This post was originally published on this site.
The Welsh Rugby Union’s deadline for deciding on a plan to reduce the number of professional clubs from four to three will pass with no tangible update, prolonging uncertainty over the future structure of the domestic game in Wales.
Following the collapse of the Y11 deal to buy Cardiff Rugby, the Welsh Rugby Union reaffirmed its commitment to reducing the professional game from four teams to three by the end of the 2027/28 season, while pledging to set out the process by the end of June.
A press release on April 22 said: “A decision on the procedure for implementing this strategy will be taken by June.”
But there will be no significant announcement this week and the uncertainty which has plagued Welsh rugby over the past year rumbles on.
The WRU has engaged specialist executive search firm Gatenby Sanderson to support the appointment of its next independent chair, with the role to be advertised early next week.
The WRU intends for the recruitment process to be completed over the summer and for the new Chair to be in post ahead of the WRU’s next Annual General Meeting in November.
In the interim, John Manders assumes a new temporary role as vice-chair and will chair WRU Board meetings. Manders is the nationally elected member who has also chaired the Community Game Board since 2022.
The WRU’s first independently appointed chair Richard Collier-Keywood ran his final Board meeting earlier this month after reaching the end of his three-year term.
Gatenby Sanderson will also be supporting the recruitment of two independent members of the Professional Rugby Board (PRB) – which oversees the professional game on behalf of the WRU and the professional clubs. One of these two new recruits will also be elected chair of PRB by its members, an appointment which in turn commands a place on the WRU Board.
“We will run an independent, thorough and detailed recruitment process and will have a new chair in place as soon as possible and in advance of our AGM in the autumn,” said Manders.
“Whilst this process is ongoing the Board and executive team continue to work in earnest on finalising our plans for the men’s professional game and safeguarding the future of all of Welsh rugby. Next steps, including more detail on how and when changes will be made in advance of the 2028 season, to be outlined in the coming weeks.
“I’d like to take the opportunity to thank Richard for the unquestionable commitment he has shown to Welsh rugby over the last three years. He has made a hugely positive contribution, bringing financial security to the business and taking the lead on a welcome cultural and structural evolution across the game.”
According to Swansea Council, had Y11 succeeded in its bid to purchase Cardiff Rugby, that outcome would have provided the WRU with a route to its preferred three-team structure, with the Ospreys potentially transitioning into a semi-professional Super Rygbi Cymru side.
But following the threat of legal action from Swansea Council that will no longer happen.
Since then the Ospreys have signed the 2025 Professional Rugby Agreement but the Scarlets have not yet done so, with Cardiff and the Dragons already signed up to PRA 25.
The WRU could decide to go out to tender for the three licences – Central, East and West – but its preferred option has always been to achieve its three-team solution by consensus.
But it has made appointing a new chair its priority.
“This is a pivotal and demanding leadership role at a time of significant transformation across the men’s and women’s game in Wales, spanning both the professional and community game,” read a WRU statement.
“The role will require a chair who can provide clear strategic leadership, operate effectively under scrutiny, foster trust across a complex stakeholder landscape, and support the WRU in delivering sustainable success
“The WRU is operating in an increasingly challenging and complex environment, requiring the continued evolution of its professional game model, accelerating the growth of the women’s game and player pathways, strengthening of its commercial sustainability, and the delivery of long-term success on and off the field.
“Alongside these structural and financial priorities, there is a clear focus on embedding a positive, inclusive, and high-performing culture, and continuing to build trust and confidence across the game.
“This is both a demanding and rewarding role which calls for resilience, an innovative mindset, and an understanding of what it takes to lead change across a complex system.”
