Location: Loughborough, UK

Closing Date: 31st October 

Overview:

Board Obligations & Responsibilities

6.    To act as Chair of the Board of British Triathlon in such a way as to:

6.1.   run the Board and, in conjunction with the Chief Executive, set its agenda. The agenda should take full account of the issues and the concerns of all board members and include minutes of Board sub committees and other activities outside the Board meetings, which serve to inform Board consideration and decisions.  Agendas should be forward looking and concentrate on strategic matters rather than formulaic approvals of proposals, which can be the subject of appropriate delegated powers to management;

6.2. ensure that the members of the Board receive accurate, timely and clear information, in particular about the organisation’s performance, to enable the Board to take sound decisions, monitor effectively and provide advice to promote the success of the organisation;

6.3.  ensure effective communications with the Home Nations and ensure that the members of the Board develop an understanding of the views of the Membership;

6.4.   manage the Board to ensure that sufficient time is allowed for discussion of complex or contentious issues, where appropriate arranging for informal meetings beforehand to enable thorough preparation for the discussion in the board meetings. It is particularly important that Directors have sufficient time to consider critical issues and are not faced with unrealistic deadlines for decision-making;

6.5.   recruitment and succession planning of the Board;

6.6.   take the lead in providing a properly constructed induction programme for new Directors that is comprehensive, formal and tailored, facilitated by the company secretary;

6.7.  take the lead in identifying and meeting the development needs of individual Directors, with the Company Secretary/Board Secretary having a key role in facilitating provision.  It is the responsibility of the Chair to address the development needs of the Board as a whole, with a view to enhancing its overall effectiveness as a team;

6.8.    ensure that the performance of individual Directors and of the Board as a whole and its Committees is evaluated from time to time as appropriate.

6.9.  encourage active engagement by all the members of the Board.

6.10. ensure that the Board takes balanced and objective decisions in the

performance of its agreed role and functions with special reference to the governance recommendations contained in the various Codes of Conduct recommended from time to time:

•  set a strategy for the future of the business;

•  recruit and retain the people the Company needs to implement that strategy;

•   ensure that those people carry the strategy out;

•   ensure that the Company has, or can obtain, the necessary resources having regard to the obligations of members of the Board to further the interests of the National Governing Bodies of Triathlon;

6.11.  ensure that all matters discussed and agreed by the Board are properly recorded in the minutes;

6.12.  ensure high standards of financial probity by the Company; ensure that the Board is given any information that any Director requires, even if such information would not normally reach the Board;

6.13.  ensure that members of the Board develop an understanding of the views of the Home Nation Associations and of the Company’s major funding partners;

6.14. ensure that the Board are kept properly informed on all important matters; maintain close contact with the Chief Executive so as to be aware of all major incidents and problems;

6.15.  ensure that the Board are kept properly informed of progress towards the fulfillment of the Company’s strategy, budgets and forecasts;

6.16. ensure that the Board makes clear what powers it reserves for itself and what it has delegated to the Chief Executive and/or other members of the senior management team;

6.17.  undertake, with one Director and one Independent Non-Executive Director, the annual performance appraisal and personal development reviews of the Chief Executive;

6.18.   take the initiative in, and ensure the Board decides the following matters:

•      the appointment, dismissal and remuneration of the Chief Executive;

•      in conjunction with the Chief Executive, the appointment and dismissal of other members of the senior management team;

•      in conjunction with the Chief Executive, the appointment and removal of the Company Secretary;

6.19.  Ensure the proper consideration and fixing of all aspects of remuneration of members of the senior management team;

7. 0   In particular, the Chair shall:

7.1.  chair meetings of the Board;

7.2.  chair meetings of those Committees of the Board of which s/he is, or may become, a member unless the Board appoints some other Director for that purpose;

7.3.  Chair meetings with the Directors without members of the senior management team being present.

7.4.  maintain outside contacts with the sport’s funding partners, sponsors, potential investors and the public, assisted and advised where appropriate by the Chief Executive, and act as spokesperson for the Board;

7.5.  undertake, as requested by the Board and to the extent of their agreed level of

availability, specific tasks inside or outside the Company to further the presentation of the Company and its objectives;

7.6.  ensure that s/he fully understands:

•   the business of the Company and its services,

•   the sport and territories in which the Company operates;

•   the roles of staff in the Company;

•   the Company’s organisation, structure and methods of working;

7.7.  be available to Home Nation’s Associations, the Members of the Company.

President’s Responsibilities

8.0  To be recognized as the holder of the title of President of the National Federation

at British level as well as for International purposes and, in this latter role, to:

8.1. lead the British Triathlon delegation at the Congresses of the European and International Triathlon Union;

8.2. communicate with UK Sport (International Affairs) on international matters.

Personal Obligations

9.0    In particular, the Chair will:

9.1.  ensure that s/he complies with all her/his obligations as a Director required by law, the Company’s Memorandum and Articles of Association, and decisions of General Meetings;

9.2. obtain independent professional advice at the Company’s expense should s/he consider that this is required in order to enable her/him to discharge her/his duties as a Chair and Director provided that s/he first obtains the permission of a majority of the Board of Directors;

9.3.  disclose immediately any personal interest in any activity of the Company and take no further part in any Board or Committee discussion of the matter;

9.4.  accept such outside appointments as shall be agreed by the Board; to be compatible with the Company’s demands on the Director’s time, and not to be detrimental to the interests of the Company;

9.5.  be available for discussion with any member of the Board;

How to Apply

Applications should be made in writing detailing your qualifications, experience and interest in the role, and sent marked “Private and Confidential” to Hayley Baker, HR Manager, British Triathlon Federation, PO Box 25, Loughborough, Leicestershire, LE11 3WX or email hayleybaker@britishtriathlon.org.

 

Heineken has announced it will become the presenting sponsor and official beer of the International Champions Cup (ICC), viagra 100mg the premier pre-season soccer tournament.

Heineken and Relevent Sports have agreed to a multi-year partnership that begins this summer with national retail promotions and match day activities. 

Find out more HERE.

As the Premier League enters its final round of matches, attention may well be elsewhere for fans and businesses with relegation and the title settled in advance.

However for the chairman of the clubs, it’s one of the most important weeks of the season, as Richard Battle for Deloitte points out:

“There are parts of the Premier League which are very close with a number of teams on level or similar points – every additional place is worth an additional 1.3 million pounds so there is amble incentive for clubs to get the most out of their last game of the season”

That’s a huge amount of money for a match, at least in sporting terms, that may not be seen as having any significance.

Battle breaks down what that money could get you:

“In wage terms you could pay a player 20,000 a week for a season, based on finishing one place higher.”

Bournemouth, for instance, could rise from 16th to 12th should they win and results go their way. That’s an extra £5.2 million, which for a club the size of Bournemouth is a sizeable amount of money.

No doubt you’ll see a few chairman looking stressed in the stands, and would probably take issue with anyone calling the matches dead rubbers!

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Eurosport and Dorna WorldSBK Organisation have announced the early extension of their long-term rights agreement for the 2017, asthma 2018 and 2019 seasons.

The renewal will see the MOTUL FIM Superbike World Championship, including its support classes, broadcast live across Europe on Eurosport.

Read more HERE.

The Jockey Club, which stages many of the leading horseracing events in Britain, such as the Crabbie’s Grand National and The Cheltenham Festival today unveiled the details of a new initiative designed to help the many people who enjoy a day at the races, but know little about racing, to start to gain a better understanding of the sport.

Developed after extensive focus group and omnibus research amongst racegoers, Racing Explained aims to support and inspire more of the circa 6 million people who go racing to become more knowledgeable and engaged fans of Britain’s second biggest spectator sport, over time.

British racing’s annual attendances have increased by around 2.5 million people over the last 30 years and, in the last 10 years, The Jockey Club alone has spent more than £300 million on facilities at its 15 racecourses nationwide and prize money to attract the best possible horses to compete.

While the vast majority of racegoers have a thoroughly enjoyable day at the races according to customer surveys, an estimated 80 percent currently consider they have little or no knowledge of the sport.

This same group will go racing, on average, once in a year as a social ‘day out’, whereas engaged and knowledgeable fans will go racing several times.

The Jockey Club conceived Racing Explained after identifying links between an appreciation and understanding of racing as a sport not just a day out, and people’s levels of enjoyment and likelihood of more frequent return visits and other forms of engagement with the sport, such as through racing stories in the media, terrestrial television and radio coverage and betting on the sport.

The initiative is being launched to the public on Saturday (6th December 2014) with more than 50,000 people expected to be going racing between The Jockey Club’s Betfred Becher Chase Day at Aintree in the north and its 888sport Tingle Creek Day at Sandown Park in the south.

It will then roll out across all Jockey Club Racecourses, which attract attendances of more than 1.7 million annually.

The Aintree raceday is a ‘sell-out’ after being made free entry as part of a local community initiative.

Up to 75 percent of the crowd have not booked with the course previously, suggesting tens of thousands of people may be experiencing racing over the Grand National fences in person for the first time.

Simon Bazalgette, Group Chief Executive of The Jockey Club, said: “As a sport, we’re successfully attracting millions of people going racing each year. They’re having a great time and we’ve invested hundreds of millions of pounds in the last ten years into customer facilities and to attract the best horses to race in Britain.

“Now British racing must do more to help and inspire newcomers to want to become informed racing fans, passionate about racing as a sport and not just a great day out.

“Racing is an incredible sport when you have a good handle on the basics. A lot of racegoers tell us they find it difficult to find the first two rungs of the ladder that leads to a good understanding of the sport.

“Hopefully Racing Explained can start to address that, supported by some of the hands-on experiences we can give, such as getting up close to a retired racehorse on some of our racedays and the great Racemakers volunteers initiative started by Great British Racing after London 2012.

“We’re also clear that people just want a bit of help in the right direction; they don’t want spoon-feeding all the way to become experts because they won’t develop their own passion for the sport that way.

“Racing Explained is about trying to make things easier until you’re reading about racing in the press and tuning into live coverage to develop that knowledge and interest further.

“Ultimately, if more people enjoyed racing as a sport it would mean bigger attendances and broadcast audiences, greater betting and sponsorship interest and increased horse ownership numbers.”

Mick Fitzgerald, Grand National and Cheltenham Gold Cup-winning jockey and now leading racing broadcaster, said: “The Jockey Club’s extensive research has pointed out that we need to make it easier for people to understand certain aspects of our sport.

“They’ve been clear it’s not about dumbing it down, but making it more accessible. By creating Racing Explained they have the right tool to do this. I was delighted to be asked to add some insight to this initiative.”

Rod Street, Chief Executive of Great British Racing, said: “This is an excellent initiative. We know from our experience in running Racemakers how making the sport more accessible and easier to understand not only enhances the customer experience on the day, but develops fans for the future.

“The Jockey Club accounts for close to a third of all racecourse admissions, so can be hugely influential in growing racing’s fan base.”

The International Boxing Association (AIBA) has officially re-elected Dr. Ching-Kuo Wu, impotent as its President for a third consecutive term.

Dr.Wu, an IOC Executive Board member, was elected unopposed by delegates at the 2014 AIBA Congress in Korea.

Speaking after his re-election, Dr. Wu said: “This is a very touching moment. You have all expressed your support for my candidature. With the confidence and trust you have given me, I can carry out the promises I made to you. And you know that I always keep my promises.

“Eight years ago, I promised I would carry out reforms and I have done so. For the next four years there is still a lot of work ahead of us. We have laid the foundations, but speaking as an architect, we need to add more layers to create a solid and enduring structure.

“I am very much looking forward to seeing the final outcome of these initiatives over the coming four years. I declare that ‘impossible is not our word’ until we have taken boxing back to its Golden Age.”

Dr. Wu also signalled his key priorities for the coming four years, which included ensuring that more women were appointed to leadership positions in boxing and continuing to expand the World Series of Boxing (WSB) competition and the AIBA Pro-Boxing competition (APB).

The Glasgow 2014 Commonwealth Games was delivered at £25 million under budget, it was announced today.

With the Glasgow 2014 Organising Committee entering its final stage of dissolution, Chairman Lord Smith of Kelvin has confirmed that in delivering the Games within budget around £25m of previously committed public funds have not been required.

A final budget position will not be confirmed formally until the Organising Committee’s closing accounts are completed early next year, but Lord Smith said current indications were that the Glasgow 2014 would conclude its operations significantly within budget.

Lord Smith of Kelvin KT, Chairman of Glasgow 2014, said: “From the outset, the focus of the Glasgow 2014 Organising Committee and our Games Partners has been delivering a world-class Games for the Commonwealth which would make the people of Glasgow and Scotland feel proud.

“Throughout the journey – and working closely with our Games Partners – the team at Glasgow 2014 has focused on achieving excellence and also value in everything we’ve done.

“It has also been very important to us that we have gone about our work in a responsible and sustainable way – ensuring that the Commonwealth Games experience has been accessible to as many people as possible, with the benefits of the Games felt widely.

“My thanks go to the thousands of individuals, communities, organisations and businesses across Glasgow, Scotland and the Commonwealth for their incredible support – as well as the ‘Home Team’ at the Organising Committee for their drive to make Glasgow 2014 a truly world-class but community-relevant celebration.

“It gives me considerable pride to now be able to say that Glasgow and Scotland have made Games history…. and have done so well within budget.”

Alex Salmond, First Minister of Scotland, said: “Glasgow delivered the best Commonwealth Games ever, showcasing the city and Scotland to the world in a fantastic way.  A tremendous amount of work went into delivering the Games and I am delighted to be able to announce that operations have concluded under budget.

“This is undoubtedly testament to the hard work of everyone involved, and from the competitors, to the volunteers and the spectators, I’d like to offer my utmost thanks to all those who contributed to making these the greatest Games ever.

“As well as having great aspirations for Scotland’s sporting stars, we had great ambitions for the event to be a catalyst for physical, economic and social regeneration.  We have already announced that £6 million will go into Scotland’s first ever para-sports centre and £2 million will support our successful Legacy programme.

The remaining funds will be invested back into Scotland’s health service.  It is clear that the benefit of the Glasgow 2014 Commonwealth Games will be felt in Scotland for generations to come.”

Michael Cavanagh, Chairman, Commonwealth Games Scotland, said: “Glasgow 2014 was an outstanding Commonwealth Games and provided the perfect platform for Team Scotland to have its most successful Games ever. It is extremely good news and testimony to the hard work and professionalism of the Organising Committee and all the partners that we were able to deliver the best Games ever, well within the agreed budget.

“Our focus now turns to the next two Youth Games in 2015 and 2017 and the 2018 Commonwealth Games in Gold Coast. The success of our team at Glasgow 2014 has clearly highlighted the requirement for ongoing investment in Team Scotland, to ensure there is continuing medal success and wider legacy benefits from the Games.”

HRH Prince Imran, President of the Commonwealth Games Federation, said: “Glasgow 2014 and Games Partners are to be warmly congratulated on their prudent and responsible approach to the delivery of what was an outstanding and joyful Commonwealth Games.

“Glasgow and Scotland’s Games has set bold new benchmarks, energised and inspired the Commonwealth sports movement and invested in developing a long-term legacy which will benefit a wide range of people and communities for many years to come.” 

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