The Welsh Rugby Union (WRU) today unveiled additional detail underpinning its five-year, ‘One Wales’ strategy, and confirmed planned changes to its structure and ways of working which will significantly contribute to its success.
In order to run the historic sporting governing body in a manner befitting of a £100m-a-year business, the WRU has launched a transformation programme, which will ensure its systems and structures – from its staff, the programmes and initiatives it runs, to the funding model it uses to sustain the professional and community games – support the ‘One Wales’ strategy.
There are three significant further changes being announced today, the first driving a better business and the second and third addressing two of the pillars of the strategy:
A better business
A key part of this transformation will put the WRU into a sustainable financial position and £5m total in annual savings and efficiencies have been identified, encompassing various aspects of the business.
As part of this a number of jobs will be redesigned and regrettably a small number of roles, fewer than 20 roles, are potentially at risk. Therefore, the WRU will be entering a period of consultation with staff impacted and will also ensure that it looks after anyone affected by these changes.
The majority of the savings identified do not come from reducing headcount, but by running the business more effectively and efficiently and focusing on core activities that will place Welsh rugby on a long-term sustainable footing.
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Develop inspiring competitive clubs and national teams
A newly structured performance department will ensure alignment between Wales’ international teams, our professional clubs (in accordance with a new Professional Rugby Agreement – PRA25) and the player pathways which support each, in both the men’s and the women’s games.
Assuming control of Cardiff Rugby, after it was briefly put into administration this week, will not derail our plans to rebuild the pro-game in accordance with our ‘One Wales’ strategy. Cardiff has always been a major contributor to our player pathway and is critical to the success of our One Wales strategy both on and off the field.
In the coming months we will be actively seeking investors who wish to play their part in ensuring this is achieved and Cardiff returns to the top table of club rugby.
A new framework is designed to champion Wales’ pathways for the Men’s and Women’s game creating new playing opportunities, greater retention – through an enhanced offer in education – and talent tracking with a network of support across Wales and beyond.
One key change, for example, will be the creation of an employee ‘Centre of Excellence’(COE) made up of representatives from across the disciplines of the performance department (e.g. medical, strength & conditioning, nutrition, analysis, coaching). The purpose of which is to work collaboratively with the four professional clubs to identify and instil best practice in order to support the delivery of the performance objectives of the One Wales strategy.
Optimising our use of valuable resources is at the heart of this transformation. An example is ensuring all coaches, when not on international duties, will be deployed across the professional game and pathways.
Foster a thriving and sustainable community game
The WRU’s support offering will be revamped with funding for the current ‘Hub Officer’ programme to be discontinued , with schools and other educational establishments – who part-fund the programme on a 50-per-cent basis – free to reconsider how they re-allocate their investment in rugby as a result.
The WRU plans to invest its money instead in a restructured programme, so that it can cover much more of the country. The plan is that the existing Officers will be reorganised and the number increased, with a much wider remit to ensure all community clubs and educational establishments across Wales (100% coverage) have a named contact and a consistent level of support.
There are also proposed progressive changes to funding in the community game, where a new proposed revolutionary club funding model is being rolled out to better support the amateur game, recognising success off field as well as on field.
As a result of the efficiencies identified, the WRU will also be in a position to increase funding in community clubs over the next four years
Commenting on today’s announcement, CEO Abi Tierney said, “Everything we are doing is to improve rugby in Wales for everyone. Last summer we confirmed our strategic trajectory, where we intend to be by 2029, and today we are giving further details of how we are going to get there.
“The world game may have turned professional in 1995 but 2025 will be the moment we remember Welsh rugby completed this transformation, into a fully functional, fit-for-purpose, professional organisation.
“The success of the professional game is an integral part of the strategy. Our aim is to inspire competitive clubs and national teams and the progress made here will help sustain the whole game in Wales.
“At the same time we are seeing progressive changes in the community game, where a new club funding model is being rolled out to better support the amateur game and there are ambitious plans to ensure 100% of clubs and schools are supported with a new participation and retention programme alongside increased funding.
“In Wales we are rich in heritage and history and our amateur clubs are the lifeblood of our game, but we fail our members and our supporters if we don’t maximise both their potential and that of our professional game.
“This is what our strategy is designed to do.
“Integral to our plans is a need to stop living beyond our means and ensuring we can invest in the key elements that contribute to a thriving rugby nation. This has led to the re-set at the WRU we are announcing today. There will also be investment in key areas, which will enable growth, as we complete our transformation programme. Regrettably there will also be a small number of job losses.
“We will make sure we look after those people affected by these changes and do everything possible to ensure their well-being and welfare during our consultation process.”
