FRU mulls a comprehensive review of Drua agreements and eyes fan-owner opportunities
Fiji Rugby Union chair John Sanday says the time is right to conduct a full review of all contracts tied to the Fijian Drua franchise, including the arrangements with Counter Ruck Pte Limited and the two main shareholders. Counter Ruck is owned 49 percent by the FRU and 51 percent by the Fijian government, creating a governance dynamic Sanday says must be clarified to reflect today’s rugby landscape.
From the FRU’s perspective, the review should amend and adjust existing agreements to better align with current realities in professional rugby. Sanday, who has been steering discussions since Super Rugby Pacific’s recent seasons, argues that many competitions around the world are facing financial pressures aside from a few exceptions, and Fiji must safeguard shareholder value by re-evaluating the Drua’s business model.
We now have three years of Super Rugby Pacific experience to draw on, Sanday noted, saying there is substantial room to re-engineer operations to be more efficient and cost-effective. He stressed reducing duplication and accounting for the shifting realities of Fiji’s rugby market as crucial steps forward.
One of Sanday’s most talked-about proposals is for Fijians to buy into Counter Ruck and for the company to be listed publicly on a stock exchange. He floated the idea of a bold step: a public float and a share sale to involve fans as owners, with the South Pacific Stock Exchange in Suva as a potential listing venue. The aim would be to create a tier-1 approach to rugby business thinking, inviting more fans to participate in the franchise’s future.
“The public company could be listed on the South Pacific Stock Exchange in Suva, and we could build a profitable rugby business in Fiji where shareholders are also fans,” Sanday said. “We need to become Tier 1 in our commercial thinking around our rugby.”
The discussion around governance and ownership comes as Fiji Rugby also contends with new structural developments, such as the establishment of the Fiji Rugby Players Association. This body will represent players’ interests amid rising costs and welfare concerns, and it is expected to secure a seat on the FRU board in due course. Sanday cautioned that player cost inflation is a global issue in professional rugby, underscoring the need for reforms that balance growth with sustainable funding.
However, for any review to move forward, the FRU’s single seat on the Counter Ruck board means broader buy-in from the other directors is essential. The current setup assigns one FRU director, one government director, three independents, and an observer from World Rugby. Clause 6 of the 2022 Shareholders Agreement restricts both shareholders from meddling in day-to-day Drua operations, which further amplifies the need for clear, aligned governance.
Public concerns have also flared this year over Drua personnel decisions, including questions about immigration compliance in Fiji when a coach and a recruitment process were not fully advertised. The FRU symposium in Suva examined governance, messaging, and role clarity, highlighting the imperative of a unified approach to leadership and oversight.
Sanday sees the current moment as an opportunity for Fiji to leapfrog rival clubs if it gets the business model right. He argues that aligning governance, sharpening revenue strategies, and strengthening talent pathways will benefit not just the Drua but the entire Fiji rugby ecosystem, including school-to-prospects pipelines and sponsor engagement.
What this could mean for Fiji rugby
– Governance clarity: A comprehensive review could define who makes major calls for rugby in Fiji and how the Drua and FRU interact with Counter Ruck, reducing mixed messaging and confusion.
– Fan-inclusive ownership: A public float could increase fan loyalty and investment in the Drua’s future while expanding capital for development and infrastructure.
– Player welfare and representation: A formal players association with board representation could improve communication, welfare, and accountability across the sport.
– Financial sustainability: A revised business strategy aiming at diversified revenue streams and cost control could stabilize the FRU’s finances and position Fiji for Tier One status.
– Growth and legitimacy: Better governance and commercial systems could attract sponsorship and knowledge-sharing opportunities, strengthening Fiji’s case for higher competition status on the world stage.
Context and analysis
This initiative sits within a broader push in Fiji to modernize rugby governance, improve financial stability, and expand development pathways. It mirrors themes seen in related discussions about clarifying roles between FRU, the Drua, and the governance framework that surrounds them, as well as the desire to align with international standards and best practices. If conducted transparently and inclusively, the review could yield a clearer, more sustainable path toward long-term success for Fiji’s rugby ambitions.
FRU chair John Sanday has launched a comprehensive examination of all Drua-related agreements and governance structures, with an eye toward potential fan ownership through Counter Ruck and a public listing. The move also reinforces plans for a players association, governance reforms, and a renewed focus on revenue growth and sustainability. While the path involves navigating complex ownership and regulatory questions, the overarching aim is to build a stronger, more financially secure, and globally competitive Fiji rugby framework.
Leave a comment