SportsFacilities

COVER STORY:

ANDREI PEREGUDOV:

HOW MUCH IS THEWORLD CUP?

DO WE NEED INTELLIGENTSTADIUMS?

ONE ICE FITSALL?

A JOURNAL FOR INDUSTRIAL DECISIONS

SPORTS OF BIG INVESTMENTS: SEARCHING FOR AN OPTIMAL SCHEME

WE WILL BUILD VTB ARENA TO 20169 7 7 2 0 7 9 1 8 0 0 0 6

Special Edition 1 / MARCH 2011

Moscow:+7(495)7974401 St.Petersburg:+7(812)3349392 www.gvasawyer.com

Getting You Higher!•Development•Construction•Constructionmanagement•Technicalauditofprojects•Consulting•Valuation•Brokerageservices•Servicesforinvestors

10 ЛЕТ ПОБЕД!Заканчивается 2010 год. Для ООО «Русьэнергомонтаж» он стал юбилейным.Мы отметили день рождения компании под девизом «10 лет побед». И, конечно же, уходящий год также был ознаменован победами.В 2010 году мы приступили к строительству крупнейшего олимпийского объекта – Большой ледовой арены для хоккея с шай-бой в г. Сочи в качестве субподрядчика по инженерным системам.Закрепили свои позиции в Казахстане. После реконструкции высокогорного катка «Медеу» с нами заключили договоры на проектирование и строительно-монтажные работы еще трех объектов в дружественном государстве.В 2010 году мы значительно расширили географию объектов, приступив к выполнению работ по проектированию концертно-спортивного комплекса на 5500 зрителей в г. Владивостоке.Не обошли вниманием в 2010 году мы и родной Петербург. Очень важным и ответственным объектом стал для нас крытый конькобежный стадион с двумя хоккейными полями, проект которого завершен и в настоящее время проходит государствен-ную экспертизу в Санкт-Петербурге.Для нас крайне важно отвечать всем современным требованиям, предъявляемым к строительству спортивных объектов, поэтому наши специалисты постоянно следят за новыми тенденциями в отрасли спортивного и промышленного холодоснаб-жения и сопутствующих отраслях и повышают свой профессиональный уровень. С целью ознакомления с новинками рынка холодильного и вентиляционного оборудования, а также обмена опытом с зарубежными коллегами специалисты нашей ком-пании посетили заводы-производители в Копенгагене и Милане.В 2010 году ООО «Русьэнергомонтаж» не только традиционно стало участником ежегодной выставки «Спорт» в Москве, II Международного форума «Россия – спортивная держава» и выставки OlympExpoBuild в Сочи, но и было представлено на вы-ставке Chillventa в Нюрнберге, Германия.За 2010 год силами ООО «Русьэнергомонтаж» смонтировано более 10 холодильных систем на объектах в России и ближнем зарубежье общей холодопроизводительностью свыше 14 МВт, произведено более 25 000 квадратных метров искусственно-го льда, выпущено более 80 томов проектной документации.10 лет для производственно-инжиниринговой компании – это не возраст. За прошедшие годы мы смогли твердо встать на ноги, завоевать рынок, заслужить положительную репутацию. Созданное ООО «Русьэнергомонтаж» за 10 лет – это только маленькая часть того, что еще предстоит создать.

ЖЕЛАЮ КОЛЛЕГАМ И ПАРТНЕРАМ УДАЧИ В НОВОМ 2011 ГОДУ!ПУСТЬ УСПЕХИ, КОТОРЫХ ВСЕМ НАМ УДАЛОСЬ ДОСТИЧЬ В УХОДЯЩЕМ ГОДУ,ТОЛЬКО ПРЕУМНОЖАТСЯ В ГОДУ НАСТУПАЮЩЕМ! Генеральный директор

ООО «Русьэнергомонтаж»Олег Кравченко

190020, САНКТ-ПЕТЕРБУРГ, НАБ. ОБВОДНОГО КАНАЛА, Д. 138ТЕЛ.: (812) 320-67-63, ФАКС: (812) 320-67-64 E-MAIL: [email protected], WWW.RUSEM.RU

Ваш стадион способен на большее,чем работать всего 40 дней в году

Как сделать, чтобы Ваш стадион не «спал»?Инженерный комплекс для многоцелевого использования стадиона позволит Вам зарабатывать на использовании спортивного сооружения круглый год, сохраняя качество натурального газона.Cтадион содержит все, чтобы:• проводить концерты с возможностью расположения сцены и части зрительных мест на поле;• устанавливать ледовое покрытие для проведения ледовых шоу и организации массовых катаний; • размещать выставки;• использовать поле для картинга и т. д.

Комплекс представляет собой быстро устанавливае-мый и демонтируемый помост высотой от 1 м, выдерживающий до 7000 зрителей, ледовую пло-щадку с 4000 одновременно катающимися людьми, выставочные экспонаты до 5000 тонн. Опорные эле-менты размещаются за границами игрового поля, что сохраняет натуральный газон от повреждений. Комплекс легко встраивается в любой стадион и не требует капитальных изменений сооружения.Хранение элементов конструкции может осущест-вляться как вблизи стадиона, так и в месте, не привя-занном к стадиону. Общий объем под хранение составляет 2500 м3, и конфигурация здания может быть любой.

Комплекс запатентован в России и за рубежом и не имеет мировых аналогов.

Контактная информация:ООО «Аинтрис»Тел.: +7 (495) 943-19-84E-mail: [email protected]

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The Student Games of 2013 (Universiade), the Sochi Olympics of 2014, a formal agreement to hold the Russian Grand Prix Formula 1, the 2018 Football World Cup, and hopefully the World Hockey Championship in 2016, - these are the facts proving that Russia is becoming a magnet for the world-class sporting battles. Are we ready to host the most prestigious international competitions? Do we have enough first-rate sports facilities? Do modern sports facilities in Russia have a chance to become barrier-free and green-developed ones? Finally, how efficient Russia's large investments in sports might be?

Financing in sports and the global sports industry revenues are in the spotlight of the world's best experts who will address these and other issues in the Cover Story today. They will particularly talk about the ways to dispose of budgetary funds and private investors' money, as well as how to efficiently manage sports facilities and make them economically successful.

Modern-day stadiums are not just sports facilities in the urban infrastructure, but complex social centers that attract various clusters of the population. In this issue, we will talk about Dynamo stadium as the Facility in Focus. Dynamo, as part of the VTB Arena Park, is one of the Moscow stadiums to host the FIFA World Cup 2018. The stadium with a rich history is currently under reconstruction. SF readers have a unique opportunity to track all stages of this project starting from Idea to Facility.

Video systems are the major intellectual components of any up-to-date sports facility. They help stadium owners generate an additional revenue. Video solutions and technologies create a festive atmosphere at the stadium. Today, SF talks about an integrated approach to equip sports facilities with both audio and video systems.

Talking about Future Stadiums, we will discuss new concepts, their ideologists and designers, image-makers, facility managers, as well as the most successful financial models.

Chief editor Svetlana Arkhipova

Fore

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SportS fACilitieS

Sf/March/2011/Special Edition 1/2

Contents

Table

of C

onten

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There are two basic models to finance sports: American and European. The U.S. model is not supported from the state budget. As for Europe - the budget financing prevails there. Many Latin American and Asian countries are closer to the European model of financing. Russian state officials and businessmen tend to create their own efficient system for financing sports.

Think globally – act locally. This is a good recipe to win in sports, say experts of PricewaterhouseCoop-ers.

Sports of Big investments: Searching for an optimal Scheme 24

robert Gruman: increasing Sports Sponsorship 28

Cover Story

Sports of Big investments: finances, Actions, Business

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sponsorships

merchandizing

media rights

ticket sales

media rights and licenses

sponsorships merchandizing 3.2

STRUCTURE OF TOTAL GLOBAL SPORTS REVENUESFORECASTED COMPOUND annual growth in 2011-2013:

ticket sales

THE KEY FOUR COMPONENTS:


Contents

vtB Arena is one of the stadiums to host the 2018 fifA World Cup in Moscow. Sf readers have a unique opportunity to track all stages of this project

PublisherAlexei Antonov

Experts and SpeakersRobert Gruman, Alan Switzer, Andrew Peregudov, Piotr Aleshin, Vitally Mutko, Alexander Vasyukov, Mikhail Zagainov, Elena Chaikovskaya, Vladimir Posokhin, Erick van Egeraat

Editor in Chief Svetlana Arkhipova

Chief Editor of Special ProjectsVladimir Kolosov

Senior Secretary Anatoly Ageev

Proofreader Vladimir Kolosov

Journalists Tim Skorenko, Maria Fadeeva, Michael Nevzorov

Art Director Eugenia Gordeeva

Designer Andrei Vankurov

Colour Corrector Igor Novikov

Cover and InfographicsEvgenia Gordeeva

PhotoGeorgy Shpikalov, Alexander Saverkin,Andrei Mikhalchenkov, Vera Undritsova,Sergei Nikitin, Andrei Makhonin,Alexander Chernavsky, Dmitry PonomarevPress ServicesFSP, RASF, Sochi 2014 Organizing Committee, Universiade 2013 Directorate

Subscription and DistributionDaria Rozhkova [email protected]

Commercial DepartmentYana Polonina, Svetlana Zavarkina, Irina [email protected]

Project Manager Nikolai Trotsyuk

Founder and PublisherMediaProm Publishing House»

Mailing AddressP/O 34, Moscow, 117208, RussiaTel/Fax: +7 (495) 781-6744www.sportsfacilities.ru

E-mail: [email protected]

Print Run 999Printed in RussiaNemetskaya Fabrika Pechati2 Dobrolubova Street, Moscow, 127254, Russia

The publication is registered with the Federal Service for Communication, Information, and Technology on July 20, 2009Registration Certificate PI #FS77-40111

Copyright © MediaProm Publishing HouseAll rights reserved. Reproduction of materials in full or in part without permission is prohibited.The editorial team is not responsible for promotional materials.Editorial opinions may not coincide with those of authors.The materials submitted to the journal are not criticized or returned.

fACility in foCuS

Deadlines to finish construction of Dynamo stadium were postponed many times. The project concept has radically changed after the Architect Contest that was held in June 2010. Currently, the project and its new terms of reference have been finalized.

We will introduce the new concept of VTB Arena. SF readers will be the first to know what the new stadium looks like.

Andrei peregudov: We will Build vtB Arena to 2016

44 froM ideA to fACility

1955

2010PROJECT

2011 ?


Contents

FIFA World Cup 2018: Statistics , Dates, Facts

The world’s larg-est international consulting and auditing company Pricewaterhouse-Coopers says it would provide serv-ices to organizers of the Universiade 2013 in Kazan

Due to successful marketing pro-grams, we have attracted more than $1 billion, which is the best result in the history of Winter Olympics.

fifA World Cup 2018 is ours!!! 6

dmitry Chernyshenko:the olympic track of roza Khutor Mounting Ski Center has been put into operation

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pwC to Become partner of universiade 2013 11

eventS ruleS of the GAMe

For many years, the cost of sports was not identified as a sepa-rate federal budget account in Russia. A special federal program is believed to solve this problem

Russia has enough talented juniors. Opening of the Yantar Sports Training School is a logical step to improve the situation. Elena Chaikovskaya, the honored figure skating coach, was glad to share with us her thoughts about the future of the national figure skating

russia’s federal Special-purpose Sports program 2006-2015

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elena Chaikovskaya: My dreams Came true! 18

nAtionAl pAtriMony


Contents

ArChiteCture MAnAGeMent SChool

A modern ice palace is not only a perfect architecture, but also a complex tech-nological plant with a lot of know-how.

future StAdiuMS

teChnoloGy

Modern sports facilities have many specific design features. We want to discuss in de-tail all of them in order to make domestic architects, designers, and engineers under-stand the problem

In this article, we summarize the best domestic and foreign prac-tices to manage sports facilities. SF analyzes concepts, plans, and goals and objectives of facility managers together with Gil Fried who wrote the Managing Sport Facilities book, as well as with experts from Colliers International FM

In this column, SF together with VTB Arena Park examines the world’s largest stadiums. Here we analyze new concepts, we talk about those who perform design of these giants, and those who secure the financial sustainability of these facilities and success-fully manage them

In this article, we discuss comprehensive approaches to audio and video equipment, which help improve the image of sports facilities, increase their attractiveness, and finally get a higher ROI

freedom of Movement 34 focus on problems

and Start Working 48

the World’s prime Stadiums 60

Mikhail Zagainov:We Know What the ice is!

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intelligent Audio and video facilities at Stadiums

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DISPLAYING INFORMATION IN BROADCASTING SYSTEMSFor journalists and TV operators

INFORMATION SECURITY SERVICE

ADVERTISING BOARD

INFORMATION FOR FANSGame results, replayed goals

INFORMATION SCOREBOARDFor sportsmen and spectators (location of stands, schemes of passes, schedules of events)

СПАРТАК ЧЕМПИОН СПАРТАК ЧЕМПИОН СПАРТАК ЧЕМПИОН СПАРТАК


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FIFA President Joseph Blatter was surprised to know a negative reaction and irritation, which some countries expressed when Russia won the right to host the World Cup 2018. «I feel that this irritation is nothing else than a typical arrogance of the Western world, based on the Christian culture as they call it. Some simply cannot stand the fact that other nations get their chance to change their country. What is wrong with us pushing development of football in those regions where its potential is so great that it can become more than sports?» asks Mr. Blatter

FIFA World Cup 2018 Is ours!!!


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FIFA World Cup 2018: sTATIsTICs, dATes, FACTs, And perspeCTIvesThe final tournament of the XXI FIFA Foot-ball World Cup, which will be held in Rus-sia in 2018. For the first time in the world’s history, an Eastern European country will host the World Cup. Another interesting point is that for the first time in the history the World Cup will be held in two parts of the world – Europe and Asia. Russia’s Sports Minister Vitaly Mutko is sure that Russia will do the best to change for the better. He personally promised to speak fluent English by 2018.

ueFA Club lICensIng And FInAnCIAl FAIr plAy regulATIonsIn May 2010, UEFA approved the new rules relating to the licensing of clubs and honest approach towards financial operations

Alan Switzer, Director in the Sports Business Group at Deloitte, commented: «Compliance with UEFA Club Licens-ing and Financial Fair Play Regulations provides access to participate in UEFA competitions. Now, many European football clubs need to carefully ad-dress the issues relating to their profit and loss statements. In general, this means that expenditures of football clubs should not exceed their income (including certain allowable expenses). Since the new UEFA Club Licensing and Financial Fair Play Regulations will first apply for financial statements ending in 2012, with no sanctions before 2013/14, clubs should have sufficient lead-time to adapt but need to start preparing themselves now. In addition to continu-ing to grow their revenues, including through investment in their facilities, clubs must focus on ensuring their cost base better reflects their revenues and has sufficient flexibility built in to deal with any revenue shocks.»

World Cup 2018: AT Any CosTThe Russian government plans to actively cooperate with businesses using Public-Private Partnership (PPP) schemes to organize the 2018 World Cup

Many people in Russia consider the chance to host World Cup 2018 as the major event of the past year. Based on FIFA estimates, the construction of all stadiums will cost Russia $3.8 billion. Russia’s Minister of Finance Alexei Kudrin disclosed the budget of the event, which is $10 billion. According to him, the money will be spent the same way as to organize the Sochi Olympics 2014: 85 % of the said budget will go to finance in-frastructure projects in 14 regional Russian cities where the football matches will take place, while the remaining 15 % will be directly invested in construction of 16 stadiums. However, there will be other expenditures. In 2011–2018, Russia plans to build 7,711 km of roads and 2,024 km of railways (the total cost is estimated at $35 billion). According to Alexei Kudrin, another $11 billion will be invested in tourism infrastructure projects, and $1.4 billion will go to modernize local airports and terminals (except Moscow and Sochi where the airports function properly). Thus, the total budget for the World Cup will amount to approximately $21 billion less the cost of road construction. However, the lion’s share of the announced costs will be private money. According to Prime Minis-ter Vladimir Putin, all corresponding changes should be made to local budgets starting from 2011.

As of today, the Moscow-based Luzhniki (88,000 spectators) is the only stadium ready to host the World Cup games. The remaining 15 Russian stadiums will be totally reconstructed or built from scratch.

Roman Abramovich, owner of Chelsea FC, says he would build the CSKA stadium (estimated cost – $260 million) in Moscow. This means that Mr. Abramovich via his National Football Academy will invest in the Russian football industry to make it operational by 2018. LUKoil has already started building another Moscow stadium – Spartak ($290 million), VTB-Bank is building VTB-Arena ($500 million), and the St. Petersburg government is building Zenit stadium ($760 million). Vladimir Dmitriev, Head of VEB Bank says his bank is also ready to finance construction of the World Cup facilities in other Russian cities. Taking into account Russia’s specifics, any large-scale project in the country will be a success since the Prime Minister personally set corresponding goals to achieve.

WORLD CUP2018 WHERE TO PLAY IN RUSSIA?

MOSCOW1) Luzhniki (76,500 spectators) is currently the only Russian stadium ready to host the World Cup games.2) Dynamo. This stadium will seat 45,000 spectators after its reconstruction.3) Spartak. The stadium has been built from scratch in Northwest-ern Moscow. The planned capacity – 47,000 spectators.4) Moscow Region. This stadium (44,000 spectators) currently exists on paper only.

ST. PETERSBURG

KAZAN

NIZHNY NOVGOROD

YAROSLAVL

KALININGRAD

SAMARA

VOLGOGRAD

SARANSK

KRASNODAR

ROSTOV-ON-DON

SOCHI

YEKATERINBURG

A new Zenit stadium will seat 69,500 football fans

A new stadium for 45,000 spectators is to be built in the city to host FIFA 2018 games

A stadium for 44,000 spectators is currently at its initial design stage

A new stadium for 45,000 spectators is currently at the initial design stage

Today, there are no certain plans to host the World Cup 2018 in this city. However, designers have been developing a concept of a new stadium (43,000 spectators)

A new stadium will be able to accommodate 44,000 spectators

76,500 – 80,000 spectators more than 45,000 spectators less than 45,000 spectators

A stadium (45,000 spectators) will be built to host the 2014 Olympics

A new stadium in this city will seat 45,000 spectators

One of the largest stadiums (50,000 spectators) will be constructed in the city

Designers have been developing a concept to build a stadium for 43,000 spectators

A modern arena (45,000 spectators) will be put into operation before the Universiade 2013

This small Russian town will have a stadium for 45,000 spectators

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Russia was announced the winner to host the 2018 World Cup on December 2, 2010. A week later, the Organizing Committee of Russia submitted to FIFA design models of all stadiums to build in the country especially to this historical event. According to FIFA, any World Cup organizing country needs to have 10-12 stadiums designed for 40,000 spectators. A stadium to host the opening and final games should have 80,000 spectators. The organizing party should have the corresponding equipment to ensure high-quality TV broadcasting, convenient transport infrastructure, and a sufficient number of hotels in the city.

The 2018 FIFA World Cup will be held in 13 Russian cities. The total number of the stadiums is 16, 13 of which will be built from scratch. According to Russia's Prime Minister Vladimir Putin, the World Cup 2018 budget is $10 billion.

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WORLD CUP2018 WHERE TO PLAY IN RUSSIA?

MOSCOW1) Luzhniki (76,500 spectators) is currently the only Russian stadium ready to host the World Cup games.2) Dynamo. This stadium will seat 45,000 spectators after its reconstruction.3) Spartak. The stadium has been built from scratch in Northwest-ern Moscow. The planned capacity – 47,000 spectators.4) Moscow Region. This stadium (44,000 spectators) currently exists on paper only.

ST. PETERSBURG

KAZAN

NIZHNY NOVGOROD

YAROSLAVL

KALININGRAD

SAMARA

VOLGOGRAD

SARANSK

KRASNODAR

ROSTOV-ON-DON

SOCHI

YEKATERINBURG

A new Zenit stadium will seat 69,500 football fans

A new stadium for 45,000 spectators is to be built in the city to host FIFA 2018 games

A stadium for 44,000 spectators is currently at its initial design stage

A new stadium for 45,000 spectators is currently at the initial design stage

Today, there are no certain plans to host the World Cup 2018 in this city. However, designers have been developing a concept of a new stadium (43,000 spectators)

A new stadium will be able to accommodate 44,000 spectators

76,500 – 80,000 spectators more than 45,000 spectators less than 45,000 spectators

A stadium (45,000 spectators) will be built to host the 2014 Olympics

A new stadium in this city will seat 45,000 spectators

One of the largest stadiums (50,000 spectators) will be constructed in the city

Designers have been developing a concept to build a stadium for 43,000 spectators

A modern arena (45,000 spectators) will be put into operation before the Universiade 2013

This small Russian town will have a stadium for 45,000 spectators

2 3

6 87

910 119

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13 14 15

16

12

Russia was announced the winner to host the 2018 World Cup on December 2, 2010. A week later, the Organizing Committee of Russia submitted to FIFA design models of all stadiums to build in the country especially to this historical event. According to FIFA, any World Cup organizing country needs to have 10-12 stadiums designed for 40,000 spectators. A stadium to host the opening and final games should have 80,000 spectators. The organizing party should have the corresponding equipment to ensure high-quality TV broadcasting, convenient transport infrastructure, and a sufficient number of hotels in the city.

The 2018 FIFA World Cup will be held in 13 Russian cities. The total number of the stadiums is 16, 13 of which will be built from scratch. According to Russia's Prime Minister Vladimir Putin, the World Cup 2018 budget is $10 billion.

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More TrAnsporT For soChI olyMpICsIn late 2010, the International Olympic Committee representatives visited Sochi to inspect the sports facilities under construction, as well as the city transport infrastructure. The IOC inspectors also discussed the possibility of expanding the program of the 2014 Olympics, adding more sports to it

The delegation appreciated the progress in construction of major infrastructure facili-ties in the city. In particular, they attended the opening ceremony of the new Adler-Alpika railway tunnel. This is a combined automobile road and railway that the Russian Railways company has been building. Due to this ambitious project, travelers will spend only 30 minutes to reach mountainous Olympic facilities of Sochi.

olyMpIC busIness pArTners vIsIT 2014 FACIlITIesThe Sochi 2014 Organizing Committee held a strategy meeting with partners of the Olympics and IOC members. Representatives of Coca-Cola, Dow Chemical, Omega, Panasonic, P&G, Samsung, Visa, Aeroflot, BOSCO Sport, Megafon, Russian Railways, Rosneft, Rostelecom, Sberbank, Volkswagen Group Rus, and Ingosstrakh were present at the meeting

The participating parties discussed the results of their cooperation in 2010 and worked out new plans for 2011 to proceed with Olympic and Paralympic construc-tion in Sochi, as well as marketing oppor-tunities in the Russian market.

Dmitry Chernyshenko, President of the Sochi 2014 Organizing Committee, com-

mented: «We are proud to work with lead-ing international and Russian companies. I would like to thank all of them for their support of the Sochi Olympics. Due to successful marketing programs, we have attracted more than $1 billion, which is the best result in the history of Winter Ol-ympics. This means that we successfully proceed with our projects without govern-ment financing, reserving the assigned public funds for the future.»

The partners visited all Olympic facilities in Sochi.


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TATArsTAn prIMe MInIsTer To MonITor The unIversIAde 2013 ConsTruCTIon sITesIn early 2011, Ildar Khalikov, Prime Minister of Tatarstan, visited the construction sites of the rowing center, the water sports palace, and the football stadium (designed for 45,000 spectators), where he had meetings with the builders working there day and night to finish the construction projects according to schedule

Irek Faizullin, Tatarstan’s Minister of Transport, met with journalists to dis-cuss the Universiade-2013 projects under construction. The Minister an-nounced that the football stadium would be given the name of Rubin. The stadium will host the opening and closing ceremonies of the World Uni-versiade-2013. Rubin will be one of the stadiums to host the 2018 World Cup matches, including quarterfinals. Ac-cording to the FIFA requirements, sta-diums to host the World Cup quarterfi-nals should seat at least 45,000 people, semifinals – 60,000. According to Irek Faizullin, this unique sports facil-ity is scheduled to open in late 2012. «We need to finish building 5 facilities

only from the total 30 to host the Uni-versiade. All the projects are at final construction stages. We plan to finish building our rowing channel by June 2011; the Universiade Village will be built by September 2011. Construction of all road junctions is going according to plan,» the minister told reporters.

pWC To beCoMe pArTner oF unIversIAde 2013The world's largest international consulting and auditing company Pricewater-houseCoopers says it would provide services to organizers of the Universiade 2013 in Kazan. Richard Mann, Head of Audit, PwC, Central and Eastern Europe, signed a corresponding agreement with Rustam Minnikhanov, President of the Republic of Tatarstan, and Vladimir Leonov, CEO of Kazan 2013 Organizing Committee

According to the agreement, PwC will become an official partner of the XXVII World Summer Universiade 2013 in Kazan. The company will be an official provider of consult-ing services to the organizers.

Mr. Minnikhanov says the 2013 Universiade in Kazan would give Tatarstan a unique opportunity to build new sports facilities, to develop transport infrastructure, and to contract the world's leading companies.

«PricewaterhouseCoopers is experienced in consulting major sporting events. Our agreement relates to one of them, namely the Universiade 2013. A very important thing for us is to use their experience and the world's best consulting services to develop sports infrastructure in the Republic,» Mr. Minnikhanov commented.

In turn, Richard Mann, said: «In cooperation with the Organizing Committee of Univer-siade 2013, we intend to apply our best experience, as we have been advising many organizers of large-scale sporting events in the world. We are glad to share our experi-ence,» Mr. Mann said.

THE LARGE-SCALESPORTS CONSTRUCTION

STEP BY STEP

2 cableways, 6 meteorological stations, and a snow slide observation post are now operational. The builders have been proceeding with additional cableways and a finishing zone, along with artificial snowmaking machinery.

The ground floor and the first floor of a combined biathlon and ski center have been built. The facility is scheduled to open in November 2011 to host its first competitions in December 2011.

The first stage of ski jump construction and al corresponding field works have been finished. The luge and bobsleigh tracks are under construction. The foundation of a future Olympic Media-Village has been recently laid. The Olympic Village builders use special equipment and materials to resist landslides. The Media-Village is scheduled to open in August 2013, while other facilities in the Olympic Village will be built by June 2013.

Sochi's Snowboard-Park and Freestyle Center are under construction as well. These facilities will be operational in September 2011.

The Mounting Ski Olympic Village will be put into operation in April 2013.

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Olympic track of Roza Khutor Mounting Ski Center

Roza Khutor Mounting Ski Center

Biathlon and Ski Center 1

5 6

2

3-4 Luge and bobsleigh tracks

Snowboard-Park and Freestyle Center

"The Olympic track of Roza Khutor Mounting Ski Center has been put into operation. In February 2011, it will host the Europe Cup; in 2012 - the World Cup," Dmitry Chernysh-enko says.

THE OLYMPIC TRACK OF SOCHI'S MOUNTING SKI CENTER HAS BEEN PUT INTO OPERATION


STEP BY STEP


STEP BY STEP

2 cableways, 6 meteorological stations, and a snow slide observation post are now operational. The builders have been proceeding with additional cableways and a finishing zone, along with artificial snowmaking machinery.

The ground floor and the first floor of a combined biathlon and ski center have been built. The facility is scheduled to open in November 2011 to host its first competitions in December 2011.

The first stage of ski jump construction and al corresponding field works have been finished. The luge and bobsleigh tracks are under construction. The foundation of a future Olympic Media-Village has been recently laid. The Olympic Village builders use special equipment and materials to resist landslides. The Media-Village is scheduled to open in August 2013, while other facilities in the Olympic Village will be built by June 2013.

Sochi's Snowboard-Park and Freestyle Center are under construction as well. These facilities will be operational in September 2011.

The Mounting Ski Olympic Village will be put into operation in April 2013.

5

6

1

42 3

Olympic track of Roza Khutor Mounting Ski Center

Roza Khutor Mounting Ski Center

Biathlon and Ski Center 1

5 6

2

3-4 Luge and bobsleigh tracks

Snowboard-Park and Freestyle Center

"The Olympic track of Roza Khutor Mounting Ski Center has been put into operation. In February 2011, it will host the Europe Cup; in 2012 - the World Cup," Dmitry Chernysh-enko says.

THE OLYMPIC TRACK OF SOCHI'S MOUNTING SKI CENTER HAS BEEN PUT INTO OPERATION


STEP BY STEP


ruleS of the GAMe

russIA’s FederAl speCIAl-purpose sporTs progrAM 2006-2015For many years, the cost of sports was not identified as a separate federal budget account in Russia. A special federal program is believed to solve this problem


ruleS of the GAMe

Russia has always been a leading sports empire. Athletes of the former Soviet Union dominated many sports where they set hundreds of records. The modern Russia inherited these traditions. How-ever, the sporting infrastructure has gone out of date during the years of economic reforms, while the new state officials were paying little to none attention to its further development.

That is why the announced Federal Spe-cial-Purpose Program (FSP) called “The Development of Physical Culture and Sports in the Russian Federation in 2006-2015” is believed to become a powerful financial tool to encourage the process of renovation and new construction of sports facilities in the country.

During the latest five years of the FSP in Russia, more than 400 modern sports fa-cilities were built. Many of them are de-signed not only for professional athletes, but also for mass sports. The key mes-sage of the Russian state was to make mass sports available for each citizen to help professional sportsmen achieve highest results internationally.

Later on, Russia won the right to host the most prestigious international com-petitions, including the 2013 Universiade in Kazan, the 2014 Winter Olympics in Sochi, and finally the Football World Cup 2018. These achievements made state officials pay even more attention to pub-lic and professional sports. The key prin-ciple of building sports infrastructure in the country is based on public-private partnerships (PPP). In 2011, 40 billion rubles will be spent in the framework of the Federal Special-Purpose Program to renovate and build sports facilities Rus-sia-wide.

According to the FSP, expenditures for sports will only increase year by year. What is more important, starting from 2011, these costs will form a separate federal budget account. This fact makes the whole nation believe that public health and sports will become the main priorities of the Russian state.

Alexander Vasyukov, CEO of the Federal Sports Engineering Company:

The FSP has undergone many changes

since 2006 when the program started. The Ministry of Sports has set a goal to develop mass sports along with the development of elite sport in the country. Today, we are building a multilevel system to train young and mass sports athletes to be able to en-ter the elite sports as professionals in the future.

The key focus of the program is to train winter sports athletes. We are currently building a huge winter sports training base near Topchino village for skiers and biath-lon skiers. We also build a unique sports fa-cility to train ski jumpers, skiers, and free-style skiers in Chaikovsky, close to Perm. We also construct a winter sports center

in Novogorsk near Moscow. The latter will be for hockey players, figure skaters, and short track skaters. In one word, we will cover all ice sports in Novogorsk.

The FSP also concerns summer sports fa-cilities. Our goal is to build sports facilities to train best professionals and athletes for the Olympics.

Another direction of our program is to build sports facilities for mass sports, especially in Russia’s remote territories. Typically, we build facilities in the regions with a corre-sponding climate, enough qualified sports-men, coaches, and traditions.

As a government customer, our company monitors each facility built at the expense of the federal budget. We are responsible for choosing the right technologies as well. When we launched the FSP in 2006, 75% of

During the latest five years of the FSP in Russia, more than 400 modern sports facilities were built. Many of them are designed not only for professional athletes, but also for mass sports. The key message of the Russian state was to make mass sports available for each citizen to help professional sportsmen achieve highest results internationally


ruleS of the GAMe

sports and fitness centers in Russia did not meet modern-day technological require-ments. Today, the situation has improved. However, we badly need a unified certifi-cation documents to develop model sports facilities in order to copy them in each re-

gion. Two years ago, the Ministry of Sports and Tourism announced its first contest to select Russia’s best mass sports facility. 39 candidates participated in the first contest in 2009. The number of participants grew to 71 in 2010. We are currently conduct-ing the third contest where we expect no

less than 120-130 participants to take part. The main idea of these contests is that the Ministry of Sports and Tourism makes ev-ery winning sports facility the model for the whole country to follow. Every year, new winners substitute for the old ones as

models. This is our now-how.

Nevertheless, mass sports facilities are not so simple to build and operate as it might seem. We have enough money from federal and municipal budgets to proceed with such projects, but we are not inclined

to build cheap and badly equipped sports facilities. In any case, mass sports facilities in Russia and abroad are typically financed from local budgets, because they cannot generate enough revenue. That is why there is no need to save on building technologies and equipment during the construction. In-stead, we want to build modern-day facili-ties that will attract sportsmen of all cate-gories. As for the revenue sources, we plan to actively use public-private partnership schemes. We have been realizing the FSP for five years already, so we should stop estimating its efficiency given its cost per square meter. We studied the experience of other countries, their government-spon-sored programs, systems, and different ap-proaches towards mass sports facilities. All of them use PPP schemes at both federal and municipal levels. We should work out the most appropriate standards to build our facilities regardless of their cost. We should not save on the things we cannot save. For instance, if we save on sports equipment and covering, we would cause more trau-

The year 2011 will be very important for Russia, as we have to start forming the teams of athletes to participate in London’s Summer Olympics in 2012, as well as in Sochi’s Winter Olympics in 2014

Ozero Krugloye, Republican Olympic CenterPhoto: PR+Sport Agency, Dmitry Ponomarev


ruleS of the GAMe

matism. As for the existing standards, the Russian Football Union, both Athletics and Swimming Federations have worked out appropriate standards.

Vitaly Mutko, Russia’s Minister of Sport and Tourism:

The year 2010 brought many mixed re-sults. Russia did not succeed in the Van-couver Olympics, so our Ministry was severely criticized by the people. Anyway, there are no big victories without defeats. As for victories, in 2011, Russia’s sports industry will have its separate federal bud-get account for the first time in the history. We will have 40 billion rubles to invest in sports development, which is 15.6% more than in 2010.

In early 2011, Russia’s State Duma will dis-cuss a new law that establishes the pow-ers of various sports federations. In 2010, I have personally signed 20 cooperation agreements with top officials of Russian re-

gions. Starting from 2011, each territory of the Russian Federation will receive enough funds to develop mass sports and to train future Olympic champions locally.

The Federal Special-Purpose Program, its schedule of events, goals and objectives, and the budget are available at our press center, as well as on our website www.fcp-press.ru. Now everyone can monitor what regional sports facilities we will be build-ing in the next five years. Our main goal for 2011 is to keep building mass sports facilities that are affordable for our popula-tion. As of today, Russia operates 243,000 sports facilities with a total capacity of 6.5 million people. However, we plan to in-crease these figures threefold.

We will pay more attention to regional development of sports infrastructure in particular. There is a good example to show how “The Program of Develop-ment of Physical Culture and Sports in the Russian Federation in 2006-2015”

works in Russia’s regions. We have been currently reconstructing a unique training center for Paralympics athletes in Alexin, Tula region. The finishing date is January-February 2011. The center will host 10 sports, including sledge hockey, which is new for Russia. By 2012, the Russian government plans to put into operation another major Paralympics center lo-cated in the Republic of Bashkortostan. In December 2010, Russia won the right to host the FIFA World Cup 2018. This is the most important event of the year to prove that the whole world highly ap-preciates sports achievements of Rus-sia as a transparent, young, and demo-cratic country.”

The year 2011 will be very important for Russia, as we have to start forming the teams of athletes to participate in London’s Summer Olympics in 2012, as well as in Sochi’s Winter Olympics in 2014.

Photo: Georgy Shpikalov, Dmitry Ponomarev, Alexander Chernavsky, PR+Sport Agency

Winter Sports Center in NovogorskPhoto: PR+Sport Agency, Georgy Shpikalov


nAtionAl pAtriMony

elenA ChAIkovskAyA: My dreAMs CAMe True!Vancouver and Singapore Olympics proved that the training system in Russia needs to be changed. On the other hand, Russia has enough talented juniors. Opening of the Yantar Sports Training School is a logical step to improve the situation. Elena Chaikovskaya, the honored figure skating coach, was glad to share with us her thoughts about the future of the national figure skating


nAtionAl pAtriMony

– As we can see, you are very happy to have the figure skating school of your own.

– You are right, I am very happy! Finally, this has happened. Such companies as Econi-ca, City XXI Century, as well as the Moscow government and the local administration of North-Western Moscow contributed to the project to make it successful.

– You managed to train the first in Russia’s history world champion in figure skating – Maria Butyrskaya – having no training cen-ter at all. Does it mean that it is quite pos-sible to do without any special schools?

– The figure skating school at Dynamo stadium was closed in the nineties. Only a hockey school there was function-ing, while figure skaters were out in the street to survive on their own. Those days, many sportsmen and coaches left for England and America to survive. As for me, I stayed here with my children. In 1996, I founded my own school called the Skate of Chaikovskaya. We were looking for sponsors and the ice to train wherever was possible. Maria Butyrskaya became the world champion regardless of difficulties and hardships. However, it is impossible to train the whole gen-eration of young figure skaters with just two-hour trainings on leased ice. Today, I am very grateful to everyone who helped me realize the dream of my life to have a school of my own. We have no other ten-ants there. We have developed our own program, schedule, and style the same way we did before the nineties. Generally, now we have everything we need to train future champions starting from the very first steps of their careers.

– Tell us, please, how this all started.

– About 10 years ago, managers of the City XXI Century sent a letter to Yuri Luzhkov, the former Mayor of Moscow, to express their desire to start building a figure skating center for me. Mr. Luzhkov liked sports very much, so he did every-thing to help us proceed with our project. All of us understood that Russia needed to keep to our traditions in order to restore the

figure skating school we once lost and to attract more and more children to train. Mr. Luzhkov quickly found a site in Strogino, Northwestern Moscow, where we could start building our sports school.

First, we built a skating rink there. Later on, we discussed the project with the Moscow government and local Strogino authorities and decided to further develop the project and to make it large-scale. The major pro-

gram concerned development of the whole mass sports infrastructure in Strogino where we planned to build the Yantar sta-dium and an ice arena. Now, these are the key sports facilities in Strogino.

Generally, it makes little economic sense in using machinery to serve the only one skating rink. That is why our investors suggested building the second rink nearby. Another idea was

About 10 years ago, managers of the City XXI Century sent a letter to Yuri Luzhkov to express their desire to start building a figure skating center in Moscow. Russia needs to keep to our traditions in order to restore the figure skating school we once lost and to attract more and more children to train


nAtionAl pAtriMony

to fully utilize our cooling and heating equipment, so we decided to build two swimming pools and gyms as well. As a result, we now have the fantastic sports facility where professional sportsmen and regular people, both children and adults, have everything to train. The

strategic goal of our facility is to cre-ate necessary social environment for Strogino residents, as well as for all Muscovites.

– What are the unique features of your School and its territory?

– The School has its own hotel with

12 rooms and its own power supply sys-tem. Many foreign sportsmen come to us, and our national team resides there as well. It is convenient for everyone to have every-thing in one place to keep training having a comfortable place to stay.

Our School is equipped technically up to the mark. Our skating rinks are the best in the country. The same about dressing rooms, wardrobes with drying chambers. This is very important for skaters, whose skates get wet by the end of training. They no longer need to bring them home to dry up. There are two special rooms to sharpen skates, where professional grinders work.

By the way, Vladimir Kotin sharpens skates for our elite figure skaters! The school has two classrooms, large and small, where ath-letes and coaches analyze mistakes and find the ways to solve their problems. Our music box is also equipped in accordance with the world’s latest technologies. Typically, skat-ing rinks in Russia lack rooms for special technical training and choreography. Here, this is not a problem, because we have these rooms with amazing mirrors!

– What can you say about the quality of ice?

– As a rule, there are some problems with ice every time a new sports facil-ity is put into operation. The ice is often overfrozen to easily break or to “swal-low” the skates. However, this was not a problem with our School! As soon as we started training there everybody un-derstood that everything was just perfect technically. There is a special temperature regime that differs in each ice level. We have the best ice-making technologies.

It makes little economic sense in using machinery to serve the only one skating rink. That is why our investors suggested building the second rink. We also built two swimming pools and gyms there


nAtionAl pAtriMony

We also protect the ice from water drops and bumps by using special wooden ceil-ings that have been made specifically for our ice arena. These wooden construc-tions, unlike metal constructions, can ab-sorb moisture to avoid condensed water drops. The wood also produces a specific acoustic effect. The sound in typical ice arenas resembles the one inside the drum, while we do not have such a problem here. Our skaters have an opportunity to train in a single sound mode in every corner of the skating rink. We have high ceilings, which is a very important thing. Just look how much air and space we have here! When figure skaters work in pairs and lift each other having low ceilings, they usually feel uncomfortable psychologi-cally. I asked the builders to establish high arched ceilings. They did everything I said, so we have spacious facilities.

– Do you want something else to add to your School?

– I want to establish music classes here as well in order to talk with my students the same language. They need to understand what musical phrases, bars and beats are. And visa versa, I would like to apply to our state authorities to introduce sports class-es at music schools for those talented stu-dents, who, in their opinion, may become good sportsmen in the future.

– Who will train the children?

– We have a very good teaching staff working with me all these years. We have Vladimir Kotin, European champion, bronze medalist of the world, honored trainer of Russia, my beloved student and companion, with whom we successfully trained Maria Butyrskaya. Recently, I in-vited Marina Zuyeva, choreographer of Ol-ympic champions Tessa Virtue and Scott Moir (Canada), and silver medalists Meryl Davis and Charlie White (USA). We plan to increase a number of children we train at our School, that is why will hire 20 more coaches and 10–15 choreographers.

– Does your School operate on a commer-cial basis?

– Our school is free for children, as I am convinced there is no need and no eco-nomic sense to make money on children’s sports. I specialize in two categories: single skating and dancing. We will have commer-cial groups as well, but the prices will be af-fordable. Otherwise, many talented kids will lose their chance to become famous figure skaters. However, we plan to form groups for all ages, not only children. As for popular sports, we invite everyone to skate at Yantar stadium’s two outdoor skating rinks.

– Do you expect to see future Olympics champions any time soon?

– We have three years left before the Sochi Olympics. We need to be fully prepared to achieve the best results there. After that, we will have to pre-serve what we have not to lose the world’s leadership in figure skating for the second time in the modern history.

Interviewed by Svetlana Arkhipova


nAtionAl pAtriMony

pIoTr AleshIn: russIA’s MoTorsporT Is AlIve And Well!The year 2010 can be regarded as a breakthrough year in the history of Russia’s motorsport. Piotr Aleshin, Manager of the Our Formula project, told SF about the future of Formula 1 races in Russia

MAJOR REQUIREMENTSOF THE RUSSIAN MOTORSPORT FEDERATIONTO CARTING TRACK LICENSES OF A AND B CATEGORIES

min. 8-12 mTrack width

No more than 36 cars available at starting line. The exact number of cars is formulated:

2.5-3.5 mabove the track

Drive down gravel zones (gravel traps)

Protection Barriers:

10-15 min front of the first starting bars

A Type:Air mat

B Type:Foam mat, catching barriers, plastic blocks

C Type:Foam blocks, piles of tires

Starting lights signalsLocation

Availability of parking locations

of 9,000-12,000 sqmmarked 6x8 m each

L28

where L – is track length Light 100-150 lux


nAtionAl pAtriMony

Successful races of Russian pilots, ability to proceed with Formula 1 construction in Sochi, the purchase of Virgin Racing team by Ma-russia Motors, – all these facts prove that the fashion for motorsport has been coming back to Russia. As many experts say, formation of the automobile racing market in Russia has started from the very bottom, with small pri-vate investments and amateur competitions.

The Russian government announced plans to break a window into the global first-tier car racing. This sounds very optimistic. However, there are different ways to lead Russia to the real Royal Racing. Seeking government sup-port would be a logical step to help young domestic drivers become professional pilots later on. Otherwise, we would face a staff problem with many international-level race routes built in the country having no domes-tic operators or drivers.

There are many racing projects an-nounced in Russia, such as Marussia Mo-tors that is training young pilots. However, the most advanced is the Our Formula pro-gram, which is supported by Gazprom and has been realized by Russia’s outstanding driver Mikhail Aleshin and his father, Piotr Aleshin. They have set a maximum goal to train Russian pilots as future participants of all elite series racing competitions, includ-ing Formula 1. To achieve this goal, the both managers of Our Formula want to fully

support talented young racers starting from those taking part in carting competitions up to junior pilots of the Formula Renault 3.5, which is No. 2 competition after the Royal Racing. According to Piotr Aleshin, the project has all the chances to succeed long-term in case of continuity of generations in the Russian automobile sport.

– Mr. Aleshin, is Russia actually ready for a breakthrough into the elite world of glo-bal motorsport? Are we ready to organize Grand Prix Formula 1 races having little ex-perience in doing such events?

– Actually, this is a common thing to see countries organizing Grand Prix races with no national motorsport developed. First of all, this is a matter of prestige and integra-tion into the world of modern technologies and tourism. Technically, it is much easier to organize the Grand Prix than, say, Olympics or a World Cup.

– Managers of Marussia Motors say that their company is ready to create their own racecar and the entire infrastructure. Are these plans realistic in today’s Russia?

– It is not so easy to create own competitive racecar and all corresponding Formula 1 infra-structure for any company in any country. Rus-sia is no exception. Let us take Toyota for exam-ple: they invested huge money but finally had to

withdraw from the races. Another possibility is to buy a team, and we know many good exam-ples of that kind. The only question is whether such a purchase is the best solution given the efficiency of its future management.

– If we talk about efficiency, do we mean government support programs? Is Our For-mula in talks with state officials concern-ing any support or are they ready to grant preferences to investors in Russia’s motor-sport?

– Our Formula is a unique program to de-velop the Russian motorsport as a whole. We are definitely in need of government support. Moreover, we look forward to re-ceiving such a support.

– Today, there are several first category race routes being built in Russia. Can we expect such projects to be profitable, do you think? Are the managers able to ensure effective marketing policies to keep these racing facilities operational?

– This is a question for those managers to an-swer, I think. In principle, profitability of any rac-ing facility is quite a real thing to achieve if you manage it in a proper way. To do this, managers should learn to schedule competitions, organize training courses and schools for regular drivers, to host corporate events, etc.

Interviewed by Anatoly Ageev

MAJOR REQUIREMENTSOF THE RUSSIAN MOTORSPORT FEDERATIONTO CARTING TRACK LICENSES OF A AND B CATEGORIES

min. 8-12 mTrack width

No more than 36 cars available at starting line. The exact number of cars is formulated:

2.5-3.5 mabove the track

Drive down gravel zones (gravel traps)

Protection Barriers:

10-15 min front of the first starting bars

A Type:Air mat

B Type:Foam mat, catching barriers, plastic blocks

C Type:Foam blocks, piles of tires

Starting lights signalsLocation

Availability of parking locations

of 9,000-12,000 sqmmarked 6x8 m each

L28

where L – is track length Light 100-150 lux


Cover Story

sporTs oF bIg InvesTMenTs: seArChIng For An opTIMAl sCheMe There are two basic models to finance sports: American and

European. The U.S. model is not supported from the state budget. As for Europe - the budget financing prevails there. Many Latin American and Asian countries are closer to the European model of financing. Russian state officials and businessmen tend to create their own efficient system for financing sports. In this article, SF analyzes all existing models to help them find the right way


reSeArCh

Models in principleGenerally, all existing models focus on sup-port of young sportsmen and mass public sports events that are mostly financed from local budgets. This is probably the only common feature. America as the world Olympics leader does not count on the state budget, but has introduced many tax benefits for those private businesses who want to invest in sports. For example, the U.S. Congress exempted the U.S. National Olympic Committee from taxes back in 1950. Moreover, the American government exempted from taxation all gear and equip-ment of domestic sports organizations. These regulations promote investments in mass, children and student sports. The Eu-ropean model is based on the principle of mixed financing, where the state is a major investor. Many Latin American and Asian countries are closer to the European model of financing. Each country has developed roughly the same scheme to finance mass and children sports out of municipal and local budgets. This is approximately 1-3% of the total sports budget in each country. As for professional sportsmen, the coun-tries differ from each other.

For example, German and French athletes participate in the Olympic Games at the ex-pense of their corresponding governments, while the U.S. and U.K. athletes go to Olym-pics being sponsored by individual busi-nesses and corporations. Italian sportsmen mainly use the proceeds from lotteries and football totalizators. Significant funds from lotteries and totalizators go to finance sports organizations in Austria, Denmark, Greece, Ireland, Canada, Portugal, Finland, France, etc. Let us talk about each country individually to analyze the existing schemes in detail.

uSAThere are 70 national sports federations in the country. Their budgets are formed pri-marily from membership fees, donations, sales of sporting goods, equipment, and

souvenirs. With regard to children sports and the Olympic reserve sportsmen under 18, their parents typically pay for every-thing they need to train. For many athletes under 20, the only places to train are col-leges and universities.

Once athletes achieve good results aim-ing at future Olympic records, the Olym-pic Committee and corresponding sports federations together with sponsors start co-financing them. In addition, sport spon-soring organizations pay for short-term

training camps where the most outstand-ing young athletes train.

The U.S. Olympic Committee coordinates all Olympic-related issues in the country and helps U.S. sportsmen participate in the Olympic, Paralympic, and Pan Ameri-can Games. Unlike many other national Olympic committees, the U.S. Olympic Committee does not receive any financial aid from the state (except the Olympics held on the U.S. territory) and is primar-ily financed by individual businesses and corporations. Along with sponsorship, the U.S. Committee generates profits by sell-ing some licensed goods and sport-related souvenirs. Another sponsor is the Ameri-can Foundation for the Olympic Games that provides grants to the U.S. Olympic Com-mittee in the amount of 50% of its profits in order to promote sports development in the country.

uKThe most important organizations in the country are the British Olympic Associa-tion, the UK Sport, the Sport of England, the Sport of Scotland, the Sports Council of Wales, the Ministry of Culture, Informa-tion and Sports, and the Development Fund for Youth Sports. The government pays for sports at U.K. public schools. Sporting ac-tivities are not restricted to just schools: for

example, students may swim in municipal pools, while orientation classes are often held in local parks or in the suburbs. The Ministry of Culture, Information and Sports provides free access to a number of swim-ming pools for people over 60 and children under 14 years old. The same Ministry fi-nances training of talented athletes and professional sportsmen, and represents their interests in the government. Annual grants in the amount of 21,000 pounds are given to all schools participating in the School Sports Training Program for addi-

tional 1,500 hours of physical training. The School Games Program started in 2006. This is a multi-sports school program for the most talented British athletes. The pro-gram creates new jobs for coaches who organize extra hours of physical training at school. Another program is called the Step into Sport. The British participating in the program have an opportunity to work as assistants and technical specialists on a voluntary or contract basis during the Youth Olympic Games.

The U.K. government finances the activ-ity of the Sport of England that, in turn, plans to invest 480 million pounds in the development of Olympic sports, using the money from lotteries. The government also finances the U.K. Sport that is in charge of training of Olympic champions and world champions. The U.K. Sport uses public money to train sportsmen in four national sports institutes. This organization is an of-ficial distributor of the U.K. Sports Lottery Fund.

The Ministry of Culture, Information and Sports sponsors the Football Licensing Committee, which is an NGO licensing foot-ball stadiums that host international and professional league matches. Along with the U.K. government, many NGOs, businesses, and individuals sponsor sports in the coun-try as well. More than 90 commercial or-

Commercial organizations in the U.K. donated 1.8 million pounds to the British athletes participating in the 2008 Beijing Olympics


reSeArCh

ganizations in the U.K. donated 1.8 million pounds to the British athletes participating in the Olympic Games in Beijing in 2008.

SpainThe sports structure in Spain is based on cooperation between public and private organizations. In 1988, the National Pro-gram to Support Olympic Sports (ADO) started in the country. As a result, the Spanish private capital was invested in Olympic sports for the first time in the history. The State Council for Sports, the Spanish Olympic Committee, and the Spanish State Broadcasting Company founded a non-profit organization con-trolled by the state executives and spon-sors of the Spanish Olympic team. Rep-resentatives of 14 sponsor companies signed the document to express their good will to finance the Spanish Olympic team to participate in the Olympics in Bei-jing. The largest transnational and national companies operating in Spain: Coca-Cola, El Corte Ingles, ENDESA, Grupo Leche Pascual, La Caixa, Telefonica, Nozar, Caja Madrid, Allianz, and others are sponsors of the Spanish Olympic team. Instead, they have tax benefits from the Spanish state. They also have the right to use the logotype of the Spanish national team and the right to advertise themselves via the Spanish Olympic Committee and the Olympic team.

Similar programs exist in Spain to support the Paralympic team and young sports-men. The budget to support the Spanish Paralympic team in 2005-2008 was 10 million euros. The National Program to Support the Youth Sports (ADE) includes regular competitions in various sports designed for children of different ages. The goal of this program is to establish an efficient system to train talented young sportsmen for the National Olympic Team, as well as high level coaches for primary and secondary schools. Each ADE program is scheduled for four years and is financed by the State Council for Sports, local gov-ernments, municipalities, and businesses. The State Council for Sports also finances the ADE program, whose scholarships

are given to the most talented school age athletes that achieve high results in both national and international competitions. The ADE scholars receive coupons for the purchase of sports equipment, and have the right to train themselves at specialized training courses. The ADE budget of 2008 was 105,000 euros; annual scholarships ranged from 500 to 1,500 euros. Similar programs have been worked out for sports-men at high schools.

AustraliaThe Australian Sports Commission (ASC) is the major organization to develop na-tional sports in Australia. The ASC typi-cally distributes the funds and manages

sports organizations in the country. This is a non-profit organization funded by the state budget and businesses. The ASC controls the Australian Institute of Sports, while each state of the country have cor-responding agencies, institutes, and acad-emies responsible for sports. The ASC finances a number of national sports pro-grams on behalf of the Government and in close cooperation with local authorities, local sports organizations, schools and NGOs. The list of these programs includes youth sports, sports clubs, sports for the disabled people, and training of coach-es. The ASC special commission issues grants to fund various programs and ac-tivities, such as women's sports.

The Australian Sports Foundation (ASF) is the second largest state organization that finances sports as the expense of the state and businesses. The ASF assists Australian non-profit organizations, including sports clubs, schools, and governmental bodies. In particular, the Foundation provides tax benefits to individuals and businesses; it also registers sporting projects of various types at governmental agencies. Special budget funds are allocated to finance the Australian National Olympic Team.

Sports clubs and associations are the key players to develop mass sports in Austra-lia. The clubs and associations are gov-erned by local departments of sports and physical culture and are financed out of

local budgets. Typically, the clubs run the national championship tournaments at the expense of the hosts. Founded in 1981, the School Sports Australia (SSA) runs over 30 nationwide sporting events annually. The major event is the Pacific Youth Games that are financed regionally.

executive SummarySumming up the experience of the above countries, Russia should work out its own structure to manage and finance sports at federal and local levels.

German and French athletes participate in the Olympic Games at the expense of their corresponding governments, while the U.S. and U.K. athletes go to Olympics being sponsored by individual businesses and corporations. Italian sportsmen mainly use the proceeds from football lotteries. A significant part of profits that lotteries and totalizators generate goes to finance sports organizations in Austria, Denmark, Greece, Ireland, Canada, Portugal, Finland, and France

SKEY

INSTRUMENTSTO FINANCE

SPORTS

MEMBERSHIPFEES

PARTOF REVENUES

THAT LOTTERIESGENERATE

STATEBUDGET

SUBSIDIESOF REGIONAL AND LOCAL ADMINISTRATIONS

PUBLIC FUNDS

SALE OFBROADCASTINGRIGHTS

PAYMENTS OF THE POPULATION

Investments in both mass public and professional sports typically come from various financial sources. Governments of different countries approach the problem of sports financing individually.

OWN COMMERCIAL AND MARKETING PROGRAMS

Sponsorship

Charity

season tickets

one-time payments

corporate payments

TV companies

Internet companies

Radio stations sports marketing

merchandizing


expert'S Corner

roberT gruMAn: InCreAsIng sporTs sponsorshIpThink globally – act locally. This is a good recipe to win in sports, say experts of PricewaterhouseCoopers. Robert Gruman, Partner, Head of Business Consulting at PwC in Russia, comments to SF on the latest trends in the global sports industry

$114 billion $133 billion2009 2013

REVENUE3.8%compound annual growth over the four years

3.6% 3.9%

4.3%

4.1%in Asia Pacific

in North America

in Europe, Middle East and Africa (EMEA)

in Latin America

THE GLOBAL SPORTS MARKET DYNAMICS BASED ON PRICEWATERHOUSECOOPERS ESTIMATESFORECASTED GROWTH IN REGIONS: Such international events as FIFA World Cup 2018

and Olympics will contribute to the global sports industry growth:


expert'S Corner

Sport as a phenomenon typically develops in line with the whole sports industry. The key purpose of the latest PwC research was to review new trends, opportunities, and challenges that sports businesses are currently facing all around the world. Sec-ondly, the initiators of the study, our col-leagues, wanted to analyze the factors to affect the industry in coming years in order to predict the dynamics of each segment in each region of the world market. We be-lieve that the detailed statistics would help businesses better plan their activities. One way or another, reactions and pro-cesses taking place in global sports mar-kets affect not only sports businesses but also the related economies and revenue flows. This happens, for example, in tour-ism. Sport has wider social and economic implications that may offset the related financial costs.

The profile, goodwill and tourism rev-enues generated by hosting top-level sporting events can bring major ben-efits to cities and entire countries. That is why state officials always want to host top-level events. Global developments in sports have a positive impact on social in-frastructure of the countries in which they occur. Therefore, the statistics and data on the sports market make experts from other industries react to current trends in order to better develop their own busi-ness segments. To make the publication as useful and insightful as possible, the PwC experts produced it in collaboration with IFM, a global leader in market insight and strategic consultancy in the sports, sponsorship, leisure and tourism indus-tries.

The global sports market is achieving a gradual but robust recovery from the economic slowdown. In 2011-2013, we estimate that total worldwide revenues will show modest growth as the industry rebounds from the decline suffered in the crisis years.

Boosted by UEFA Euro 2012 and Olym-pics, total global sports spendings will rise from $114 billion in 2009 to $133 bil-lion in 2013, representing compound an-

nual growth of 3.8% over the four years. North American revenues will expand at 3.6% compounded annually to remain the largest market by a wide margin in 2013, ahead of EMEA, growing at a CAGR of 4.1%. Latin America and Asia Pacific will see compound annual growth of 4.3% and 3.9% respectively over the four years.

The revenues of the global sports indus-try consist of four components: income raised from ticket sales (38%), funds raised from sponsorship activities, sports facilities and teams (26%), broadcast me-

dia rights fees (20%), and merchandising (16%).

robert Gruman, partner, head of Business Consulting at pwC in russiaPricewaterhouseCoopers (PwC) is a leading consulting and audit firm with a global team of 140,000 professionals. The company was established 158 years ago and is part of the global Big-4 audit firms with its headquarters in New York.


expert'S Corner

Let us analyze each of these segments separately.

MerchandisingIn the merchandising segment, we ex-pect compound annual growth of 4.1%. Despite the fact that this segment has received the most benefits from major sporting events such as the Olympics and FIFA World Cup, it also depends on dis-posable income and aftereffects of the re-cent economic downturn. The main prob-lem of the merchandising segment is the loss of revenue because of counterfeiting, especially in emerging markets.

ticket SalesGross income from ticket sales will in-

crease from $43.2 billion in 2009 to $49 billion in 2013 (which means annual growth of 3.2%). However, revenues from

ticket sales differ from country to country, as it often depends on such factors as na-tional economy and disposable income.

Naturally, the recent economic crisis has

affected the sports industry. Reduction in disposable income in many countries negatively affected ticket sales as the

main revenue source in the global sports market. Despite the fact that attending sporting events is an integral part of life worldwide, tickets are not always afford-able in developing countries. In this re-

The global sports market is achieving a gradual but robust recovery from the economic slowdown. In 2011-2013, we estimate that total worldwide revenues will show modest growth as the industry rebounds from the decline suffered in the crisis years

%

%

%

%

%

%

%

%

sponsorships

merchandizing

media rights

ticket sales

media rights and licenses

sponsorships merchandizing 3.2

STRUCTURE OF TOTAL GLOBAL SPORTS REVENUESFORECASTED COMPOUND annual growth in 2011-2013:

ticket sales

THE KEY FOUR COMPONENTS:


expert'S Corner

gard, ticket sellers often introduce a flexi-ble pricing system, similar to air transport and hospitality industries. In these coun-tries, prices often depend on the number of seats available and the time remaining before sporting events.

Broadcast rightsWith regard to the broadcast rights, the revenue will increase from $23.1 billion in 2009 to $26.7 billion in 2013, representing a compound annual growth of 3.7%. Given that many contracts are long-term, they are less dependent on economic situation. However, the broadcasting revenue seg-ment also has its problems. The recent economic crisis has reduced advertis-ing costs and shifted contracting parties towards subscription system. This trend has made cable TV companies the mar-ket leaders as many of them obtained broadcast rights. Revenues from broad-cast rights have always been extremely difficult to forecast. As of today, this problem is very acute, as many regula-tors in charge of free competition are now demanding more sports to broadcast in

developing countries because of rapid ex-pansion of digital media platforms.

SponsorshipIt is expected that sponsorship would grow faster than other segments: an aggregate annual growth of the sports sponsorship segment in 2010-2013 is estimated at 4.6%, while the an-nual growth in other sports indus-try segments will amount to 3.8%. The financial sector during the crisis years changed general investment priori-ties: now we are having less sponsors of sporting events and teams. As soon as the financial markets stabilize, we will see more banks and businesses sponsor-

ing sports. Typically, sponsors demand more ROI transparency, which is very important for major sports brands. Such

issues as social responsibility and com-munity involvement are very important in sponsorship; that is why many corpora-tions would decrease their representative expenses and increase the share of spon-sorship.

The problem today is that mid-sized brands face more problems in attract-ing major sponsors, while smaller-sized sponsors refuse to put money in smaller national sports because of the economic downturn. Therefore, the overall growth of sponsorship contracts mainly concerns large-scale sporting events like the Olym-pics.

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State officials always want to host top-level events, as they have a positive impact on social infrastructure. The sports market statistics make experts from other industries react to current trends in order to better develop their own business segments


eColoGy

FroM green projeCTs To green developMenTStarting from the Vancouver Olympics, green development principles are becoming more and more popular all around the world. Russia is no exception. Many Olympics-related projects in Sochi have been realized in accordance with the green standards that correspond to the UK BREEnvironmental Assessment Method (BREEAM) and the American Leadership in Energy and Environmental Design (LEED)

is a complex detailed document, which is subdivided into chapters to regulate construction methods of particular facility types. BREEAM and other standards typically have the following subdivisions:

BREEAM 2008 BREEAM 2008

SITING AND STRUCTURE DESIGN EFFICIENCY – Maximum comfort of the building layout, design, and location to live and work

ENERGY EFFICIENCY – Effectively used energy sources

WATER EFFICIENCY – Effective water supply

INDOOR ENVIRONMENTAL QUALITY ENHANCEMENT – Environmental improvements inside buildings

MATERIALS EFFICIENCY – Safety and efficiency of building materials

OPERATIONS AND MAINTENANCE OPTIMIZATION Keeping green buildings in a properly optimized way

WASTE REDUCTION – Utilization of waste produced during construction works or facility management

The key element of BREEAM is to save on natural resources, as well as on water and heat consumption. This gives developers billions of dollars based on the facility lifecycle.


eColoGy

The BREEAM is the most common green standard in the world. It has the follow-ing characteristics:

` Siting and Structure Design Efficien-cy. This means maximum comfort of the building layout and design. The most important criterion is to pre-serve territorial integrity of the land-scape.

` Energy Efficiency. Built facilities must be designed and constructed to effec-tively use energy sources (including alternative ones) to minimize power losses.

` Water Efficiency. A minimum volume of water should be used to minimize losses.

` Materials Efficiency. It means the use of environmentally friendly building materials (adobe, sisal, etc.).

` Indoor Environmental Quality En-hancement. Builders should do ev-erything they can to improve envi-ronmental situation inside buildings, namely to save energy by using natu-ral lighting, heating, and cooling.

` Operations and Maintenance Optimi-zation. Facility managers should keep green buildings properly. The staff

needs to be trained to keep the build-ings green day and night.

` Waste Reduction. This is waste man-agement. It means that any waste produced in the course of construc-tion or facility management should be utilized in an environmentally friendly method.

16 facilities of the Olympic Vil-lage in Vancouver have received LEED

gold certificates. One building was awarded the LEED platinum certificate. According to Olympstroy, the green standard means that at least 10 sports facilities in Sochi would meet the BREE-AM and LEED international standards. Olympstroy managers told SF that 8 de-sign solutions of the company can be certified as “good” and “very good.” A total of 130 facilities of the Sochi Olym-pics use innovative solutions and green elements. The Ecology Management System has been formed inside the cor-poration. The system fully corresponds

to ISO 14001:2004 international stand-ard.

Olympstroy managers hired independ-ent ecologists to proceed with environ-mentally friendly actions. In particular, the company plans to expand the ter-ritory of Mzymta valley, to protect rare flora and fauna of the Caucasus Forest Reserve, to add 28 ha to Teberdinsky Reserve and 2,171 ha to the Sochi Na-tional Park.

In fact, the current debates concerning environmental program of the Sochi Olympics is confrontation of ideals and realities. Any construction project is harmful to the environment. The impor-tant thing is how three members of the process – customers, contractors, and operators – tend to minimize the dam-age. In this respect, Olympstroy and its partners have a chance to keep to green standards while building sports facili-ties. The company’s green experience will be very important for future devel-opers to use.

is a complex detailed document, which is subdivided into chapters to regulate construction methods of particular facility types. BREEAM and other standards typically have the following subdivisions:

BREEAM 2008 BREEAM 2008

SITING AND STRUCTURE DESIGN EFFICIENCY – Maximum comfort of the building layout, design, and location to live and work

ENERGY EFFICIENCY – Effectively used energy sources

WATER EFFICIENCY – Effective water supply

INDOOR ENVIRONMENTAL QUALITY ENHANCEMENT – Environmental improvements inside buildings

MATERIALS EFFICIENCY – Safety and efficiency of building materials

OPERATIONS AND MAINTENANCE OPTIMIZATION Keeping green buildings in a properly optimized way

WASTE REDUCTION – Utilization of waste produced during construction works or facility management

The key element of BREEAM is to save on natural resources, as well as on water and heat consumption. This gives developers billions of dollars based on the facility lifecycle.

Any construction project is harmful to the environment. The important thing is how three members of the process - customers, contractors, and operators - tend to minimize the damage


ArChiteCture

FreedoM oF MoveMenTModern sports facilities have many

specific design features. The UN document establishing standards of barrier-free

environment contains a list of problems typical for every group of people with

disabilities. We want to discuss in detail all of them in order to make domestic architects, designers, and engineers

understand the problem


deSiGn

The UN's document called Accessibility for the Disabled - A Design Manual for a Bar-rier Free Environment describes possible problems that any disabled person can face in a public building. For instance, those with wheelchairs have to go upstairs and downstairs, to maneuver in narrow spaces, to drive through doors, etc. Those walking on crutches typically do not face big prob-lems moving upstairs and downstairs, but do have a problem entering escalators, as many of them move fast. The blind need to orient in space, to cross roads, to be able to recognize alarm signals, or to find the entrance to a particular room. The deaf have same problems with road crossing, as well as inability to use voice alerts. How do builders of modern-day sports facilities solve all these problems?

Moving horizontallyThe first thing to pay attention to is to give disabled people the freedom of movement. Especially this concerns wheelchair users.

A standard wheelchair is 0.6-0.7 m wide and 1.25 m long. Accordingly, it is impor-tant to provide the necessary space for the disabled to move.

The width of corridors should be sufficient for wheelchair users to move: according to the UN standards, no less than 1.5 m. Benches in parks should have additional 1.2 m space for wheelchair users, while the same 1.2 m space should exist be-tween cars at special parking places for the disabled. A standard parking space

is 2.5 m wide, while wheelchair users need 3.6 m to park their cars. When two cars are parked next to each other, there should be a 2.5 m space between them to

Given that a disabled person needs space of 0.9 m, the elevator doors should have the same width. Ordinary doors should be no less than 1.5 m wide


deSiGn

give the disabled an opportunity to access their cars easily.

Given that a disabled person needs space of 0.9 m, the elevator doors should have the same width. Ordinary doors should be no less than 1.5 m wide, while the wall

with the doors should have the width of at least 2.1 m.

There are many standards of this kind as each building normally has washrooms, bathrooms, and heating rooms. The key parameter here is to preserve 0.9 m per each disabled person to be ably to move inside buildings. Typically, corridors

should be 1.5 m wide for two wheelchair users to pass by each other.

Another aspect of the horizontal planning concerns accessibility of door handles that should be placed at the proper height for any disabled

person to reach. A single horizontal-ly located door handle is becoming common nowadays, as it facilitates problems of the disabled as well as the problem of easy evacuation of ordinary people. Similar approach-es should be applicable to washing stands, drinking fountains, call but-tons and so on.

Moving verticallyDisabled people face even more problems moving to different levels inside buildings, namely thresholds and elevators. The first dimension is the height of location. Based on the anthropometric point of view, the maximum height that a disabled person can reach ranges from 1.49 m to 1.79 m depending on size. The most comfortable height ranges from 0.8 m to 1.2 m. This is exactly the height where all buttons and switches are located. The ideal height is 1.2

Criteria of Comfortable Buildings Based on Universal Design Principles - Disabled persons using wheelchairs

should have the same opportunity as regular citizen to use door handles, light switches, buttons, elevators, telephones, parking, etc. That is why designers and builders should pay special attention to the height and location of those devises.

- The width of doors, corridors, and passageways should give wheelchair users necessary space for maneuvers to move inside buildings. They should be given an opportunity to communicate with each other, and to have a specially marked parking with additional space between cars.

- The buildings should not have thresholds and ramps of over 1.5 cm, while escalators should have walkways nearby.

- Doorways and ceilings should have corresponding height and width. There should not be barriers that are not fixed to the floor, otherwise the blind would not detect them with a walking stick.

- All audio signs should accompany visual signals for the blind to get necessary information.

- All visual signs should accompany audio signals for the deaf.

- Buildings should have special seats, restrooms, and showers for disabled people. A single horizontally located door handle is becoming

common nowadays, as it solves problems of the people with disabilities as well as problems of evacuating ordinary people in emergency cases


deSiGn

m, as ordinary people should also have a possibility to access these devices. Actu-ally, the 1.2 m height is recommended in all legal documents to place call buttons, fire alarms, door handles, etc.

The second aspect is to overpass inside borders. To do this, ramps of 1.5 cm (European standards) or 4.0 cm (in Rus-sia) should be installed. A standard ramp should be three-sided giving the disable an opportunity to move in any direction. Spe-cial standards regulate positions of ramps on sidewalks, in green zones, as well as at street corners and turning points. Ramps should have a special color and should be built in all pedestrian crossings and garden paths.

The third aspect is to move from floor to floor. There are several ways to help the disabled in that: to build long ramps, special stairs, escalators, and elevators. The stan-dard width of walkways and escalators rang-es from 0.9 m to 1.4 m. Walkways should be built at an angle of no more than 1:20 (9%). At a higher angle, the disabled would not be able to move without help. There is a table to calculate angles depending on the length. For example, the highest angle of 1:8 (12%) can be applicable to the maximum length of 50 cm. If we take a 10-meter distance, then it should have special relaxation zones parallel to the ground. Typically, handrails should be 0.7 m to 0.9 m high.

Elevators should be at least 1.0 x 1.3 m with the doors of 0.8 m. Elevator hand-rails are placed at the height of 0.80-0.85 m to secure an access to control buttons. Specific requirements exist for mechani-cal lifting devices, however these devices are rarely used nowadays. One can see them in American movies: along the stairs, there are rails to fix wheelchairs. As for sports facilities and other public buildings, such devices are hard to install and operate.

other ComponentsThere are many different require-ments, regulations, and standards

needed for construction of public buildings. These standards apply to handrails and additional buttons. We would like to finalize the story focusing on the blind and the deaf. The minimum height to locate signs, information boards, and lamps is 2 m. The main idea is that a blind per-son cannot find these things with a walking stick and is in danger of hitting his head on them. Naturally, there are blind people higher than 2 m, but it is not a common case. In addition, such places as stairs, enfilades, and galleries should be equipped with handrails. All visual information should come together

with audio messages, while infor-mation boards should be printed in Braille as well.

There are special things to help the deaf. For example, all rooms should be equipped with color signal devices apart from sound. All audio messages (for ex-ample, at stadiums) should necessarily be reflected on scoreboards. In fact, it is not so difficult to make corresponding chang-es to the design of buildings, taking into account the needs of persons with dis-abilities. We need to remember that there are people around who live a much more complicated way of life than we do.

Text: Tim Skorenko


froM ideA to fACility

reConsTruCTIon oF dynAMoDynamo is one of the stadiums to host the 2018 FIFA World Cup in Moscow. It has a rich history and is under reconstruction today. SF readers have a unique opportunity to track all stages of this project



Dynamo Stadium in Petrovsky Park was built in 1923-1929. Prior to the construc-tion of the Central Lenin Stadium in Luzh-niki in 1956, Dynamo was the main sports facility in the USSR. The 1980 Olympics in Moscow were held at a totally recon-structed Dynamo Stadium. However, Dy-namo once again needs reconstruction nowadays to fully correspond to interna-tional standards.

As of today, VTB Bank is the principal owner of the stadium. The bank signed a Memorandum of Cooperation with Dynamo in April 2009. According to the deal, VTB controls assets of the Central Dynamo Stadium. The bank owns 75% minus one share in Dynamo Property Management Company (developer of the Petrovsky Park project) and a 74% stake in Dynamo Moscow FC.

the history of dynamoDynamo Moscow football club was es-tablished with no stadium of its own. The only corresponding document was an agreement with St. Olga Children’s Hospi-tal to use a territory next to the hospital to build sports facilities there. To the credit of Dynamo’s first managers, they quickly started building the stadium and finished its phase 1 by August 1923.

The term “stadium” was not applicable to the built playground those days. There were a football field with no grass, three rows of wooden benches, a small wooden house were dressing rooms were located, a storage room for sports equipment, and a few sectors for athletics. That was the entire inventory Dynamo Moscow sports-men had at their disposal. However, the first Dynamo enthusiasts were glad to have all those facilities. The stadium was opera-tional from early morning until late night. In May 1924, phase 2 of Dynamo Stadium was built. The football field was leveled, the fence was repaired, and the dressing rooms were reconstructed. The most im-portant thing was hot water in bathrooms

(it was a rare thing those days). Dynamo FC had its first fans whose number started growing year by year. By 1926, as many as 5,000 spectators were regularly com-ing to see football games at Dynamo. The first official address of the stadium was the 1st Grazhdanskaya Street (Meschans-kaya prior to 1924), 64 Orlovo-Davydovsky Lane, trams #17, 19 and 9. Some of us may think that because of numerous reconstruc-tions in Moscow, we would not find this area. However, it still exists! We can see the homeland of Dynamo FC, although its first stadium was demolished in early 30’s. After

that, garages and houses were built on the same territory. The first Dynamo sport facili-ties were small and inexpensive.

The sporting life was developing quickly. Dy-namo’s managers soon realized that in or-der to become competitive the club should have a larger stadium for athletes to train. The sportsmen were pressed for space, while the only football field could hardly host all five sports teams that Dynamo had. In hot days of July 1925, both football play-ers and spectators started dreaming about a spacious new stadium with a better field, spacious dressing rooms, and a conference room for meetings and lectures. Mean-while, Dynamo managers and sportsmen used a small room near Kuznetsky Most where they organized a training process. Soon the situation began to change. Dy-namo’s financial situation improved as its commercial department was formed. Alexander Luie (1899-1937) and Semen Loewski (1897-1969) were very talented directors and economists to head Dynamo.

They came up with the idea of creating an industrial enterprise to produce sporting goods and to sell them via a chain of sport-ing and hunting stores in Moscow. Initially, proceeds from the sales were quite modest, but later on the situation changed as orga-nizations of former street children started producing more and more Dynamo-related goods at their labor communities. Soon, the established chain of labor communities significantly increased Dynamo’s revenue flows. Starting from 1926, the dream to build a new stadium became realistic, and Dynamo’s managers started looking for a

new construction site to build the sports fa-cility. After debates and discussions, it was decided to build a stadium in Petrovsky Park. The park was one of the most beautiful and fascinating places in old Moscow. The builders of the stadium chose an intersec-tion of Moskovskaya and Teatralnaya av-enues to start building the stadium there. First, enthusiasts of Dynamo Moscow and other young people were spending every weekend to build the stadium (the project was declared as an honorary duty of every young Muscovite to participate). Spades and picks were the only machinery while horses were the only transportation means. However, the project started develop-ing more quickly after August 1927 when the Soviet state officials decided to hold a major sports festival to celebrate the first decade of the Soviet power and the first ever five-year economic development plan. Over 700 foreign workers took part in the construction as well. The stadium became a state-sponsored project, whose develop-ment tempo was increasing day by day.

The Dynamo project started developing more quickly after August 1927 when the Soviet state officials decided to hold a major sports festival to celebrate the first decade of the Soviet power and the first ever five-year economic development plan. Over 700 foreign workers took part in the construction as well



the first dynamo projectAlexander Langman and Leonid Cherik-over, leading architects of those days who studied in Vienna, developed the initial draft of the stadium project.

Based on their projections, the first three concrete and steel stands of a four-storey-building height were built by August 1928. The stadium was not the same as we can see now: its shape re-sembled a giant 500-meter-long horse-shoe combining Northern and Southern stands with a semicircle Western one. There were old trees at the site of the modern Eastern stand, as well as some small athletic playgrounds and courts. A reserved football field was built behind those trees. Cycling and motor tracks were built next year, but soon it was con-sidered a bad architectural idea to com-bine the stadium with the tracks. Bicycle and motorcycle races interfered with other sports, while the races themselves needed higher angle tracks to achieve better results. Therefore, the tracks were used for other purposes. As national sports veterans remember, many bench-es from adjacent parks were installed at the tracks when football matches were taking place. This was done because of a growing number of Dynamo fans. In addition to the stadium, there were three gyms for boxing and wrestling, dressing rooms with showers, offices for doctors, two shooting galleries of 50 m and 100 m, four basketball and skittles playgrounds, as well as seven tennis courts in Petrovsky Park. The stadium became a large-scale sports facility where 2,000 athletes could train

simultaneously. This was an unprec-edented sports facility of those days.

Only two international architectural con-tests took place in the modern Russian history. The first of them was conducted by Gazprom in 2006. It concerned recon-struction of Kirovsky stadium (the project is still running). VTB Bank’s contest is the second one. The bank was sure to realize the announced ambitious plans. Initially, the bank wanted to build a small comfortable stadium, as the Made in Future architectural magazine wrote in 2008. Later on, it was decided to conduct a tender where five ar-chitectural teams participated. The concept of the stadium also changed: now the bank wants to build a mixed-use center having at least 20,000 sqm of commercial real es-tate, including offices, entertainment zones, and two arenas, the largest of which must meet FIFA standards. According to the latest plans, the football field should be rotated by 45 degrees in order to increase the overall stadium capacity up to 40,000 spectators. Another goal is to preserve the initial archi-tectural concept of Langman and Cherik-over (the walls and supporting structures).

International teams of architects came to Moscow to find a unique solution to the said problem. Each team included foreign and domestic project designers.

Mosproject-2 named after Mikhail Posokhin (Russia) and Designed by Erick van Egeraat (Netherlands) were announced the winners of the contest. Their concept reminds of an airship because of its rounded shape and a cellular network of supporting structures and ramps. According to the project, there will be two arenas built in one “basket” of the old stadium. The key idea is to preserve the park territory. The small arena will be located closer to metro and will be rotated across the long axis of the building. The large arena will be more distant, rotated 45 degrees to the axis of the small arena. The location reflects specifics of public transport. At the same time, the project designers try to meet the public demand for the both arenas. The fields will be located at the historic walls levels (approximately 14 m); “the airship balloon” blows over them. As a result, the whole facil-

The International Architectural Contest for the Dynamo Stadium Reconstruction 2010

Customer: VTB

Contestants: ABD Architects and Perkins Eastman International

Mosproject 4 and POPULOUS

Mosproject-2 named after M. Posokhin and Designed by Erick van Egeraat

SPiCH and GMP International

STD Development Project and Interstudio s.r.l.

The Purpose of the Contest:

To get the best cost-effective urban planning and architectural solutions to develop and reconstruct the sports and entertainment facility in Moscow that meet standards of FIFA and UEFA aimed at development of sports in Russia and internationally.



ity will become three times higher than the old stadium. A huge media-facade will face Leningradsky Prospect with games broad-casting.

On the other hand, there will be retail areas and parking at ground and under-ground levels to secure constant flows of visitors. 99,000 sqm of retail facilities will be built under the stadium, while about 84,000 sqm will be built outside. Car driv-ers will be allowed to enter the territory of the stadium from Verkhnya Maslovka Street. VIP-visitors will enter the facility directly from Leningradsky Prospect.

ABd Architects (russia), perkins eastman international (uSA)This Russian-American tandem followed the same path as the winners did: they decided to combine the two arenas in one building. However, focusing on 40,000 seats, the architects forgot about the second requirement of the International Federation – they did not rotate the large field. Generally, the project also preserves the historical image of the stadium and the park. The architects created a single VIP-space for the both arenas, putting them inside the old stadium building.

They allocated the small arena closer to metro on the ground level; the large arena should have been allocated 6 m above the ground. To achieve that, the archi-tects tried to press the stadium roof to-wards one of the sides. As a result, the architecture of the 1930’s dominates the main facade of the stadium. This project provides for fewer ramps, which would occupy the territory of the park. The exist-ing wall turned into a gallery for visitors. Retail facilities moved closer to office buildings located in the Eastern corner of the site. On the roof of shopping malls, the architects planned to create a ter-

race to increase the territory of the park by 1 ha. Under the stadium, the architects designed a one-sided circular corridor to bring participating teams to the stadium and to allocate VIP parking.

Mosproject 4 (russia), populouS (uK)The architects developed their project long before the contest; that is why it could hardly be called an image proj-ect. According to the architects, the in-ner wall of the stadium had to be built up with glazed premises covered with a transparent roof. However, the project

preserved less monuments of the old-days Dynamo architecture if compared with other projects. The architects pro-posed to build new arenas inside the stadium wall. The large field remained unchanged while the small one rotated perpendicularly.

Unlike other architects, this team did not refer to a round shape of the stadium that is in fashion nowadays. Instead, the proj-ect authors planned to build a rectangle stadium. The facade solutions made of vertical glasses fully correspond to the natural environment, namely the trees outside the stadium.

SpiCh (russia), GMp international (Germany)This team decided to build two sepa-rate arenas in two individual buildings. The project authors were sure that it is

The winning concept reminds of an airship because of its rounded shape and a cellular network of supporting structures and ramps



always easier to build and operate two simple buildings instead of one com-pound construction. Based on that de-cision, a part of the park should have changed to get an access to auxiliary premises. The Northern and Southern stands of the stadium became much higher under the roof. The architects fully preserved the walls and their loca-tion. The same about the field. In turn, the stands were allocated closer to the field to substitute for the racing tracks. Retail galleries were projected inside the walls and underground. The project au-thors planned to build the second arena

instead of the training field, which was demolished recently.

Std development project (russia), interstudio s.r.l. (italy)The Italians are already known in Russia for the project of reconstruction of Ros-siya hotel, realized together with STD developers. They had a stadium project in their portfolio as well. Although the stadium was initially designed for the Municipality of Verona, it met some

requirements of the current tender or-ganizers.

The Italian-Russian couple also proposed to place the two arenas in separate build-ings. It was something like a mother and a baby. Only a small part of the entrance and a wall remained from the old stadium ar-chitecture. The architects intended to build a new small square between the old wall and the large arena. The authors rotated the field in accordance with the contest re-quirements. In addition, this team project-ed as many as 41,000 seats. Similar to the winning project, the architects designed a sliding roof to open with a cable winch.

to be ContinuedThe contest is over, and there is a winner. However, the organizers say this was a

Erick van Egeraat, Founder of Designed by Erick van Egeraat

Some project designers believe that it is always easier to build and operate two simple sports facilities instead of a single compound construction

Erick van Egeraat, Founder of Designed by Erick van Egeraat:

It is a rare case to have such a mixed-use sports facility near the city center. This is a new incentive for Moscow to develop. Initially, we identified four starting points, namely not to build in the park, to try to allocate everything under one roof, not to touch the old building, and finally to meet the FIFA requirements. Those days we did not know that Russia would win the right to host the 2018 World Cup. It is never bad to do something good. However, we do not want to build a FIFA stadium only; we will build it for Russia. That is why we design a mixed-use project to work every day and generate profits. We used our knowledge: Mikhail knows everything about the city, while I just wanted to create something new.



preliminary stage of the project to award a group of architects. There will be next stages.

As soon as the winning project was selected, the former Mayor of Moscow Yuri Luzhkov

argued that the new stadium buildings were too high - about 70 m. The project authors, in turn, argued that no human could see the roof of the buildings given their specific shape. As a result, the architects redesigned

their project to make the buildings 10 me-ters lower. There are some other problems as well. Although, the project authors cre-ated a scheme to rotate the both fields, the large one costs too much to rotate, experts

say. The customer also came to realize that the sliding roof is a very complicated mech-anism to realize. This means that the stands should become transformable to create a chamber atmosphere.

As of today, the project is revised, as its au-thors are trying to develop a new concept and new terms of reference to solve the above problems. Andrei Peregudov, Senior Vice President of VTB Bank and Chairman of

the Board of Directors of the Dynamo Prop-erty Management Company talks about the project in detail in our next article.

Text: Svetlana Arkhipova, Maria FadeevaPhoto: Dynamo FC archive

STD Development Project (Russia), Interstudio s.r.l. (Italy)

Mikhail Posokhin, CEO of Mosproject-2:

We were lucky to develop our idea very quickly, just in two weeks. As a result, we quickly started working on it. The key issue was to preserve the size of the former stadium; I was surprised to realize that we have succeeded in it. Although its main facade is the only part that has been never reconstructed, we decided to keep the whole stadium for the city history’s sake. We clearly stated that we would not destroy anything. That is why Mr. Avdeev, Minister of Culture, said he would support our project. Dynamo is classified as a stadium, but in reality, it cannot function normally. Another important issue concerns its design: Dynamo was not originally built as a football stadium, so the audience and the football field are separated from each other by tracks. If we realize our project in Moscow, the whole Russia would become a leader of the sports facilities industry, so no one would say that we lag behind the rest of the world.



AndreI peregudov: We WIll buIld vTb ArenA To 2016 Deadlines to finish construction of Dynamo stadium were

postponed many times. The new Arena in Moscow’s Petrovsky Park is scheduled to open in 2016. Currently, the project and its new terms of reference have been finalized. Andrei Peregudov, Senior Vice President of VTB Bank and Chairman of the Board of Directors of the Dynamo Property Management Company is talking about the project’s latest developments



– Andrei, do you consider any new ideas and technical solutions to add to the VTB Arena Park project since Russia has been given the right to host the World Cup 2018?

– We have become more enthusiastic. Re-construction of the stadium started long ago, so we did not think about the World Cup initially. This was our decision to pro-ceed with VTB arena, and we clearly know what to build there. Our maximum goal was to build a stadium for 45,000 spectators, but we understood that we typically have less audience, so our final decision was to build a stadium for 33,000 + 12,000 audi-ence. This means 33,000 permanent seats and 12,000 transformed seats. Dynamo, as well as other Russian football clubs today attracts no more than 15,000–20,000 fans. We have 30,000 people visiting only central matches like Dynamo – Spartak. As for oth-er games, domestic stadiums remain half-empty. In South Africa, any 80,000-stadium would be able to gather the same audience to watch local matches. The Beijing-based Bird’s Nest Stadium is completely aban-doned because there is no local team to be-come the home team there. FIFA calls such huge empty stadiums “gray elephants.” We have no desire to create another “gray el-ephant” here in Moscow. Instead, we will be fixing special transformed seats to host 45,000 people coming to central matches. Then, we will dismantle these additional seats, because there is nothing worse for football players as to see a half-empty sta-dium. This usually spoils energy.

– You revised five different architectural concepts. What was the deciding factor for the jury to select a winning project con-cept?

– The idea was to collect five independent concepts from different designers. In each group, there was a Russian architect and a foreigner. As for the latter, we invited only those architects having professional expe-rience in building sports facilities. Here are the three factors that have influenced the final decision of the jury: first, we needed to fully preserve the old historic wall of the Dynamo stadium. Second, we wanted two sports facilities, namely the football stadi-

um and a multi-sports arena, to coexist un-der the same roof. Finally, there are leisure and entertainment facilities located close to Dynamo stadium in close proximity to the subway station. These facilities form not only a commercial real estate zone, but also provide our visitors with very impor-tant emotional and recreational opportuni-ties. This means that the people who come to watch a sporting event will spend there an entire day. Before or after a match, they can go to the cinema, cafes, a children zone, or they can even organize a corpo-rate party or a family event there. These three factors were decisive for the jury to announce a winner of the tender. However, the conducted tender was only the first pre-liminary stage for one group of architects

to start working at the project. Then we have moved to the next stage.

– What is the next stage then?

– We have been working out new terms of reference. In this respect, the good news about Russia to host the World Cup in 2018 came just in time. Now we are work-ing closely with consultants to make our facilities fully correspond to FIFA require-ments. Namely, we look for possibilities to apply available innovative proposals to the facilities we build. This is exactly the base to develop our concept of the facility.

Now, we are at the stage of finalizing our terms of reference; we calculate and cor-rect our plans and projections. For exam-ple, we need to know exactly how many seats and VIP-boxes we have to tie up with other zones. Here in Russia, the business environment is very important for business people to have an opportunity from time to time during the game to exit their stands and enter a lounge for corporate and per-sonal communications. Another zone is for state officials and their guards. Both public

and non-public zones should be provided at the stadium, because the Russian estab-lishment has certain characteristics that need a special approach. The same applies to the entrance/exit and parking of VIP-cars, some special elevators, etc.

– As for the old Dynamo stadium, there were no hockey games held there. Why did you decide to build the second smaller arena to host hockey?

– Ice Hockey is the second most popular sport in Russia. The country generally lacks professional hockey palaces. For us, this is a purely business approach. VTB Arena is one of the few facilities in the country to be built with private money, not a state budget.

There are little to none of such facilities in Russia, as well as worldwide. The general rule is to build municipal stadiums. That is why we must have a certain ROI of the project. We will have no more than 15 foot-ball matches a year, which means low ROI. It makes no economic sense to invest hun-dreds of millions to build a modern stadium for 45,000 spectators that fully corresponds to FIFA requirements. That is why we decid-ed to add another small arena to the project to make it multifunctional. Our technologies allow replacing the ice with a regular floor in just two hours. Therefore, we are able to hold a basketball game or a concert two hours af-ter the hockey match is over. Here in Russia, we do not have many concerts held at stadi-ums. The optimum audience to watch world stars is some 20,000 people. I mean the first-tier singers or bands. As for our facility, we will be able to accommodate 15,000 visi-tors and a parterre. That is 17,000–18,000 in total, which is ideal for a concert in Moscow. In case we manage to build an appropriate acoustics (that is hard to find in Moscow nowadays), then we will make our arena one of the most attractive places to go. Dynamo Moscow hockey club (that VTB also spon-

Our goal is to successfully combine commercial and sporting approaches, since all modern stadiums follow the same business model



sors) is one of the leaders in the Continental Hockey League championship, which gives us additional energy to proceed with our project.

– Is it important to build two arenas under one roof?

– First, any area close to metro is an enter-tainment zone de-facto. At least it is typical of Moscow. As for our particular project, we will have thousands of people attending our football stadium, so it makes sense to build a smaller arena close to it in order to preserve the same public flows and energy. Second, we have set an important goal to promote small Dynamo sports as an inte-gral part of Petrovsky Park. Namely, a chil-dren’s hockey school, boxing, gymnastics, wrestling, etc. This is very important for Muscovites. If we locate a small arena in some other place, we would put an end to this. Therefore, our large and small arenas should exist in one space.

– What are other sports you pay attention to?

– We plan to build a football pavilion, a hockey field, a gym, and a fitness club. As far as we know, there is a demand for non-professional basketball and volleyball facilities. That is why we made a decision to proceed with construction of these facili-ties to meet the existing demand. We will also build a tennis court, where sportsmen would book time to practice for years to

come. Our target is to build a first-class tennis school in Petrovsky Park.

– What is the social philosophy of the project?

– We want the Dynamo stadium as part of Petrovsky Park to finally come back to Muscovites as a place to spend time with

children and families. To do this, during the construction period, we will carry out vari-ous activities and events to make people love this place in the long-term. The set of events we plan includes skateboarding and street-ball championships, as well as festi-vals. We have enough territory where we can organize these events. We will be doing our project for three to four years, so the people should know Petrovsky Park by 2016.

– How many cultural and entertainment events do you plan to have there?

– We want to organize as many events as we can to load the arenas day and night throughout a year. We expect to have as many as 200 events per year using our both arenas. As of today, there are no places in Moscow to cope with such tough

schedule of events. There will be sporting events, concerts, and variety shows. This is for sure, but I believe that with time we will find some other ways to use our facilities. For instance, to hold social parties or in-ternational conferences there. Our goal is to successfully combine commercial and sporting approaches, since all modern stadiums follow the same business model. Once again, we will make the best quality sound as we want the world’s best singers and actors perform there. We are currently negotiating a possibility to contract the world’s best operator to manage our con-cert hall the same way as O2 Arena in Lon-don and the Staples Center in Los Angeles are functioning.

– What are the sources to finance the project? Do you plan to attract other inves-tors?

– I can answer this question in detail. VTB Bank is our major financial partner that owns a majority stake in the project. Given the guarantees of VTB, we plan

to use the system of export financing that allows attracting public money of the third countries. In this case, Russia will have to use the received money ac-cording to the content of those exporting countries. The content means that a con-tractor, construction materials, or equip-ment should come to Russia from those exporting countries. In this respect, we are currently negotiating with Switzer-land, France, Germany, Italy, and China. The key benefit of the export financing mechanism is to get money at much low-er rates than we can find here in Russia. VTB is Russia’s first-class bank to guar-antee the above scheme working. VTB as our favorite bank would keep financing the project. As businesspersons, we will attract the cheapest money to proceed with our commercial project.

We will contract the world’s best operator to manage our concert hall the same way as O2 Arena in London and the Staples Center in Los Angeles are functioning



– Although it is too early to disclose final figures, but still, what is the estimated cost of the project?

– Naturally, it would be more comfortable for me to talk about the costs when the sta-dium projections are completed. I can voice only preliminary figures. International ex-perts estimate that one seat at our stadium should cost 4,000–5,000 euros. We are building a football stadium for 45,000 peo-ple, a small arena for 15,000 spectators along with corresponding infrastructure. Given that building a super-class sta-dium is generally more expensive than building an economy class stadium, as we need to build other sports facilities, some engineering infrastructure, parking, enter-tainment zones, communications and engi-neering networks, our project should costs approximately $500 million.

– As far as we know, there are plans to develop commercial real estate closer to Moscow’s Third Ring Road. What are the properties to build as part of this concept?

– Originally we planned to building 750,000 sqm, but we changed these plans later on. As of today, we plan to build about 400,000 sqm because we want to fully preserve a pleasant urban environment to combine with the rest of the park. I think the park will become one of the favorite places for Muscovites. We will restore an old park zone by building walking paths and in-creasing the number of green spaces. The residential area will be located right outside the park along with all necessary social in-frastructure. A hotel with a spa and fitness center will be another part of the project. There will be three small office buildings as well. One of those buildings will host the Dynamo headquarters; the second one will host a medical center to offer the whole range of medical services.

– Russia is currently making the first steps towards “Green Development.” Do inves-tors, designers, and developers of your ambitious project plan to follow green de-velopment principles?

– The most important criterion of eco-

friendly construction is to preserve natural landscape and territorial integrity. Therefore, we not only preserve the park area, but also build a facility that is unique for Russia in terms of ecology and energy conservation. The principles of green development are be-coming very popular in sports construction all around the world. BREEAM is the basic standard for all green developers to follow. We do the same, as we have already con-tracted consultants to monitor efficiency of the materials used, and to manage waste

and energy conservation. We want to keep to such issues as health and sports in our day-to-day practice.

– Manufacturers of LED monitors and vid-eo systems seem to be very interested in the VTB Arena Park project. Have you al-ready selected suppliers of video equip-ment and media-facades for your stadium?

– Not yet, although we have met with some producers. In the U. S., I saw a stunning ex-ample of modern technology at Meadow-land Arena, where huge screens give the HD TV quality picture even in bright sun-light. We plan to install a 60-meter-wide scoreboard at our stadium, which will be divided into sectors producing a single im-age. Naturally, we will choose the most ad-vanced technologies.

– What about the principles of universal design and barrier-free environment in your project?

– Because of the Olympic Games in So-chi, the public started paying attention to this problem. We have started to think about it long before the President men-tioned the issues. When I participated in

development of VTB 24 chain, we man-aged to open 500 bank offices in just two years. We tried to do everything possible to provide disabled people with barrier-free access. It was problematic, as those days ramps were not included in the budget. Now we are sure that principles of univer-sal design should be present at the initial design stage. We actively follow this policy. Our new VTB office located at the Moscow City business district is fully equipped with barrier-free devices. The same about the

stadium where this problem is solved in accordance with international standards. A seat for a disabled person there occupies three times more space than a typical seat. From a commercial point of view, it is less profitable for us to design and build, but we do follow internationally accepted princi-ples and think about common human val-ues. Your magazine says a lot about this, and it is a very good approach.

– Andrei, tell us please what professional sports facility developers expect from our journal.

– In the coming years, Russia will host a bunch of events, namely the Universiade in Kazan, Sochi Olympics, the Football World Cup, and the Formula 1 races. This means that the country is becoming a magnet for world-class sporting battles. I hope that some other top-level tournaments like the World Cup in Hockey- 2016 will be added to the above list as well. In this regard, your journal is very valuable and interesting for professionals who are involved in sports in-frastructure development, as well as for us-ers – the people who are fond of sports.

Interviewed by Svetlana ArkhipovaPhoto: Vera Undritzova, Dynamo FC archive

Dynamo Moscow hockey club is one of the leading teams in the Continental Hockey League championship, which gives us additional energy to proceed with our ambitious project

MAnAGeMent SChool

FoCus on probleMs And sTArT WorkIngIn this article, we summarize the best domestic and foreign practices to manage sports facilities. SF analyzes concepts, plans, and goals and objectives of facility managers together with Gil Fried who wrote the Managing Sport Facilities book, as well as with experts from Colliers International FM


MAnAGeMent SChool

From time to time, each of us sets goals and objectives to achieve. What is a goal? We have often heard that a coach wants to have a winning season. Is a winning sea-son a goal? The answer for some people

is yes. For others, the goal may be to have a good time. While the mission statement focuses on the overall direction a facility wants to pursue, the goals are more re-fined. A facility’s goal could be to have 20 sellouts or to host 10 major conferences a year. Given the set goals, each employee sets a personal goal to achieve corporate goals and objectives. It is impossible to list all potential goals, since all facilities and all constituents associated with the facility will have their own goals. This does not mean that the goals are inconsistent. An em-ployee may have a goal to sell 100 drinks a game. A customer may have a goal to enjoy the event, and part of that pro cess includes drinking. In this case, both the customer and the employee are working to reach their respective goals.

Sample goals for a health club could in-clude the following:

` Maintain a 95% retention rate for current members;

` Attract 100 new members every year;

` Offer five new classes each year;

` Minimize the number of customer com-plaints to five per week.

Each one of the goals is measurable, which is critical for analysis. If a club has a goal to have happy customers, then there must be a means to measure that happiness or the club will never know if it reached the goal. Thus, many facilities conduct yearly

surveys to see what the patrons think. If a patron’s feeling can be expressed as a number, then patron reaction can be evalu-ated and used to create a standard for fu-ture growth.

Strategy and tacticsSome experts feel that there is very little difference between goals and objectives. Strategic goals are set by the highest-level managers and are introduced to affect and empower the overall facility for the long run. Strategic goals often focus on broader aspects such as market share, profitability, industry leader position, or changes in the facility. Tactical goals are often introduced by midlevel managers and focus on what needs to be accomplished to reach the strategic goal. Operational goals are set by low-level managers and are more short-term, referring, for example, to what can be done to reach the tactical goals.

To incorporate these concepts into an ex-ample, a health club may have a strategic goal to become the largest health club in the market. The tactical goals could be to increase membership by 10% each year and to minimize nonrenewals by 50%.

The operational goals could be to attract new members by introducing new pro-grams such as discount packages or new workout opportunities. The operational goals are often more accu rately called objectives. Whereas the goal is a specific directive, an objective focuses on how to reach a goal. In our example of the em-ployee and the customer regarding the drink transaction, the employee’s objective could be to carry the best-tasting drink to

Goals will never be reached if there are no concrete means to reach them. There is no reason a facility cannot shoot for being the best facility in the area. This is the beauty of planning, as it allows managers to think creatively about the future and develop innovative strategies


Your job relates to sports construction, sports industry or sports facility management?

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reach the goal of selling 100 cans a game. Goals will never be reached if there are no concrete means to reach the goals.

Short- and Midterm planningA facility manager plans every day. Who will be using the facility? Does the facility have insurance? What type of crowd will be there? Are all the sys tems operating? Are there enough employees to work the event? Will the weather affect either the facility or the event? These are all questions that may not be answered until the event day. How-ever, through proper planning the manager will know what options exist depending on the circumstances that develop.

Short-term plans typically cover less than one year and focus on activities that may have a sense of emergency. A facility may have a short-term plan that a given event

should be sold out to help accomplish the facility’s mission. Besides short-term plans, midterm plans can be used that may extend for several years. These plans need to be flexible enough to respond to envi-ronmental changes and at the same time concrete enough to provide directions to employees who are charged with imple-menting the plan.

long-term planningThe facility manager, or a designated em-ployee, needs to focus on the future and determine what events or services will maximize revenue generation and the facil-ity’s long-term goals. Often a facility books events several years in the future. For ex-ample, if a facility manager knows that a competing facility is being built 40 miles away, he or she may enter into long-term contracts with several traveling shows and

circuses to prevent them from going to the new arena for a number of years.

Long-term plans need to focus on long-term projections, which can be influenced by po-litical, geographical, and economic trends. Most people have plans that they regard as fairly realistic. They probably realize there is little likelihood they will win an Olympic gold medal or marry a wealthy celebrity. Howev-er, such “pie in the sky” plans are essential to determine where a facility should try to reach. There is no reason a facility cannot shoot for being the best facility in the area. This is the beauty of long-term planning, as it allows managers to think creatively about the future and develop innovative strategies.

Business plansBesides short- and long-term plans, busi-ness plans need to be developed. The busi-ness plan examines the product market-ing, legal, financial, and general business

ORGANIZATIONAL STRUCTURE OF A SPORTS FACILITY MANAGEMENT COMPANY

Head of Department

Head of Department

MarketingDepartment

PR-Department

Head of Department

Chief Accountant

HR Department

Accounts Department

Department of LogisticsHead of Department

Head of Department

Head of Department

Head of Service

IT Department

Cleaning Service

Equipment Department

Head of Department

SecurityDepartment

Head of Department

Maintenance Department

Head OfficeCEO

Head of Bureau

Technical Inspection Bureau

Chief Technologist

Chief Mechanical Engineer

Chief PowerEngineering

Specialist

TechnologyService

MechanicalEngineerService

EnergyService

Source: Colliers International FM


MAnAGeMent SChool

outlook for a facility. Every facility needs to develop a business plan that may cover individual events through yearly business cycles. Each event can face financial hard-ship if patrons do not show or if too much is spent on marketing. That is why a budget (such as a pro forma budget) is a critical part of any business plan.

Business plans rely on forecasting what can happen when business decisions are made. Fore casting, a critical component in plan-ning, can be accomplished only with good information. This is why it is imperative for a manager to acquire reliable information from whatever sources are available. Colleagues, employees, friends, newspapers, television

stations, magazines, and other sources are essential elements in effective planning as they all provide input that can help influence the decision-making process. Informa tion can be critical when planning an event for a facility. Necessary information may in-clude data on facility availability, competing events/facilities, weather conditions, build-ing load capacity, cur rent economic condi-tions, demographic break down of expected fans, and numerous other variables specific to a facility or event.

labor organizationOrganizing, the second function of facil-ity manag ers, refers to a blend of hu-man resource manage ment and leader-ship. One of the most difficult tasks for a manager is to assign the right person with the right skills and interests to a given job. The fact that someone’s job description specifies certain tasks does not make that individual the best person to do a particular job. A manager must

recognize this and understand the skills that each employee brings to the facility. If it is necessary to rotate jobs or change job descriptions, then the manager must be able to do so even if this means that employees might not support their new roles. While some employees might learn to like or appreciate their new position, others might forever complain about the changes. If this process is not undertak-en, either other employees or the man-ager will be forced to carry the extra load cre ated because an employee performs inadequate or incorrect work.

In addition to assigning the right person to a task, managers need to ensure that

proper resources are provided to employ-ees. Talented employees have little value if they are not given the proper tools and resources. Someone who is a great ticket seller cannot sell tickets if he or she can-not check a computer system to see what tickets are available.

Besides creating specific job descrip-tions, defining job qualifications, provid-ing resources, and identifying appropriate responsibilities, a manager must specify and adhere to organiza tional relationships. Every business has a set of organizational relationships, often depicted in an organi-zational flowchart. The flowchart shows who reports to whom and what the lines of managerial/supervisory responsibility are. However, while the organizational chart may place one employee above another, thus giving the upper-level-employee the right to manage the lower-level employee, there still may not be a leadership relation-ship. In other words, the organizational chart merely represents a hierarchical or-der of responsibility and obligations.

The facility manager, or a designated employee, needs to focus on the future and determine what events or services will maximize revenue generation and the facility’s long-term goals. Through proper planning the manager will know what options exist depending on the circumstances that develop


Then you need to advertise yourself in the

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MIkhAIl ZAgAInov: We knoW WhAT The ICe Is!A modern ice palace is not only a perfect architecture, but also a complex technological plant with a lot of know-how. Mikhail Zagainov, CEO of Megasport Arena, one of the best ice-hockey palaces in Moscow, knows perfectly well how to build modern-day sports facilities. Megasport Arena is the winner of Russia’s national contest


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Megasport is a unique ice palace successfully combining a wide number of ice-making technologies. This ice-making factory has many energy-intensive systems that consume about 10 MW (including electric power generating plant, low-voltage systems, and turbo generators). A total of 320 employees serve Megasport day and night. This is a lot of people (for comparison: the Olympic palace of sports in Japanese Nagano has only 120 staff). In Russia, however, we keep on building energy-consuming sports facilities that require more people to operate.

oh, sport! you are politicsMegasport was built four years ago. All construction works were finished in just 18 months, because Russia needed to host the World Hockey Championship in 2007. Some construction and design technologies were omitted to build as quickly as possible. For instance, concrete and steel constructions typically need time “to settle,” but the set deadlines left no choice for us as builders. Sports and politics often go hand in hand, so we had to start the World Championship two days prior to the Megasport acceptance report: I signed this document on April 28, 2007, while we conducted the first hockey match there on April 26. More than 900 international media reporters came to cover this event.

We did everything well enough to make Megasport the facility of International level. We achieved all the set goals to bring our “baby” to the level of well-established sports facilities in Canada and Europe.

As for the said championship, we held four hockey games a day, so our facility was operational from 8 am to midnight. What is even more important, our ice stood the test (heating, lights, and flows of people). We quickly adjusted humidity levels and all corresponding equipment, although the facility was brand new and the equipment was assembled from scratch. Nevertheless, we were at our best to make Megasport fully operational and convenient for sportsmen, audience, and mass media representatives. Since 2007, we conducted 4 World Championships, 6 European Championships, and 18 top-level international competitions there.

Now athletes go to Megasport with pleasure, because they know what our professional team is. We have been working with ice for more than 30 years, and we have developed many unique ice

technologies. In the eighties, I was a chief engineer of Medeo stadium in Kazakhstan (1,700 m above sea level), where a total of 220 world records in speed skating were set.

We were successfully using mountainous environment of Medeo to make ice from glacier water. Medeo was operational from 8 am to 5 am! We had only three hours a day to relax and to switch off equipment. There was a real “pilgrimage” to “Medeo from all around the world. Those days the world’s best sportsmen were coming to Medeo to set records and achieve the best possible results. Eric Heiden from the U. S., who won six Olympic gold medals, trained at Medeo at 3 am and was happy to have this possibility, because I had no time for him to offer. This is a good example to show what a mountainous ice stadium is for sportsmen.

one ice fits All?Today, we are working closely with scientists, so we have more than 10 ice patents registered. However, in recent

Our ice team learned to work with crystal bars of ice so that we do without stalagmites and other expensive technologies. We have a special “kitchen” to boil water of 19 different types. Our existing patents allow us doing this successfully


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years Japanese skaters are the fastest in the world. Why? To begin with, they grow stalagmites in caves, and then they cut them into pieces, mix with water, and use at skating tracks. As a result, they skate 30 % faster on this kind of ice. I am not mistaken – 30 % faster! After such trainings, the Japanese go to competitions in Europe and America, where they successfully beat other competitors.

Our ice team learned to work with crystal bars of ice so that we do without stalagmites and other expensive technologies. We have a special “kitchen” to boil water of 19 different types. Our existing patents allow us doing this successfully. Megasport is the only sports facility in the world where each type of ice corresponds to specific sports. We use different layers of ice. For example, hockey players are typically tall guys of some 100 kg. They would destroy the ice for, let us say, figure skating in just

30 minutes. Given that in some cases we have to conduct four hockey games a day, we definitely need special ice for them. On the other hand, the figure skating ice has its special structure to fit figure

skates of special configuration. This type of ice is more elastic and plastic to stand high jumps and not to injure knees and muscles of sportsmen. Thus, we make careers of many figure skaters longer. Generally, we are competent in each elite sport.

Prior to Megasport, we successfully used our technologies to build another ice

sports palace in Krylatskoe, Moscow. This was the first in Russia indoor ice arena for skating, that we opened in 2004. Krylatskoe is a typical football field where we conduct Bendy (or the Russian

hockey) Championship games. This field is six times bigger than a classic Canadian hockey field. There are skating tracks around it. Just like Megasport, Krylatskoe was built fast to immediately host the World Skating Championships in 2004 (Moscow was deprived of the world championships for more than forty years before that). Despite the fact that Moscow is a flat city, we made a very

We made Megasport fully operational and convenient for sportsmen, audience, and mass media representatives. Since 2007, we conducted 4 World Championships, 6 European Championships, and 18 top level international competitions there. Now athletes go to Megasport with pleasure


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good ice in Krylatskoe. Four world records were set there in 2004, although this was not a mountainous stadium. Typically, all the world records in speed skating are set in the mountains. Unfortunately, Medeo has lost its leading positions in the world of skating. Today, skaters prefer stadiums in Calgary (1,100 m above sea level) and Salt Lake City (1,320 m above sea level).

Sochi is our pride and painIn case we successfully host the Sochi Olympics in 2014, we would be very proud of it. As of today, I see more problems than solutions there. I am talking about the Olympics as a professional working with ice technologies for thirty years. Ice is a unique product, whose quality depends on such parameters as climate and humidity. As far as I know, skaters set their records and achieve the best results having 33 % humidity. As for Sochi, the humidity in the city is as high as 95 % all the year round. Russia has enough mountains, but it was decided to build all six Olympic ice stadiums in the valley close to the Black Sea. Definitely, this creates additional technological problems. How would builders lower the humidity from 95 % to at least 40 %? There are lights, spectators coming in and out… The only solution is to make Sochi’s sports facilities hermetically sealed. A good thing here is that the President ordered to build technologically advanced facilities in Sochi, not architecturally sophisticated ones. The builders should first focus on high results, because the world of sports would remember Russia for set records, not a beauty of its sports facilities.

Probably the decision to build sports facilities by the sea was based on a desire to create maximum comfort for tourists and visitors. It is really like this, because the Olympic tourists will have everything they need in the downtown within a walking distance where trams and buses stop. However, in terms of sports, this decision was wrong. The country has no stadiums

built in the mountains, although we have enough mountains. I should point out that not only athletes, but even chess players achieve their best results in highlands. Mountains are the best environment for high-class athletes to train themselves to be able to win in any other place. Many people I know understand this, but for some unknown reasons there are no sports facilities built in Russia’s highlands. Another question is who would need those facilities in Sochi after the Olympics are over?

Staff is everythingConstruction of any sports facility equally depends on technological solutions and people. Recently, I welcomed the 38th delegation of the Sochi builders who came to Megasport to examine our ice-making technologies. I am afraid that these people do not understand what the ice is and how to make it. In Russia, there is no scientific base to teach specialists professionally. Currently we are working closely with Viktor Myakonkov (Russian Association for Sport and Leisure Facilities, RASF) to develop and produce a book of some 160–180 pages to teach people ice technologies. In the book, we will also cover international regulations for ice sports. Our book will provide at least some basis to train young experts at sports institutes of the country. At the moment, we have no methodology, so we are forced to teach people based on our working experience. Although we have already trained dozens of professionals, but the ice-making industry needs hundreds and thousands of them. The learning process should be systematized and certified.

devices and CombinesThe whole skating world has moved to indoor ice palaces some thirty years ago. As for Russia, the first indoor ice arena in Krylatskoe was built only in 2004.Two years later, we opened the

second indoor arena in Kolomna. The third and last indoor skating ring was built in Chelyabinsk. It is not easy to train staff in the absence of sports technologies. The ice-making industry in the country is not certified. It is common to see sportsmen and coaches coming to managers of skating arenas and asking for “a slippery ice.” What do they mean by the slippery ice? To what extent slippery it might be? In this regard, we started working together with the Khrunichev plant (the plant servicing the space industry) in order to produce devices to measure the ice slipperiness.

Another problem I am involved in concerns ability of the ice to preserve its unique qualities during skating races. Usually, after a few races, we use special ice-recovering combines. These machines “cure” the ice with 50–70-degree hot water. After 6–8 minutes the ice stabilizes, however, the athletes to run during the first 5 minutes have 5–7 % speed advantage (strange or not, but Russian skaters are never among them). We have a special assignment from the International Federation of Skating to develop a technology to ensure equal quality ice for all participants during, at lest, 40 minutes after “the cure” of ice. I am sure we will cope with this problem.

Mikhail Zagainov, CEO of Megasport Arena, the winner of Russia's national contestMr. Zagainov manages one of the best ice-hockey palaces in Moscow and knows perfectly well how to build modern-day sports facilities


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InTellIgenT AudIo And vIdeo FACIlITIes AT sTAdIuMsSF is talking about the existing technologies and advanced solutions used in modern sports facilities, including video and automated control systems


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SF is talking about the existing tech-nologies and advanced solutions used in modern sports facilities, including video and automated control systems.

Any sports facility that hosts interna-tional competitions should meet the requirements of such organizations as UEFA, FIFA, RFU, Premier League, etc. Saving on modern high-quality video and TV systems often negatively influ-ences the image of the facility, its popu-larity, efficiency of marketing programs and, as a consequence, its ability to gen-erate cash flows in the future.

In this article we try to discuss compre-hensive approaches to audio and video equipment, which help improve the im-age of sports facilities, increase their at-tractiveness, and finally get a higher ROI.

time for energy-efficient SolutionsRussia is preparing to host the World Summer Student Games 2013, the Win-ter Olympic Games 2014 in Sochi, and the 2018 FIFA World Cup. Many large sports facilities in the country have been designed and built from scratch. There-fore, all those involved in the sports construction have a unique chance to create their facilities based on the latest technologies available. It is time to start using the most advanced innovations to be ahead of the world by 2014 and later on. This applies to both High Definition technologies and energy efficiency.

Alexander Parfenov, Head of Construc-tion at Colliers International FM, con-siders the systems of broadcasting the most important elements of engineering equipment. “It is necessary to explain that all systems at domestic sports facili-ties are energy-consuming. For example, an average business center consumes 3.4 MW, while an average sports facility consumes up to 10 MW during sporting events. In the West, sports facilities are more energy saving en masse.

large ScreensLarge LED screens at the stadiums are quite typical nowadays. Most of do-mestic arenas are equipped with these devices made of light-emitting diodes (LED). This unique technology provides high brightness suitable for outdoor use.

Typically, LED screens are used to dis-play game statistics, animations, and re-plays. Modes of LED screens depend on rules and regulations that various sports associations may require.

Configurations, specifications, and loca-tions of the screens vary depending on architectural specifics of sports facili-ties. However, there is a common trend for all sports facilities in Russia – each of them plans to install high-definition devices. HD is becoming more and more popular among ordinary spectators who come to see a game, as well as TV com-panies operating in the sports market.

The latest trend is to see the screens “coming down to earth,” to the level of playing fields. In this case, LED screens are used in electronic ads. Flexible de-sign solutions make LED devices more universal compared to regular score-boards that are limited in height (usually no more than 1 m) and have enormous length (covering three sides of the play-ground). The fact that electronic de-vices are installed on the ground proves their initial purpose to show sponsored ads, which focuses on the audience. Location of electronic devices in close proximity to spectators imposes strict safety requirements: they must be total-

ly isolated from both players and specta-tors in order to avoid injury. They should be flexible to dismantle quickly not to prevent security guards from evacuating people in emergencies.

Sports clubs often place LED screens on the facades of their stadiums, or even be-yond them in order to broadcast games

to more fans outside. For example, there are huge scoreboards located around the New Meadowlands Stadium in New York. Thus, anyone can see what is going on inside the stadium during matches of the National Football League. This is not only the game itself, but also replayed goals and other interesting moments, as well as individual statistics. In the UK, Arsenal FC broadcasts its away games to those club’s fans who come to the stadium (usually free of charge or very cheaply). This encourages the club spir-it, while the stadium gets additional rev-enue from the sale of tickets and related products. LED scoreboards are typically under the roof of indoor sports arenas, where sportsmen play hockey, volley-ball, basketball, handball, etc. The LED devices there have many sides to display different information, replayed goals, in-dividual statistics, or logos of sponsors.

digital SignageAlong with displays that target all viewers, there are LED devices to point out “ad-dress” information. Digital Signage systems are designed exactly to help channel spe-cific information to specific groups of view-ers. These are devices built on the basis of flat-panel displays of 32–65-inch diagonals.

The modern-day content management systems can display the data in any format you like in a multiwindow display mode. These systems can work simultaneously with screens of various sizes and resolutions


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Using content management systems one can display targeted play lists, i. e. indoor-TV broadcasting, game statistics, addi-tional information, alarm signals, evacua-tion schemes depending on location of the screen, ads, commercial services, etc. The modern-day content management systems (i. e. Play-Out) can display the data in any format you like in a multi-window display mode. These systems can work simulta-neously with screens of various sizes and resolutions and, what is even more impor-tant, they do not require special knowledge to display content.”

Digital signage screens can be in-stalled in the corridors, cafes, sports

bars, VIP-boxes, and press centers. A large number of digital signage screens leads to more energy consumption, that is why more and more sports fa-

cility managers prefer to install profes-sional LCD panels, rather than tradi-tional plasma TVs.

video equipment in Security SystemsAnother important element of a suc-cessful sports facility is its security system. The main problems of mass sporting events are vandalism and ag-

gression of radically minded fans that in some cases create mass panic. The ex-isting advanced video surveillance sys-tems help avoid such risks or minimize

their aftereffects. Stadium management companies that are equipped with ad-vanced surveillance systems can react quickly to any change in the situation and be proactive.

Typically, the video surveillance sys-tems consist of seamless LCD panels assembled into walls. These devices provide high information capacity and are characterized by relatively low power consumption.

Designers of security systems should not forget that their peak loads oc-

DISPLAYING INFORMATION IN BROADCASTING SYSTEMSFor journalists and TV operators

INFORMATION SECURITY SERVICE

ADVERTISING BOARD

INFORMATION FOR FANSGame results, replayed goals

INFORMATION SCOREBOARDFor sportsmen and spectators (location of stands, schemes of passes, schedules of events)

СПАРТАК ЧЕМПИОН СПАРТАК ЧЕМПИОН СПАРТАК ЧЕМПИОН СПАРТАК

Specifications of PN-V601 Monitor

Diagonal screen size – 60 inches (152.4 cm).

Matrix resolution – 1366 x 768.

Maximum displayed colors – 16.77 million

Maximum brightness – 700 cd/sqm

Lights – LED

Continuous operation – 24 x 7

Seam between installed monitors – 6.5 mm.

Remote control (LAN) or port RS – 232 s. r.l.

Configurations, specifications, and locations of the screens vary depending on architectural specifics of sports facilities. However, there is a common trend for all sports facilities in Russia – each of them plans to install high-definition devices. HD is becoming more and more popular among ordinary spectators who come to see a game, as well as TV companies operating in the sports market


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cur during mass sports events. That is why it is necessary for them to care-fully configure networks to ensure that each subsystem works properly as part of a centralized LAN. Up-to-date video surveillance systems use stand-alone devices to guarantee permanent record-ing of information even if there are prob-lems with the centralized network. The use of IP technology allows to deliver necessary video pictures from any cam-corder (both analog and IP) to a certain operator. Such client/server software technology as Net Hunter IP provides rational allocation of network resources among various users.

In general, modern IP technolo-gies help improve the efficiency of both video surveillance and secu-rity systems. For instance, megapixel cameras provide high-resolution im-ages, which is very important to detect persons and devices at large distances. A picture taken with HDTV 720p camera (zoom 18x) is of a bet-ter quality than a picture taken with D1 camera (zoom 36x).

According to statistics, any operator watching cameras normally loses sight of 45 % of motions after just 12 minutes of continuous observation. In 22 minutes, he misses 95 % of usable information!

Based on the above facts, we can conclude that any video surveillance system is a pas-sive instrument without its intellectual ca-pabilities. Both cameras and corresponding software allow information processing. The most important thing is that even simple al-gorithms to react to chaotic public motion and abandoned belongings allow security operators to quickly react to a situation us-ing video surveillance systems.

economic efficiencyAny modern stadium usually has 50–80 boxes. In case these boxes are properly equipped with necessary audio and visual equipment, the stadium man-agers can sell season tickets to large companies along with sponsorship and advertising packages. Based on analyst calculations, one box at a football stadi-um can cost 80,000–100,000 euros per season. What is more important, in this case the stadium gets the money before the season starts, which is a good thing to improve cash flows. Well-equipped halls and other premises of a stadium can be leased to hold special events.

Those companies who have a full range of display solutions, starting from Digi-

tal Signage devices and ending up with LCD-panel walls in press centers, have more chances to succeed with their sports facilities, bringing them up to a new level. Making a regular football game a real show for millions of people will always pay for itself from the com-mercial standpoint. It is hard to over-estimate the value of audio and video equipment to demonstrate sponsored commercial ads and sports clubs’ ads, which altogether generate quite impres-sive additional revenues to the owners of stadiums.

Text: Mikhail Nevzorov

Brightness Contrast

Resolution (1366x768 pixels, 1920x1080 pixels and higher)

Response time (the interval of displayed images inside the matrix)

Illumination reserve in 24/7 mode

Distance between monitor seams in the wall

Basic number of options

Vandal-resistance

PN-V601 is based on a new LCD-matrix representing the 10th technological generation. This technology allows reaching higher brightness and contrast. It is used as the base to create unique products, including frameless monitors. The Sharp-Sakai plant started producing LCD-matrixes of the 10th generation about a year ago. Serial production of PN-V601 monitors was launched in October 2010. In December 2010, Sharp started their deliveries to Russia. To date, the Sharp PN-V601 model is the most applicable product to create video walls

TYPICALLY, THE VIDEO SURVEILLANCE SYSTEMS CONSIST OF SEAMLESS LCD PANELS ASSEMBLED INTO WALLS


future StAdiuMS

The World’s prIMe sTAdIuMsIn this column, SF together with VTB Arena Park examines the world’s largest stadiums. Here we analyze new concepts, we talk about those who perform design of these giants, and those who secure the financial sustainability of these facilities and successfully manage them

O2 Arena (UK)


future StAdiuMS

Modern-day stadiums are no longer parts of urban infrastructure. They are rather complex social centers that attract vari-ous categories of the population. Func-tionally, they are not only places to host sports events, but are recreation places. That is why large-scale projects have cer-tain requirements that developers of sports facilities should meet. In each issue, SF will analyze in detail one of the stadiums, the world’s best design and building principles, as well as the best management practices. In today’s issue, we would like to return to the most remarkable event of the past year – Stadium Business Awards 2010.

In June 2010, the Stadium Business Sum-mit took place at the headquarters of Guinness in Dublin where the winners of the first-ever Stadium Business Awards contest were announced. Over 150 glob-al sports industry experts attended the ceremony to vote for the best outstand-ing persons and the best facilities. Over 1,000 nominees that have achieved out-standing results in every segment of the in-dustry took place in the Stadium Business Awards 2010. The best stadiums of the world have been awarded in 12 categories.

Winners and finalists of the Stadium Business Awards 2010:Stadium of the Year: Espanyol Stadium in Barcelona (Spain) Finalists: Donbass Arena (Ukraine); Ricoh Arena (UK); O2 Arena (UK); Twickenham Stadium (UK); Cowboys Stadium (USA).

Innovation of the Year: the retractable roof of the Center Court at Wimbledon Finalists: the central reservation system of Agilysys at Twickenham Stadium (UK); an attraction for visitors at SkyView Erics-son Globe (Sweden); a consulting service for travelers at DallasCowboysMaps.com and a contactless smart card of Payment Solution.

Event of the Year: the opening ceremony of Donbass Arena (Ukraine) Finalists: the first England vs. Australia cricket game at the Swalec Stadium in Cardiff; the show in honor of the 125th an-niversary of the Gaelic Athletic Association Stadium at Dublin’s Croke Park; Paul Mc-Cartney’s concert at London’s O2 Arena, and an exhibition game of the new retract-able roof at Wimbledon’s Center Court.

Safety Award: Croke Park Stadium (Ireland) Finalists: Donbass Arena (Ukraine) for a closed system of intelligent video surveil-lance, and the Emirates Stadium of Arsenal FC (London) for the work of stewards dur-ing the games.

Ecology Award: the Cul Green project at Croke Park Stadium (Ireland) Finalists: the Vancouver Organizing Com-mittee for Olympic and Paralympic Winter Games of 2010; installation of photovoltaic roof at Ullevi Stadium (Sweden).

Creativity: HD video screens at the Cowboys Stadium (USA) Finalists: the Museum of River Plate FC (Ar-gentina); banners at the Emirates Stadium (UK); calendar of events for 2009 at the Stadium of Light of Sunderland FC (UK); marketing ideas to sell tickets at Ricoh Arena (UK).

Best Match Organization: Keepmoat Stadium of Doncaster United FC (UK) Finalists: Grolsch Veste Stadium of FC Twente (Netherlands); Anfield Road Stadi-ums of Liverpool FC (United Kingdom).

Manager of the Year: Patrik Meyer, CEO of Commerzbank Arena (Germany) Finalists: Glenn Delve, Group MD, Rose Bowl plc (UK); Terry Stevens, Stevens & Associates (UK); Shane Chalmers, Head of Stadium Management Co. at Keepmoat Stadium (UK); Russ Stanley, Managing Vice President, Sales, Ticketing and Customer Relations at San Francisco Giants (USA).

Team Player of the Year: Philip Johnson, London 2012 Olympic Stadium project group Finalists: Liz Cooper, Marketing Manager

at Ricoh Arena (UK); Semih Usta, Sporting Director of Besiktas FC (Turkey).

Uncelebrated Hero: Operating Department of Everton FC (UK) Finalists: Paul Burgess, Lawn Expert, Real Madrid FC (Spain); Paula Street, Head of Direction at Lindley Group (UK).

Some funny nominations:Bulldozer (for bad organization, bad service, and a horrible view): Bird’s Nest Stadium in Beijing (China). Finalists: Withdean Stadium (UK); Fratton Park Stadium (UK).

Failure of the Year: a terrible field at Wembley Finalist: failure in pedestrian arch at Sky Ride Stadium in South Africa.

Experts of the contest:

` Michael Bollingbroke, Executive Director of FC Manchester United

` Paul Fletcher, CEO of FC Burnley

` Rory Sheridan, Head of Sponsorship at Guinness

` Paul Latham, COO of International Music (Live Nation Entertainment)

` Erik Stover, Managing Director of FC Red Bull New York

the very BeSt

O2 Arena (UK)

Stadium of the Year: Espanyol Stadium in Barcelona (Spain)

Safety Award: Croke Park Stadium (Ireland) Ecology Award: the Cul Green project at Croke Park Stadium (Ireland)

An attraction for visitors at SkyView Ericsson Globe (Sweden)

COME JOIN US!The Sports Facilities journal is Russia's leading publication that specializes in sports facilities building industry.

Development of professional sports is impossible without international cooperation and partnerships with the world's leading companies involved in sports facilities indus-try. Our mission is to facilitate a dialogue between all parties inter-ested in cooperation. The Sports Facilities journal is a platform for market leaders to discuss acute problems of the sports industry.

We can help you find new partners, promote your products, technologies, and exper-tise, for all Russia to know. We are interested in anything that might contribute to the development of professional sports, as well as mass public and children's sports.

Today, we invite everyone interested in long-term and mutually beneficial cooperation with Russian sports and construction businesses.

We would like to welcome new friends and partners! Come join the team of sports industry professionals that use the Sports Facilities journal in their day-to-day activities!

P/O 34, Moscow, 117208, RussiaE-mail: [email protected]/Fax: +7 (495) 781-6744Mobile: +7 (985) 233-1609www.sportsfacilities.ru

10 ЛЕТ ПОБЕД!Заканчивается 2010 год. Для ООО «Русьэнергомонтаж» он стал юбилейным.Мы отметили день рождения компании под девизом «10 лет побед». И, конечно же, уходящий год также был ознаменован победами.В 2010 году мы приступили к строительству крупнейшего олимпийского объекта – Большой ледовой арены для хоккея с шай-бой в г. Сочи в качестве субподрядчика по инженерным системам.Закрепили свои позиции в Казахстане. После реконструкции высокогорного катка «Медеу» с нами заключили договоры на проектирование и строительно-монтажные работы еще трех объектов в дружественном государстве.В 2010 году мы значительно расширили географию объектов, приступив к выполнению работ по проектированию концертно-спортивного комплекса на 5500 зрителей в г. Владивостоке.Не обошли вниманием в 2010 году мы и родной Петербург. Очень важным и ответственным объектом стал для нас крытый конькобежный стадион с двумя хоккейными полями, проект которого завершен и в настоящее время проходит государствен-ную экспертизу в Санкт-Петербурге.Для нас крайне важно отвечать всем современным требованиям, предъявляемым к строительству спортивных объектов, поэтому наши специалисты постоянно следят за новыми тенденциями в отрасли спортивного и промышленного холодоснаб-жения и сопутствующих отраслях и повышают свой профессиональный уровень. С целью ознакомления с новинками рынка холодильного и вентиляционного оборудования, а также обмена опытом с зарубежными коллегами специалисты нашей ком-пании посетили заводы-производители в Копенгагене и Милане.В 2010 году ООО «Русьэнергомонтаж» не только традиционно стало участником ежегодной выставки «Спорт» в Москве, II Международного форума «Россия – спортивная держава» и выставки OlympExpoBuild в Сочи, но и было представлено на вы-ставке Chillventa в Нюрнберге, Германия.За 2010 год силами ООО «Русьэнергомонтаж» смонтировано более 10 холодильных систем на объектах в России и ближнем зарубежье общей холодопроизводительностью свыше 14 МВт, произведено более 25 000 квадратных метров искусственно-го льда, выпущено более 80 томов проектной документации.10 лет для производственно-инжиниринговой компании – это не возраст. За прошедшие годы мы смогли твердо встать на ноги, завоевать рынок, заслужить положительную репутацию. Созданное ООО «Русьэнергомонтаж» за 10 лет – это только маленькая часть того, что еще предстоит создать.

ЖЕЛАЮ КОЛЛЕГАМ И ПАРТНЕРАМ УДАЧИ В НОВОМ 2011 ГОДУ!ПУСТЬ УСПЕХИ, КОТОРЫХ ВСЕМ НАМ УДАЛОСЬ ДОСТИЧЬ В УХОДЯЩЕМ ГОДУ,ТОЛЬКО ПРЕУМНОЖАТСЯ В ГОДУ НАСТУПАЮЩЕМ! Генеральный директор

ООО «Русьэнергомонтаж»Олег Кравченко

190020, САНКТ-ПЕТЕРБУРГ, НАБ. ОБВОДНОГО КАНАЛА, Д. 138ТЕЛ.: (812) 320-67-63, ФАКС: (812) 320-67-64 E-MAIL: [email protected], WWW.RUSEM.RU

Ваш стадион способен на большее,чем работать всего 40 дней в году

Как сделать, чтобы Ваш стадион не «спал»?Инженерный комплекс для многоцелевого использования стадиона позволит Вам зарабатывать на использовании спортивного сооружения круглый год, сохраняя качество натурального газона.Cтадион содержит все, чтобы:• проводить концерты с возможностью расположения сцены и части зрительных мест на поле;• устанавливать ледовое покрытие для проведения ледовых шоу и организации массовых катаний; • размещать выставки;• использовать поле для картинга и т. д.

Комплекс представляет собой быстро устанавливае-мый и демонтируемый помост высотой от 1 м, выдерживающий до 7000 зрителей, ледовую пло-щадку с 4000 одновременно катающимися людьми, выставочные экспонаты до 5000 тонн. Опорные эле-менты размещаются за границами игрового поля, что сохраняет натуральный газон от повреждений. Комплекс легко встраивается в любой стадион и не требует капитальных изменений сооружения.Хранение элементов конструкции может осущест-вляться как вблизи стадиона, так и в месте, не привя-занном к стадиону. Общий объем под хранение составляет 2500 м3, и конфигурация здания может быть любой.

Комплекс запатентован в России и за рубежом и не имеет мировых аналогов.

Контактная информация:ООО «Аинтрис»Тел.: +7 (495) 943-19-84E-mail: [email protected]

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ТЕМА НОМЕРА:Декабрь 2010 №06 (06)

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