What is the Rovers Trust and why is it vital to the future of B lackburn Rovers FC

1. What is the RoversTrust and why is it vital to the future ofBlackburn Rovers FC A Presentation to Madame A. Desai and family May 2013

2. Contents • Overview and summary • The role of supporters trusts in football • Overview of the Rovers Trust • Why is the Rovers Trust vital to the long term future of Blackburn Rovers • The ambitions of the owners and potential next steps • The continuing evolution of the Rovers Trust • Appendices: • Background of the Rovers Trust steering group • Further details on Supporters Direct, the Football Supporters Federation and Football Supporters Europe • Additional case studies of supporters trusts’ involvement with leading football clubs • Public endorsements of the Rovers Trust • Links to relevant international press articles • Attachments: • Covering letter • Formal letter of support from Supporters Direct • Formal letter of support from Blackburn Chemicals • Confidentiality and disclaimer • This presentation has been prepared solely for the use of Madame A. Desai and her direct family in their role as ultimate owners of Blackburn Rovers Football & Athletic Plc. The contents of this presentation and the accompanying letters are highly confidential and not be reproduced, replicated or made public in whole or in part without the explicit written agreement of the Rovers Trust Group. The data enclosed is up to date as at 28 April 2013, however Rovers Trust and its group of companies, directors, officers and associates make no representation or warranty as to the accuracy of the enclosed. Rovers Trust is the trading name of BRSIT Limited. BRSIT Limited, trading as Rovers Trust, is a private company registered in England and Wales (8046293) whose registered office is at 1-2 Richmond Terrace, Blackburn, Lancashire, BB1 7AT, DX 13604 Blackburn 3. VAT Number: GB 157 2363 08.

3. Overview and summary • More than 170 UK clubs have officially recognised supporters trusts ( more than 70% of English football clubs) • Of these, 100 have a shareholding in their club and 30 clubs are outright owned or controlled by their supporters trust • These have more than 300,000 members across the UK making them one of the single largest group of influencers in football • More than £30 million of new finance has been brought into football by trusts • Arsenal and Swansea City are two Premier League clubs that have prospered under partial supporter ownership • Richard Scudamore (Premier League Chief Executive) recently said that he saw Swansea as the ideal ownership model for Premier League clubs • The Rovers Trust is the (one and only) official supporters trust of Blackburn Rovers FC • The Rovers Trust is recognised and approved by Supporters Direct, the Football Supporters Federation and Football Supporters Europe (the Government, national and international bodies in this area) • The Rovers Trust is here to help the club and benefit the owners • The Rovers Trust is not a protest group or a fan club; it is a Government backed, member owned, independent voice of the supporters • The Rovers Trust has a long term aim of working with the owners by having supporter representation on the Board and a meaningful ownership share, maintaining and improving the relationship between the supporters and the club • The Rovers Trust members have so far pledged more than £3 million should an opportunity to acquire a stake in the club arise • With more than 1,100 paid up members, growing at 6% per week (on average since launch in November 2012) the Rovers Trust is on target to have 2,500 members in its first year of operation • By comparison Arsenal Supporters Trust has 1,100 members after 10 years of operation • The Rovers Trust estimates there are around 100,000 Rovers fans globally and has the long term aim of achieving membership levels of more than 10,000 • The Rovers Trust steering group is made up of democratically elected experts who are local, national and international business people, and lifelong Rovers supporters • Several members of the Rovers Trust steering group own and run family businesses both large and small, including WEC Group and Blackburn Chemicals, two Lancashire-based companies with international footprints • The Rovers Trust believes a collaborative approach between our steering group, our members, the owners and the club, will help: • Bring supporters and sponsors back to Ewood Park; • Repair relationships between the owners and the fans locally, regionally, nationally and internationally; • Improve the global brand; and • Rebuild the club’s revenues, protecting the long term future of Blackburn Rovers

4. The role of supporters trusts in football • Swansea City’s Story • On July 8th 2001, a group of Swansea supporters met to • discuss and debate the idea of forming a supporters’ trust. • Their concerns were numerous: on the pitch, City’s fortunes • had slumped, and the club were relegated back to Division • Three. Off the pitch, the outlook was even more troubling. • In 2001, owners Ninth Floor PLC put up the club for sale. Initial reports said they set a price of £3m, instead they agreed a sale to former Commercial Manager Mike Lewis for £1 – on the condition that the club would shoulder a debt of £801,000, to Ninth Floor. • Lewis (who in 2007 pleaded guilty to fraud relating to his activities at Exeter City) made no secret of his desire to sell it at the earliest possible opportunity. Unwilling to wait for a change in ownership, the supporters decided to take matters into their own hands, and with the help of Supporters Direct, formed the Supporters Trust. • The Trust won backing from across the local community, with offers of help in a plethora of areas from fundraising to financial planning. As a co-operative, democratic organisation, it had a clear mandate to act in the best interests of the club. • Off the field, events were moving apace. Lewis sold the club, again for £1, to Australia-based businessman Tony Petty. At this point, the Trust stepped up their efforts to secure a stake in the club. Negotiations continued behind the scenes, whilst supporters took collective action to make their desire for greater involvement in the club clear. • Eventually, the Trust were able to broker a deal whereby a group of vetted investors – sourced by the Trust – agreed to purchase Swansea City. Trust members raised significant funding and the Trust is now the third largest shareholder, with a 19.99% stockholding and a seat on the Board; which is guaranteed permanently by the shareholders’ agreement signed in 2002. • The club barely escaped relegation to the Conference National in 2003, and eight years later, won promotion to the top level of English football, operating under a system of financial sustainability and community engagement. It would not be an exaggeration to say that without the Supporters’ Trust and their co-operative principles; the current success being enjoyed by Swansea would not have been possible. • Swansea City's ownership model “is as ideal as it gets” for a Premier League Football Club; Richard Scudamore, CEO Premier League • A supporters trust is an officially-recognised, independent and legally constituted body of supporters, who have come together to support, influence and assist their sports club with a particular emphasis on achieving supporter and community representation at boardroom level and in the ownership structure • Community involvement at every sports or football club is vital to its success. Supporters trusts throughout Europe work with the community, local government and their club to enhance the relationship between the stakeholders • Specifically within the UK, supporters trusts, in partnership with Supporters Direct (the relevant government body), work to: • Ensure clubs are run responsibly and are financially sustainable; • Recognise supporters are the most important stakeholders at a club; • Promote the involvement of supporters in the decision making process; and • Promote the value of supporter ownership and influence • Importantly, it should be recognised that while a supporters trust may hold alternate views on the running and direction of their club, these are not radical organisations. Their prime objective is to work with the club’s owners to the mutual benefit of the club, supporters and the wider community • More than 170 supporters trusts are registered in the UK from Manchester United at the top of the Premier League to Dulwich Hamlet in the Isthmian League with various levels of involvement in the clubs: • Outright ownership – e.g. Portsmouth • Significant minority – e.g. Swansea • Small minority and a board level voice – e.g. Arsenal • Board level voice – e.g. Bradford • The rest continue to act as a conduit between clubs and supporters with the long term ambition of being part of the ownership • Supporters trusts are truly democratic organisations with the guiding philosophy recognising all fans are equal and all members should be treated as such. There can only ever be one member, one vote

5. Overview of the Rovers Trust • Since its official launch in November 2012 the Rovers Trust has: • Achieved a membership of 1,025 in the first five months • Membership is growing at 6% PER WEEK • Arsenal has 1,100 after ten years in existence • Granted official supporters’ trust status by Supporters Direct • Gained wide public backing from the supporter base, community and business leaders and major area employers • Achieved mass engagement with the local and global community via social media with • 1,208 Facebook likes • 3,912 Twitter followers (more than 10% of OneRovers figures already) • 4,399 unique website visits for March • 6,404 website visitors for March • 17,404 website page views for March • Active community involvement with grassroots sports clubs including Blackburn Youth Zone and Blackburn Rovers Community Trust • On target to achieve 2,500 members by end 2013 which will represent 17.7% of the current average attendance (14,136) • Involvement with wider supporter issues at national level via Supporters Direct, Football Supporters Federation and Political Party Conference fringe meetings • Raised operating funds and supported the club financially through a Sporting Dinner and player sponsorship • The Rovers Trust was formed in 2012 following a high profile awareness and finance raising campaign aimed at bringing supporters together under one organisation. • The Rovers Trust is now the official Blackburn Rovers supporters trust backed by the Football Supporters Federation (FSF) and Supporters Direct (SD), the relevant public bodies in this area • It has three main aims: • To actively engage Blackburn Rovers’ supporters with their football club; • To actively engage Blackburn Rovers supporters with their local community; • In the long term, to protect Blackburn Rovers and the community by acquiring a stake in the football club to provide a voice for fans, meaningful dialogue with the present and future owners and to use the asset lock to secure the future of the club and its assets • The Rovers Trust steering group is made up of committed fans of Blackburn Rovers who volunteer their time, energy and expertise for free. They are local businessmen and women, retired professionals, unemployed persons and students and represent a good cross section of the Blackburn Rovers supporter base • The Rovers Trust enjoys the support of all local members of parliament: Jack Straw, Jake Berry and Graham Jones as well as members of the House of Lords, Lord Taylor of Blackburn and Lord Patel of Blackburn

6. Why is the Rovers Trust vital to the long term future of Blackburn Rovers • Research conducted by Supporters Direct concludes that football clubs with Supporter Trust involvement/ ownership: • Have substantially improved supporter satisfaction with their club • 61% with no supporters trust participation) against 84% where supporters trust participation exists; and • Have massively increased supporter satisfaction with the owners • 57% where a supporters trust is not involved against 87% where it is • Leading to: • Greater match day spend • Match day secondary spend increase between £2 and £9 per head where a supporters trust was involved in the club • More resilient attendances regardless of performance • Ranging from 57% to 70% maintained increases in home attendances • Often breaking attendance records in the relevant league (e.g. Portsmouth’s 18,500 on the first match day of ownership in League One despite confirmed relegation to League Two) • Higher commercial revenue and sponsorship income • A greater sense of commitment to the club and to the brand • A high level of volunteering and personal involvement • 26% of fans were ‘involved’ in their club where no supporters trust existed versus 52% where it did • Deeper and longer term strategic partnerships with local businesses and the local authority • The Rovers Trust wants to help the owners bring similar improvements in financial performance and supporter involvement to Ewood Park Reference: “Business Advantages of Supporter Community Ownership in Football”; Supporters Direct Briefing Paper 4, 2012

7. The ambitions of the owners and potential next steps • Transparency, openness and trust • It is essential the media circus surrounding the club ends. The Rovers Trust believes the best way to end it is for the owners to open meaningful dialogue with the steering group of the Rovers Trust based on transparency and with the aim of building trust and respect between the two • The Rovers Trust would work with the owners to distil agreed accurate and relevant information directly to trust members. This would typically include the owners intentions regarding transfers, key roles in the club and financial support • The Rovers Trust would actively seek to have a public Q&A with Blackburn Rovers executives (in an agreed format) on financial stability matters, commercial arrangements and major decisions • The Rovers Trust would (on a confidential basis) seek to develop a more in-depth understanding of the operations of Blackburn Rovers so that if an ownership opportunity arose in the future, it was better educated • Meaningful supporter (minority) ownership • In the medium term, if the owners felt comfortable with the Rovers Trust and a relationship of trust and respect had developed through the ongoing dialogue, then the Rovers Trust would like to acquire a meaningful minority ownership stake in Blackburn Rovers on behalf of the community • A valuation can be agreed at the time, however supporters are not strictly financial investors and owning a share in the club would be worth notionally more to them for historical and psychological reasons • Provided a suitable shareholders agreement can be put into place, the Rovers Trust can easily envisage raising significant appropriate funding from its members for a minority stake • Long term succession planning • The Rovers Trust would be the ideal long term exit plan for the owners, either in a managed, staggered purchase or at any point where the owners felt that Blackburn Rovers no longer figured in their plans • By building a relationship through open and honest dialogue, the Rovers Trust, on behalf of the supporters, would be an ideal long term partner for the current or any future owners of the club

8. The potential evolution of Rovers Trust

9. Appendices

10. CVs of the Rovers Trust key officers Wayne Wild – Co-Chairman • Wayne is Group Director of WEC Group Ltd, a specialist engineering company with c440 employees and c£40m turnover. Following gaining a BSc Degree in Building Surveying Wayne moved in the field of steel stockholding and later into specialist engineering. Wayne was instrumental in agreeing a sponsorship deal with BRFC to sponsor a main stand to form the WEC Group Darwen End Stand. This sponsorship enabled Wayne to form strong relationships with the senior management of BRFC. Wayne is responsible for various divisions and sites within the WEC Group. With manufacturing units in Darwen, Blackburn, Liverpool and Leeds he spends his time visiting and overseeing the daily operations and growth plans for each division. With an array of skills in employee recruitment, business planning, financial performance, sales and marketing within each division Wayne has a proven and successful track record. These skills and experience were also used to initially form BRSIT and then to coordinate a merger of two groups to form Rovers Trust and take up the position of co-Chairman. Wayne uses his array of skills across all operations of the trust to lead and advise on all matters. This position requires a high level of dedication and drive. It requires him to engage with all members of the steering group/committee to ensure they achieve all agreed individual and team objectives through leadership and example setting. His history, relationships and networks with local MPs, business leaders, media outlets, corporate connections and BRFC directors has enabled Rovers Trust to flourish and grow into a well known and successful operation. Using his contacts enabled the group to use King George's Hall and Blackburn Cathedral for a public conference and a launch as a strong platform. Using established facilities, resources and personnel within WEC Group allowed the trust to prosper on very limited income. His driven desire to ensure that the history and future of Blackburn Rovers, his hometown football club, is protected and fought for during these extremely difficult and delicate times means that all the skills mentioned previously will be used to ensure the success of Rovers Trust. Oliver Jones – Co-Chairman • Oliver Jones is a local businessman, operating in Chorley Lancs. Having started his profession in retail at the age of eighteen, he worked his way through the ranks from part time shop staff to Branch Manager in a busy North West photographic retail chain. He oversaw several successful High Street retail operations until 2005, when he founded an Internet based company selling musical instruments, where he remains successfully trading to this day. A family man with two children, he started attending games at Blackburn Rovers in 1980, and paid for his first season ticket in 1985. A founder member of Blackburn Rovers Independent Supporters Association (BRISA) in 2006, he was asked to galvanise the newly formed Blackburn Rovers Supporters Trust in Spring 2012. He played in important role in helping to form the Rovers Trust with his involvement in the merging of BRST and the Investment Trust (BRSIT) later that year, where he is currently the Co-Chair. Neil Thornton – Communications and Media Officer • Neil is the managing director of Thornton Media, an award-winning journalist and public relations specialist with more than 20 years’ experience in all aspects of journalism, PR and media relations on behalf of blue chip organisations and global brands. He has extensive experience running PR teams, developing strategies and advising public bodies and NGOs in communications and the media. Thornton Media works with blue chip clients such as the Conran Group, Sir Terence Conran’s design company, both in the UK and internationally, particularly in Asia. Experienced in creating and implementing high profile national and international campaigns to achieve set objectives, as well as designing and managing brand protection/crisis management initiatives. Neil is a life-long Blackburn Rovers supporter and has worked at the club in a variety of capacities since the 1980s. He has been managing the communications and media strategy for the Rovers Trust since its inception building momentum to increase membership, create a globally recognised brand and help unite the supporters behind a coherent and positive plan. All journalists and media – from the BBC to the New York Times, to Forbes India Magazine – come to Neil for stories, quotes and ideas allowing him to shape the message about the club and its supporters. Dan Grabko – Finance Officer • Dan Grabko is a finance and accounting professional, currently the Chief Financial Officer at Jobtip Services Sweden AB, a recommendations-based recruiting solutions company based in Gothenburg, Sweden, as well as the Finance Officer and co-founder of Rovers Trust. Dan graduated with honours, cum laude, from the University of Saint Thomas Aquinas, a private Catholic university in St. Paul, Minnesota, USA, obtaining baccalaureate degrees in both finance & accounting administration, as well as the German language. Previously, Dan has worked as a Senior Financial Statement Auditor with two of the top regional accounting firms in the United States. His primary focus was on the biotech, not-for-profit, and research institute industries. Dan later represented San Diego, California’s largest charitable organisation, Father Joe’s Villages as their Senior Government Grant Compliance Officer, overseeing the organisation’s compliance with its multi-million dollar government grant awards programmes for projects with the homeless and poverty stricken, ranging from childcare, education and soup kitchens to low-income, affordable housing development. Dan’s wide range of international experience within the finance and accounting industries will allow him to be an asset across the full scope of Rovers Trust’s activities, from charitable community involvement to corporate finance. Dan is credited with creating and reaching out with the original business proposal that subsequently became the seed from which Rovers Trust has developed into the organisation it is today. Brian Lamb – Commercial Officer • Brian is the ex-sales manager, where he served 40 years, at Blackburn Chemicals Ltd, which was established in 1972 and is owned by the Lamb Family Trust. The company produces speciality chemicals to control foam. The main customers are in the paper, surface coating, food and pharmaceutical industries. The company is highly profitable and has a turnover of over £30 million, employs 50 people and exports 80% of its production to about 60 countries. Brian has worked in most areas of the company. For the last twenty years he has been responsible for running a European sales team and also developing sales to global companies. This work involved the day to day co-ordination of the sales team, writing the annual sales reports and giving presentations to the customer’s technical staff. He also worked closely with the technical staff at Blackburn Chemicals on the development of new products, the hands-on evaluation of new products and writing of technical reports. Brian has travelled the world to establish good relationships with the Owners, C.E.O.s and Purchasing Directors of some of the largest companies in the world. e.g. ICI Chemicals, AkzoNobel Chemicals, McCain Foods and Pepsicola. Brian has been responsible for negotiating complex, long term global agreements with companies throughout the world. Brian has been a regular visitor to the USA, China, India, the EU and Russia as well as most counties in between. Since retirement he has transferred his networking skills to establish bonds between Rovers Trust, the local business community and the football club. Examples being the Sporting Dinner held at Ewood Park and attended by many owners of large local businesses and most recently the progressing relationship with the owners in India. Brian has spoken on behalf of the Rovers Trust on local radio and on television with the BBC and ESPN, giving an honest, concise commentary of the state the club now find themselves in.

11. The Rovers Trust steering group The Rovers Trust has assembled a team with all the necessary skills to form the basis of an all-inclusive Supporters Trust: • Co-Chairmen- Wayne Wild & Ozz Jones • Secretary - Simon Barnes • Finance - Dan Grabko • Communications & Media - Neil Thornton • Membership - Duncan Miller • Marketing - Jean Dziki & Jen Bellamy • IT - Stuart Grimshaw • Social Networking - Mark Ashworth • Corporate Networking - Brian Lamb • Supporters Direct Liaison - Paul Brooking • Electoral Committee - John Wareing • Community Sports - Anthony Corry • Non-Executive Officer - Simon Garner – BRFC Legend • Non-Executive Officer - Glenn Keeley– BRFC Legend • Advisor to the Board – Richard Speak

12. The Rovers Trust corporate structure • The Rovers Trust has a full ‘business-like’ operation covering Commercial, Membership, Sporting and Charitable • Blackburn Rovers Supporters Investment Trust • Lead Entity in the Rovers Trust • Responsible for all membership activities • Currently responsible for all commercial activities BRSIT CBS Ltd BRST CASC BRSS IPS BRSIT Community Endowment BRSIT Ltd (commercial arm) • BRST Community Football League CASC Limited • Currently being built up • Will act as the Rovers Trust’s community sports arm, involved in running the trust’s own amateur football activities such as its own teams and competitions • Blackburn Rovers Supporters Society • Currently dormant • May be used if an ownership opportunity arises • Blackburn Rovers Supporters Community Endowment Limited • Currently being established • Will act as the Rovers Trust’s charitable arm • Will be focussed on encouraging grass roots football participation • Funding for coaches, facilities, kits and special projects

13. Further details on SD, FSF, FSE • Supporters Direct was established in October 2000 with the mission statement: “to promote sustainable spectator sports clubs based on supporters’ involvement and community ownership.” Working with over 180 supporters trusts’ with over 300,000 members, Supporters Direct is Europe’s leading organisation within sport and community engagement. • Supporters Direct promotes the value of supporter and community engagement and helps supporter groups to secure influence and become a constructive voice in how their club is run. There are now over 30 clubs owned by their supporters including AFC Wimbledon, Exeter, AFC Telford and Wrexham. They work in over twenty European countries, in Football, Rugby League, Rugby Union, and Ice Hockey. • Supported by The Co-operative Group, and other funding partners include The Football Stadia Improvement Fund, UEFA, the European Commission, and The RFL. Our partners include the Football Supporters Federation, Football Supporters Europe, Football Against Racism in Europe and the Centre for Access to Football in Europe. Supporters Direct is a Community Benefit Society, owned by members and regulated by the Financial Services Authority. • Supporters Direct was created because there was a recognition in 1999 that clubs needed to be closer to their fans and their communities. Thirteen years later that hasn’t changed, and in fact has become more important. Because of the work of Supporters Direct and many supporters’ trusts, 33 communities are in control of their club. And thanks to the direct intervention of Supporters Direct and supporters’ trusts, nearly fifty football clubs have been saved for their communities. In a wider sense, the issues of financial sustainability and supporter involvement are now key parts of the discussions surrounding football’s future. • Amongst them are Premier League Swansea City, saved and part-owned by their supporters’ trust; Scottish Premier League Dundee FC, the first fan-owned club in the top tier of any league in the UK; and Football League clubs AFC Wimbledon, Exeter City and Wycombe Wanderers: not just in existence, but thriving under supporter ownership. • Since being established in 2000, Supporters Direct has campaigned for the wider recognition of the social, cultural and economic value of sports clubs. Sports clubs and competitions across the UK are increasingly being put at risk by short-term vested interests, poor financial management and inadequate standards of governance; Supporters Direct are the leading body working to ensure that clubs are run responsibly and are financially sustainable. • Through experience they have learned the best way of ensuring this is to make sure that the most important stakeholders in every club, the supporters, are involved in the decision-making process. To that end, they have helped set up over 170 Supporters’ Trusts at football, rugby league, rugby union and ice hockey clubs across England and Wales, and continue to promote the value of supporter influence and ownership. • Since October 2000, it is estimated that the work of Supporters Direct and the trust movement has ensured the survival of approximately 50 clubs – mostly in English professional football, and brought at least £30m of investment alone into football and Rugby League in Britain.

14. Further details on SD, FSF, FSE • The Football Supporters’ Federation (FSF) is the national supporters’ organisation for all football fans, representing more than 200,000 individual fans and members of local supporters’ organisations from every club in the professional structure, and many from further down the pyramid. Membership allows you to access FSF services and entitles you to take part in the FSF’s democratic processes including the AGM which takes place every summer • The FSF works in close collaboration with Supporters Direct and Level Playing Field (previously known as the National Association of Disabled Supporters). FSF chair Malcolm Clarke sits on the FA Council as the fans’ representative (on behalf of the FSF and Supporters Direct). The FSF also have good relations with other campaigning organisations such as Kick It Out, Liberty and Show Racism The Red Card • The FSF is also a founding member of the European-wide representative supporters’ organisation Football Supporters Europe. Officially recognised by UEFA, FSE has been running since 2008, and has held annual congresses in London, Hamburg, Barcelona, Copenhagen and Istanbul • The Football Supporters’ Federation (FSF) is the democratic organisation representing the rights of fans and arguing the views of football supporters in England and Wales. The FSF is totally free to join • Their campaigns include the fight for safe standing, lower ticket prices and the long term protection of football clubs. The Safe Standing Campaign and Watching Football Is Not A Crime! are examples of ongoing campaigns which the FSF leads. These have proven to be as successful as previous campaigns like No To Game 39 which helped kill off the Premier League’s widely-hated idea of a 39th game to be held on foreign fields www.fsf.org.uk • Football Supporters Europe (FSE) represents football supporters and supporter organisations in over 40 countries and leads the establishment of fans’ embassy services and working for self-regulation and best practice models (including supporter charters) to prevent violence and discrimination. FSE is the recognised supporter organisation working with UEFA on these issues and also works closely with the Council of Europe. www.footballsupporterseurope.

15. Additional case studies of supporters trusts in football • Case study - Bradford City FC – The Supporters Board • Bradford City FC has recently set up a Supporters Board to provide a mechanism for developing a structured relationship with their supporter groups, including their supporters trust. • The new board will provide a regular channel of communication and consultation in both directions between the club and its fan/community base. It is designed to be inclusive and to represent the full demographic range of the club’s support base, to whom it is accountable. • The Supporters’ Board may discuss the actions of the Bradford City Board of Directors, challenging them where necessary. The Supporters Board is chaired by David Baldwin, City’s Director of Operations. • The Supporters Board (SB) has 21 members, drawn from supporters groups and individuals selected by the club after a process of public application. The Board will discuss a broad range of financial and marketing initiatives, kit selection and supporters events. It includes discussions about the club’s financial and operational performance. • It will provide a primary link between the club and supporters on issues relating to the match-day experience, and a communications link for match arrangements and other topical news. A special group within the Supporters Board will concentrate on the development of the club’s links with the community in Bradford and with local organizations. • Baldwin explained: "The idea behind the supporter’s board is to allow the club to disclose information about things that will be going on behind the scenes and also for supporters to give us their thoughts on areas within the club they feel need alteration or improvement.” • Whilst the board is larger than perhaps an ideal structure, and club control over appointments is not considered best practice, the key is the transparency enabling the club to be accountable to its key stakeholders; representative supporter groups. It is an example that is hoped many clubs would follow

16. Additional case studies of supporters trusts in football • Case study - Arsenal Supporters Trust – a recognised minority shareholder • AST has developed its links with the club over the years as an organisation that represents the views of supporters on ownership and business strategy issues. The AST seeks to act as a critical friend to the club, scrutinising operations and commenting on key issues in a constructive manner. On occasions they have been able to offer remedies to issues faced by the club and their independent view is often welcomed. The relationship is best demonstrated by the creation of Arsenal Fanshare where the club and the AST worked closely together. • Essentially, AST has demonstrated its relevance and offered input to the club, although it should be acknowledged that Arsenal FC are perceived as one of the country’s more progressive clubs and thus more amenable to the development these relationships. • The engagement of most relevance to the paper is their regular dialogue with the club, which includes: • There are currently two to four general catch ups a year with the club CEO with all areas of the club’s operations on the agenda • AST has specific briefings on financial developments at which the clubs report and accounts are discussed and explained • Arsenal FC holds an end of season open meeting Q&A with AST members and shareholders/other supporters • AST has occasional meetings with presentations from senior members of Arsenal’s executive team such as marketing, medical and communications

17. Additional case studies of supporters trusts in football • HSV SC – Hamburg Supporters Trust – The German Model the World Aspires Too • Across Europe, the system of co-operation seen in the supporter ownership of football clubs in Germany is an example to many supporters across the continent who follow clubs that are blighted by debt, badly run, and refuse supporters influence over the game they love • In the early 1990’s, Hamburg fans recognised that the traditional democratic structures of football clubs in Germany gave them the ability to shape the club for the good of its fans and members. As a consequence the HSV Supporters Club (HSV SC) was founded in 1993 as the first official fan department at a German football club. But in a system where clubs are traditionally owned by their members by way of German football’s ‘50%+1 Rule’, you could be understandably confused about the relevance of HSV SC • As Director Jens Wagner points out, their role is very important in protecting this important sporting institution; unlike many German clubs, none of the potential 49% of the professional football club business (which under the rules is permitted to be sold off by the members of a club) has been sold to private investors: “We stopped this separation from happening in 2005, meaning the maximum influence of all the members in the club is still guaranteed.” • From this big success, the group has grown and now has around 70,000 members. It also carries out more traditional duties of a fan organisation, and was the catalyst behind a revival of the club in 2007 when, close to relegation and with the support of officials and players, they launched the “Jetzterstrecht” (Let´s act now) campaign that engendered what Jens calls a new “positive spirit” in the HSV fanbase. The club escaped demotion, and HSV SC’s reputation was secure. • Groups like HSV SC are, for Jens and many fans of German football, important if supporter-ownership of football clubs is to be maintained. Though he admits that compared to many other European countries the situation in Germany is pretty good, they must continue to be wary. As Jens says, “The German democratic football system has lost its innocence with clubs like RB Leipzig, Hoffenheim, Wolfsburg and Leverkusen (all to varying degrees controlled by private business, though only Wolfsburg and Leverkursen have traditionally been privately owned; an exception in the German system of member-ownership).” • “The fans are also deeply concerned at the recent change to the fan-ownership rule (which means that any business involved for more than 20 years as a sponsor can in theory make a bid to buy it). The way we can prevent a similar mess to what has happened in Spain, England or Italy is to ensure that members use their democratic rights and ensuring that the 50%+1 rule is robust in and clear in their club statutes. After all, the AGM still is the highest decision making body in every traditional German football club, and consequently the future of our clubs and our football system still lays in our own hands.”

18. Public Endorsements • “Blackburn Rovers is a fundamental part of the communities of Blackburn, Darwen and many other towns and villages in our area. Its fortunes really matter to thousands of families. This initiative is of profound importance. I'm fully behind the trust, and will do everything I can to make it a success.” Jack Straw MP for Blackburn • “Blackburn Rovers is a community club and the Rovers Trust will give supporters the best chance of ensuring the future of the club is part of the local community.” Graham Jones, MP for Haslingden & Hyndburn • “A football team is only as strong as the support it has behind it. I believe the Rovers Trust will give the fans their own voice in how the team they love so much is run and ensure that the proud tradition at Rovers will continue for many years to come.” Jake Berry, MP for Rossendale and Darwen • “Blackburn Rovers is still very close to my heart and I will always be a Rovers supporter. I firmly believe the future of the club would be best served if the supporters were in control and guiding it forward.” Simon Garner, Blackburn Rovers all-time record goal scorer • “I see the Rovers Trust as the best way that the club can go forward in the future. I don’t think it is about the amount of money that people invest, it is about how they support the football club.” Glen Keeley, Former Rovers defender, 370 appearances for the club

19. Public Endorsements • Brian Simpson, MEP • Arlene McCarthy, MEP • Kate Hollern, Leader of Blackburn with Darwen Council • Sir Bill Taylor – ex Leader of Blackburn with Darwen Council • Phil Watson CBE – ex Chief Exec Blackburn with Darwen Council • Lord Taylor of Blackburn • Lord Patel of Blackburn • Colin Mustoe– CEO, Senator International • Vernon Yerkess– CEO, Cleverboxes

20. Links to select national and international press articles • The Turning Tide of Fan Ownership • Football365.com - April 18, 2013 • English Club’s Change at Top Brings It Low • The New York Times - April 17, 2013 • The Tyrannical Leader Blackburn Rovers Just Don't Need • The International Business Times - April 22, 2013 • Every Tom, Dick and Harry thinks they can own the club • Goal.com - April 22, 2013 • Revealed: From boardroom split to player revolt, the inside story of crisis engulfing Blackburn • The Daily Mail - December 31, 2012