FIFA renews Qatar Airways deal until 2030

FIFA has renewed its longstanding partnership with Qatar Airways until 2030 as its Global Airline Partner.

The agreement will cover significant FIFA tournaments, including the FIFA World Cup 26, FIFA Women’s World Cup 2027™, the FIFA World Cup 2030™, as well as all youth men’s and women’s tournaments, commencing with the ongoing FIFA U-17 World Cup™ in Indonesia.

Since May 2017, Qatar Airways has been an integral part of FIFA’s global initiatives, and with this renewed partnership will continue to play a vital role in the development of football worldwide.

The announcement comes on the heels of the immense success of the FIFA World Cup Qatar 2022™, which captivated audiences around the globe with its incredible stadia, unmatched hospitality, and pure on-the-pitch drama – culminating in a Final for the ages.

As FIFA’s Global Airline Partner, Qatar Airways will be able to engage with fans on a deeper level, both at tournaments and through various digital platforms.

“Today I am very proud to announce the renewal of our partnership between Qatar Airways and FIFA. It is a great partnership that has brought a lot of success to FIFA, and of course as well to Qatar Airways,” said the FIFA President during the ceremony.

“My thanks to Engr. Badr Mohammed Al-Meer, the GCEO, and to the whole fantastic team of Qatar Airways. One year after the FIFA World Cup in Qatar, here we are again to celebrate.”

Engr. Badr Mohammed Al-Meer said: “We are excited to extend our partnership with FIFA as the Global Airline Partner. As an airline, we are committed to connecting the world, and this partnership allows us to reach millions of football fans. Football has the power to unite people across cultures and continents, and we are proud to continue to be part of this incredible journey. We eagerly anticipate the upcoming tournaments and look forward to creating unforgettable experiences for fans around the world.”

SAP partners Mercedes-AMG PETRONAS F1 to accelerate operational efficiency

SAP has announced a multiyear partnership with the Mercedes-AMG PETRONAS F1 Team starting in 2024.

As an Official Team Partner, SAP is teaming up with the Mercedes-AMG PETRONAS F1 Team to accelerate operational efficiency and unlock new data insights to deliver performance gains. SAP S/4HANA Cloud, private edition serves as the technology foundation for the team, enabling them to explore how artificial intelligence (AI) and cloud solutions from SAP can help inform and predict decisions, optimize resources and future-proof their IT infrastructure.

Efficiency is the cornerstone of success in Formula One. Therefore, mastering the cost-cap challenge and optimizing the team’s complex supply chain are two areas of focus for this partnership. Formula One’s cost cap restricts how much teams can spend each season, with severe penalties if exceeded. The Mercedes-AMG PETRONAS F1 Team plans to navigate this complex course by using the SAP S/4HANA Finance solution to allocate, save and use resources more efficiently.

With SAP Business AI technology embedded, the team can forecast costs, predict final budget needs, and optimize both the supply chain and stocked items. To run its state-of-the-art operation, the Mercedes-AMG PETRONAS F1 Team is looking forward to leveraging SAP S/4HANA Cloud, private edition for a secure and future-proof cloud environment. The team can also take advantage of SAP Build solutions and SAP Business Technology Platform to implement a transparent, intelligent enterprise architecture – bringing together a single view of data and systems from various sources across the organization. Doing so can lead to shorter lead times for critical car components, helping ensure a seamless flow of parts during race weekends.

“Formula One is one of the most technologically innovative sports in the world, where incremental gains yield significant results. Given the extreme conditions under which Formula One teams operate, motorsports provide a global platform to showcase skill and engineering excellence,” said Julia White, member of the Executive Board of SAP SE and chief marketing and solutions officer. “But beyond the race day performance, there’s a lot going on behind the scenes. SAP is proud to partner with the Mercedes-AMG PETRONAS F1 Team to make sure its operations are as fine-tuned as its cars.”   


This partnership has the potential to create a new blueprint for the automotive industry. Formula One is where latest innovations for the automotive industry are invented and premiered. Together, SAP and the Mercedes-AMG PETRONAS F1 Team will deliver new innovations backed by Formula One insights that will go on to serve and shape the businesses of other SAP customers.

“We are delighted to announce SAP as an Official Team Partner of the Mercedes-AMG PETRONAS F1 Team,” said Toto Wolff, CEO and Team Principal, Mercedes-AMG PETRONAS F1 Team. “We have a shared heritage and commitment to innovation and improvement, which will meaningfully contribute to our on-track performance. SAP is a global leader in its field, and we could not think of a better partner to help us improve our efficiencies in 2024 and beyond.”

Why No Code Apps Are Here To Stay

It was a long time ago that one needed to know coding to build an app. Thankfully, we have moved on from that era as no-code tools are here to stay, and they’re powerful enough to let you build almost anything you can think of without ever typing function(). 

Still, professional sports organizations have built their high quality apps with custom code, because No Code Mobile App Builders haven’t been suited to such advanced solutions. That’s why building a high-quality sports app used to be a luxury only the big players could afford – that’s not the case anymore.

Choicely App Builder is used to build high quality apps for professional sports and media organizations like ITV, International Judo Federation, and AFTV (Arsenal Fan TV).

Choicely has written an eBook on “Growing Digital Fan Engagement & Revenue With No Code Sports Apps” which describes how modern sports apps can be built without any code, and what kind of features the app can have.

Download the eBook to learn:

1. What is no code, and how you can build smart, high-quality apps with it

Many custom-coded apps have the risk of becoming legacy tech. They’ve been customized over time, but at some point updating the code of the app becomes so complicated and expensive that the app becomes a roadblock to innovation.

No code development solves many of the technological challenges and risks that traditionally come with custom-coded apps. 

No code solves many problems of custom-coded apps. For example, they are expensive and slow to build and launch.

According to Choicely’s estimate, a professional sports app with some advanced features can cost 74% less when built with no code

These apps can be highly automated so the required updating is minimal – For example, one of Choicely’s sports customers gets about 10,000 hours in user engagement for every 1 hour they spend on the app.

2. How you can grow fan engagement with interactive tools

Active engagement with fans is crucial – fans who have an emotional connection with the brand have a 306% higher lifetime value.

The eBook shows some interactive fan engagement tools like voting, rating, surveys, and polls.

AFTV is a great case example of a brand that actively engages with their fanbase.

3. How to monetize your fanbase with an App

There are plenty of monetization opportunities in apps, beyond ticketing, merchandise, and sponsorships.

No Code and more affordable apps make reaching positive ROI easier to grasp. You can estimate your app ROI with a calculator like the one on Choicely’s site.

The eBook presents a case studies like Helsinki Cup, the 2nd largest junior football tournament in Europe and Choicely’s work with the International Judo Federation.

No Code reduces the risk of failure – you can build your app piece by piece, see a demo version of your app first, make adjustments at a low cost, launch when you’re happy – and make changes flexibly even after that.

The visual and comprehensive 34-page eBook contains case examples and concrete ideas for building a modern sports app without coding.

Learn more about the eBook and download it on Choicely’s website.

AFBC Congress elects Berhanu Eyassu Wossen as President of Confederation

The Congress of African Boxing Confederation (AFBC) took place in Addis Ababa, Ethiopia with Presidential elections as the key point of agenda. Mr. Berhanu Eyassu Wossen from Ethiopia was elected as new the AFBC President by acclamation, being the only candidate following a withdrawal from the other candidates. In total, there were 44 countries present at the Congress.

IBA President Umar Kremlev welcomed the delegates and called for unity. ‘We came here today to unite all Africa, and I am happy to see a close-knit team. In order to take our business to the next level, we need further events, where athletes can have the opportunity to earn money.

“I see a lot of countries in Africa that need our support, and in the past we have been extremely supportive of them. The National Federations need to be more active in applying for Financial Support. Today, I would like you to elect your new President, to allow one of the candidates to start the huge work ahead for the sake of the AFBC continent’s future,’ President Kremlev claimed.

The newly elected AFBC President Wossen promised greater support for the continent, saying ‘I promise to find financial support for our continent. Let’s think about our future together, as we need to be united.’

How Cricket Continues To Embrace Innovation To Remain Progressive

In the week’s Member Insight piece, David Granger, content director at Cinch spotlights on how a sport that prides itself on tradition, cricket is making great strides to remain relevant and encourage new audiences.

Cricket has had a minor renaissance over the last 12 months – in England especially. Fueled by national coach Brendan McCullum’s reinvention of how the five-day Test series is attacked – literally – and the announcement that one of the oldest sports will now be a part of the Olympics in Los Angeles in 2028 after an absence of a mere 128 years.

(It hasn’t been all good news in 2023, with England’s unexpected early exit from the World Cup, but let’s concentrate on the good stuff.)

For a game which prides itself on tradition and history – it has also undergone a technical, and with it, marketing, evolution. Cricket, a game which is steeped in lore, is conversely, one of the most progressive of sports. Take a look at the ECB TikTok feed and this is not the work of the old establishment. This is cultural references, meme-jumping and promotion of athletes as real characters. It’s not inventing new formats to bring in new spectators, it’s going to where that next generation audience is consuming content.

This will be necessity as much as shrewd promotional nous. As sports with lesser history or tradition barge on to screens and into stadia with a brashness which just isn’t cricket, cricket itself needs to, if not reinvent, then retain relevance. While the game maintains an appeal others can only dream of in India, and takes on the main players in the US, the sport finds itself competing with everything from a resurgent F1 to esports, pickleball and padel.

As ever, the need to balance information and entertainment is key. Too much of the former on digital and social and you alienate new fans and duplicate other platforms. Too much of the latter (hello Drive to Survive, howdy Las Vegas!) and the narrative becomes solely about mass appeal with little interest for the casual fan and no insight for the fanatic.

What cricket has done, and the ECB especially with its Ashes, Two Ashes campaign (genius tagline) over the last 18 months has maintained its core appeal while modernising its output. Take its own inhouse documentaries available not on streaming or via subscription but on its website for no charge: check out Red Ball Revolution and the Ashes That Caught Fire on ecb.co.uk. This is great narrative content which can entertain both the newcomer and the ardent spectator. Another innovations is free-to-view highlights of the Ashes tests as they took place. While others are putting up paywalls and fighting illegal streaming, the ECB was providing highlight after highlight as the days, innings and matches progressed. Another way of keeping fans up to speed, while ensuring they were signed in and on the mailing list and doing it digitally. Traditional sporting action delivered for a 2023 audience.

But then cricket has always managed to embrace technology. Hawk-Eye was first used at a cricket match, a Test game between England and Pakistan in May 2001. And anyone who has ever had to play, watch or score (especially score) a match will know cricket has always been obsessed by data. Any entity which had the Duckworth–Lewis–Stern method devised by mathematicians and statisticians to work out who won is clearly happy with the numbers side of sport.

This embracing of the data side of sport has manifested itself in the England team set-up. At a recent event in London, discussing the importance and merits of data in both the online and on-field arenas, were Mohammad Bobat the ECB’s Men’s Performance Director, Prof Staff Murray, ECB Head of Analysis and Insights, and England vice-captain, right-handed batter, and occasional wicketkeeper, Ollie Pope.

The conversation covered the use of data and analytics in helping to choose the team, assisting players with their performance, tactics during matches, scouting the next generation of England internationals.

English cricket has, like many sports, embraced insights to assist its coaches and players, but as Bobat said, data is a tool which allows better questions to be asked and calls to be made. He said: “I’m not that interested in data, I am interested in decision-making – I have the philosophy of data on tap, not data on top.”

And that’s the balance the ECB has achieved this year: understanding how innovation and technology can support its spectators and fans and encourage new ones without antagonising the (some might say occasionally conservative) old guard.

You can reach out to David here.

Leonz Eder elected as the International University Sports Federation President

Leonz Eder was unanimously elected as the International University Sports Federation (FISU) President during the successful 38th FISU General Assembly in Geneva, Switzerland. For the next four years, Eder will lead alongside the newly elected Executive Committee.

The election came as delegates, meeting face to face for the first time since 2019, discussed FISU’s successful navigation of the pandemic and heard from the hosts of planned FISU events up to 2029. 

“I am truly honoured to have the opportunity to continue to guide the university sport community in the exciting times that lie ahead,” President Eder stated. “In the face of significant global challenges, FISU has in 2023 celebrated a full year of exciting university sport and two memorable FISU World University Games. As we approach our 75th anniversary, our movement remains as committed as ever to serving university students around the world, providing them with sporting opportunities and helping them develop healthy habits to last a lifetime. I am deeply humbled to be entrusted with the responsibility of helping shape the bright future ahead for the university sports community.” 

Eder was unanimously elected by the 115 NUSFs present with voting rights and will serve until 2027. He had served as FISU Acting President since 2020, guiding FISU through significant global challenges and the return of a full calendar of events in 2023. 

Eder will be joined by the newly elected Executive Committee. The composition of the Executive Committee reflects FISU’s commitment to gender equality, with three of the four posts for vice president being won by women candidates from three different continents: 

  • FISU First Vice-President: Luciano Atayde da Costa Cabral (BRA) 
  • FISU Vice Presidents: Jin Liu (CHN), Penninah Kabenge (UGA), Verena Burk (GER), Marian Dymalski (POL) 
  • FISU Treasurer: Bayasgalan Danzandorj (MGL) 
  • FISU Senior Executive Committee Member: Martin Doulton (AUS) 
  • FISU Executive Committee Members: Daichi Suzuki (JPN), Hosung Chang (KOR), Rosaura Méndez Gamboa (CRC), Lorenzo Lentini (ITA), Marko Zunic (CRO), Emiliano Ojea (ARG), Delise O’Meally (USA), Duarte Lopes (POR), Ching-Yu Tseng (TPE), Sami Garabedian (LBN), Ali Massari Al Dhaheri (UAE), Mehmet Gunay (TUR), Ágnes Ancic-Valkai (HUN), Cheng Fave See Tow (SGP), Nomsa Mahlangu (RSA) 

The new FISU Executive Committee is formed at an exciting time for FISU and university sport, with a strong pipeline of host cities, all awarded under President Eder’s leadership. Upcoming events include the winter and summer editions of Torino 2025 and Rhine-Ruhr 2025, followed by Chungcheong 2027 and North Carolina 2029. These host cities presented comprehensive updates on their preparations during the General Assembly. 

The General Assembly also welcomed the new addition to the FISU membership of the Qatar Collegiate Sports Federation (QCSF). The inclusion of QCSF as a member follows Qatar’s successful hosting of its inaugural FISU event this year, the FISU University World Cup 3×3 Basketball. 

During his report, FISU CEO and Secretary General Eric Saintrond officially announced his plan to retire in early 2025, receiving a lengthy standing ovation in recognition of his dedication and passion for FISU and university sport. The 38th General Assembly marks Saintrond’s last participation in a FISU General Assembly as FISU CEO and Secretary General.  

Saintrond shared: “It is with great pride that I leave behind years of work and sacrifice, but also huge and great moments of happiness.” 

In his poignant address, Saintrond also delivered a heartfelt tribute to his late friend and former FISU Secretary General, Roch Campana, who sadly passed away earlier this year. Subsequently, during the General Assembly, Corinne Campana honoured her brother with a powerful and emotional speech. 

The assembly also commemorated the loss of two other esteemed members of the university sports community this year: Aleksander Ronikier, Honorary Member of the Executive Committee from 1987 to 1995, and Mark Tennant, who dedicated his service as Chair of the FISU Volleyball International Technical Committee from 1983 to 2015. 

Meanwhile, the winners of the 8th FISU Gender Equality Awards, aiming to raise the profile of people and projects that increase the participation of women, were announced.  

Ms Samar Judah Mousa of the Palestinian University Sports Federation was named the winner of the FISU Gender Equality Champion Award. The FISU Gender Equality Project Award went to the Portuguese Academic Federation of University Sport for its “Challenge the Numbers!” project. 

Finally, delegates approved reports of the FISU Treasurer and External Auditor, as well as the reports from FISU’s various departments. The budget for 2024 and 2025 and the discharge of the Executive Committee for the period 2019-2023 were also approved.

CAA unveils a sports investment bank

The Creative Artists Agency (CAA) has announced the launch of a new investment bank that will focus on unlocking new commercial opportunities in global sports.

The new CAA Evolution entity will include CAA’s merchant bank Evolution Media Capital (EMC), as well as the agency’s advisory firm M. Klein & Company (MKC), and will have 60 employees based in offices across London, Los Angeles and New York City.

From launch, CAA Evolution will deal with initial public offerings (IPOs), fund and capital formation services, as well as access to institutional capital sources. Moreover, the new enterprise will also support executive decision making on a variety of issues ranging from sourcing talent to dealing with unsolicited offers.

EMC has previously engaged numerous sports organisations to advise them on merger and acquisition deals and other key transactions. Newly-picked CAA Evolution President Alan Gold has also negotiated on behalf of big sports leagues, teams and federations.

On the other hand, MKC, spearheaded by its founder Michael Klein and his 35 years in the advisory business, has helped a number of companies and senior executives to broker various deals across the globe.

Klein added: “Bob, Alan and the EMC team have done an extraordinary job capitalising on CAA’s uniquely vast set of relationships, resources, and industry intelligence in the sports and entertainment fields to become a premier strategic and financial services provider in these important industries.

“We look forward to bringing together the best of MKC and EMC to give CAA Evolution clients an offering like no other in the market.”

Manchester United inks global deal with Wow Hydrate

Manchester United and WOW HYDRATE have announced a multi-year global partnership, making the popular sports and fitness drink the club’s official sports hydration partner.

This new collaboration will see WOW HYDRATE and the club working together to deliver high-impact campaigns, featuring both the men’s and women’s first teams, highlighting the popular drinks brand with the United’s global fan base.

From today, WOW HYDRATE will be available within the club’s famous Old Trafford stadium, with products available to purchase at all matchday concourse retail points, and across the men’s, women’s and academy training facilities at the club’s Carrington Training Centre.

With a commitment to supporting grassroots football, WOW HYDRATE plan to use the partnership to engage with local footballing communities. There are also future plans to mark the partnership with a specially created Manchester United and Wow Hydrate co-branded range of hydration drinks.

To announce the collaboration, Manchester United and WOW HYDRATE have created exclusive new content featuring United first team players such as, Lisandro Martinez, Mary Earps, Harry Maguire and Alejandro Garnacho, showing both players and fans enjoying the sports drink in a mixture of fun environments.

WOW HYDRATE’s mantra is to ‘be the best’ and their overarching goal is to become the world’s number one sport hydration brand. By partnering with Manchester United, the company believes the collaboration will help them achieve this ambition, entering them into new markets, elevating them on a worldwide scale.

Jake Brocklesby, Global Director, WOW HYDRATE, said: “This partnership aligns with the ambitions we have for the brand – redefining the sports and fitness drinks market, and becoming the leader in our space. We can think of no better club to combine with to showcase our science-led approach and innovative technology.”

Queenie Porter, Managing Director, WOW HYDRATE, said: “This is a major step for our brand. We wanted a mutually beneficial partnership that would allow us to develop impactful community and grassroots programmes, and this agreement delivers on that. We are excited to see the club’s supporters discover and interact with WOW HYDRATE in the weeks and months ahead.”

Victoria Timpson, CEO of Alliances of Partnerships, Manchester United said: “WOW HYDRATE is a progressive and ambitious brand, and we are extremely excited to be partnering with them. We look forward to not only introducing our global fans to the science behind its range of hydration products, but also support the work it does within our footballing community.”

Understanding Sport’s Value Chain In The Middle East

In this View From Middle East piece Petra Santini, Partner at Portas Consulting, outlines the importance of understanding sport’s value chain, particularly in the region.

The Middle East’s sport sector is booming. It is currently valued between c.$10-15bn with some estimates of up to $25-30bn by 2030 being cited. Governments are pushing the development of sports, to benefit the country socially and economically, while private investors are increasingly attracted to the sector for financial returns.

How do you ensure that this accelerated investment is holistic and leads to a fully functioning sports sector vs. a series of individual stand-alone initiatives and investments?

There is no set definition of a functioning sport sector however we use this term when a sports ecosystem enables positive outcomes for a country whilst requiring targeted government intervention across value chain. Therefore, whether a policy maker or an investor, an understanding of the sport sector value chain is imperative. This article outlines what the sports value chain is, why it matters, and its importance to sector development in the Middle East.

Sport value chain

The term value chain typically describes a process of activities where value is delivered at each step. While the steps differ slightly across the different sub-sectors of sport, it can broadly be defined across five activities, segmented into three groups:

In a recent study across the sports ecosystem, we identified 16 sport sub-sectors, further broken down into over 80 potential investment areas cutting across the above outlined value chain. These sub-sectors include direct sport activities (e.g. sports facilities and professional sports leagues) and wider supporting activities (e.g. sports medicine and sports media).

Let’s take the sub-sector of sports media as an example:

  • Design
  • Investors will own the media rights for a league, club or event 
  • Develop
  • Production companies will film and develop content for commercial use
  • Deliver
  • Broadcasters will distribute content across networks 
  • News platforms will report on the content either through traditional (e.g., print) or modern platforms (e.g., apps)

There are 7 potential investment areas within sports media alone, all requiring differing businesses and offering varied impact and returns. 

Public sector trends

In countries with a long history in sports, the private sector will often operate across the majority of the sports value chain. Entities have developed sectoral expertise as the sport ecosystem has matured over 100+ years. However, even in such markets, there is a significant role for the public sector to play in enhancing sector development. In the UK for example, local government has sometimes taken over the management of public facilities where the returns have been insufficient for private sector involvement. By so doing, they are ensuring that sports consumption is not limited by income bracket, thereby enabling the sector to function and ecosystem goals, such as physical activity rates, to be achieved. 

The Middle East landscape differs. Public sector entities operate across many parts of the value chain due to the relative immaturity but high ambitions of the sport sector. Governments have observed the value of sport and must fill gaps where the private sector cannot. Major events in Saudi Arabia, Qatar and UAE are examples where the public sector will support across the value chain to bring and deliver leading events to the region. Development of a sports calendar is largely led by the respective entertainment and sport ministries while the event operations are likely supported by similar government entities. Although the private sector is increasingly operating in select areas of the sport event value chain, government support is required due the high cost of attracting events to the region, which in turn, can disincentivise private sector participation. Where any aspect of the value chain is broken in this region it is the current role of the public sector to see that it is fixed in some way.  This is different to other regions.

Policy implications

An understanding of the value chain and where intervention is needed is therefore imperative for a functioning sports ecosystem and enabling a country to benefit economically and socially from sport. For Middle East governments to move towards a fully functioning ecosystem, policy makers must recognise the nuances of the sports value chain and identify potential gaps. They can then set out to attract the private sector to participate in these under resourced areas, for example through grants or tax breaks, reducing long term funding reliance on the public sector. This private sector participation can be through stimulating local investors or through attracting foreign direct investment.

From an investor perspective, ecosystem gaps present opportunities for positive returns given the growth of the sector and possible first mover advantage. Furthermore, many of these new areas of investment can withstand volatile economic conditions and exhibit stable cashflows due to the resilience of sport.

So in summary, especially now for the Middle East, placing greater emphasis on the sports value chain rather than through just a ‘sport’ or ‘thematic’ lens is a more effective way to move towards a functioning whole sports ecosystem.

The PGMOL Has A Communication Problem

In this week’s Member Insights piece, David Alexander, MD of Calacus PR focusses on the communication problem Professional PGMOL has.

A few months after VAR had been introduced to the Premier League, to great fanfare, the then-PGMOL chief Mike Riley admitted that there were problems that needed to be addressed.

He said at the time: ““There are significant things we can do to improve it. We can get better consistency in decision-making, we can improve the timings and if we achieve those – which we will over time – then what we’ll end up with is better quality decision-making that minimises the impact on the game.”

We are now into the fifth year using VAR and nothing has really changed.

Riley was replaced by Howard Webb, and his failure to address the problems facing top level officiating has raised more questions about the competence and integrity of referees.

The inconsistencies that referees and VAR exhibits on a weekly basis suggest that there is a long way to go – and the spectacle of the game has been ruined by slow decision-making and obvious errors that the technology was supposed to eradicate.

It’s no surprise, then, that a YouGov survey carried out in 2020 found that two-thirds of fans in England believed that VAR had made the game less enjoyable, and just 8% wanted to keep VAR operating as it was.

Former referee Mike Dean, never one to shirk the limelight, has hardly dampened the concerns that referees apply the law evenly and fairly, when he admitted that he did not send the referee to the screen when Cristian Romero clearly pulled Marc Cucarella’s hair at the end of a 2-2 draw between Chelsea and Tottenham Hotspur in August 2022.

He explained: “I said to Anthony (Taylor) afterwards: ‘I just didn’t want to send you to the screen after what has gone on in the game’. I didn’t want to send him up because he is a mate as well as a referee and I think I didn’t want to send him up because I didn’t want any more grief than he already had.”

We have had instances of VAR drawing offside lines in the wrong place and even forgetting to place the lines altogether.

Webb later called a crisis meeting at Stockley Park and Lee Mason, responsible for one of these errors, then left the Select Group by mutual consent.

This season, the controversies have continued, with Wolverhampton Wanderers three times the victims of erroneous decisions which led manager Gary O’Neil to admit that he has given up on referees.

Webb now participates in ‘Mic’d Up’ which discusses refereeing decisions using match footage and previously unreleased audio.

“We made a commitment to be more transparent,” said Webb on Sky’s Monday Night Football. “We know and recognise that people want more information about refereeing processes, particularly with the advent of VAR.

“We want to show spectators what goes into making the decisions on the field and then how the VAR works as well. We’ve got a professional group of officials working hard to have a positive impact on the game.”

On the face of it, this is a good move, improving the transparency of the PGMOL and the thinking that leads to certain decisions.

But there are two major problems with the concept. First of all, former Liverpool and England striker Michael Owen is not a journalist, and so does not press Webb with the challenging questions an experienced journalist should ask.

That gives the impression that Webb is afforded the easiest of rides from doing the show, so it feels more like propaganda than a genuine dissection of key decisions.

The show is also only on monthly, meaning that heat-of-the-moment decisions from the previous weekends may not get covered in the 30-minute show.

The controversy reached boiling point when Luis Diaz of Liverpool was denied a goal for offside against Tottenham Hotspur in September this year, with the Londoners going on to win the game in the dying seconds.

To their credit, the PGMOL issued a statement soon after the game, as did Liverpool, who urged for a swift escalation and resolution of the ongoing issues.

Perhaps the PGMOL thought they were doing the right thing by releasing audio of the discussion between their officials which led to the error but all it did was underline the chaos, and some would argue the ineptitude, of the VAR process and personnel.

Former PGMOL chief Keith Hackett said: “I was staggered by the level of communication on show in the short clip released on Tuesday night… There was no joined-up thinking, clarity of thought, or any sort of collaborative approach. It appeared people were passing the buck until it all dawned on them what happened, and how they could not — or did not want to — rectify it.”

The Premier League announced an evaluation of VAR, amid scathing criticism in the fallout of what happened at the Tottenham Hotspur Stadium and a spokesperson said: “It is clear that there were not only human errors but systemic weaknesses in the VAR process. We accept PGMOL’s immediate recommendations to ensure that such failures are not repeated in the future.

“However, a wider review to seek consistently higher standards of VAR performance will be conducted by the Premier League and PGMOL, supported by other stakeholders, and where necessary further recommended actions will be brought forward and implemented.”

As a consequence, a new protocol aimed at enhancing the clarity of communication between the referee and the VAR team in relation to on-field decisions has been arranged, underlining that speed should never be more of a consideration than accuracy.

It also does not help the PGMOL’s reputation that some of its referees have travelled to officiate games in the Middle East.

In April, Michael Oliver took charge of a Saudi Pro League game between Al Nassr and Al Hilal while the VAR officials Darren England and Dan Cook, who were on duty in that Tottenham v Liverpool match, had been officiating in the UAE Pro League game between Al Ain and Sharjah a few days earlier.

Given that there are Premier League clubs with significant ownership groups and interests in the Middle East, at the very least the decision to allow referees to accept these well-compensated freelance opportunities can only give rise to suspicion and conspiracy.

It seems that every week, the discourse is more about referees than the players, and nothing seems to change.

After so much controversy, is it any wonder that the League Managers Association (LMA) is lobbying for major officiating changes?

LMA Chief Executive Richard Bevan said: “The managers strongly feel that a VAR specialist should be considered a member of the close team of officials (Referee, 4th Official, Assistant Referees and VAR specialist) that become one unit for every game they are officiating together.

“The managers are also calling for a review (and simplification) of the interpretation of the term “clear and obvious” in VAR decision-making, as this is a cause of much confusion at present.”

Hackett described the current standard of refereeing as “woeful both in the middle [of the pitch] and VAR room at Stockley Park.” In response to one user on X, Hackett said there is currently “incompetence and a lack of leadership” at the PGMOL.

Clearly something has to change, and perhaps football needs to look at other sports.

Fans and coaches may be more accepting of controversial decisions if referees were more relatable and the transparency seen already in rugby and cricket was in some way replicated.

Both have greater communication around decision-making and there is a tolerance for imperfections which take into account the fact that not every decision can be absolute.

Currently VAR tries to hide the process from its audience, but IFAB secretary Lukas Brud recently ruled out broadcasting refereeing deliberations.

“I categorically say no, they shouldn’t [be played out live,]” he said. “I was allowed to observe and see communication between match officials during a review and it is quite a chaotic situation, not in a negative sense but there’s many people talking at the same time and I think it would be counterproductive for anyone to listen to all those voices talking to each other.

“We have given the green light to test the announcement of decisions to bring a little more transparency to decision-making, but we are not prepared at this point to open up communication live to the audience.”

Brud perhaps gave too much away and the “chaotic experience” is part of the problem football faces.

The introduction of semi-automated offside technology was introduced at the 2022 World Cup and its deployment in the Champions League, Serie A and La Liga, but is not yet adopted in the English top flight, which may also have helped with some decisions such as that of the disallowed Diaz goal.

There is so much for the PGMOL to improve, but while VAR continues in its current form, confidence in referees and the game in general is being undermined with referees changing their minds, managers angrier than ever and clubs calling out conspiracy.

A monthly 30-minute TV show isn’t going to change hearts and minds anytime soon.

David Alexander is Managing Director of Calacus PR, a sports public relations consultancy which provides communications and crisis support to a wide range of organisations in sport. You can connect with him here.