merchandising associations and their member clubs
of the sport (particularly in terms of competing and look to enter post-playing that contributed to this process by
matchday, broadcast and commercial careers, whether inside or outside the • Women’s Empowerment (WE) Throughout the report, when reference is either taking part in a consultation,
revenue generation) and, in turn, the value sports industry. Professional Football League; and Players Analysis of welfare, made to a percentage of clubs, it refers to completing an online survey or
of their assets. Nonetheless, it should be regulations, contracts, the percentage of the clubs that answered providing additional information to
acknowledged that the game is currently in Underpinning these aims is the need • Orreco Female Health Platform. wages and other player- that specific question, as opposed to the confirm the accuracy of reporting.
a loss-making state and requires sustained for robust governance structures. Good related factors percentage of all clubs that completed The cooperation of each stakeholder
investment to improve the levels of sporting governance is critical to the functioning the survey. Similarly, when referencing has been critical to the successful
infrastructure (e.g. stadiums and training of any successful organisation and it is To provide a thorough and comprehensive a percentage of leagues, it refers to the completion of this report, and we are
facilities, first-team and medical staff) and vital to achieve its vision and strategic analysis of the elite women’s football percentage of leagues that answered delighted to share the results with you.
non-tangible assets (e.g. knowledgeable objectives, as well as to ensure that legal landscape at national level in this second The report also profiles “trailblazers” within that specific question, as opposed to a We hope it will in turn provide valuable
administrative and operational staff, online and ethical standards are maintained for edition, we again surveyed 30 top-tier our sport; the actors in the game that can percentage of all 30 leagues. information for those stakeholders
marketing campaigns, upskilling, education, all stakeholders. These structures may women’s football leagues* and their be considered role models or inspiring to navigate the quickly evolving
etc.) required to facilitate further growth. include robust regulations, for example, member clubs in respect of the 2019/20 individuals. In this report, we profile the landscape of the women’s game.
with respect to minimum player wages, (or 2020) and 2020/21 (or 2021) seasons, stories of:
The need for the game to further safeguarding and welfare and those asking questions on a range of topics.
professionalise is crucial for the sport to pertaining to the financial sustainability • Edina Alves Batista, the first-ever woman
continue its development and reach its of clubs and leagues. It also includes to referee a game at a senior men’s FIFA
full potential in both financial and societal ensuring appropriate levels of reporting *Note: please refer to the methodology for information on tournament;
how the 30 leagues were selected.
terms, ensuring that girls and women and accountability, promoting transparency
8 / FIFA Benchmarking Report: Women’s Football 9
SPORTING
Sporting
The return of live football after the disruptions caused by COVID-19 was a welcome relief for fans Chart 1: Is there promotion/relegation?
around the world, and many of the on-pitch campaigns that took place over the course of 2021 and
2022 lived up to expectations. Chelsea won the English Women’s Super League on the final day of the
season, Incheon Hyundai Steel continued their dominance of Korea Republic’s WK League by securing 9
their ninth consecutive title, and South Africa’s Mamelodi Sundowns won the inaugural CAF Women’s
Champions League, which became the premium women’s club competition on the African continent.
21
This section is designed to provide leagues • the licensing of coaches;
and clubs with insight into how they can
become more successful from a sporting • number of hours trained (on and off-
perspective. pitch e.g. in the gym); and Yes No
There were a number of structural changes
to leagues across the globe, with new
competition formats implemented in Norway
• facilities to which clubs have access.
There may also be less immediately clear
12 138 Note: average number promoted: two (ranging
between one and six). Average number relegated:
two (ranging between one and four).
and New Zealand, and an expansion (or links to on-pitch performance, for example, Average no. of Average no. of Base: 30. Source: FIFA; Deloitte analysis.
announcement of a planned expansion) whether the club has a specific department teams per matches played
of the number of teams competing in dedicated to the women’s team operations league: ranging per league:
Colombia, China PR, Hungary, Italy and the and how many full-time equivalent (FTE) from eight in five ranging from 74
USA. This expansion reflects an increase staff there are, how closely it reports to leagues to 21 in the Australian The majority of leagues (70%) operate a
in the number of competitive teams in the overall club CEO, and whether it has a in the Liberty A-League system of promotion and relegation, whilst
each country and delivers an increased written strategy for women’s football. Argentinian Women to 336 30% operate a closed league system. For
geographical spread of teams – expanding Campeonato in the Mexican both competition formats, we observed that
the catchment area from which to entice Femenino YPF. Liga MX Femenil. broadcast partners are willing to commit
existing or new fans of the sport. League characteristics to longer periods in terms of broadcast
There are many characteristics to arrangements. The benefits of longer
In the 2021/22 (or 2022)
Changes took place at club level too, with consider with the creation and ongoing A number of leagues took the opportunity broadcast arrangements include the ability
the much-anticipated launch of Angel administration of leagues. The length to sell the sponsorship rights to cup to create deeper partnerships, which season, 80% of leagues
City, and the founding of Wellington of a season is an important factor in competitions, as evidenced by Coppa may be used to increase the exposure
had a cup competition,
Phoenix, who compete in the newly determining a league’s commercial Italia Socios.com in Italy, the FA Women’s of the league (e.g. through long-term
rebranded Australian league (rather than attractiveness, with the duration, number of Continental Tyres League Cup in England promotional campaigns), and a greater running for an average
in their native New Zealand, where clubs
in the restructured league are yet to
professionalise).
teams and matches played all factoring into
the appeal of a league to sponsors when
weighing up the opportunities for brand
and the AXA Women’s Cup Final in
Switzerland. There is also the opportunity
for leagues to use the eminence of cup
sharing of resources and expertise to aid
league development. However, shorter
arrangements allow leagues to react to
233 of 156 days (ranging from
seven to 280 days) and
eminence and activation. competitions to highlight important changing market conditions and reduce Average length
consisting of an average
This section provides a summary of issues, such as the New Zealand Football the likelihood that rights values are fixed at of season in
the different characteristics of leagues Leagues that have cup competitions also Foundation Kate Sheppard Cup (which was a below-market rate. These are important days. of 40 matches (ranging
in women’s football and analyses the present an opportunity for additional rebranded to celebrate 125 years of women factors that leagues should consider in their
from six to 105).
factors that underpin successful on-pitch commercial inventory to be sold in New Zealand having the right to vote). go-to-market strategy.
performance of clubs, which can include: (e.g. title sponsorship). In the 2021/22
(or 2022) season, 80% of leagues had a
• expenditure on players and player-wage cup competition, running for an average of
costs; 156 days (ranging from seven to 280 days)
and consisting of an average of 40 matches
• the academy structure; (ranging from six to 105).
10 / FIFA Benchmarking Report: Women’s Football 11
SPORTING
Chart 2: Number of teams to win the league in the last three seasons
3.0
2.5
2.0
1.5
1.0
0.5
0
Hungary
Italy
Argentina
Australia
Brazil
England
Korea Republic
South Africa
Cameroon
Chile
China PR
Costa Rica
France
Germany
Iceland
Japan
Netherlands
New Zealand
Nigeria
Portugal
Russia
Spain
Sweden
Switzerland
Colombia
Denmark
Israel
Mexico
Norway
USA
Base: 30. Source: FIFA; Deloitte analysis.
Sporting competitiveness Chart 3: Average social media following v. number of different winners of league
The interest in a league can often be linked in the past three years
to its competitiveness, and one measure
Social media following
of this is how many teams have won it in
500,000
recent years. Of the leagues included in this
report, in only 13% had one team won it in
the last three seasons. The majority (67%) 400,000 399k
44%
saw two teams win the league over this
period, whilst 20% saw a different winner in 300,000
Seasons It is positive to see that 73% of leagues had each year. 277k
League campaigns most commonly start a mid-season break, which is important 146%
200,000
in March or August and tend to end in for player welfare, providing often much- There is evidence showing a relationship
either May or June. The dates of a league’s needed time to recuperate from mentally between sporting competitiveness and a
operation are important for the global and physically demanding seasons. It gives league’s social media following. The leagues 100,000 114k
calendar, and a collaborative approach is clubs the opportunity to reflect on the that had one dominant team over the last
required to ensure that this is optimised campaigns to date and provides time to three years had an average following of
0 1 2 3
and beneficial for as many stakeholders help new players acclimatise. almost 114,000, increasing to 277,000 for Number of different winners in the last three years
(governing bodies, member associations, leagues with two winners, and 399,000 for
leagues, clubs and players) as possible. Furthermore, 90% of leagues stated that those with three winners. Note: total social media following of the league across Facebook, Twitter and Base: 27. Source: FIFA; Deloitte analysis.
Instagram, for those leagues that provided information.
they ceased matches for international
windows and almost all clubs (96%) noted
that club activity continued during such
windows.
12 / FIFA Benchmarking Report: Women’s Football 13
SPORTING
Chart 4: Correlation between a league’s Chart 5: Number of teams to win the Table 1: Characteristics of teams that had won the league in the last three years
commercial revenue and no. of teams league in the last three years vs. average compared to those that had not
to win the league in the last three years number of FTE staff in the league
Characteristic Won the league Did not win the
Commercial revenue ($m) Average number of FTE staff
in the last league in the last
3 Correlation 15 12.8 three years three years
0.39
co-efficient 10.7
2 10 Training hours: gym and off pitch 4.5 3.9
4.6 Had a written strategy for women’s football 78% 65%
1 5
No. of players with written contract with 23.8 21.2
0 1 2 3 0 1 2 3 the club
No. winners in the last three years No. winners in the last three years
No. of players with written contract with and 21.8 19.3
Note: includes commercial revenue for those Base: 22. Source: FIFA; Deloitte analysis. that receive a salary
leagues that provided information.
Base: 22. Source: FIFA; Deloitte analysis. No. of players that have football as the primary 18.2 16.7
Clubs that had a written strategy were source of income
more likely to have a main sponsor for
There is also some correlation (correlation the women’s team only (rather than, for Average gross annual salary of an individual USD 16,000 USD 13,000
co-efficient of 0.39) between the example, having the same sponsor as player
commercial revenue generated by a league an affiliated men’s team) and a greater
There was a greater prevalence of and the number of winners in the last three number of sponsors with a value given to Average highest gross annual salary of an USD 44,000 USD 33,000
years. the women’s football team (again, rather individual player
successful clubs having a written than being bundled into a men’s team
strategy for women’s football (which The leagues that had a greater number of sponsorship deal). Broadcast matches on own platform* 68% 61%
winners in the last three seasons also had a
may have helped contribute to this greater number of paid FTE staff with a full- This is a trend that is expected to become Had a main sponsor for the women’s team only 42% 38%
success) – with successful clubs or part-time remit for women’s football. more prevalent across the industry, as
women’s teams increasingly seek to No. of sponsors attached to top women’s team 10.5 9.2
more likely to have a main sponsor It is expected that the number of individuals quantify their commercial value. We expect
for the women’s team only (rather involved in the operations of women’s that inventory related to the women’s team No. of sponsors with value given to the 8 6.2
football will continue to grow and provide will increasingly be sold separately (where it women’s football team
than, for example, having the same increased opportunities to those looking to may previously have been bundled with the
sponsor as an affiliated men’s team) forge careers within the sports industry. assets of affiliated men’s club) and that the *Note: for example social media platform, club website, club mobile app, etc.
values extracted from partners will increase,
and a greater number of sponsors At club level, teams that had won the league as a result of the increased exposure and
with a value given to the women’s in the last three years had several common interest in the women’s game, and as
characteristics. It is unsurprising that brands increasingly recognise the benefits
football team (again, rather than more successful clubs trained for longer of partnering with a women’s football club.
being bundled into a men’s team in the gym and off the pitch, on average
paid higher salaries to players, and had a
sponsorship deal). greater number of sponsors attached to the
women’s team.
14 / FIFA Benchmarking Report: Women’s Football 15
SPORTING
Access to facilities Proportion of clubs with access to the following facilities Additionally, clubs that had won the league
Clubs have access to a varying degree in the last three years generally had access
of facilities with the aims of improving 49% 76% to more facilities (9.7 of the 14 total types
sporting performance, building strength 40% 60% of facilities listed) than those that did not
and conditioning, and aiding recovery. For Artificial/
hybrid-grass
Artificial/
hybrid-grass
33% 87% 29% (nine). The greatest differential was with
those providing information in both years, 21% 75% 23% spa/recovery areas and a dedicated office
pitch for pitch for
by far the most common sites that clubs Spa/recovery Fitness Swimming for women’s football.
home matches training
area centre/gym pool
had access to were changing facilities (96%), 70% 70%
a medical/physiotherapy treatment room 66% 61% One third of the facilities accessible
(91%), a tactics/meeting room (90%), and Natural-grass Natural-grass to women’s teams were owned by the
a fitness centre (87%). Less than half of pitch for pitch women’s club and it was positive to see
home matches for training
the clubs had access to artificial/hybrid- that a further 40% were owned by the local
grass pitch for home matches (49%), a spa/ municipality or government (which shows
recovery area (33%) and swimming pool a clear acknowledgment of the importance
(29%).
52% of sport in many aspects of society). Only
33%
Players’ lounge 17% were owned by ‘other’ individuals not
It was positive to see that, when compared related to the club or government entity
to the previous edition of this report, every 72% (e.g. rented from another football club,
single facility that was included in the survey 47% school/university or private individuals not
Catering for
in both years was more prevalent within the the players related to the club), and it is expected that
clubs’ infrastructure, showing the increased 53% 91% 90% 96% an increasing number of facilities will be
investment in the women’s game. 32%
lndoor
76%
Medical/
66%
Tactics/
80%
Changing
70% owned by clubs over time, allowing players
48% to train in dedicated high performance
training physiotherapy meeting facilities Dedicated office
On the whole, clubs that were “part of a facilities treatment room centres (rather than public facilities).
for women’s
wider football club” had greater access room football It was positive to see that,
to facilities than those that were “stand-
alone” (including the stand-alone clubs that Yes – Percentage of clubs this year Base: 203. Source: FIFA; Deloitte analysis. Chart 6: Ownership of club facilities when compared to the
might have an agreement with another Yes – Percentage of clubs last year previous edition of this report,
club), indicating the synergies that can
be achieved when sharing facilities. The
10 every single facility that
facilities that were significantly more Table 2: Facilities accessible by clubs that won the league in the last three years 15 33 was included in the survey
prevalent (i.e. where the differential was v. those that did not
in both years was more
greater than 10 percentage points) included
a natural-grass pitch for training (75% for Facilities Won league Did not win league Difference
% prevalent within the clubs’
clubs that were part of a wider football club 17
v. 56% for those that were stand-alone), a Spa/recovery area 45% 30% 15% infrastructure, showing the
25
natural-grass pitch for home matches (74% increased investment in the
v. 57%), a spa/recovery area (38% v. 23%), Dedicated office for 77% 64% 13%
fitness centre (87% v. 75%), a swimming women’s football women’s game.
pool (31% v. 19%) and indoor training Owned by the club Government
facilities (53% v. 43%). Indoor training facilities 56% 49% 7% Local municipailty Private owner related
to the club
Other
Players’ lounge 53% 46% 7%
Base: 294. Source: FIFA; Deloitte analysis.
Note: the above table shows facilities where there was a greater than 5% Base: 288. Source: FIFA; Deloitte analysis.
differential between the teams that had won the league in the last three
years and those that had not.
16 / FIFA Benchmarking Report: Women’s Football 17SPORTING
Youth structures In seven leagues, all of the participating prevalence of youth teams in a league does Head coaches – gender and
Investment in academies and other youth teams had youth academies that included not necessarily translate to international licence requirements
structures can provide a pipeline for girls. Perhaps surprisingly, there was no success (which is perhaps a factor of the Across the globe, there are many leagues
generating home-grown talent, therefore correlation between the prevalence of girls increased globalisation of the game, and that mandate the level of licence that the
reducing the transfer costs incurred by in the academy system and the national- the increased prevalence of players being head coach must hold. Coaches were
clubs in the women’s game. Overall, 84% of team ranking co-efficient, suggesting that a developed internationally). typically required to hold a Pro or A Licence
clubs had a youth academy (up from 83% (as seen in 77% of leagues), although there
in the previous year, for clubs that were were instances of leagues where there were
present in both editions of the report), and Table 3: Youth academies at clubs that are part of a wider no licence requirements (10% of leagues).
it was positive to see that 76% of all clubs football club v. those that are stand-alone
had a youth academy that included girls There is a direct correlation between on-
(compared to 71% previously). Youth academy Part of a wider Stand-alone pitch success and the level of licence that
football club the head coach is required to hold. 42% of
Whilst the average number of girls in the
academy was 82, the median number of
girls in the youth structure of clubs was 60,
Yes, girls and boys 67% 15% 82 teams that had won the league in the last
three years had head coaches that held a
Pro Licence. This is compared to 34% for all
showing that (as was also the case in last Yes, only girls 12% 51% Average number other clubs who had not had the same level
year’s report) the average is skewed by a of girls in club of on-pitch success. Whilst clearly some of
minority of clubs with significantly larger Total proportion of clubs with 80%* 67%* academies. these clubs may have won the league in the
youth structures. academies that include girls last three years with a different head coach
to the one presently in place, it shows the
It was interesting to note that clubs that Yes, only boys 10% N/A *Note: figures may not sum ability of these ‘successful clubs’ to attract
due to rounding.
were “part of a wider football club” were top talent.
much more likely to have an academy of Total proportion of clubs 90% 67%* Base of wider football clubs: The benefits of a higher level of licence Chart 9: Number of sponsors
212. Base of stand-alone
some sort (90%) compared to stand-alone with academies Additionally, the teams coached by (which may generally be indicative of
football clubs: 82. 20
clubs (67%) and were also more likely to individuals who hold a Pro Licence generally greater on-pitch performance) were also
have one that included girls (80% v. 67%). attracted a greater number of sponsors for seen in the broadcast and commercial 15.8
the women’s team. revenue generated by clubs – with those 15
with a Pro Licence generating greater
Chart 7: Proportion of clubs in leagues with girls in youth academy Chart 8: Type of licence the head coach revenue across both streams than those
10 7.5
is required to hold by league with other licences (suggesting the greater
100%
on-pitch performance can lead to greater 4.3
25 5
deal values being negotiated). This suggests
80% that improved on-pitch performance
19
20 can lead to increased interest from 0 Pro A Other*
broadcasters and sponsors and, therefore,
60%
greater financial rewards for clubs (football’s Base 82 89 61
15
virtuous circle).”
40% *Note: includes data for clubs whose head coach
10 holds a B or C Licence or other/MA licence.
20%
4
5 3 Source: FIFA; Deloitte analysis.
2 2
0
Argentina
Australia
Brazil
Cameroon
Chile
China PR
Colombia
Costa Rica
Denmark
England
France
Germany
Hungary
Iceland
Israel
Italy
Japan
Mexico
Netherlands
New Zealand
Nigeria
Norway
Portugal
Russia
USA
South Africa
Spain
Sweden
Switzerland
0 A Pro No license B Other/MA
Base: 30. Source: FIFA; Deloitte analysis.
Base: 287. Source: FIFA; Deloitte analysis.
18 / FIFA Benchmarking Report: Women’s Football 19SPORTING TRAILBLAZER
Edina Alves Batista
For the clubs that provided data, Chart 10: Commercial and broadcast The women’s game is full of trailblazers with
approximately one quarter (26%) of head revenue generated by clubs in 2020/21 inspirational stories. These are women who were
coaches across all leagues were women, (or 2021), by license type of their head “the first” and opened doors for many young
with South Africa (57%), Korea Republic coach (000s) girls who will follow in their footsteps. One of
(57%) and England (56%) having more than these is Edina Alves Batista from Brazil, the first
500
half of the teams coached by females. woman to officiate a match at a senior men’s FIFA
tournament.
382.7
The Coach Education Scholarship 400
programme is one of eight Women’s As a young girl, Batista loved playing football, but it
Football development programmes was her first experience as a match official in 1999 as
300
launched by FIFA. It is designed to increase a 19-year-old that would spark the flame for her true
the number of qualified female coaches passion. When her father’s friend invited her to help
177
working in the game. Through this 200 out in an amateur game as an assistant referee, even
programme, FIFA offers scholarships to 115.8 104.8 at such a young age she knew that she had found her
talented female coaches and/or players 100
35.5 44.4
calling.
“I was in intensive care for
looking to move into the next phase of their
footballing career, by providing education at “I instantly fell in love with the adrenaline involved in four days. Football inspired
0 Pro A Other
a venue of their choosing. officiating a football match. I knew at that moment
me to get through it. All
officiating was my life,” Batista said.
Base 48 45 45 53 36 37
I could think about was
Commercial Broadcast Batista’s passion for refereeing is matched only by her
refereeing a game.”
work ethic, which was personified by her relentless
Source: FIFA; Deloitte analysis. work as a teenager in a nursery filling bags of soil, so
that she could earn enough money to cover the costs
Chart 11: Gender of head coach per league of her refereeing qualifications. In addition to her tough
work at the nursery and her commitment to becoming After years of hard work and a transition from assistant
100%
a qualified referee, she was also studying to become a referee to a referee at the age of 34, Batista made
physical education teacher. headlines five years later, in 2019, by becoming the first
80% female in 14 years to referee a men’s top-flight game
Despite being urged by many to pursue another career in Brazil, and soon after found herself officiating at the
path and being constantly told that refereeing was not FIFA Women’s World Cup™ in France.
60%
for women, Batista persevered and was offered the
chance to officiate school and amateur matches in Most recently in 2021, Batista (alongside fellow female
40% Paraná state in 2001. match officials Neuza Back and Mariana De Almeida)
made history yet again, breaking down another barrier
20% With Batista’s refereeing career on an upward for female match officials by becoming the first woman
trajectory, her willpower was set to face its biggest test to take charge of a match at a senior men’s FIFA
yet – when she was tragically involved in a serious car tournament (the FIFA Club World Cup™).
0
South Africa
Korea Republic
England
Russia
USA
Italy
Hungary
Switzerland
Mexico
France
Brazil
Australia
Sweden
New Zealand
China PR
Nigeria
Spain
Portugal
Japan
Israel
Denmark
Colombia
Costa Rica
Argentina
Cameroon
Chile
Norway
Netherlands
Iceland
Germany
accident in 2008. On the road to recovery, football
became her driving force to get back on her feet and With trailblazers like Batista working in football, more
miraculously, she was back refereeing within three girls and women can aspire not only to a career as a
months. referee, but also as players, coaches, administrators or
Female Male Base: 294. Source: FIFA; Deloitte analysis. wherever their passion takes them.
“I almost died,” she said. “I was in intensive care for four
days. Football inspired me to get through it. All I could
think about was refereeing a game.”
20 / FIFA Benchmarking Report: Women’s Football 21SPORTING
CASE STUDY
Sociedade Esportiva Palmeiras
Women’s football in South America Initial investments included training 2021: stepping up
is growing steadily and, within the pitches and equipment, qualified coaching The club structure was now established,
region, Brazil is one of the countries and training staff, a medical team, and and the objective was to secure
at the forefront of professionalisation nutritionists, all of which were exclusively for qualification for the Copa Libertadores de
when it comes to clubs and their their women’s football team. All the players América Femenina. At management level,
domestic competition. This case signed contracts with the club and four the target was to keep building a high-value
study showcases the work being done sponsors were found for the new projects. product able to attract further investment
at Sociedade Esportiva Palmeiras to consolidate Palmeiras as a powerhouse
(Palmeiras), which together with That same year, the FIFA Women’s World brand in women’s football.
the Brazilian Football Association Cup in France was a sign of what was to
(CBF) and their local federation, have come: record audiences in Brazil, raising To enhance fan engagement, Palmeiras
been strengthening and propelling awareness and generating greater interest decided to open their main stadium – the
women’s football forward. from brands to get involved with the Allianz Park – and host several matches
women’s game. to showcase their women’s team. The
At Palmeiras, women’s football is “run as a club’s reputation continued to grow, and
company”, with a management structure players now wanted to come and play for
that reports directly to the President and 2020: embracing the challenge the club, attracted by the well-developed While the question in 2019 when
That same year, the FIFA
the board. Since November 2021, Leila With a new structure in place and infrastructure, high standards and being relaunching the project was how to become
Pereira has been the club’s first female promotion secured to the first division 100% professional. sustainable, it is now about how to reinvest Women’s World CupTM
President, and she sits alongside two (Brasileirão Feminino Neoenergia), the and continue growing. Given its sporting
in France was a sign of
female Vice-Presidents on the board. This objective was clear: stay in the top flight In 2021, Palmeiras reached the final of the and management ambitions, the club wants
structure is representative of the message and be as competitive as possible. The club national league and secured their place at to recruit and retain top talent. what was to come: record
that the club wants to send to girls and went to market to recruit more players the Copa Libertadores de América Femenina.
audiences in Brazil, raising
women who are either working in, or are to increase the quality of the squad, and Commercial growth came on the back of
looking to be involved with, the football hard work behind the scenes resulted in sporting success: new sponsors meant the 2023 and beyond awareness and generating
industry both on and off the pitch. Palmeiras reaching the league’s semi-finals. division was now at break-even financially The club’s hopes for 2023 are that it will
greater interest from brands
and was self-sufficient. There was, however, again make a profit, with player transfers
The club and Puma signed an agreement the desire to grow even further. likely to become a new revenue stream. to get involved with the
2019: the new rise that added significant value to the project, Looking at their future plans with women’s
women’s game.
In 2019, Palmeiras relaunched their as well as providing sporting and training football, Palmeiras intends to develop a long-
women’s football division, participating kits. Additionally, 23 players were given the 2022: consolidation term vision and concrete strategic initiatives
in the second tier of Brazilian football. opportunity to sign individual endorsements Palmeiras started 2022 knowing what they covering the three years from 2023.
The initial objective was clear: gain with the brand, covering sport and lifestyle are able to achieve, and their objectives are
promotion and restructure the operational garments, sending the positive message challenging: win the national league and the Once a permanent youth competition is in
management to lay the foundations for that visibility and sponsorship opportunities Copa Libertadores de América Femenina. place, the club will look to develop youth
sustainable growth. After careful planning, for female athletes were out there. The teams, create a professional academy and
the club made an initial investment and results and perception were very positive, Having secured new sponsors, a milestone establish a pathway for players to the first
found a strategic location: the municipality and the club recorded high sales figures has been achieved: the women’s football team. They also wish to continue to be
of Vinhedo. This was to optimise logistics in Brazil. Alongside the brand, the club division is now profitable, with a surplus profitable, create new revenue streams
for players to travel from around São Paulo, secured and retained four sponsors that that will be reinvested in the women’s game. while keeping an efficient structure – never
whilst also being close to an airport for committed their support to Palmeira’s long- losing sight of their sporting objective: to win
domestic and international travel. term project. trophies at national and international level.
Leila Pereira (President) and
Alberto Simão (Women’s
Football Manager).
22 / FIFA Benchmarking Report: Women’s Football 23Governance
Having responsible and well-developed governance structures and practices is one of the most Structure – clubs
important factors in ensuring that women’s football is in the best possible position to fulfil its potential, The characteristics identified in the survey
suggest that neither structure is necessarily
achieving both financial and non-financial success that is significant and sustainable. Whilst a club’s superior, with no material differences
approach to governance must be robust, it must also afford a degree of flexibility and be adaptable, to observed in key areas other than the
allow clubs to react to situations accordingly (e.g. the often fast-paced nature of the transfer market). percentage of clubs with an academy – with
90% of affiliated clubs having one compared
to 68% of stand-alone clubs. This may be
FIFA is supporting member associations and As highlighted in last year’s report, Clubs with a written strategy due to affiliated club’s men’s teams already
clubs to ensure they have the appropriate women’s football is less constrained by for women’s football having established structures for academy
resources and support to develop effective legacy structures than other developed operations – reinforced by the fact that 83%
governance structures. For example, in sports. This provides a unique opportunity of affiliated clubs stated that they receive
April 2022, FIFA published its first-ever to introduce innovation and creative benefits from the men’s football structure
club licensing guide for women’s football, governance structures. An example of this (by sharing facilities, staff, etc.).
a practical tool that assists member is the New Zealand National League, the 68%
associations in implementing club licensing top tier of women’s football in the country,
for their women’s football competitions. which went through a restructure in 2021, Characteristics of stand-alone v.
developing a league and governance affiliated clubs
Encouragingly, there are other continental structure that is different to the men’s
examples of efforts to improve overall league and structure. Average highest
finishing position
4th
governance of the women’s game.
Leagues with a written strategy in last three years 5th
In early 2022, the UEFA Executive Given the extensive reach of men’s football
for women’s football
Committee approved dedicated UEFA
club licensing regulations for the UEFA
across the globe, it is not surprising that
72% of clubs indicated that they were
17 Average number
Of affiliated clubs, 68% stated that a
specific department was in charge of all
There are indicators of the benefits of
having a written strategy, including:
Women’s Champions League – the first affiliated clubs, with the remaining 28% 6 of sponsors
the activities around the women’s football
fully independent regulations for the being stand-alone. There is no empirical team, for which support from other • of clubs that provided financial
USD 395k
tournament following the introduction of
licensing in 2019.
evidence to suggest that either structure
is necessarily better to develop women’s
90% Average
revenue
USD 343k
departments within the club was provided.
15% of affiliated clubs noted that there
information and had an average
revenue greater than USD 1m in
football, but clubs should ensure that the was a specific department in charge of all 2020/21 (or 2021), 73% had a written
Historically, governance of women’s football
has emulated the men’s structures and has
potential benefits of each structure are
maximised.
67% % of clubs with the activities around the women’s football
team that did not receive support from
strategy compared with 68% for those
with a revenue less than USD 1m;
an academy
not been specifically tailored to address the 90% other departments within the club. Only
particular challenges and opportunities in
the women’s game. The key focus should
Finally, there appears to be positive
progress in terms of the number of leagues
Average number of
first-team players with
11 17% stated that responsibilities around the
women’s football team were spread across
• the average revenue of a club with a
written strategy is USD 0.4m, compared
be on developing governance structures that have a written strategy, 90% compared one year at the club’s 8 the relevant departments within the club. to USD 0.3m without;
academy
that are fit for purpose and allow clubs to 79% in last year’s report, showing a
and leagues to exploit the full potential of continued commitment to helping shape 74 Average number of Of the clubs that provided responses in • clubs with a written strategy have an
women’s football. and develop the women’s game. players at academy this year’s edition and the last, around 70% average of 11 sponsors compared to six
84 have a written strategy. The existence of a for those without;
% of professional 66% written strategy can establish a clear vision,
players direction, and goals for a club, ensuring that • clubs with a written strategy achieved a
71% individual clubs can achieve their potential, higher average finishing position in the
which will ultimately bolster the collective last three years (4th v. 6th); and
5 Number of paid
FTE staff growth of the women’s game.
7 • clubs with a written strategy have
more facilities available to them (nine)
Stand-alone clubs Affiliated clubs compared to those without (eight).
24 / FIFA Benchmarking Report: Women’s Football 25You can also read
