logo
French federation looking to launch 'a la Francaise' Premier League entity

French federation looking to launch 'a la Francaise' Premier League entity

CNA12-05-2025

PARIS :French football intends to have its own version of the Premier League, with a club-owned entity replacing the Ligue de Football Professionnel (LFP) as part of plans announced by French Football Federation president Philippe Diallo on Monday.
Under the proposal, French clubs and private equity firm CVC Capital Partners would become shareholders in a newly created company responsible for managing and marketing professional competitions, with the FFF also holding a stake.
"This would be a French version of the Premier League – a club-owned company with paid executives running the league," Diallo told a press conference.
The plan stems from the work of three task forces launched in early March as French football faces mounting challenges.
"This is an innovative and disruptive project compared to the current organization of professional football," Diallo said.
"It aims to lay the foundation for a rebound of our professional clubs within a more efficient and transparent framework, with a renewed role for the Federation."
Diallo emphasized the need to simplify the current structure, which includes the FFF, the LFP, and its commercial arm, LFP Media.
"With the creation of LFP Media, the LFP has become almost an empty shell," he said. "This proposal would see the LFP disappear as its functions are absorbed by the new company."
The new structure would be responsible for organising and promoting the domestic leagues, while the FFF would retain a key oversight role, including veto power over competition format changes.
"This project will require legislative changes," Diallo added.
A bill addressing the governance of professional sports in France is set to be reviewed by the Senate on June 10.
CVC invested 1.5 billion euros ($1.67 billion) in LFP Media in 2022 in exchange for a share of media revenues, and is expected to play a significant role in the new governance model.
The proposal, if enacted, would mark a major shift in how French football is managed and is seen as a response to years of financial instability and competitive imbalance within the league system.
($1 = 0.9008 euros)

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

European game generated 38 billion euros in 2023-24 season, study shows
European game generated 38 billion euros in 2023-24 season, study shows

CNA

time3 hours ago

  • CNA

European game generated 38 billion euros in 2023-24 season, study shows

Europe's soccer market grew by 8 per cent in terms of revenue in the 2023-24 season to 38 billion euros ($43.46 billion) with England's Premier League generating the most, Deloitte said in a study published on Wednesday. In its Annual Review of Football Finance, Deloitte said the top five leagues - Premier League, Bundesliga, LaLiga, Serie A and Ligue 1 - generated 20.4 billion euros in revenue, an increase of 4 per cent. Premier League clubs had the highest revenue of Europe's top leagues at 6.3 billion pounds ($8.50 billion). However, the traditional 'big six' clubs in England's top flight reported lower average revenue growth (3 per cent) than other clubs that were in the Premier League in both the 2023-24 and 2022-23 seasons (11 per cent). The study said the growth was largely driven by expansion of clubs' commercial offerings, which also led to the teams cumulatively generating more than two billion pounds in commercial revenue for the first time. "A focus on stadia development and diversification of commercial revenues led to growth across the European football market in the 2023-24 season," Tim Bridge, lead partner in Deloitte's Sports Business Group, said. "However, clubs and leagues cannot afford to take their eye off the ball as new challenges, including an evolving regulatory landscape and changing fan behaviours, arise. "The pressure is mounting for more clubs to drive additional revenue at the same time as managing rising costs. "More so than ever, leaders and owners must recognise the great responsibility they have of managing these businesses, capturing the historic essence of a football club while honouring its unrivalled role as a community asset for generations to come." Clubs in Europe's 'big five' leagues reported an aggregate operating profit (0.6 billion euros) for a second successive season, while the aggregate wages/revenue ratio fell from 66 per cent to 64 per cent. WSL REVENUE SOARS Clubs in England's Women's Super League (WSL) jointly generated revenue of 65 million pounds in the 2023-24 season, a 34 per cent rise. Each WSL club had a double-digit increase in revenue, while all 12 clubs reported over one million pounds in revenue for the first time, with an average revenue of 5.4 million pounds. "Through developing more robust fan engagement strategies, strong commercial deals and securing central distributions, WSL clubs unlocked a new phase of growth," Deloitte Sports Business group's knowledge and insights lead Jennifer Haskel said. "Plus, as the reporting and attribution of commercial revenue remains inconsistent between clubs, we may be scratching the surface on the value now being generated by the women's game." ($1 = 0.7409 pounds) ($1 = 0.8743 euros)

Auckland coach readies part-time squad for Club World Cup's 'toughest group'
Auckland coach readies part-time squad for Club World Cup's 'toughest group'

CNA

time4 hours ago

  • CNA

Auckland coach readies part-time squad for Club World Cup's 'toughest group'

Auckland City's players aren't full-time professionals and many have taken annual leave to compete in the Club World Cup where they face what coach Paul Posa calls "the toughest group". New Zealand's champions, who are fresh from winning the OFC Champions League, will face Bayern Munich, Benfica and Boca Juniors in Group C of the revamped tournament, which starts on Saturday, and Posa acknowledged their uphill battle. "It's quite possibly the toughest group we could have drawn," Posa, who guided them to fifth place in the old Club World Cup in 2009, told Reuters. "We have two traditional European powerhouses in Bayern Munich and Benfica and Boca Juniors, who are also capable of going all the way." "We have competed in many of the previous versions of the CWC competition which has given us a broad range of experience allowing us to punch above our weight in the past. Our goals are to be prepared, and compete, to the best of our ability," he added. Auckland enter the 32-team tournament months after claiming their 13th Oceania title and fourth in succession. Yet despite continental success, football remains a part-time commitment for the squad. "All of the players have other jobs alongside their football commitments," said Posa. "However, they have an extraordinary dedication to their football outside of their working hours. "Players have had to take annual leave from their jobs... Indeed some of the players were unable to take time to attend both the OFC Champions League competition and the Club World Cup." The mid-June to mid-July tournament timing means it falls during Auckland's season rather than after it, as the previous version of the competition did. "The challenge of having the CWC fall in the middle of the season has been ensuring that players are in top form at the right times - however I believe we're on track to achieve this," said Posa. Serving as caretaker coach for Albert Riera, who's away for family reasons, Posa previously managed Auckland from 2008-2010. During the 2009 Club World Cup, they defeated UAE's Shabab Al Ahli and DR Congo's TP Mazembe to finish fifth. The 63-year-old acknowledged how difficult it would be to repeat his 2009 success: "It's nice to dream we could be that competitive again - however, we're realistic about the challenge." While temporary, Posa has maintained Auckland's established playing style. "It has not been difficult to maintain a playing philosophy that has evolved at Auckland City over many years. Of course, every coach puts their own fingerprint on a team," he said. This stability underpins Auckland's continued success. "This comes down to building on experience gained in previous competitions and a consistent focus on being well organised and prepared, both on and off the pitch," Posa said. "The culture surrounding the team is such that they always want to win and motivating them is no problem at all."

Commentary: The Johor-Singapore SEZ will need a lot of energy – nuclear power might be the key
Commentary: The Johor-Singapore SEZ will need a lot of energy – nuclear power might be the key

CNA

time4 hours ago

  • CNA

Commentary: The Johor-Singapore SEZ will need a lot of energy – nuclear power might be the key

SINGAPORE: The Johor-Singapore Special Economic Zone (JS-SEZ) is set to become a defining project for industrial and economic collaboration between Malaysia and Singapore. What the new economic corridor will need is stable, 24/7 carbon-free energy. Both countries face energy challenges that could undermine the long-term viability of the JS-SEZ. It is an opportunity for a strategic nuclear partnership. Singapore relies heavily on imported natural gas for electricity, exposing it to volatile prices and supply risks. It aims to achieve net-zero emissions by 2050, but electricity demand is expected to grow by 3 per cent to 5 per cent every year. Malaysia intends to increase its renewable energy capacity to 40 per cent by 2035, but intermittency (how consistently supply can be generated) and dispatchability (how supply can be adjusted to meet off-on demand) are challenging at a large scale. Current clean energy solutions can't quite keep up with the energy-intensive sectors like heavy manufacturing and data centres the JS-SEZ counts on attracting. Solar energy cannot provide round-the-clock reliability even with battery energy storage, while hydrogen is expensive and lacks infrastructure and regulations for large industrial applications. Nuclear energy, on the other hand, offers a more realistic solution. It has been proven to provide reliable baseload electricity with zero emissions, such as in France, Spain, South Korea and the United States. NUCLEAR ENERGY MAKES STRATEGIC SENSE Incorporating a nuclear energy partnership into the JS-SEZ framework would offer multiple benefits. Consider the Krsko Nuclear Power Plant, located in Slovenia near the Croatian border. Slovenia and Croatia each own a 50 per cent stake, sharing the electrical output and responsibility for nuclear waste equally. Krsko has delivered stable electricity to both countries for decades. A similar model could work for the JS-SEZ, bringing together Malaysia land availability and regulatory readiness and Singapore's financing capabilities and intention to import clean energy from the region. Malaysia and Singapore already have an electricity interconnector that allows energy to be transferred between the two national grids. It is currently used to import renewable electricity from Laos to Singapore, and from Malaysia to Singapore, with remaining capacity to carry more. There is also opportunity for collective technology transfer and supply chain development. Japan, South Korea and China have strengthened domestic nuclear industries, creating skilled jobs and new export options, through partnerships with established nuclear states. The JS-SEZ could do the same for Malaysia and Singapore. Talent development is already stated as a goal of the JS-SEZ. Nuclear energy requires a highly skilled and well-educated workforce. Both Malaysia and Singapore have the ability and the motivation to form academic and vocational training programmes supporting the nuclear energy sector. A joint nuclear project would also position Singapore and Malaysia as leaders within the Association of South-East Asian Nations (ASEAN) in the area of civilian nuclear cooperation, which would shape the region's future and spur international investment. MOVING FROM CONCEPT TO REALITY Such an extraordinary partnership will not be easy to pull off. But there is a clear path to success that builds on the existing relationship between the two countries and past efforts. Small Modular Reactors (SMRs) in particular, are promising. They are safer, more flexible and require less capital investment than traditional large-scale reactors, as seen in countries that have already deployed or are actively pursuing deployment of SMRs. Singapore and Malaysia have the opportunity to benefit from their expertise and experience. Another critical step is to develop a transparent ownership and governance framework. Financing via public-private partnerships makes sense, in the context of JS-SEZ. And international best practices illustrate how to balance risk with reward while ensuring strict adherence to regulatory compliance. Most importantly, a bilateral task force could assess the feasibility of a shared nuclear facility and address concerns over nuclear safety, security and safeguards. A task force provides a platform to jointly engage all stakeholders, especially strategic international partners. This is critical: Engaging with established nuclear states, as well as independent technical organisations, experts and think tanks are necessary for success. This ecosystem approach would boost Malaysia and Singapore's access to the latest technology and maximise economic, social and environmental benefits. A BOLD STEP FOR THE FUTURE There are steps that both countries can take on their ends too. Singapore, as a global finance centre, could prioritise a policy and sustainable investment framework to allow a cross-border nuclear project, followed by a dedicated investment fund. It could accelerate research and regulatory development to shorten the runway to nuclear readiness. The need for a Singapore nuclear energy programme implementation organisation (NEPIO) will quickly emerge. MyPOWER, under the Malaysia Ministry for Energy Transition and Water Transformation, has been tasked as the country's NEPIO. Singapore could also expand education and training programmes to create a talent pool within the next decade, establishing its scientists, engineers, policymakers, and finance and legal professionals as leaders in the field. Malaysia could focus on its nuclear energy policy and regulatory environment. Establishing a clear roadmap for nuclear energy deployment that includes JS-SEZ is necessary to facilitate confidence. Malaysia could also build on the strength of the Malaysia Nuclear Agency to help establish the state of Johor as a regional hub for nuclear energy services attracting international technology and engineering companies and promoting local supply chains that support the nuclear industry. THE PUBLIC FACTOR As with all discussions around nuclear energy – and reasonably so – much attention is needed to address domestic social and political sensitivities and geopolitical considerations. Both nations should collaborate to address public concerns about nuclear safety and waste management. Again, there are international examples to follow. South Korea and Finland engaged with their citizens to build support for nuclear adoption. A Singapore-Malaysia endeavour would also need to proactively be transparent in communication and initiate public consultations and educational initiatives to help shape public attitudes. Singapore and Malaysia can take bold steps toward nuclear collaboration, ensuring a resilient, low-carbon future for the JS-SEZ and beyond.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store