The RFL Strategic Review group have made 144 recommendations to improve the sport’s standing, including a major shake-up of Super League.
Commissioned back in March 2025 after the resignation of Simon Johnson, Nigel Wood was appointed as the interim chair of the RFL with a Strategic Review of the sport launched.
The observations and recommendations of that are now in with the RFL releasing a document comprising 144 separate recommendations with all of those aimed, per their stated goal, to: “Do the most good for well-run and appointed businesses.
“The aim should be that the economics of the sport are organised in such a way that well-run clubs playing in well-appointed stadia can achieve sufficient revenues to achieve break-even without over-dependency on benefactor income.”
That is something that all rugby league fans should get behind, the principle of the sport becoming profitable without the use of benefactors.
However, some of the recommendations for how that goal will be achieved represent significant change. We’ve read through the 144 recommendations and picked out the most impactful, all of which are listed below.
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How will Super League be affected by the Strategic Review?
There are 16 recommendations for Super League with the stated goal being to: “Ensure that the top tier of the sport is the driver for income generation and growth by creating plans and strategies that expand audiences, grow revenue and more effectively manage the cost base.”
Among the significant ones are Super League remaining a 14-team competition with plans to expand, as well as an eight-team play-off series being recommended. There’s also a call for greater weight on on-field performance in the IMG system, as well as a call for more ‘on the road matches’.
Below are the exact recommendations for those matters.
“31 – The league should comprise 14 teams but there should be a long-term plan to increase the number of clubs. This should only happen when the sport can financially and operationally sustain such growth – including player supply – and where it will not negatively affect the current financial distribution to clubs.
“33 – The play-offs should become a Top 8 format until such time as the league moves beyond 16 clubs. Consideration should be given as to how to innovate the play-off format to ensure more talking points are created. Any format change should be based on data and insight from partners and result in increased revenue.
“35 – Consideration should be given to updating the grading model to put greater weight on club’s on-field performance, while still enforcing clear minimum standards for top-tier participation. An element of central distribution could be allocated to the grading outcomes to drive standards. Clubs should be widely consulted on what any amended system looks like.
“36 – The sport should consider ‘on the road matches’ in new locations around the UK and the world. These fixtures should align with the sport’s wider strategy. Where a club wishes to consider taking a home match on the road, it should first consult with the governing body before commencing planning.
“39 – The dedicated Super League OTT channel should receive further investment with the aim of making it the ‘go to’ source of daily Rugby League content and information.”
What else does the Strategic Review recommend?
Governance
In relation to governance, the RFL call for themselves and RL Commercial to align with Super League also involved whilst it’s stated that no Board of Directors should feature anyone with an active relationship at a club, something that will spark change.
Board members attendance at games and meetings should also be recorded, thus creating accountability. Super League clubs voting powers are limited to just Super League matters.
Below are the exact recommendations for those matters.
“1 – The sport should realign the RFL and RL Commercial, keeping both corporate entities to enable there to be appropriate alignment in function and including a corporate body that could be used as an investment vehicle. This should create a corporate Group structure that keeps all three current companies, the major change being that Super League (Europe) Ltd will remain only as a corporate vehicle to hold the Super League clubs’ share in RL Commercial and to distribute funds to those clubs.
“4 – No Board of Directors should feature any individual who has an active relationship with any club.
“14 – Board and Executive attendance at Rugby League matches, meetings and events should be recorded and available to stakeholders.
“20 – The sport should limit the decision-making powers of the Super League clubs to matters which only affect that competition. These decisions should be based on the criteria below and require specific levels of approval:
a. Top-tier primary broadcast contract and title partner (simple majority);
b. Salary Cap Regulations where the Cap is not covered by central distribution
(simple majority);
c. Number of overseas clubs (two in any 14 without veto) (by majority of 60/40).”
Championship
In other areas of the sport, there has been a call for a knockout competition for the second tier to exist, just like the 1895 Cup now though it could well be reworked. Also, clubs in that competition who want to spend above the salary cap should have to provide guarantees, something that should lesson financial issues.
Below are the exact recommendations for those matters.
“48 -There should be a tighter Salary Cap linked to the club’s turnover. Clubs who wish to spend above the cap should provide guarantees and a personal underwrite to fund that season’s player costs.
“49 – There should be a knock-out competition for Tier 2 clubs.
Challenge Cup
Super League clubs should enter at round of 32 and be seeded away, as is the case this year, whilst a possible venue change for the Final should also be considered. As too should a ‘Magic Weekend-style’ round.
Below are the exact recommendations for those matters.
“64 – Men’s Super League clubs should enter at the round of 32. They should be seeded and drawn away from home.
“67 – Consideration should be given to the creation of a ‘Magic Weekend-style’ round of the Challenge Cup to truly put the magic back into the competition. This would ideally be the Round of 16, creating a new event and broadcast product.
“70 – The sport should consider a new venue for the final.”
Contest, broadcast and season schedule
There have also been recommendations for other events such as Rugby League 9s, and a possible Charity Shield between the cup winners and Super League winners.
Below are the exact recommendations for those matters.
“99 – Consideration should be given to events that showcase different attributes of players including Rugby League 9s and other linked sports provided such events are strategically delivered and financially sustainable in the medium term.
“100 – The sport should consider starting the season with a match between the Challenge Cup winners and the Grand Final winners to raise money for the sport’s charity, Rugby League Cares.”
France, strategically significant markets and assets
Greater collaboration between France and England should exist whilst a possible Anglo-French Cup could be played.
Below are the exact recommendations for those matters.
“124 – There should be greater collaboration between the French Super League clubs and the centre.
“127 – Consideration should be given to an Anglo-French Cup played between Tier 2 in the UK and the French Rugby League Championship.”
International Relations
This focused on regular games for England in the Northern Hemisphere as well as a commitment to playing the World Club Challenge.
Below are the exact recommendations for those matters.
“31 – A plan to seek regular autumn international series events in the Northern Hemisphere against Tier 1 nations and/or major tournaments played involving England men should be created.
“134 – There should be annual matches between the best NRL and Super League clubs. These should be standalone assets and played around the world.”
The full document can be found here.
