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State of Arsenal's finances: What we know about wages, ticket prices, FFP and debt

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State of Arsenal's finances: What we know about wages, ticket prices, FFP and debt

For the fifth consecutive year, Arsenal’s accounts have recorded a loss. Their books for the year ended May 31, 2023, show an overall deficit of £52.1million ($65.8m) — a £6.6million increase on their losses for 2021-22.

But, a little like the first team’s wobble in form over Christmas, the underlying numbers provide a little more room for encouragement.

Overall revenue was up to £467million — a 25 per cent increase on the previous year.

The financial result was however impacted by “impairment write-downs on certain player registrations amounting to £18.1million, which by virtue of their quantum are classified as exceptional”. Without those exceptional items, the loss before tax amounted to £34million — not great, but an improvement on the previous year.

Here, The Athletic explains what these results tell us about Arsenal’s financial position.

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What exactly do these results cover?

These results cover Arsenal’s trading for the year up until May 31, 2023. That means it encompasses the signings of Gabriel Jesus, Oleksandr Zinchenko, Fabio Vieira, Leandro Trossard, Jakub Kiwior, Jorginho and Matt Turner. This summer’s spending — including the club-record £105million deal for Declan Rice — will appear in next year’s results.

How have Arsenal raised their revenue?

Arsenal’s improvement on the field has helped them generate more revenue. Their title challenge in the 2022-23 Premier League saw them earn more from broadcast revenue.

Crucially, this was also the season in which Arsenal returned to European football, in the form of the Europa League. As a consequence of playing in Europe and improving their Premier League position from fifth to second, broadcast income rose £45million to £191.2million. However, their relatively early exits from cup competitions put a cap on their earnings.

“During 2022-23 and subsequently during the summer 2023 transfer window, the club has again invested strongly in the development of its men’s first-team playing resources,” reads the report. “This investment recognises that qualification for UEFA competition represents a pre-requisite to re-establishing a self-sufficient financial base.”

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Arsenal’s return to the Champions League has boosted their income (Clive Rose/Getty Images)

Arsenal confirm they are “reliant on the continued financial support of its ultimate parent company, Kroenke Sports & Entertainment (KSE)”. The Arsenal board, however, have aspirations of returning to a financially self-sustaining model. For that to be the case, continued European qualification is essential.

A shift in strategy and emphasis on retail delivered club-record commercial income of £169.3million. The department is growing — commercial and administrative staff rose from 364 to 426. With the new Emirates deal set to start in 2024-25, commercial revenue should only increase.

Despite a club record in income, Arsenal’s overall revenue remained behind the declared figures for Manchester City, Manchester United, Liverpool, Chelsea and Tottenham Hotspur. This can be explained in large part by the fact four of those teams were playing Champions League football. Spurs’ new stadium has also seen their matchday revenue exceed Arsenal’s.

What are those ‘impairment write-downs’?

Impairment losses occur when a business asset suffers a depreciation in fair market value, which is more than the book value of the asset on the company’s financial statements. In football terms, it usually occurs when a player has sustained a serious injury or a player’s market value crashes far below what was originally paid for him.

The financial report is too discreet to name any specific players but presumably, the disastrous £72million signing of Nicolas Pepe is a factor here.

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Arsenal’s inability to sell players continues to cost them. They made just a £10.7million profit from the sales of Matteo Guendouzi, Lucas Torreira, Bernd Leno and Konstantinos Mavropanos. The report explains: “The club’s ability to realise profits during 2022-23 was again adversely impacted by market conditions with reduced overall liquidity as clubs’ acquisition budgets continued to be impacted by financial pressures post-pandemic.”

How is the wage bill looking?

The last set of results saw the wage bill getting smaller, as a consequence of allowing highly paid stars, including Mesut Ozil and Pierre-Emerick Aubameyang, to leave.

The addition of several new players to the men’s and women’s teams has seen that grow to £234.8million. That is expected to rise again in the next set of accounts, with arrivals such as Rice and lucrative new contracts for Martin Odegaard and William Saliba.


Saliba has signed a new deal (Stuart MacFarlane/Arsenal FC via Getty Images)

Impressively, Arsenal outperformed their total salary cost with on-field achievements by some way. The wage bills at Manchester United (£331.4million) and Chelsea (£404.9million) dwarf Arsenal’s, yet it was Mikel Arteta’s team that ran Manchester City closest.

Wages now account for just 50 per cent of revenue — a very healthy position.

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What is Arsenal’s FFP and PSR position?

As of the end of May 2023, Arsenal were confident the club “continues to be compliant with applicable financial sustainability regulations put in place by UEFA and the Premier League”.

In the Premier League profit and sustainability regulations (PSR), clubs are permitted to make overall losses no greater than £105million over a three-season period. Although Arsenal’s combined losses exceed this figure, the leeway clubs were granted as a consequence of the pandemic means they are still in a relatively comfortable position.

There has been significant expenditure since then and Arsenal have indicated that financial regulations were a factor in their decision not to enter the January transfer market. This may have been to ensure they could spend significantly in the summer of 2024.

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What about the season ticket prices?

Arsenal recently announced a season ticket price hike of up to six per cent in certain parts of the ground. Part of the explanation was a rise in operating costs. There’s some justification here: Arsenal’s results illustrate a rise of £40million in their non-salary costs, partly due to UK inflation.

The increase in matchday revenue achieved by the price increase, however, will remain relatively small. Arsenal fans will still feel the additional funds could be generated by other means — especially as the new Champions League format means the club will most likely benefit from more home games next season.

What is the debt situation?

Aside from money owed on transfer fees, the majority of Arsenal’s debt is to Stan Kroenke. Arsenal borrowed a further £41million from their owners in 2022-23, taking their total debt to KSE to £259million.

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It’s a lot of money, but Arsenal have spent much of the past decade in a similar degree of debt. The positive is that the debt is to parent company KSE rather than external creditors, with favourable interest rates.

Any other business?

Arsenal have confirmed that Ashburton Trading, a subsidiary of the football club with a focus on property development, have finally been granted permission to develop a new block of student accommodation in the shadow of the Emirates Stadium.


An artist’s impression of the proposed student accommodation (CZWG)

Arsenal’s original plan for a 25-storey building at 45 Hornsey Road was rejected by Islington Council in 2011. After more than a decade, a compromise has been reached on a 12-storey building that could house 284 students.

Arsenal have also included what is becoming their customary statement on the ongoing row over the dissolution of the European Super League. “The Group is monitoring certain ongoing matters relating to the closure of the European Super League project,” they write. “If any additional costs arise as a consequence, these additional costs would be fully recharged to the parent entity, KSE.”

If Arsenal are financially liable for reneging on the Super League agreement, it seems their owners will foot the bill.

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(Top photo: Stuart MacFarlane/Arsenal FC via Getty Images)

Finance

Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath

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Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath



Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers – Supervisor Lindsey P. Horvath
















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Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers


Board Advances Motion to Address LAHSA’s Failure to Pay Service Providers


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Supervisor Lindsey P. Horvath







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How “impact accounting” can integrate sustainability with finance

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How “impact accounting” can integrate sustainability with finance

Around three years ago, Charles Giancarlo, CEO of data platform Pure Storage, came back from Davos and asked his sustainability team to look into an idea he’d encountered at the meeting: Impact accounting, a method for integrating emissions and other externalities into company balance sheets. 

The idea had been slowly picking up adherents in Europe for around a decade, but Pure Storage, which rebranded this month to Everpure, would go on to become the first U.S. company to join the Value Balancing Alliance (VBA), a group of 30 or so companies developing the approach. Trellis checked in last week with Everpure and the VBA for an update.

How does impact accounting work?

At the heart of the approach are a set of “valuation factors,” developed by third-party experts, that are used to convert activity data for emissions, water use, air pollution and other externalities into dollar figures that can be integrated into balance sheets. In the case of emissions, for example, the VBA uses $220 per ton of carbon dioxide equivalent, a figure based on the estimated social impact of rising greenhouse gases levels. 

At Everpure, one long-term goal is to have cost centers be aware of the dollar impact of relevant externalities. After an initial focus on identifying and collecting the most material data, the team is now rolling out a dashboard containing several years of impact accounting numbers.

“It’s catered to different personas,” explained Adrienne Uphoff, Everpure’s ESG regulations and impact accounting manager. Finance was an initial use case, with product managers also on the roadmap. “You can compare it to financial numbers to really understand the impact intensity.”

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What value does the approach bring?

“The essence of impact accounting is that you’re translating all these different metrics in the sustainability space into the language the decision makers understand,” said Christian Heller, the VBA’s CEO. “Everyone understands what you’re talking about, and you get a sense of the magnitude of your impact and the risks and opportunities.”

This has allowed Everpure to calculate what Uphoff called the “environmental costs of goods sold” and to estimate the impact of circular strategies, such as refurbishing hardware. The analysis reveals “impact savings across the full value chain across five different environmental topics all in a single dollar unit,” she said. 

Analyses like that can then be shared with customers and used to distinguish Everpure from competitors. “The long-term winners in this space are going to be those that can perform against sustainability goals,” said Kathy Mulvany, Everpure’s global head of sustainability. “Impact accounting gives us a way to bring comparability, so companies can understand how they’re truly stacking up.”

What does it take to implement impact accounting?

A great deal of technical work goes into creating valuation factors, but the system is designed so that outside experts create the numbers and hand them to sustainability professionals for use. Still, not every company will have the in-house environmental data that is also needed. Many companies have been collecting emissions data for five years or more, for example, but detailed datasets for water use are less common.

Internal teams also need to be familiar with the concepts. “One of the key learnings from our impact accounting implementation is that the socialization curve is longer than you expect,” said Uphoff. “Attaching monetary values on externalities introduces new metrics and mental models, and that can naturally make people a little nervous at first. It takes time and dialogue for teams to build confidence in how to interpret this new lens on performance.” 

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What’s next?

In the early days of impact accounting, companies and consultancies worked independently on different methodologies. Now that work is coalescing, said Heller. The International Standards Organization will start work on a standard this summer, he added, and the VBA is having conversations with the IFRS Foundation, which creates international financial reporting standards.

The approach may also be integrated into mandatory disclosure standards. Heller noted that the European Union’s Corporate Sustainability Reporting Directive mentions the potential benefits of companies putting a dollar figure on some environmental impacts. “It’s the next evolutionary step of any kind of sustainability disclosure regulations,” he said.

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2 Aspira charter high schools to close by April due to financial issues

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2 Aspira charter high schools to close by April due to financial issues

Chicago Public Schools is shutting down two Aspira charter high schools by the middle of the year, following financial issues over the past year. 

School leaders are calling the move “unprecedented.”  

Students at the Aspira Business and Finance High School at 2989 N. Milwaukee Ave. in Avondale held a walkout right outside of Aspira after the CEO said they only have enough money to stay open for the next four to five weeks.

Students wanted their questions answered as to why they’re being transferred to other schools.

Angelina Mota is a senior at the high school and said she is concerned about her future.

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“It’s very difficult, especially for us, hearing that credits might not go all the way with us. That our graduation might just be taken back. It’s very disappointing,” she said.

This is the first time a CPS school will close before the end of the school year. Both Aspira and CPS said the charter network won’t have the funds to stay open past April.

“The burden on our seniors has got to be… they don’t give a damn about the kids. The seniors,” Aspira of Illinois CEO Edgar Lopez said while fighting back his emotions.

The school is facing a $2.9 million deficit, impacting 540 students and dozens of staff.

CPS said they have already given more than $2.5 million to the charter school to help sustain operations. They said under Illinois law, it reached the legal limit of funding it can provide.

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This has been a year-long effort in compliance with state charter school law.

In a statement, CPS said, “Aspira has not submitted required documentation, including evidence of funding to support operations through this school year.”

The documents CPS said are overdue include the school’s fiscal year 25 financial audit, general ledger, and payroll.

“We’re not hiding nothing. The financial documents that they were asking for, Jose told them, we’ll have them to you by Friday. Then they send a letter by Thursday. They didn’t even give us a chance,” Lopez said.

CPS said they’re initiating this due to the lack of financial transparency and solvency.

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“We know we don’t want to go anywhere else because we’re used to the routine we have here,” said student Arichely Molina.

“Please let us (stay) open. at least until we graduate,” Mota said.

CPS said their main goal is to ensure the kids have a safety net as they transition to another school. 

The second school is located at 3986 W. Barry Ave., also in the Avondale neighborhood.

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