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Not read the report yet but the headline figures are on the OS:
http://www.sufc.co.uk/page/PLC/0,,10418~2228971,00.html
http://www.sufc.co.uk/page/PLC/0,,10418~2228971,00.html
The Sheffield United Group today announced it has reshaped some of its business activities to address the impact of the severity of the economic downturn.
The changes, which leave the football club's stadium, academy and junior development centre free and clear of debt, are outlined in the annual report and accounts released today (Wed Nov 24).
The moves taken by the Championship club are expected to leave it totally free from external debt by 2013.
Chairman Kevin McCabe said: "Some tough decisions have been taken to totally reshape the group. The time is right to ensure the club is positioned to avoid the type of damage that is currently afflicting or set to affect so many other football clubs.
"Our aim is still to generate revenue and profits from our business to fund all football activities with the clear objective of getting United back to the Premier League at the earliest opportunity," added Mr McCabe.
The headline figure of retained loss at £18.6m reflects the following:
- Player wages significantly over budget as a result of costly additions and loan signings during the year in a major commitment to return to the premier league.
- The loss of the £13m parachute payment enjoyed in the previous two seasons
- Economic conditions generally affecting both corporate hospitality and non-football activities off the field leading to substantially reduced income
- Property asset write downs necessary to effect the re-organisation and leave our other property assets free and unencumbered from bank debt.
The previous year's retained profit of £6m included settlement payment from West Ham in respect of the Carlos Tevez Affair. Without this one-off item the comparable retained loss figure would have been £12.1m.
Mr McCabe said: "Since relegation no-one could say we have not given it one hell of a go on the pitch. I have personally invested substantial funds during the last three seasons and last season alone we put £2.5m into acquiring a large number of loan players, a figure we had not budgeted for. It showed the efforts we made last season - the first without parachute payments - to reach the play-offs again.
"We have long pursued a strategy of creative diversification to broaden income streams and reduce risk. However, the length and depth of today's economic conditions, coupled with the introduction of four year parachute payments, has led us to challenging previous assumptions on how best to structure Sheffield United."
"I firmly believe that the Blades are now in the right position to progress. In Trevor Birch, Gary Speed and John Pemberton, I believe we have the team in place to drive the Blades on as we return to a back to basics approach at the football club.
"The manager will teem and ladle with players and the squad will be shortly boosted by the return from long term injury of Darius Henderson and Lee Williamson. There may be opportunities to manoeuvre if investment comes forward," added Mr McCabe.
The Group continues to seek new investment and recently has been in discussions with a number of interested parties.
"Our aims remain the same in bringing growth and success on and off the field of play. Every single action we have taken is about making this a better football club," said Mr McCabe.
The details of the reshaping and off-field performance are:
Performance:
- After accounting for interest, exceptional items and tax, Sheffield United plc made a retained loss for the year ended 30th June 2010 of £18.7 million (2009: profit of £6.0 million). The profit in 2009 included the £18.1m settlement payment from West Ham in respect of the "Carlos Tevez Affair". Without this one-off item the comparable retained loss figure would have been £12.1m.
- Turnover fell to £20.5m (2009: £32.1m). The largest element being television income, which decreased to £4.4m (2009: £14.4m) as Sheffield United did not receive a Premier League parachute payment.
- Gate receipts fell to £4.9m (2009: £6.9m). The 2009 income was boosted by the Club's run to the Wembley play-off final, otherwise average attendances of 25,120 (26,018 previous season) held up well, representing 77% stadium occupancy.
- Whilst reductions were achieved in the overall cost of the playing squad, Premier League seeking United continued to maintain one of the largest Championship wage bills. Also, significant injury problems meant 14 loan players were brought in at a substantial cost.
- Profit on disposal of player registrations of £10.6m (2009: £3.8m) was a significant contribution to the club's working capital requirements in maintaining a competitive wages structure.
- Property assets have been written down by £10m as a result of the restructuring.
Reshaping:
- United, through arrangements with new banker - Santander UK plc - become clear of any bank debt other than funds from Santander secured against the residue "Tevez monies" due from West Ham United FC between now and 2013.
- Interests in Chengdu Blades have been disposed to a Chinese investor. However, a co-operation agreement between the Blades of China and Sheffield remains in place to assist in the overall management of the Club.
- Given the massive downturn in commercial property values, United have disposed of a 50% interest in Blades Realty Ltd and written down the value of its stake.
- To aid the reduction of bank debt - United's interest in the Copthorne Hotel has been sold to Scarborough Partnership Ltd at market value. However, an option to re-purchase the Hotel as and when economic conditions improve is retained.
The overall impact will strengthen United particularly as the Bramall Lane stadium, the Academy at Shirecliffe and Junior Development Centre at Crookes become "free and clear" assets.
The reshaping allows the management team to run the club on a self-sufficient basis, positioning it to seek further finance, if required, once the capital markets return to 'normality'.
Chief executive Trevor Birch said: "These are comprehensive measures in line with the harsh economic conditions in which we now operate. Going forward we now have to live within our means.
"We have re-structured the Club and continue to re-organise so that the cost of the player wage bill is one that can be supported by the club's football and commercial income streams. It is back to basics and we have to think longer term in our objectives but we are well placed to ride out the economic downturn and compete strongly in the Championship.
"We all need to realise it has been a difficult trading year for Sheffield United but the board has taken decisive steps off and on the field, where we have, in Gary Speed, an excellent new manager. At the academy, which remains central to our strategy, John Pemberton is laying down the foundations which will stand us in good stead for the future.
"Gary and John are fully aware of the changes and are determined like everyone else at the club to bring playing success but it may not be a quick fix and they need time to produce a winning formula."
The club's annual general meeting will be held on 18th December.