CSR Cover 13/8/08 2:45 pm Page 3

CORPORATE SOCIAL RESPONSIBILITY REPORT FOR THE 2006/07 SEASON WWW.CHELSEAFC.COM

002 Contents 13/8/08 1:07 pm Page 2

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002 Contents 13/8/08 1:07 pm Page 3

CONTENTS 3

4>>FOREWORD BY PETER KENYON

Chelsea’s Chief Executive outlines the progress made in
the club’s second Corporate Social Responsibility Report

6>>FINANCIAL ANALYSIS AND GOALS

An overview of what we achieved in the 2006/07 season

8>>CHELSEA’S CSR PYRAMID

The club’s CSR model and how it operates

10>>COMMUNITY INVESTMENT
Chelsea’s CSR audit figure and a breakdown of how the
club’s community investment for 2006/07 was calculated

12>>FOOTBALL IN THE COMMUNITY

A look at our FITC department and how it has developed

K E Y P A R T N E R S H I P S >>

14>>RIGHT TO PLAY
Our continuing partnership with our Global Charity Partner

18>>CLIC SARGENT
A look at the club’s work with our National Charity Partner

L O N D O N & G L O B A L I N I T I A T I V E S >>

20>>MAKING A POSITIVE IMPACT

Chelsea has continued its community work on key projects
at home while forming unique partnerships abroad

C E N T R A L I N I T I A T I V E S >>

24>>COMBATING DISCRIMINATION
How Chelsea is using the experiences of our current and
past players to spread the anti-discrimination message

26>>NEW HORIZONS
Working with the Asian community to
further their participation in football

28>>PROMOTING EDUCATION
The education and anti-crime initiatives we support

30>>BY ROYAL APPOINTMENT

A look at our relationship with the Prince’s
Trust and other youth projects

G E N E R A L I N I T I A T I V E S >>

32>>A POSITIVE IMPACT

A glance at our environmental awareness and
other commitments made by the club

36>>STAKEHOLDERS
Working with our past players, staff and supporters

42>>CHARITIES WE HAVE SUPPORTED

Chelsea helped raise money for over
120 charities during the 2006/07 season

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technology on Oxygen 50:50 a paper made from 50% recovered fibre and
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004 Peter Kenyon 13/8/08 12:58 pm Page 14
BUILDING
ON SOLID
FOUNDATIONS
CHELSEA’S CHIEF EXECUTIVE PETER KENYON
REVEALS HOW PROGRESS HAS BEEN MADE
IN THE CLUB’S SECOND CSR REPORT
W
elcome to Chelsea Football Club’s Corporate
Social Responsibility (CSR) Report for
2006/07. This is the second CSR report by
Chelsea FC and I am delighted to say we have made
significant strides since we launched the first one at the
House of Commons in January 2007.
That event was attended by virtually all our first-team
squad, management and board as well as a number of
Cabinet ministers, MPs, dignitaries from football,
charities, our local community and the media.
It was a unique event. We believe it was the first time
a top football club had presented all of its work under
the CSR banner and it demonstrated Chelsea’s total
commitment to this area.
More importantly it also highlighted the power of
football and its ability to draw people from different
walks of life into common causes that will only benefit
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our local and global community. However, this was just than 350,000 people annually, a large increase on the
the beginning and it was important for us not to stand still. previous year. Their programmes, especially in areas of
We had set ourselves a benchmark for the future and a social deprivation, are innovative.
challenge to build on our schemes and their influence. For example we began working in the year covered by
It is particularly appropriate that we are launching this report on weapons awareness, particularly knife
this report as our new Academy crime in our local area, which has
and Community Pavilion has just Our work with charities now become a key concern across
opened at our training ground in
has gone from strength the country.
Cobham, Surrey. The new buildings at Cobham
This will give our Football in the to strength and we have also represent an ongoing
Community team, who continue to
raised over £3 million commitment by Chelsea to the
do outstanding work in London, environment. The design and
the Home Counties and abroad, a in three years construction of both buildings has
permanent home in a building that taken into account the importance
rivals that of the first team. of the local area and broader “green” issues.
Our FITC team is at the heart of our CSR programmes. The House of Commons launch also saw us announce
Their schemes and related facilities now cater for more a six-year Global Charity partnership with Right To Play
004 Peter Kenyon 13/8/08 12:58 pm Page 15
Uniting for a good cause
Peter Kenyon, Frank Lampard,
Claude Makelele, Petr Cech,
former Minister for Sport Richard
Caborn and José Mourinho at
the CSR House of Commons
launch in January 2007
(RTP) whose work with children in the field of HIV/AIDS
awareness, poverty and conflict prevention is entirely
based on sports programmes. This led to the club’s first
humanitarian visit to Africa to visit RTP projects in
Ghana in May 2007. The trip was a fantastic success and
the pictures were beamed around the world for many
weeks after.
Our work with charities generally has gone from
strength to strength and we have now directly raised
more than £3 million for charities in the last three years.
Only a tiny fraction of this was donated. We believe
the power of our name, and the time of our players and
management, are far more effective money-raising
tools than just a straight donation.
We are particularly proud of our National Charity
partnership with CLIC Sargent, a wonderful children’s
cancer charity in the United Kingdom whose work is an
W H Y C H E L S E A I S C O M M I T T E D T O C S R >>
Corporate Social Responsibility is an integral part of our
vision for Chelsea. That vision is that by 2014 we want to
be recognised internationally as the world’s number one
football club.
Not only do we want to be a successful team on the
field, but we also want to make a difference off it.
We want Chelsea to be seen as a social leader, as well
as an industry leader, through an identifiable series of
programmes that create a legacy at home and abroad.
Cynics might say that CSR is a way of self regulation to
ward off Government interference, a way of picking up
cheap PR points or that it is expected that football should
do “good”.
But at Chelsea we do it because we believe
fundamentally that it is the right thing to do, not because
it is expected.
We believe football clubs, of all corporates, have a
unique power through their global reach and their ability
to act as role models in key areas such as health, fitness,
the environment and education that are critical to the
development of society generally.
It is easy to forget that business and society are
interdependent, the wellbeing of one is dependent on
the wellbeing of the other.
Our social responsibility is not driven by profit. Activity
is carried out and supported by the club, the
management, the players and the fans. All key
stakeholders are engaged.
Programmes are not geared to earn recognition,
although this can be a positive offshoot, but to stand
alone should the 'conscience' of the club be scrutinised
or examined externally.
Chelsea has committed to producing a CSR report in
line with our last financial year end accounts. We have
done this because we are proud of the work we have
already done and we want to communicate that to all
our stakeholders; because we strive for best practice in
every area of our business; and because we want to set
benchmarks for ourselves for improvement year on year.
inspiration to everyone at Chelsea. We set ourselves a
target of £500,000 to be raised directly over the initial
two-year partnership. This was beaten in the first year.
In total, Chelsea has helped raise £1.3 million directly
and indirectly for CLIC Sargent over the two-year period.
In this report we have again attempted to financially
quantify all of our work using industry-standard
formulas or guidelines.
We call this our “CSR audit”. This figure can be
broken down into various areas but also provides us
with a minimum total of our CSR “investment”.
The total figure for the season 2006/07 was £4.39
million (£4.34m in 2005/06). This represents a fantastic
achievement as it exceeded the previous year’s audit
which contained a one-off project at the Linford Christie
Stadium of nearly £1 million.
By the nature of this type of work it is impossible to
F O R E W O R D >>P E T E R K E N Y O N 5
quantify everything financially and we have not
counted every possible penny that we could under the
various models available in order to inflate our figure.
We have not produced the figure in order to compete
in a “league table” with other clubs nor does it take into
account the large amount of private work and charity
fund-raising done by our players away from Chelsea.
For us this is an exercise in demonstrating our
commitment, the transparency of our business and to
set ourselves standards for the future.
What we can say is that we comfortably meet, and
exceed, two established models of measuring CSR.
The United Nations want western Governments, or
big business, to contribute 0.7% of their GDP or turnover
to good works. In our case turnover for 2006/07 was
£190.5 million (£152.8m in 2005/06).
Similarly the highly respected organisation Business
in the Community has the Per Cent Club, in which
companies strive to achieve the 1% standard of total
pre-tax profit or turnover committed to community
investment. This year’s audit represents 2.3% of our
turnover, and although this has dropped 0.5% since last
year, this is not a surprise because of the absence of the
Linford Christie Stadium project funding and because
group turnover at Chelsea increased by 25% in a single
financial year.
One other significant area to mention is our
re-engagement with the history of Chelsea, most
notably its past players. Before Roman Abramovich took
over the club this aspect of Chelsea was almost non-
existent. In fact many of the players were unwelcome
at Stamford Bridge.
This changed after the summer of 2003 and by the
2005/06 season the ex-players were integral to the club’s
Centenary celebrations. This stakeholder commitment
moved on again when the Past Players’ Trust was formed
in 2007, a charitable organisation that helps those former
players and staff who have hit difficult times.
So on nearly every level we have moved forward in
the area of CSR.
Please take the time to read this report as we are
proud of our work but will strive to improve each year.
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006 Projects Breakdown 13/8/08 12:56 pm Page 14

6 EXECUTIVE SUMMARY

Investing in the community

Football schemes for youngsters,
such as this one in the grounds of
the Tate Art Gallery, are a key
feature of what the club does

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006 Projects Breakdown 13/8/08 12:57 pm Page 15
FINANCIAL
ANALYSIS
AND GOALS
THE MAIN ASPECTS OF THIS REPORT
FOR THE 2006/07 SEASON ARE:
• Chelsea invested a minimum of £4.39 million in
CSR in 2006/07
• That figure was 2.3% of Chelsea’s annual turnover
of £190 million
• This audit separates into two figures, our
‘community investment’ of £3.25m million and
money directly raised or leveraged for charity of
£1.14 million
• This is the third consecutive year that Chelsea has
raised more than £1 million for charities
• Chelsea launched its first-ever Global Charity
Partnership, with Right To Play, in January 2007
• In May 2007, Chelsea embarked on its first
humanitarian visit to Africa working with RTP
in Ghana
• £240,615 of the total charity figure was raised for
Chelsea’s National Charity Partner, CLIC Sargent.
This means Chelsea has helped raise more than
£1.3 million for CLIC Sargent in the first two years
of the partnership
• This money has directly helped 800 families who
have children with cancer or leukaemia
EXECUTIVE SUMMARY 7
• 84,000 children took part in the football event Kick
for CLIC Sargent in summer 2007, promoted by
Chelsea Football Club
• Chelsea’s Football in the Community schemes and
facilities had more than 350,000 participants in
London and the south-east
• Chelsea’s players and first-team management
made 235 visits (individual or as a squad group) to
CSR related schemes totalling 605 hours
• Chelsea has re-engaged with its old players and
now assists those in difficulty after launching the
Past Players’ Trust
• Chelsea is committed to CSR;
- because we understand the social, economic and
environmental impact of our business
- because we believe it is the right thing to do
- because we strive for best practice
- because we consult, communicate with and
engage our stakeholders
- and because we want to set benchmarks for the
future
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008 Pyramid 13/8/08 1:05 pm Page 8
8 C S R >> T H E M O D E L
CHELSEA’S
CSR MODEL
THE CONCEPT OF OUR CSR STRATEGIC
MODEL AND THE WAY IT OPERATES CAN BE
DISPLAYED IN THE “PYRAMID” DIAGRAM
O
pposite this page you will see a diagram that
illustrates Chelsea’s CSR strategic model.
We think it is a simple concept and everything
we do can be contained within it.
The “pyramid” represents all the various programmes
and initiatives we are involved with.
The “circle” around the pyramid represents our
Football in the Community department and our major
stakeholders such as the club, players, management,
staff, fans, our immediate community and the wider
football family.
As you can see the pyramid touches the circle at every
one of its points. This is because we attempt to engage
our major stakeholders in, or with, one or more of these
programmes.
The pyramid is divided into four sections, these
represent the different categories of our CSR work.
The first section, the apex (coloured gold), is what we
call our “key partnerships”. These are our National
Charity Partner, which is currently CLIC Sargent, and
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our Global Charity Partner, which is Right to Play. These
are our most high profile partnerships.
The second section (coloured red) is what we call
“London and global initiatives”. These are schemes
that are unique to Chelsea, such as our Breakfast Club
project in local schools or our commitment to help
promote the Asian Confederation’s Vision China
project.
The third section (coloured blue) are the “central
initiatives”. These are schemes that most, or all,
Premier League clubs engage in from Kick Racism Out
of Football, to the Prince’s Trust, to Playing for Success.
The fourth and last “general” section (coloured grey)
covers a myriad of less high profile but nevertheless
important activities such as donated merchandise for
charities, small monetary donations, environmental
issues, partner/sponsor commitments, stakeholder
engagement such as fans and ex-players, staff
volunteering, company employment commitments and
so forth.
W H Y T H I S M O D E L ? >>
When we first began discussing how to improve and
develop Chelsea’s CSR four years ago we wanted to
make the strategy simple to understand and to execute.
Chelsea already had an excellent Football in the
Community scheme led by Shaun Gore. Together with
his dedicated team, he ran one of the most extensive
programmes in the Premier League.
But we needed more than this, more investment into
other unique Chelsea schemes and a more defined
charitable strategy to make as much difference as possible.
We wanted our key partnerships to be unique to
Chelsea and provide a focus in terms of commitment
and resource especially in our immediate community
and London. This would be in addition to, not at the
expense of, the work the club already did.
The areas to target seemed simple enough. For a
football club the greatest synergy and impact comes
from working with children. And the logical spheres to
do this in are those through which the club, its players
and management can act as role models in line with
dominant national issues. So health, fitness, the
environment and education were identified.
On charities, Chelsea already contributed to many
good causes with signed merchandise for auction but
there were no formal involvements around which to
base a strategy.
We wanted to work with two children’s charities, but
not ones that already had a high national or global
profile or established football relationships.
Our rationale was that a charity partner who was an
emerging player in that sector would leverage their
profile and awareness to the greatest extent through
an exclusive relationship with Chelsea. We would grow
holistically together. Our main aim was exposure for
the charity, money raising was an important secondary
consideration.
Lastly, in terms of other global initiatives, these
would also be based around a unique approach. Unlike
most football clubs, we were not looking to take the
money and run in key business markets.
We would seek legacy partners locally, this would
help our business generally, but also ensure we left
something tangible behind.
The following pages will show how this model is
translated into action.
008 Pyramid 13/8/08 1:05 pm Page 9

C S R >> T H E M O D E L 9

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010 Audit 13/8/08 12:53 pm
10 AUDIT
£4,393,536
THAT IS THE MINIMUM FIGURE WE CALCULATE
THE CLUB HAS INVESTED IN CSR DURING 2006/07.
THIS IS HOW THAT CALCULATION WAS MADE...
T
here are two industry
formulas for calculating
‘community investment’
One is provided by Deloitte, who use
their ‘Template for costing
community investment’ to assess
the total Premier League (FAPL)
investment in the FAPL’s
Community Report.
This is similar to Business in the
Community’s PerCent Club model.
The Chelsea CSR audit makes a
calculation of our ‘community
investment’ using these templates
and this can be seen in table 1 (right).
This takes into account the
following areas: the money
committed to our FITC, education
and other CSR programmes plus
associated costs; the cost of donation
of services, facilities, resources,
merchandise and tickets at cost;
direct charitable donations; cash
leveraged via cause related
marketing; allocation of
player/management time.
However, because of the amount
of charity work we do, the Chelsea
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Page 10
CSR audit also quantifies how much
money Chelsea has leveraged
directly for charity, schools and
other good causes, through events,
donations of merchandise and
facilities and how much this
merchandise raised for the
individual charity. This can be seen
in table 2. T A B L E 1 >>
The two figures combined give us
Total of community investment £3,255,769
our total minimum CSR audit of
£4,393,536. MAIN BREAKDOWN:
We attempt to track every piece of FITC programmes and associated costs £1.13m
merchandise or facilities donated by The Hub education programme £260,000
the club in terms of how much it and associated costs
Funding/sponsorship of CFC schemes £270, 271
raised. We request that charities
Donations of cash, facilities, £556, 546
submit a letter on their headed merchandise, tickets (at cost)
notepaper to confirm the amount. Gift in Kind support/marketing £182,625
That way we also know which (Kick for CLIC Sargent and others)
charities we have helped in the past. 5% of total communication/promotion £155,036
above line spend
This tracking is not definitive, nor
does it take into account the work The total community investment figure above also includes
our players do in their private time calculation of player/management and staff time, cost of anti-
or the money they raise, and racism marketing and promotion and other contributions.
therefore the figure below is not a
T A B L E 2 >>
total reflection of everything we do
Money directly leveraged or raised £1,137,767
as a club so we regard the figure as a for charities and good causes
minimum.
010 Audit 13/8/08 12:53 pm Page 11
Investing in young people
Ashley Cole plays football with
youngsters in Battersea as part of
the club’s work with the Positive
Futures social inclusion programme
AUDIT 11
C S R R E P O R T E N D O R S E M E N T S >>
Andy Burnham, MP, Secretary of State
for Culture, Media and Sport:
‘Sport is a wonderful vehicle to
engage young people and to
promote health education and more
cohesive, safer communities and I
congratulate Chelsea for their
impressive work in this vital area. It’s good
for the game that more clubs are taking their social
responsibilities so seriously and Chelsea’s report is a
clear testament to their achievements in developing a
comprehensive programme of community
engagement and activity.’
David Cameron, MP, Conservative
Party Leader:
‘Chelsea Football Club has once
again showed its commitment to the
importance of Corporate Social
Responsibility with this second annual
report. The club's community work locally,
nationally and abroad displays an impressive
understanding of the part all successful organisations –
especially one as big and influential as Chelsea FC –
must play in a responsible society. I congratulate Peter
Kenyon, the players and staff on the continuing
progress made over the last year.’
Nick Clegg, MP, Leader of the Liberal
Democrats:
‘I am delighted to give my support to
the Corporate Social Responsibility
work that Chelsea Football Club
carries out. It is fantastic that Chelsea
raises money for worthwhile charities
such as CLIC Sargent. I am particularly impressed with
the excellent initiatives such as Football in the
Community that engage young people in sport.’
Alan Keen, MP, Chairman of the All Party
Football Group:
‘It was a pleasure to launch the first
Chelsea CSR report at the House of
Commons and I’m delighted the
club has continued to develop this
important aspect of their work. The
levels of investment show how importantly
Chelsea take Corporate Social Responsibility. I hope their
groundbreaking work will act as a spur for other clubs
and businesses to follow their example.’
Richard Scudamore, Premier League
Chief Executive:
‘The Premier League and our
member clubs take their community
responsibilities very seriously; for
many it is now a fundamental part of
what being a football club is all about.
Chelsea’s work in this area is a fantastic
example of what can be achieved across a broad range
of initiatives and programmes, from the local impact of
their Football in the Community scheme right through to
their global sports development work with Right to Play
and Vision Asia. The extent and nature of what they have
achieved demonstrates the power of football to engage
and help make a difference.’
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012 FITC 13/8/08 1:04 pm Page 12
12
Meet and greet
Paulo Ferreira and FITC director
Shaun Gore host a community
department course
REACHING FAR AND WIDE
CHELSEA’S FOOTBALL IN THE COMMUNITY DEPARTMENT HAS
GROWN AND DEVELOPED AS THE CLUB HAS, WORKING WITH
A VARIETY OF SOCIAL GROUPS BOTH AT HOME AND ABROAD
A
t Chelsea Football Club we are incredibly proud
of our Football in the Community (FITC)
department and the work they do.
In 2006/07 more than 350,000 participants from all
social classes and backgrounds participated in, or
attended, the wide variety of schemes, programmes
and facilities connected to our dedicated FITC coaches
and staff led by director Shaun Gore.
In isolation, this is already a big achievement. But at
Chelsea, the FITC department does not work on its own.
As each year goes by it is becoming more integrated
into every aspect of the club.
Most importantly it is now a core element of the
club’s CSR strategy as demonstrated by the strategic
model elsewhere in this report on page 9.
Chelsea FITC formed in 1992 and built up its contacts
in the local community initially becoming involved
with physically and mentally handicapped children and
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underprivileged organisations while running soccer
schools and offering free coaching to local schools.
The following pages of this report will demonstrate
how our FITC department is engaged with nearly all the
charitable, community and other social responsibility
programmes and commitments Chelsea has made.
Our FITC team is critical to the club’s vision of being
seen as a social leader, not just an industry leader.
As well as its core schools coaching programmes in
London, Cobham, Surrey and Sussex, it works in the
areas of social inclusion, bullying, crime prevention, job
creation, car crime, drugs and weapons awareness and
anti-social behaviour. Most of this work is done in
highly deprived areas of London, such as inner-city
housing estates, where these issues are most acute.
Funding is sourced from a variety of national and
local schemes, as well as from Chelsea and sponsorship,
leading to a turnover of £1.13 million.
The official partners of Chelsea’s Football in the Community programme
Also as Chelsea continues to develop globally, so
do our FITC programmes.
The FITC team will be involved in those communities
targeted by both our global partners and local partners
in countries like the United States and China. In the
summer of 2005 and 2006, FITC joined the first team on
our US tours.
Chelsea, our players and our management, are totally
committed to promoting our FITC team and the
fantastic work it does. But the work does not stop and it
will continue to develop and grow.
012 FITC 13/8/08 1:04 pm Page 13

FOOTBALL IN THE COMMUNITY 13

Enfield

Barnet

Harrow
Haringey Redbridge
Waltham
Forest
Hillingdon Kensington Havering Expanding the community
The club’s FITC department works
Brent & Chelsea Hackney Barking
in inner-city London, as well as
Ealing
Camden Islington & Greater London, Surrey and Sussex
Dagenham

Hammersmith Westminster Tower

Newham

Hamlets
& Fulham City

Southwark Greenwich

Bexley
Lambeth

Hounslow
Richmond
upon
Thames
Wandsworth
Lewisham
Buckinghamshire Hertfordshire Essex

Merton

Kingston
upon Bromley
Thames London
Berkshire
Sutton

Elmbridge Croydon

Surrey Kent

Hampshire

Sussex

T H E W O R K O F C H E L S E A F I T C >>

The core programme of our FITC team is based in and
around local schools in London, the borough of
Elmbridge in Surrey near our Cobham training
ground and Sussex. It has now expanded into other
areas of Surrey.
In total, Chelsea FITC works with 148 schools in these
areas, delivering the following:
• in-school coaching which is carried out free of charge
• after-school coaching in a six-week programme –
there is a minimal cost but the schools receive free
coaching and/or equipment in return
• addressing school assemblies is a unique vehicle for
getting across issues like health and bullying.
These are often delivered by the Chelsea mascot,
Stamford the Lion
• soccer schools, which were awarded the FA Charter
Standard Mark
• mini-kickers caters for 4-5 year olds who are not old
enough for the soccer schools
• Saturday morning clubs at parks/sports centres and
schools
• activity days, including attendance at school fetes
• leisure centre programmes
• partnerships with local youth clubs by providing
coaching
• school tournaments, both regional and national
events, such as the Railtrack tournament
• residential camps, not only do these involve coaching
but also advice on social issues such as healthy eating.
The best players from these are often offered trials at
our elite development centre or even the Academy.
disability programme split into two projects.
Football+ is run in association with the Limbless
Association and works with primary and secondary
school children who have emotional behavioural
difficulty (EBD) and special needs, while the Chelsea
Disabled Football Club has three senior and two
junior teams taking part in highly competitive
disabled leagues.
All full-time and part-time staff are fully Criminal
Records Bureau checked regarding child protection
issues before they are allowed to work for Chelsea.
• Information about Chelsea FITC can be found at
www.chelseafc.com
B R E A K D O W N O F S C H O O L S >>

Total: 148 London: 72

These core elements are supplemented by an Hammersmith
Westminster & Fulham
extensive social responsibility programme focused 9 6
primarily on inner-city and deprived areas of London Kensington
& Chelsea
with funding and partnerships sourced from 17
Government-backed agencies, local authorities and Wandsworth
40
other central agencies such as the Metropolitan Police. Elmbridge/
These schemes include Positive Futures, Kickz and the Surrey
59
Prince’s Trust and details of this work can be found on Sussex
17
subsequent pages.
In addition to these schemes, FITC also runs a

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014 RightToPlay 13/8/08 4:45 pm Page 14

14 RIGHT TO PLAY

A sporting message
Michael Essien and Academy
manager Neil Bath enjoying
Chelsea’s humanitarian visit
to Ghana with Right To Play

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014 RightToPlay 13/8/08 4:45 pm Page 15
WE ALL HAVE
A RIGHT TO
PLAY SPORT
THE CLUB’S PARTNERSHIP WITH RIGHT TO PLAY
IS A GREAT SUCCESS AND USES THE POSITIVE
POWER OF SPORT TO DELIVER THE CHARITY’S
MESSAGE TO COMMUNITIES ACROSS THE WORLD
T
he launch of Chelsea’s first-ever CSR report in
January 2007 also marked the beginning of the
club’s six-year relationship with our new Global
Charity Partner Right To Play.
That announcement was welcomed by the Sports
Minister at the time, Richard Caborn and the
Conservative Party leader David Cameron.
This report covers the first six months of that
relationship and it is safe to say that few of us at Chelsea
were prepared for the emotional and amazing scenes
that greeted us in Ghana in May 2007 when the club
visited RTP projects there.
This was Chelsea’s first humanitarian visit to Africa
and was led by the then manager José Mourinho,
Ghanaian international Michael Essien, younger
players from our Academy along with Academy
manager Neil Bath and a number of his staff, as well as
other Chelsea personnel.
The trip had a dual role for Chelsea. As well as being
a major initiative in the club’s CSR programme, it also
served as part of our young players’ education in what
RIGHT TO PLAY 15
C H E L S E A A N D R I G H T T O P L A Y >>
Right to Play is a unique international
humanitarian organisation because it uses
sport alone to deliver its message of HIV/AIDS
and health awareness, conflict prevention and
poverty prevention. It works with major
international organisations like UNICEF, UNHCR
and the International Red Cross.
Chelsea chose Right To Play as its Global
Charity Partner because of its approach to
global citizenship. It is also a “recognised
organisation” by the International Olympic
Committee. It works not only with
disadvantaged communities and countries
around the world but also with those who can
use their position in society to become
advocates of the charity’s aims and raise
awareness about them by using the positive
power of sport.
The six year partnership coincides with the
London Olympics in 2012 and it is our aim
that by then Right To Play programmes will
reach 5 million children worldwide and help
deliver on the London 2012 promise to inspire
children around the world through sport.
For more information on Right To Play go to
www.righttoplay.org.uk
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014 RightToPlay 13/8/08 4:46 pm Page 16

16 RIGHT TO PLAY

‘Chelsea's commitment and support to the importance of using

sport as a tool for the development of children, health prevention
and conflict resolution is truly commendable. The important
impact of Right To Play’s partnership with Chelsea is felt
throughout the world as together we reach out to provide regular
activity to children in the most disadvantaged countries’
JOHANN KOSS, RIGHT TO PLAY PRESIDENT AND FOUNDER

is expected of them as first team players of the future.
The abiding memory of the trip were the masses of
locals in the remote northern town of Tamale who
turned out to see a training session with a local club led
by Essien – the country’s most famous player –
announced by a local radio station as the “president”.
The crowd which was around 1,000 when the party
arrived had swelled to more than 5,000 by the time the
session started on the dustbowl pitch. People were said
to have come from 60 kilometres away just to capture a
glimpse of Essien and the Chelsea contingent.
An impromptu walk around by the midfielder
T H E R E D B A L L >>
A regular feature of Chelsea’s trip to Ghana was
the RTP red ball supplied by adidas, who are now
also a partner of the charity as well as the official
partner and sportswear supplier of Chelsea.
The "Red Ball Campaign" was launched in
June, and has achieved great results. At 260
adidas retail stores all over the world, including
the Chelsea Megastore, adidas created
awareness for RTP and sold more than 100,000
mini red balls with all proceeds going to RTP’s
programmes.
In addition, 100,000 full-size footballs were
donated to on-site programs in 23 countries
around the world. These balls are the key tool
that RTP uses to teach and develop children
through sport.
sparked chaotic scenes and brought the session to a
halt. It never started again as the crowd broke ranks
around all the Chelsea party and the coach almost left
without Academy player Jack Cork who became
something of a local celebrity when he started to give
away the kit he was wearing, including his shoes.
Young defender Sam Hutchinson summed up
everybody’s feelings.
‘We went to the heart of Ghana, the poorest areas and
it was really good working with kids and putting a smile
on their faces. It has been one of the greatest
experiences of my life. I’ll never forget it,’ he said.
Away from the emotion of the trip, the benefits were
clearly tangible. As well as coaching kids and holding
play sessions Chelsea coaches held “masterclasses” for
local RTP coaches.
RTP UK director Chris Robinson said: ‘The media
coverage from the week was huge – in the UK, in
Europe, throughout Africa and even further afield.
Through Chelsea TV, IMG (a RTP partner) got footage
for a TransWorld Sport feature documentary which has
been shown regularly ever since – including featuring
on Lufthansa in-flight TV! It has been estimated that
this week was the largest ever media event for Right To
Play worldwide.’
Joyce Ashun, Right To Play Country Manager, Ghana
assessed the impact in the country itself:
‘I believe the Chelsea visit created extensive
awareness about Right To Play’s work, especially in
Ghana. But more importantly it brought to the fore a
better understanding of the relevance of the work that
we do, that is the power of sports and play as a tool for
the development of children,’ she said.
‘The other important impact it had on our project in
Ghana is the credibility and the enhanced image it gave
Right To Play in the country and got government
authorities and other key development agencies
approaching Right To Play to seek to partner with us,
some of which are yielding good results.
‘Children and coaches trained by Right To Play were
also greatly inspired by the trip and we believe this has
enhanced their commitment to continuously work with
Right To Play.’
Closer to home, other initiatives involving Chelsea
were also undertaken. Stamford Bridge was donated to
RTP so they could hold a fund-raising event, the
Corporate World Cup, a day long football tournament
involving ex-Chelsea players, followed by a black-tie
dinner, which raised more than £100,000.
The club also donated corporate hospitality during
the season for RTP to host and cultivate potential
partners and donors.

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RIGHT TO PLAY 17

Biker boys
Academy player Jack Cork with local
youngsters in Ghana and Essien is
front page news in Ghana as
reserve-team player Nana
Ofori-Twumasi points out (left)

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018 CLIC 13/8/08 2:48 pm Page 18
18
CLICKING INTO PLACE
CHELSEA’S WORK WITH NATIONAL CHARITY PARTNER CLIC SARGENT HAS
HELPED 800 FAMILIES WHO HAVE CHILDREN SUFFERING FROM CANCER
T
he second of Chelsea’s key partnerships is
our relationship with CLIC Sargent, our
National Charity Partner.
This report covers the second year of that partnership,
following the initial year in which we far exceeded
the targets we set together.
The true impact of the relationship between CLIC
Sargent and Chelsea is not just in the money raised itself
but in the help that has been given to the families of
children with cancer or leukaemia and the profile
leveraged through Chelsea.
The partnership is evident throughout the club. Not only
do first team players and management get involved with
activities for CLIC Sargent, but in 2006/07 many members
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of staff, fans and senior personnel from our shirt sponsor In December 2006, Jose Mourinho agreed to become a
Samsung undertook various activities in aid of the patron of CLIC Sargent and launched their Smile Shop, an
charity such as running the London Marathon and a bike online store where people could buy Christmas presents.
ride down the Nile river in Egypt. ‘The children I see who are
There are now certain landmarks ‘There are now certain fighting the disease show so
in the Chelsea calendar involving much courage and determination,
CLIC Sargent.
landmarks in the I am always amazed at their
Once again many of our players Chelsea calendar strength,’ he said at the time.
visited University College Hospital in ‘Through my support for
central London at Christmas to boost
involving CLIC Sargent’ CLIC Sargent I want to help
the spirits of those children in the cancer wards who would every child and young person fight their cancer
spend the holiday period in hospital, while our Junior and live life to the full.’
Blues fans inundated the club with designs for the Chelsea In the spring of 2007, Jose, John Terry, Petr Cech and
official Christmas card which is also sold to raise money. Salomon Kalou launched the charity’s annual football
018 CLIC 13/8/08 2:48 pm Page 19

CLIC SARGENT 19

Raising awareness
Lord Attenborough and Bernie Ecclestone in
conversation at a CLIC Sargent fundraiser at
the Zuma restaurant in Knightsbridge, while
Shaun Wright-Phillips (below) visits CLIC
Sargent patients at University College Hospital
Having a ball
José Mourinho kicks off the
Kick for CLIC campaign,
supported by FITC coaches
HOW CHELSEA HAS
M A D E A D I F F E R E N C E >>
By Dr Carole Easton, CLIC Sargent
Chief Executive
The original direct fund raising target
for the partnership was £500,000 over
two years. This was smashed in the first
year when £572,870 was raised. In
2006/7 Chelsea raised an additional
£240,615, making a total for the initial
two year partnership of £813,485.
Chelsea’s promotion and support of
Kick for CLIC Sargent has raised indirectly
£485,000, taking the overall total of
money raised directly and indirectly to
£1.298 million. That is enough to fund
the following posts in London hospitals
for an entire year:

• 11 social workers
• 6 CLIC Sargent nurses
initiative, Kick for CLIC Sargent. More than 84,000 • 5 CLIC Sargent family support workers
children took part in the event through their schools. • 2 CLIC Sargent youth specialists
• 2 CLIC Sargent play specialists
Since Chelsea has been involved promoting the initiative
through the media and on all promotional collateral Chelsea has also raised enough to
300,000 children have taken part. Participation in this enable CLIC Sargent to fund holidays free
of charge to 300 families looking after
scheme doubled following Chelsea’s involvement. children with cancer and immediate care
More unusually Chelsea Chief Executive Peter Kenyon grants to 500 families to help with the
increased costs of looking after an ill child.
and Jose hosted a dinner at the fashionable Japanese The partnership with Chelsea has been
restaurant Zuma in Knightsbridge for CLIC Sargent. The enormously fruitful for us as an
organisation. In addition to raising money
idea behind the dinner was to cultivate key individuals
and what this can fund they have made it
who might donate money or help the charity, all of possible for a number of children to
whom were Chelsea supporters. attend matches, meet the players and
enjoy an exciting day out away from the
CLIC Sargent patron and Chelsea season ticket holder pressures of the hospital ward. Gestures
Eddie Jordan helped identify the people which included like these make a real difference to
families affected by cancer. We are
Formula One supremo Bernie Ecclestone. Lifelong
delighted the partnership has been
Chelsea fan Lord Attenborough also attended the dinner extended for another year.
which was a huge success and several of the people who • For more information about CLIC
Sargent go to www.clicsargent.co.uk
attended are now involved with the charity.

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020 Global 13/8/08 2:42 pm Page 20

20 LONDON AND GLOBAL INITIATIVES

A GROUNDBREAKING
VISION FOR SUCCESS

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020 Global 13/8/08 2:42 pm Page 21
CHELSEA’S VISION ASIA
PROJECT IS WORKING TO
DEVELOP THE GAME AT ALL
LEVELS ACROSS THE GLOBE,
WHILE OUR UNIQUE WORK
BACK HOME HAS BENEFITED
MANY LOCAL COMMUNITIES
T
he second section of this report, which
corresponds to the red section of our CSR
pyramid details what we call “London and
global initiatives”.
These are schemes that are unique to Chelsea in terms
of either creation, funding or promotion.
When we were developing our strategy we believed it
was important to actively create schemes separate to
those which the majority of Premier League clubs were
involved with.
These focus primarily on our immediate local
community but also reflect our interests globally. They
should also reflect core issues that a football club has a
synergy with, such as children’s health, fitness and the
development of the sport generally among the young.
>>VISION ASIA
In March 2007, Chelsea signed an official contract with
the Asian Football Confederation (AFC) to become the
exclusive Football Development Partner of their Vision
Asia grass roots programme.
The signing confirmed and extended a Memorandum
of Understanding between Chelsea and the AFC from
the previous year – the first time a top European club
had ever partnered with one of the major football
confederations in FIFA.
The Vision Asia programme builds local leagues in
cities in Asian countries, primarily around schools, from
Under 6s age groups through to Under 20s.
Chelsea’s initial involvement is in the Vision China
project, providing education in football training,
coaching, sports science, administration and some
Lamps lights up London
Frank Lampard and Wang Dalei
switch on the lights for Chinese New
Year, while (left) the Olympic football
team enjoy the sights in the capital
LONDON AND GLOBAL INITIATIVES 21
financial support, although sponsorship is not the main
thrust of the partnership.
AFC President Mohamed Bin Hammam said: ‘We are
delighted to build this official partnership with Chelsea
and what we will be able to achieve in the future is
certain. This is the first time a European club came to
Asia to give and not take from us.’
Chelsea Chief Executive Peter Kenyon added:
‘Chelsea’s philosophy abroad is to help develop football
from top to bottom. So while we will take our first team
to tour and play professional opposition in important
markets, we also want to create a legacy that sets us
apart from other clubs.’
By the end of 2007 Chelsea was involved in the setting
up of leagues in four cities of the 15 planned. These
were Wuhan, Qingdao, Chengdu and Nanjing.
>>A LONDON AMBASSADOR
Running alongside our involvement in Vision China
was the invitation to host the Chinese Olympic team,
known as Team China, for a training camp at Chelsea in
February 2007.
This invite had been extended to the Chinese Football
Association (CFA) when Chelsea had been appointed as
an official Ambassador for London by the Mayor Ken
Livingstone to help represent the capital during his trip
to China in 2006. During that trip Chelsea had also held
talks with the CFA about a co-operation agreement and
the invite was the first initiative in line with Chelsea’s
philosophy outlined by Peter Kenyon earlier in this
section. The CFA are also a partner in Vision China.
Team China spent two weeks in London, coinciding
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020 Global 13/8/08 2:42 pm Page 22
22 LONDON AND GLOBAL INITIATIVES
with the Chinese New Year. A party celebrating the
incoming Year of the Pig was held at which Chelsea
announced a tour of China in 2008 and later that week
their star goalkeeper Wang Dalei, along with Frank
Lampard and the Mayor, ended the trip by switching on
the Chinese New Year lights in Regent Street, the
largest celebration of its kind in the world outside of
China which received huge coverage back in China,
where it was shown live on national television.
One of the Mayor’s most senior advisers, Director of
Economic and Business Policy, John Ross said: ‘They
(Chelsea) are the best possible ambassadors we could
have for London.’
Ke Yasha, the Culture Minister for the Chinese Embassy,
added: ‘I have been told by Mr Li Xiaoguang (Team China
manager) that they do believe they have learned a lot
from the two weeks of training. I was very happy to learn
that Chelsea are going to take your team to China.’
>>BREAKFAST CLUBS
For the second year Chelsea ran its Breakfast Clubs
programme in Hammersmith and Fulham. The scheme
was extended to four more schools from the initial
project, which began in 2006.
The highlight was an awards ceremony at Stamford
Bridge for local children who had the highest
attendance in the first year of the project.
Michael Ballack joined Chelsea Chief Executive Peter
Kenyon and the Mayor of Hammersmith & Fulham,
Councillor Minnie Scott Russell, in November 2006 to
meet 10 children from 5 local schools. The children’s
visit included a stadium tour, lunch and an afternoon of
educational activities in the new Chelsea education
centre, The Hub.
The Breakfast Clubs were originally set up to provide
a balanced meal each morning, based on the Chelsea
first-team diet. The children are offered a selection of
cereal, yoghurt, fruit, toast and milk each morning. As
well as providing a healthy breakfast, the clubs are also
helping families who for professional, personal and
financial reasons cannot always be around in the
mornings or provide healthy breakfasts. The clubs have
shown a marked improvement in the attendance,
energy levels and concentration of the 160 participants.
Anecdotal evidence suggests that educational
attainment is starting to improve in the children.
Michael Ballack said: ‘It is really good that Chelsea is
involved with a project like this, it is important not only
for children but also adults, to have a nutritional
breakfast to help maintain our concentration levels
throughout the day.’
Chelsea funds the entire Breakfast Club project,
which is rewards based. Children receive a Chelsea-
branded sticker book, which logs their attendance.
Those who attend more than 60 per cent of the clubs
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receive a free membership to the Chelsea Junior Blues
club for a season.
Cllr Minnie Scott Russell, Mayor of Hammersmith &
Fulham, said: ‘Breakfast Clubs are a great way to help
ensure children attend school regularly and on time.
They mean pupils are getting a healthy start to the day,
which improves their well-being and learning. The
council's food-in-schools team works with the schools to
run the Breakfast Clubs, which are already proving a
great success. Chelsea’s support for this initiative is
helping us to make a real difference to families in
Hammersmith & Fulham.’
>>>LONDON YOUTH GAMES
For the second successive year, Chelsea joined up with
the London Borough of Hammersmith & Fulham
Sports Development team to fund 500 kits for young
people in the borough who competed in the London
Youth Games.
Chelsea hosted a presentation evening for some of
the young participants from the LBHF team. Chelsea
and England winger Shaun Wright-Phillips was on
hand to present certificates, medals & trophies to over
50 of the competitors.
>>THE MAYOR’S BALL
Since moving into the Cobham area in Elmbridge,
Surrey, Chelsea sponsors the Mayor’s Ball on an annual
basis. This helps a number of charities and community
groups in the area.
>>EARL’S COURT FESTIVAL
Having rescued a local community festival in the
London borough of Kensington and Chelsea the
previous year when one of the main sponsors pulled Ballack to school
Young award winners with Breakfast
out, Chelsea supported the Earls Court Festival again in Club co-ordinator Lynne Truss (back
the summer of 2007 and has pledged to do so on an row, left), Peter Kenyon (back row,
middle) Mayor of Hammersmith and
ongoing basis as the festival has a long history in the Fulham Cllr Minnie Scott Russell
(back row, second from right) and
local area. Our Football in the Community team provide Michael Ballack (back row, right)
football coaching for the festival as well.
020 Global 13/8/08 2:42 pm Page 23

LONDON AND GLOBAL INITIATIVESS 23

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024 Central - part 1 13/8/08 1:11 pm Page 24

24

WORDS OF WISDOM
THROUGH THE CURRENT PLAYING STAFF AND FORMER PLAYERS SUCH AS PAUL
CANOVILLE, CHELSEA IS HELPING SPREAD THE ANTI-DISCRIMINATION MESSAGE

T
wo significant landmarks were reached in the
2006/07 season in Chelsea’s ongoing commitment
to fight discrimination in football.
In May 2007, the club were awarded the Preliminary
Level of the Racial Equality Standard (RES), a set of
guidelines, parameters and best practices set by the
Premier League and Kick It Out for all Premiership
clubs to meet. Chelsea is currently working towards
the next level of the RES.
Of far greater significance in many ways, though,
was the rediscovery of Paul Canoville, Chelsea’s first ever
black player in the late summer of 2006.
If ever there was a story in football that highlighted the
fight against racism it was Canoville’s, but it had not been
told for many years and not as part of an anti-racism
campaign.
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Where the black footballer pioneers like Laurie
Cunningham and Cyrille Regis in the Seventies suffered
racial abuse from opposing fans, in the early Eighties
Canoville was probably unique in that the horrendous
abuse he endured was from a significant minority of
his own fans at Chelsea.
Recalling his Chelsea debut back in 1981, he said:
‘It hurt, it really did hurt me. I came on for the last three
minutes at Crystal Palace and I had to sit down in the
changing room afterwards because I couldn't believe it
was coming from my own supporters. It was just some
‘The diversity at Chelsea now is obvious to all. The religious
background of our fans, directors and owner all illustrate our
vision as a multi-racial club which we are very proud’ P E T E R K E N Y O N
comforting words from my manager that made
me continue playing football.’ He later faced death
threats sent by Chelsea fans.
Ultimately his skill on the field won them over, a
testament to his own courage and strength, but after
retiring Canoville dropped out of contact with football,
and Chelsea in particular. He suffered serious illness,
drug and financial problems.
As part of Chelsea’s re-engagement with its ex-players
following Roman Abramovich’s takeover the club made
a concerted effort to find Canoville as he represented a
024 Central - part 1 13/8/08 1:11 pm Page 25

CENTRAL INITIATIVES 25

Spreading the word
Ex-Blues star Paul Canoville holds an
audience with youngsters on a school
visit, telling them about his experience
of racism during the Eighties
major part in the club’s history, albeit one Chelsea fans
at the time should have been ashamed of.
In the summer of 2006 Canoville was finally tracked
down and was delighted to be reunited with Chelsea.
‘So much has changed at Chelsea since my playing
days,’ he said. ‘It’s unbelievable to be back here.’
Canoville agreed to front the club’s Kick It Out
Week of Action and tell the story of how he fought the
racists on the terraces. Kick It Out then asked him to be
one of the key ambassadors for the campaign across the
country and the national media queued up to hear his
story. Amid emotional scenes at Stamford Bridge he was
given a rapturous reception by Chelsea fans when
he came back to a game for the first time.
With Ashley Cole, one of the club’s anti-racism
to mark the tenth anniversary of the high-
profile anti-racism educational campaign,
Show Racism The Red Card.
Ged Grebby, Show Racism The Red Card
Project Coordinator, said: ‘Between Paul
playing for Chelsea
and Ashley signing for Chelsea, there has been a
dramatic change, not just at this club but throughout the
whole of the game in the UK.’
Chelsea Chief Executive Peter Kenyon added: ‘Chelsea
is proud of its record in tackling racism. Paul’s story is a
lesson to us all that this should never return.
‘The diversity at Chelsea now is obvious to all. The
players José Mourinho has brought together on the field
of play, the fans watching them in the stadium, and the
religious background of some of our directors and owner
all illustrate our vision as a multi-racial club of which we
are very proud.’
Chelsea practices a zero tolerance policy towards
discrimination. During last season there were 17
court bans imposed on Chelsea fans, the majority in
relation to racist behaviour.
In total there were 320 ejections from the ground
for a variety of offences.
There is no written common strategy between stewards
and police on the subject of racism. The Statement of
Intent between Chelsea
and the police mentions
crime in general (which
includes racism) and
ground regulations (which
also includes racism).
It confirms that
stewards should deal with
breaches of ground
regulations and that
police should deal with
criminal offences, but
there is no strictly defined
delineation between
both work closely together. There is also a
section in the Stewards Handbook on
identifying and dealing with racism. In
addition, all Stewards as part
of their Certificate in Event & Matchday
Stewarding (CEMS) are trained specifically on the
subject of racism.
Every match day programme includes a half page
poster giving details on how to report racism, which are
also displayed around the stadium on poster sites. These
include internal hotline numbers, an email address for
reporting incidents, as well as the various national
campaign numbers and websites. For European
matches these posters are also displayed in the away
area in the language of the visitors.
We continued an anti-racism campaign in the main
bar at Stamford Bridge, the Shed Bar, which included
a poster campaign.
The Employee Handbook, which meets industry
standard best practice sets out Chelsea’s policy on
racism and discrimination and warns that both are
unlawful and unacceptable and subject to Chelsea
disciplinary procedures. All staff, members, supporters
and applicants for employment will be regarded
equally and be given equal opportunities irrespective of
their race, colour, nationality, ethnic or national origin.
Giving racism the boot
Canoville with the winners of the
Kick It Out poster competition

ambassadors for 2006/07, he kicked off a season of events stewards and police as

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024 Central - part 1 13/8/08 1:11 pm Page 26
26 CENTRAL INITIATIVES
NEW HORIZONS
OUR COMMITTED SUPPORT FOR FOOTBALL IN ASIAN COMMUNITIES AIMS TO PROMOTE
THE GAME TO A NEW AUDIENCE AND PRODUCE PROFESSIONAL ASIAN PLAYERS
I
n recent years Chelsea has been an avid backer and
promoter of participation in football by the Asian
communities in London.
In the 2006/07 season the club continued to
introduce innovative schemes to further this goal, most
notably Chelsea sponsored a community award at the
GG2 Leadership and Diversity Awards, the leading
ethnic awards in the country.
The first winner of what will now be an annual award
was the founder of the highly successful London Tigers
football team, Mesba Ahmed.
Ahmed said: ‘To win the award for football in the
community shows that all our hard work is being
valued. I would like to thank Chelsea for supporting us
with all our football initiatives, in particular the work
with the Asian Community Cup. Maybe the partnership
between the two organisations can help develop the
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first Asian player for Chelsea.’
Chelsea hosted the Asian Community
Cup final for a fifth consecutive season
at Stamford Bridge in May 2007.
There were over 2,500 participants
and spectators during the three-day
event aimed at raising the aspirations
of Asian footballers across the
country to play professional football.
This is one of the few partnership
projects in England where a Premier
League club is supporting the
development of Asian footballers.
The 2007 final was between London
APSA of Essex and FC Smethwick
from Birmingham. London APSA
(pictured celebrating, above) won a
thrilling final after a tense penalty shoot-out.
Special guests on the day included London
Assembly Member for Sports, Murad
Queshi and Mayor of Tower Hamlets
Shahid Alam.
Before the main final there was a
cup match between the finalists of
the London United Football league
between Westferry and Brick Lane,
areas where there is a large
proportion of Asian community.
This was another project
supported by Chelsea FITC.
The London Tigers Under-
18s also took part in the Chelsea
Community Cup, a competition
created by Chelsea for its social inclusion programmes,
024 Central - part 1 13/8/08 1:11 pm Page 27

CENTRAL INITIATIVES 27

>>STRIVING TO END ANTI-SEMITISM AT CHELSEA

Anti-semitic behaviour has been an historical problem
at Stamford Bridge, most notably when Chelsea plays
Tottenham Hotspur, although the club is pleased to say
it is now in significant decline. Since the Abramovich
takeover the club has been involved in a number of pro-
active initiatives around Spurs matches to raise
awareness and make clear anti-semitism will not be
part of the current or future Chelsea. This approach has
been endorsed by the major anti-discrimination bodies
and the Football Association. During the 2006/07
season this approach continued and the number of
incidents are declining dramatically.
In September 2006 Chelsea also supported an
influential panel of Members of Parliament from across
the major political parties in calling for action to tackle
anti-semitism in the UK.

W O R K I N G W I T H T H E D I S A B L E D >>

A footballing community
The 2007 Asian Community Cup
proved a huge success with London APSA
winning the final at Stamford Bridge
which culminates with a game at Stamford Bridge.
In addition, the Tigers’ Children Development officer
joined the Chelsea FITC coaching team for eight months
to offer mentoring and additional support to hard to
reach groups in south Westminster housing estates and
schools, while ex-national football players of Bangladesh
visited Stamford Bridge for a stadium tour in a
partnership project between London Tigers, Chelsea FITC
and the PFA of Bangladesh (Dhaka Akadosh). They also
played a match against the London Tigers’ veterans side
and have expressed their desire to play the Chelsea Old
Boys team in the future.
Chelsea FITC also got match tickets as incentives for
youngsters involved in London Tigers’ projects who have
previously been in gang related activities. The tickets
were used to promote positive behaviour and reward
those who were striving to make a change.
The 2005/06 season saw a dramatic step forward for side that play in tournaments all over Europe. Chelsea has
disabled supporters at Chelsea and this was continued a dedicated Special Needs and Disability officer.
in 2006/07.
Chelsea revamped its disabled policy in full CHELSEA DISABLED FOOTBALL TEAM:
consultation with its disabled fans and the National For the more competitive, the Chelsea Disabled football
Association of Disabled Supporters (NADS). team has been established for many years and has been
The new disabled policy was fully endorsed by our fans hugely successful with a large percentage of the players
and NADS. The full details relating to it can be found in competing at international level. The team won a
the Disabled section of www.chelseafc.com prestigious European five-a-side tournament during the
In summary, the main points were: 2006/07 season and were presented with the trophy for
• all disabled fans, and their carers, attend matches at the home match against Tottenham.
Stamford Bridge for free
• the setting up of a Chelsea Disabled Supporters
Association
Chelsea endorses the aims of the Level Playing Field
Campaign and will continue to have positive dialogue
with NADS and CDSA.
Chelsea also works with a number of disabled related
projects.
FOOTBALL+
The Football+ project is a partnership between the
Limbless Association and Chelsea FITC, which works with
disabled, Emotional Behavioural Difficulty (EBD) and
special needs players through primary and secondary
school level.
We run coaching sessions on a regular basis during A level playing field
school time and after school with the Surrey Special Our revamped policy allows
all disabled fans and carers to
Schools Sports Association. We have a senior and junior
attend games free of charge

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28

STUDIES
AT THE
BRIDGE
BEYOND FOOTBALL, CHELSEA
LOOKS TO PLACE ITSELF AT
THE HEART OF COMMUNITY
EDUCATION FOR ALL AGES

T
he Chelsea education department, based at “The
Hub” – the purpose build centre on the Stamford
Bridge stadium site – consistently supports
national and Premier League initiatives, as well as
developing projects which respond to local needs.
We continue to build successful links with schools,
libraries, hospitals and the community. Over the course
of the 2006/07 season, over 1,500 children and 150
adults benefited from our initiatives, taking part in
in-school and after-school projects, talks, workshops and
holiday programmes.
‘Hundreds of children have improved their learning ability and
Education partnerships use the power of football to confidence by attending the study centres. These are fantastic
inspire, motivate and re-engage learners and to improve
attitudes to learning. Chelsea’s rich history, the
partnerships between the football clubs and the council.’
inspirational stadium site and the beautiful game itself COUNCILLOR ANTONY LILLIS, CABINET MEMBER FOR COMMUNITY AND CHILDREN'S SERVICES, LBHF
provide plenty of material to capture learners’ attention.
Projects are particularly successful at raising literacy, numeracy and ICT skills during special after- hosted the special end of project celebration event,
achievement and levels of confidence among reluctant school sessions. Local pupils benefit from working in where 50 pupils were delighted to meet and receive
learners and provide support and opportunities for small groups and enjoy learning at the football-themed, certificates from former player and now CSR
learners of all ages and abilities. well-equipped and colourful study centre. The Hub is Ambassador for the club, Graeme Le Saux, and current
The Hub is an exciting and inspiring learning run by our Education Manager Suzi Raymond and goalkeeper Carlo Cudicini.
environment. It is part funded by the national Playing for Education Officer Wendy Buddin.
Success initiative, which helps pupils to develop their >>KICK IT OUT
>>PLAYING FOR SUCCESS As usual, Chelsea education department played a key
The Playing for Success after-school study support role in Kick It Out week, which coincided with Black
programme saw its first full season in operation at History Month in October.
Chelsea and 240 local school pupils completed the 10- Paul Canoville, whose story is told on pages 24-25 of
week course. The project provides targeted support to this section, played a full role in this and was an
pupils in primary, secondary and special schools within inspiration to the 250 pupils he met at local library
the LBHF. sessions where he helped raise awareness of the history
During the summer term, pupils also took part in a of racism in football and taking part in class debates.
unique joint study programme together with projects at Paul also took part in a special family learning day at
two neighbouring centres at Fulham and QPR football The Hub and took children and their families on a tour
clubs. Each centre focused on one of the key Playing for of the Bridge. Paul’s lively personality and infectious
Bright young things
Paul Canoville and Roy Bentley with winners Success curriculum areas; Chelsea focussed on literacy, enthusiasm, as well as the serious message of his story
of the Kick It Out poster competition
Fulham on ICT skills and QPR on numeracy. Chelsea had a lasting impact on the young people he met.

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CENTRAL INITIATIVES 29

autobiography “Totally Frank” and Francesca Simon’s

children’s book “Horrid Henry and the Football Fiend”.
Premier League Reading Stars was launched in 2003
and is a partnership between the the Premier League,
the National Literacy Trust and the Football Foundation
that aims to encourage an enjoyment of libraries and
reading.
This season the club linked up with three local
libraries, giving families from six local primary schools
the opportunity to take part in this successful project.

>>LOVE FOOTBALL, LOVE LIBRARIES

Bridging the learning gap
Wayne Bridge was Chelsea’s
Premier League Reading Star
for the 2006/07 campaign
>>EDUCATION THROUGH FOOTBALL
The Education Through Football project in partnership
with Westminster City Archives, is going from strength
to strength and continues to be extremely popular with
pupils, teachers and parents. This season over 1,000
pupils took part from across 21 schools in the boroughs
of Hammersmith and Fulham, Kensington and Chelsea,
Wandsworth and Westminster. The project uses
Chelsea’s past to bring 20th century history to life and
supports delivery of the history, literacy and citizenship
curriculum to primary school pupils in Years 5 and 6.
This season, Chelsea worked in partnership with the
Unicorn theatre to offer pupils taking part in the project
the chance to see the story of “Billy the Kid” brought to
life in a theatre production. A huge photographic mural
of pupils at the stadium was displayed in the theatre
foyer as part of a collaborative art project.
A special Christmas project was also launched, inspired
by the truce during the Great War in 1914 that formed
the basis for a book by the famed children’s author
Michael Morpurgo and illustrator Michael Foreman. Five
senior management from Chelsea volunteered to help
the children with their reading skills.
>>PREMIER LEAGUE READING STARS
Wayne Bridge was Chelsea’s reading champion for
2006/07. His chosen books were Frank Lampard’s
Promoting a love of reading and encouraging families
to access their local libraries was an additional focus for
the 2006/07 season. The Chelsea Reading project was
delivered as a family learning opportunity at the
Chelsea library.
A free book-swap was launched at the Chelsea Hub on
World Book Day, with a special author event for adult
learners. A high-tech approach was used to capture the
interest of young children, who produced a short
computer animated film using the theme of football to
encourage their peers to visit their local library.
The education department linked up with the
Reading Agency to host a national conference to help
promote libraries and to showcase partnerships which
can have a positive impact on young people.
>>ALIVE AND KICKING
Chelsea’s valued senior learners, all aged 70 and over,
have enjoyed taking part in weekly computer skills
sessions at the Hub through the innovative ‘Alive and
Kicking’ project delivered in partnership with the local
Open Age charity. This project encourages senior fans
to develop new skills and to record their memories and
stories using digital technology.
Chelsea legends Roy Bentley and Peter Brabrook
presented the learners with awards and certificates at a
special discussion group event, which was a particular
highlight for many fans.
>>SPECIFIC COMMUNITY NEEDS
This season’s programmes linking in with the FITC
team have continued to address specific community
needs and support harder to reach groups, through
partnerships with a number of local community
projects.
The Keep it Up project used booster sessions at The
Hub to target 24 young people who were under-
performing and at risk of exclusion from school and
encouraged them to examine their behaviour and
develop strategies for coping with learning.
Tailored education workshops, interview practice
and CV writing workshops were also delivered to young
learners from Street League and the Prince’s Trust.
A N T I - W E A P O N S C A M P A I G N S >>
As this report was being written knife crime was
grabbing the headlines as one of the leading social and
political issues in our society today. In 2006/07, there
had also been some terrible teenage tragedies that
prompted Chelsea to support anti-weapons initiatives,
which have been continuing ever since.
Chelsea’s Football in the Community team, Positive
Futures and Battersea Early Intervention Team (BEIT),
launched a new initiative in July 2006, which aimed to
reduce crime and promote well-being in the
community.
Eighty young people aged between 11-18 from the
Battersea area met at the Sir James Barrie School to
take part in a football coaching session, as part of
Chelsea’s FITC Estates Programme.
Staff from BEIT, which is part of the Wandsworth
Youth Offending Prevention (WYOP) Team, joined
coaches and a WYOP police officer, to run a one-hour
weapons awareness workshop aimed at stopping young
people from using weapons.
The interactive workshop used discussion groups,
case studies and a DVD presentation to inform young
people about the dangerous consequences of carrying
weapons – for themselves, the victims and the
community generally.
The programme is part of a larger project of
preventative work involving Chelsea in Wandsworth
to reduce the number of young people involved in
crime. Future sessions in this series would focus on
drugs, sexual health, dangerous dogs, car crime and
anti-social behaviour.
Chelsea Chief Executive Peter Kenyon said at the
time of the launch: ‘Recent terrible incidents have
brought knife, and other weapon crime, back into the
public consciousness and we should all do what we can
to increase awareness about stopping these crimes.
Chelsea is committed to helping the local community
on this very important issue.’

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30
BY ROYAL APPOINTMENT
CHELSEA’S PARTNERSHIP WITH THE PRINCE’S TRUST
HAS ALLOWED THE CLUB TO MAKE A POSITIVE
IMPACT ON THE LIVES OF YOUNGSTERS IN LONDON
C
helsea’s long standing relationship with The
Prince’s Trust continued throughout 2006/07.
Chelsea and England captain John Terry faced
one of the toughest interviews of his career in October
when he met a group of young people on The Prince’s
Trust Football Initiative (above) at our training ground.
The unemployed 16-25 year olds, who are on a 12-week
programme, interviewed the Chelsea star on his dreams
as a youngster, being a professional footballer and how he
stays focused and healthy.
John Terry said: ‘It's good for young people to get
involved in football. When I was growing up I played
for the local youth club and it kept me off the streets.
Football is a good way to motivate young people.’
Later in the year more youngsters met new signing
Khalid Boulahrouz and did a similar Q and A with him.
Kate Freeman, The Trust’s football development
manager for London, said: ‘The day at the training
ground was fantastic and the kids couldn't believe that
they found the confidence to ask the Chelsea and England
captain their questions let alone have a kick about with
him. John was so down to earth and it was a real boost to
their confidence and self esteem, this underlines all that
the Chelsea Princes Trust scheme is about.’
The Prince’s Trust Football Initiative aims to improve
the motivation and confidence of youngsters who are
unemployed, young offenders, underachieving or out
of care so they can find work or go back into education.
WWW.CHELSEAFC.COM
The club provides behind-the-scenes tours,
motivational talks, signed merchandise and player
appearances to attract young people to complete
The Prince’s Trust programme.
For the second year Chelsea also ran one of The Prince’s
Trust ‘Get Into Hospitaliy’ schemes to help unemployed
young people bridge the employability gap. Three
young people were appointed into roles as a result
of the scheme across Chelsea including within Football
in the Community and the Megastore.
The previous year Chelsea had been one of the
first football clubs to pilot the scheme when eight
young people worked in the Megastore. During their
time in the Megastore they were introduced to
potential employers and mentored after
completion of the course.
P R I N C E ’ S T R U S T C A S E S T U D Y >>
>> Ricky Dewey
One of the success stories of the
scheme is Ricky Dewey. Having left
education at 16 with a poor attendance
record and lacking motivation, Ricky joined the Team
programme and was invited to volunteer with Chelsea
FITC. After impressing with his work in local schools, the
club invited him to do a FA Level 1 coaching badge
which he passed and he now works for FITC.
‘I am a massive Chelsea fan and this has really got me
going,’ says Ricky. ‘I doubt I would have been into the
course if it wasn’t for the football element.’
>>POSITIVE FUTURES
A number of Chelsea schemes are funded via the
Positive Futures social inclusion programme. In
April Chelsea’s England and Cameroon internationals
Ashley Cole and Geremi helped kick-off a scheme
to divert young people from the dangers of drugs,
guns and anti-social behaviour at a five-a-side
football tournament at the Sir James Barrie Primary
School, in Battersea.
The programme will see football coaching
and workshops being delivered at four venues
across Battersea.
Ashley Cole said: ‘In London, especially at the
moment, there are many problems with crime and
young people. It is up to the individual as to how they
want to live their life, but I hope by me coming here
having fun with them as a group it will help them to
enjoy each other’s company.’
Geremi added: ‘These events have a great impact on
young people as some of them don’t have the
opportunity to meet footballers face-to-face, it might
even change their lives. Many footballers did not have a
great life when they were growing up but football can
change the life of a person, whether you play for a
professional club or just with your friends.’
The tournament included 100 young people from the
Battersea area, forming eight teams from each of the local
estates. Winstanley Estate won the U14s tournament and
Patmore were victorious in the U16s group.
The event also offered the opportunity for young
people to look at stalls set up by the RSPCA, Fire Brigade,
Met Police, drugs and sexual health agencies.
As well as weekly football coaching sessions which
028 Central - part 2 13/8/08 2:39 pm Page 31
offer young people the opportunity to qualify as FA
Level One coaches, young people attend the
informative workshops which look at a range of issues,
such as gun crime, knife crime, sexual health, drugs
awareness, dangerous dogs, driving offences and arson.
>>KICKZ
Following a successful pilot, Chelsea is now one of 22
clubs involved in the national Kickz programme
launched by then Prime Minister Tony Blair.
Chelsea’s projects have been rolled out on the
Henry Prince and Longstaff housing estates in
Wandsworth with potential to expand to other parts
of the borough in the future.
The scheme is funded by the Football Foundation
and Chelsea works with the local police and council in
Wandsworth to deliver programmes that reduce crime
and anti-social behaviour, encourage volunteering
and break down barriers between the communities and
the police through football.
>>GIBBS GREENER SCHOOL
In September Chelsea and England star Frank Lampard
continued the club’s connections with Gibbs Greener
School when he kicked off a new community initiative to
give children with emotional behavioural difficulties at
the special school access to new football facilities and the
opportunity to develop their self esteem through sport.
In addition to offering personal development
programmes to the Gibbs Greener pupils, the facilities
will also be used by five local primary schools, increasing
the provision of sport within Hammersmith and Fulham.
After school sessions and holiday coaching sessions will
also be held at the site for the local community.
The Gibbs Greener project is a partnership between
Chelsea, The Football Foundation and HSBC Bank. The
programme is funded with the help of a
grant of £114,269 from the Football
Foundation, the UK’s largest sports charity.
Lampard joined over 50 young people to
kick off the scheme and said:
‘It’s important that football and the players
put something back into the game and I’m
really happy to be able to play a part in
helping launch this project and thank the
Football Foundation and other partners for
all their hard work and support. I’m delighted
to support this vital work.’
>>CHELSEA’S NEW DEAL
In November Chelsea teamed up with North
Fulham New Deal for Communities to form
Chelsea New Deal FC. The project aims to improve
the health and fitness of local residents by establishing
a football team.
Twenty young men from North Fulham housing
estates, who signed up to play for the team, were
presented with their new kits by Chelsea goalkeeper Carlo
Cudicini (above) while on a visit to Stamford Bridge. The
newly formed squad took the opportunity to ask Carlo
questions about what inspired him to become a footballer
and how he keeps himself motivated in the sport.
Chelsea New Deal FC will receive regular coaching
through Chelsea’s FITC coaches and they aim to go on
to compete in a London league. The project has been
funded by the central government.
David Bowler, Programme Director from North
Fulham NDC said: ‘NDC are delighted to be working
alongside Chelsea. It is great that local men will enjoy
the benefits of regular physical activity delivered by
Chelsea’s FITC. By using the power of football we can
get young men who are reluctant to address health
Social call
Geremi with a group
from the Positive Futures
social inclusion programme
CENTRAL INITIATIVES 31
issues to become more proactive and to look at their
health in the long term.’
>>LINFORD CHRISTIE STADIUM
This was a major funding project of the 2005/06 season,
accounting for nearly £1 million in our CSR audit for
that year, the majority of the money coming from the
Football Foundation, Barclays Spaces for Sport, and
Hammersmith and Fulham Council which could not
have been possible without Chelsea.
The 2006/07 season saw the west London site start to
host a significant number of community intiatives both
through Chelsea FITC and other bodies. From a Chelsea
FITC perspective courses hosted there included Street
League sessions, William Morris School training
sessions for the Chelsea New Deal team.
>>WESTMINSTER CCHUT
This was the second year of the Westminster Chelsea
and CityWest Homes United Team project based on
estates around Pimlico for the six to 16 age groups.
The sessions cover Saturday and midweek as well as
in school sessions received by 10 schools.
>>CONNEXIONS
The Connexions programme is based in the borough of
Kensington and Chelsea.
The programme was funded by Positive Activities for
Young People, a Government sports development fund,
which is a targeted programme aimed at vulnerable
and at risk young people aged between 8-19.
The coaching programme was delivered by Chelsea
FITC and focussed on skills development, building
self-esteem and teamwork through skills drills,
practices, challenges and competitions.
There were more than 50 participants from local youth
clubs. At the end of the programme a Connexions team
played in a tournament at Stamford Bridge against the
other Government funded FITC programmes such as
Positive Futures and Gibbs Greener Goals. The tournament
is used as an incentive during the programme.
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32 GENERAL INITIATIVES

G R E E N I S T H E C O L O U R >>

Part of the environmental commitment at

Cobham has been the planting of trees and
shrubs.
One tree absorbs one tonne of CO2 in its
lifetime. In order to offset our carbon
emissions Chelsea has planted 225 mature
trees, 330 immature trees and hedges and
2000 shrubs. The training ground has 48
hectares of grass, much of which is new. One
hectare of grass absorbs between 6.5 and 8.5
tonnes of CO2 in its lifetime.

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032 General - part 1 13/8/08 1:14 pm Page 33
MAKING
A POSITIVE
IMPACT
A LOOK AT THE CLUB’S WIDESPREAD COMMITMENT
TO BEING A GOOD CORPORATE CITIZEN, FROM
INVESTMENT IN THE COMMUNITY TO FINANCIAL
TRANSPARENCY AND ENVIRONMENTAL ISSUES
T
his section, called “general” and coloured grey in
the pyramid, covers a whole host of activities
which are not necessarily unique to Chelsea or
part of the central initiatives.
From a community investment perspective it also
covers the vast amount of non-partner charity work
the club does.
The majority of this is through the donation of signed
merchandise for auction but also covers the fulfilment
of general requests and community visits, school
donations and pitch events.
In addition this section covers the commitments of
being a good corporate citizen, generally and within
football. These are wide and varied but would include
pledges on financial transparency, good governance,
fan consultation, economic development,
environment, employer commitments and also the
positions of our major partners as well as general
football requirements such as the publication of a club
charter and adherence to health and safety
requirements.
>>HELPING THE ENVIRONMENT
As a responsible business, Chelsea wants to make a
genuine contribution to the environment as it is crucial
for the future of us all.
We will do this within the everyday requirements of
our business. We are not going to stop flying by plane,
or travel by coach to matches, or tell individuals to stop
GENERAL INITIATIVES 33
driving a particular car. That is just unrealistic, not just
for us, but for many businesses.
However that does not mean we cannot make some
significant changes that can have a real impact. This is
just the start of that effort.
The 2006/07 season saw the opening of our new
training ground at Cobham.
The architectural design, building and
environmental requirements of Cobham were
inextricably linked from the start of a challenging and
stringent planning process, not just from an aesthetics
perspective in a green-belt area, but also from the point
of view of ongoing environmental sustainability.
The building is 3,338 sq metres. It covers three floors
but the bottom floor has been dug into the ground to
ensure the building is no higher than any of the
surrounding structures.
Overall the building services installations/
management system, and the building as a whole, is
designed to meet an “Excellent BREEAM” rating –
achieving by design the minimum impact on the
environment locally and globally.
BREEAM (The Building Research Establishment
Environmental Assessment Method) provides
authoritative guidance on ways of minimising the
adverse effects of buildings on environments.
Perhaps the most distinctive architectural aspects of
the building are the curved “living” roof and the brass
cladding that dominate the exterior. These ensure the
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34 GENERAL INITIATIVES
concept of a building in harmony with its setting.
The sedum type roof system (live controlled-growth
grasses) was not selected solely for green “aesthetic”
issues. It also provides sustainable benefits that include
producing oxygen to improve air quality and reducing
carbon dioxide levels, the primary contributor to global
warming; the retention of a high percentage of
rainwater; the restoration and establishment of
sustainable habitat for particular types of plants and
wildlife; protection from heat, noise and air cooling.
The brass cladding has been adopted as the principal
surface material on the following environmental grounds.
It is corrosion resistant and has longevity; brass is a readily
recycled material without any loss of inherent properties;
the material naturally oxidises to interesting hues and
textures and requires zero maintenance.
Particular attention has been given to power and
energy requirements of the main building to enhance
the natural environment. Through the building
management system the objective of optimum energy
usage through minimum power input and hours of
operation will be achieved.
The existence of large glazed areas, externally shaded
to reduce direct solar gains, will provide day lighting to
the majority of internal areas. The provision for day
lighting is extended to the lower ground level via light
wells and external reflective water feature (the moat).
The building is recessed by approximately one third
Shedding some light
The lights around the stadium,
including floodlights, are set to a
timer in order to conserve energy
WWW.CHELSEAFC.COM
‘Chelsea continues to develop a
wide range of environmentally
sustainable policies in terms of
energy saving and recycling’
of its overall height below ground level which also
minimises heat loss.
More generally, Chelsea continues to develop a wide
range of environmentally sustainable policies in terms
of energy saving and recycling across all its buildings.
We have a company-wide policy of using energy-
saving lighting, aside from where there are life safety
issues. All lamps when disposed of are sent away to a
recycling plant. Any lamps used that contain heavy
metals and toxic compounds are treated as hazardous
waste and duty of care certificates are available.
Lighting around Stamford Bridge is controlled in two
ways via a central control system (Trend BMS) and
proximity switches, which minimises energy use. We
will be extending the use of proximity switching to
further reduce energy usage.
The BMS times lighting on and off around the
stadium, including the floodlights on match days.
All plants on the site are controlled by our Building
Management System. This controls the timing of the
temperatures in all areas.
Air-handling units supplying the East and West
Stands have heat recovery coils which reclaim the waste
heat from the extracted air and inject the heat back into
the supply air at certain times of year.
We also take advantage of free cooling. This is when
the temperature drops below 12-14 degrees centigrade.
As the air-handling units normally provide air into the
A/C System at these temperatures we can, via the
control, use the waste heat from the exhaust air to bring
the temperatures within the internal spaces up to the
required temperature using minimal energy input.
Proximity switches turn lighting on when people are
present and switches off when people leave an area,
taking the human element away.
Water usage is controlled in a number of ways. These
range from presence detector/solenoid valves
controlling men's urinals to spray and foaming nozzles
on taps to reduce the volume of water without
appearing to slow the flow.
Waste from Stamford Bridge is taken to a waste
transfer station where the waste is sorted and plastics,
glass, paper and metals are recycled.
Our waste now goes to the White City Waste Station,
which is one of the most technically advanced facilities
of its type in the UK. We currently aim to convert 80 per
cent of all waste from Stamford Bridge into recyclable
product, a four per cent increase on last year.
The remainder is mainly food waste, which currently
goes to land fill composting. Other uses for food waste
are being looked at but due to current legislation all
composted materials arising from food waste are going
to land fill so there is no advantage to be gained in
processing the waste apart from using more energy.
Staff are reminded regularly through internal media
about the importance of conserving energy by turning
off their computers and screens.
The energy-saving and waste-recycling programme
at Stamford Bridge has also been extended to our new
training facility at Cobham and we would hope in next
year’s report to have an overall set of conclusions.
A G R E E N R E P O R T >>
Chelsea demonstrates our commitment to the
environment by acting responsibly within the print
supply chain. This report is printed on Oxygen 50:50, a
paper with a mixture of recycled content and fibre that
meets the criteria of the Forest Stewardship Council.
We see the above as a start and intend to continue
taking the most environmentally credible option on all
our print and publishing output.
In partnership with Pureprint Group, currently placed
fourth in The Sunday Times Best Green Companies 2008,
Chelsea has produced a number of publications that
embrace the latest environmental print technology.
The Forest Stewardship Council logo on page three of
this report guarantees the paper comes from forests
which are well managed according to strict
environmental, social and economic standards.
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GENERAL INITIATIVES 35

>>ELMBRIDGE LAUNCH
T E R R Y ’ S R A Y O F S U N S H I N E >>
In August, goalkeeper Petr Cech and Peter Kenyon joined
the Mayor of Elmbridge to open one of the country’s In October, as Chelsea said goodbye to Peter Osgood, school in the area. The coach now has Ossie’s famous
leading sports centres in Walton-on-Thames, which is John Terry joined special needs pupils and staff to hand Number 9 shirt painted on the door alongside his
over the keys to a new minibus dedicated to the memory nickname.
expected to attract over 1 million visitors every year. of “the King of Stamford Bridge”. Collingham Gardens Child Unit caters for 15 children
Cech, an Elmbridge resident, said: ‘There can be no The Royal Variety Club Sunshine Coach, which was aged five to 14 years. The children have a wide variety of
donated by four supporters – Steve Frankham, Tony mental health issues including autism, ADHD, obsessive
excuse for not joining in and getting into sport. I know
Jiminez, Antonio Zoccola and Dan Truss – has been given compulsive disorder, eating disorders, conduct disorder
how important it is to provide people, particularly to the Collingham Gardens Child Centre in South and chronic fatigue syndrome. The coach will take the
children, with good and safe facilities and I think these Kensington. children on trips including horse-riding, swimming,
The group wanted to honour Osgood by supporting a museums, parks and to other hospitals.
are some of the best I’ve seen.
‘Since I moved here I have always felt part of this
community and I know the other players feel the same.
‘As a local I’m glad I could come here today as it is a big
day for Elmbridge and everyone who lives and works here.’

>>GARDEN FUN
In October 2006, Chelsea funded a new sensory
garden created at a council-run play centre in Fulham,
with the help of a green scheme run by Groundwork
West London.
Fulham Play Project secured the £3,000 Green Grant
with Chelsea’s backing to revamp a disused garden area
at the back of the centre, which provides after-school
and holiday activities for local children aged four to 12.
The sensory garden features paved areas to make it
fully accessible for disabled children and adults and
raised beds for growing flowers, shrubs, herbs and
vegetables. The Fulham Play Project will run a
gardening club for the children to grow their own herbs
and vegetables, which will then be used to make
healthy meals for them at the centre.

>>PETR CECH’S HOSPITAL DONATIONS

After suffering a serious head injury in a Premier League
game at Reading’s Madejski Stadium in October 2006,
Petr Cech was treated at the Royal Berkshire Hospital
and Oxford’s John Radcliffe Hospital. To thank those
who helped him on his recovery, the goalkeeper donated
£1,000 to the neuroscience units of each hospital, as well as
a further £1,000 to the Headway Brain Injury Association.
The money donated was raised from sales of photographs
of Cech following his recovery from the injury.

>>LIAM’S BENCH
Late in 2006 was the one year anniversary of the death
of young Chelsea fan Liam Hannon, 11, killed in a hit
and run accident outside his school in north London.
Ashley Cole (left) unveiled a tribute bench to Liam when
he joined children from Child’s Hill Junior school and
Hampstead Comprehensive.
The Child’s Hill children decided that a bench for the
playground could represent Liam’s personality and love of
playing football with his friends. Cole signed the bench and
Chelsea also donated a shirt signed by the team for auction.

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36 GENERAL INITIATIVES
STAKEHOLDER
COMMITMENTS
OUR RELATIONSHIP WITH CHELSEA’S FANS, STAFF
AND EX-PLAYERS IS VITAL TO THE CLUB. THE 2006/07
SEASON SAW US CONTINUE TO ENGAGE SUPPORTERS,
WHILE THE PAST PLAYERS’ TRUST WAS LAUNCHED
I
n any football club it is difficult to argue against the
fans being the main stakeholder, along with the
club’s staff, and details about our commitment and
consultation with these groups follows.
However during the 2006/07 season there was major
progress with another key stakeholder, the club’s ex-
players, which deserves to be mentioned first.
>>PAST PLAYERS AND PAST EMPLOYEES
Under the club’s previous regime, former players of the
club from its history were effectively persona non grata.
Following the takeover by Roman Abramovich, a re-
engagement and emphasis on the history of Chelsea
was central to the club’s philosophy.
Chelsea underlined that commitment in November
2006 when it set up a new charity to raise money for
former players and employees to help with medical and
financial assistance.
The Chelsea Past Players’ Trust (CPPT) was inspired by
the late Tony Banks, who tirelessly raised funds for
former players – particularly the 1955 First Division
championship-winning team.
Chelsea Chairman Bruce Buck said: ‘Since Roman
Abramovich took over Chelsea we have helped a
number of past players who were in need of medical or
financial assistance. This was done on an ad hoc basis
but Tony and the club wanted to do more.
‘Discussions had already started before Tony’s passing
and his death served as a further impetus to set up the
trust. Not only will the trust directly help past players
and other employees in need, but it will also ensure that
these players maintain their rightful place as a crucial
part of the club’s soul.’
The trust will have seven members and include Buck,
Richard King (chairman of Chelsea Pitch Owners),
former Chelsea captain Ray Wilkins, former England
cricket international and Chelsea fan Alec Stewart,
long-time supporter Tony Reeves, Chelsea Finance
WWW.CHELSEAFC.COM
Director Chris Alexander and Chelsea Company
Secretary Alan Shaw.
CPPT will be registered as a charity with the Charity
Commission and will be independent of CFC. It has
already helped several past players and employees.
The season 2006/07 also saw the commemoration of
one of Chelsea most famous players, Peter Osgood. The
club marked his death with a tribute before the match
against Tottenham the previous season and in the
autumn of 2007 marked his passing by burying his
ashes under the penalty spot at the Shed End of
Stamford Bridge. A plaque is placed nearby alongside
the pitch to mark the spot. A permanent bust or statue
memorial will also be commissioned.
>>FAN RELATIONS
The 2006/07 season was the third year of the
Chelsea Fans Forum.
This is a group of 18 independently
and randomly selected fans from all the different fan
groups who attend matches, from fanzine groups to The ones to trust
The Chelsea Old Boys, who play with their
corporate to season-ticket holders. ages on their shirts, are now affiliated with
the club, while (below) Tony Reeve, Chris
There are four main meetings per year, Alexander, Alan Shaw, Richard King, Alec
supplemented by smaller meetings between the Stewart, Bruce Buck and Ray Wilkins form
the first Past Players’ Trust committee
club and individual
representatives of the forum.
The whole process is overseen
by Electoral Reform Services to
ensure best practice and
independence. Three club
directors, including Chief
Executive Peter Kenyon,
regularly attend all meetings.
Other directors attend
depending on the agenda
relevant to their area of
expertise. This forum has been a
great success. Through dialogue
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GENERAL INITIATIVES 37

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036 General - part 2 13/8/08 2:34 pm Page 38
‘In the 2006/07 season
non-corporate fans
satisfaction increased
to 64.9 per cent’
with the forum, fans have had an input into a number
of significant developments on ticketing, concessions,
ground improvements and disabled policy, all of which
are detailed elsewhere in this document.
All minutes of the meetings are posted on the club
website, www.chelseafc.com and several other fan
websites. The composition of the forum is refreshed
every other year, so for the 2006/07 season half of the
forum had new members.
For the third year, Chelsea commissioned a Fans
Satisfaction Survey aimed at assessing current
satisfaction and setting targets for the future.
This survey was independently commissioned by The
Leadership Factor. It took findings from more than
2,000 randomly selected non-corporate and corporate
supporters. The results were presented to the Fans
Forum and they will continue to monitor progress, year
on year. A summary of the findings are available on the
club website, www.chelseafc.com
Between the three surveys, Chelsea undertook a
number of initiatives as a result of the ‘priorities’
highlighted with the result that 75 per cent of the
priorities listed have registered a significant increase in
satisfaction across both surveys.
In 2006/07 non-corporate fans satisfaction increased
to 64.9 per cent, the highest figure since the survey
began. In the Corporate Fans Satisfaction Index, the
2006 figure of 72.6 per cent improved again to 73 per
cent. This is an extremely good result, in fact it is the
highest corporate rating of any sports organisation on
The Leadership Factor’s database.
The independent FA Premier League National Fans
Survey has been running for more than 10 consecutive
seasons and researches the behaviour attitude and
experience of fans from all clubs in the Premier League.
For the 2006/07 season Chelsea rated ninth overall for
matchday experience, while facilities rank 12th.
WWW.CHELSEAFC.COM
Chelsea also holds at least one “fans day” to watch the
players train at Stamford Bridge and this season fans
took part in one of the biggest team photos in the world
in conjunction with adidas and the Chelsea first team.
This was mounted on the wall opposite the West Stand.
>>LOOKING AFTER OUR STAFF
At Chelsea our internal staff Mission Statement is:
‘We are a service driven football club that values people.’
So we have developed a strategy towards our staff
that not only seeks excellence but also rewards
performance, commitment and loyalty. We also
actively seek to integrate those people in the
community with less chance of employment
opportunities into our staff.
Enhancements were made to staff benefits this year
by extending the Maternity and Paternity leave
entitlements beyond the statutory minimums. We also
extended the entitlement to benefits of Private Medical
Health and the pension scheme to include more
categories of staff. This almost doubled the staff who are
now included in these benefits.
Voluntary benefits have also been offered for the first
Developing our staff
Eight supervisors took part in the club’s
pilot management development scheme
Blue day out
Our official “fans day” in 2006 saw
supporters take part in one
of the biggest team photos ever and
this shot from the day was displayed
on the wall behind the West Stand
time, which include Childcare Vouchers and a Cycle to
Work scheme.
The pilot Personal Development plan of last year was
rolled out to all staff in the group this year.
Eight supervisors participated in a pilot management
development scheme which resulted in them being
awarded with the nationally recognised Institute
Leadership and Management Level 2 award.
The employee recognition programme was
redeveloped this year to be named “Excellence Awards”
in line with company values.
Our talent management strategies continue to have a
positive impact on staff development in the club with 52
members of staff (representing 11 per cent of the
workforce) were either transferred or promoted to
different roles within the business and our labour
turnover has steadied at 26 per cent.
The staff handbook is reviewed and revised every six
months to ensure that all our policies and procedures
are in line with current legislation, statutory
obligations and best practise.
An induction day is conducted every month led by
the HR Department, but run completely by the Senior
Management Team. This ensures that all new
starters are integrated as efficiently and professionally
as possible into the company culture and specific
business expectations.
During induction day all staff receive specific training
on the club’s Equal Opportunities policy, which covers
all areas of the legislation including race and disability.
Additionally, this year we have piloted a half-day
training specifically on diversity and a half-day training
specifically on disability training.
A second staff audit was commissioned this year,
conducted by external facilitators. Feedback from these
sessions has been fed into the company’s staff
engagement strategies.
In conjunction with its partner CLIC Sargent, the
club supported 15 members of staff in training for
and completing the London Marathon. Other staff
volunteered for various CSR schemes featured in
this report.
Staff feedback also brought improvements to the
036 General - part 2 13/8/08 2:35 pm
Roadrunners
Chelsea staff members ran
the London Marathon in
support of CLIC Sargent
monthly staff newsletter, while the intranet has
become a greater source of club information for staff
that is vibrant, up to date and meaningful.
A lucky draw of 10 tickets for every home game was
introduced this year, which ensures that staff can have
some access to first-team matches.
>>CUSTOMER SERVICE AND
CHARTER COMMITMENTS
In line with all Premier League clubs, Chelsea produces a
Customer Charter outlining its commitments on
ticketing, merchandising, customer service, complaints
procedure, consultation and other issues such as fighting
racism that are dealt with elsewhere in this report.
Clubs also produce a report on the previous year’s
charter and give an assessment of whether those
commitments have been met and improvements for
the future. This can be obtained from the Premier
League or from www.chelseafc.com
In terms of general customer service, Chelsea believes
it has met its charter commitment from last year but
continues to strive for better service all the time.
If employees enjoy a greater experience they are
more likely to deliver a greater customer experience.
So managers and staff are participating in various
programmes to communicate better, develop roles and
reward performance.
>>COMMUNITY CONSULTATION
There are meetings, regular contact and good relations
with more than 10 local resident groups, the Mayors,
local politicians and MP’s in our immediate communities
of Hammersmith and Fulham and Elmbridge. These are
also fostered through the local councils, with whom the
club are involved on several projects. There has been
direct consultation with local residents on several issues.
Page 39
GENERAL INITIATIVES 39
A M B A S S A D O R L E S A U X >>
During this season Chelsea
announced that Graeme Le
Saux would be the club's CSR
Ambassador. The former
Chelsea and England player is
the first representative in what the
club hopes will be a more wide-
ranging Ambassador programme across
a number of club areas.
>>BEING PART OF THE FOOTBALL FAMILY reduced by five per cent on the previous season.
Chelsea takes its position within the football family very Chelsea has made a public commitment that it is
seriously. We are a proud member of the FA Premier aiming to break even at operating profit level by the
League and recognise the social and economic year end June 30, 2010.
responsibilities and impacts that come with that. We
fully participate in Premier League activities and >>WOMEN’S FOOTBALL
believe we play a role in the promotion and success of The Chelsea Ladies team is a fully integrated part of
the Premier League at home and abroad. Chelsea FITC and is supported by the club.
Underpinning the success of the first team, who are in
>>FINANCIAL TRANSPARENCY the FA National League Premier Division is a
Chelsea FC plc is the company which owns Chelsea development programme comprising a young reserve
Football Club. squad, three linked academy programmes in
The ultimate parent company of Chelsea FC plc is partnership with strategically located schools and
Chelsea Limited and the ultimate controlling party of colleges and a Football Association licensed female
Chelsea Limited is Roman Abramovich. Centre of Excellence.
The Chelsea FC plc board is chairman Bruce Buck and For more information on Chelsea Ladies please go to
directors Peter Kenyon and Eugene Tenenbaum. www.chelseafc.com
Even though we are not a
publicly quoted plc, Chelsea
presented its annual accounts at a
press conference in February 2008
for the year end June 30, 2007.
Chelsea is external debt free.
The accounts presentation
confirmed Chelsea’s transfer
spend net of sales for the
following seasons:
2004/05 = £126.7 million
2005/06 = £ 85.4 million
2006/07 = £11.7 million
These figures demonstrate
that Chelsea has reduced its
transfer spending year on year.
Our turnover for the last financial
year reported was £190.5 million Ladies first
Our ladies team plays in the
and our salaries as a percentage Premier Division and is supported
by a reserves and Academy set-up
of turnover was 71 per cent,
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40 GENERAL INITIATIVES

CLUB
PARTNERS
CHELSEA SEEKS TO PARTNER WITH
MAJOR COMPANIES WHO WANT TO
ENGAGE WITH US IN CSR AND HAVE
AN IDENTIFIABLE POSITION ON THE
ISSUE WITHIN THEIR OWN INDUSTRIES

Kitted out
Michael Essien, Salomon
Kalou and Carlo Cudicini
model our first adidas kit,
sporting the Samsung brand

“For the Betterment of All” is the founding ideal
of Samsung Electronics and the company is the
main partner of Chelsea FC’s Football in the
Community programme.
Samsung’s corporate responsibility principles are
embodied in the Samsung Code of Conduct and the
publication of a global Green Management Report.
More information on Samsung’s CSR can be found at
www.samsung.com/csr
Chelsea partnered with adidas in July 2006. The adidas
Group, which includes the brands adidas, Reebok and
TaylorMade in its portfolio, is committed to acting in a
socially responsible way. This is a key part of the
corporate philosophy and adidas strives to maintain
highest standards in terms of environment, our
employees, our business partners and the communities
we work in to ensure sustainable practices.
For more information on adidas’ CSR go to
www.adidas-group.com/en/sustainability/reporting/
reports_to_download/default.asp
FMC is the bespoke catering partner of Compass Group.
Compass, and its purchasing arm Sevita, has distinct
policies on purchasing, fair treatment of suppliers, ethical
trading and commitments to using healthy products.
As part of the largest food service company in the
world, Sevita recognises that it has a significant impact
with customers, suppliers and the public in general.
Sevita acknowledges that it has both a legal and
moral responsibility to consider social impacts at all
levels of business.
For more information on CSR at Compass go to
www.compass-group.com

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036 General - part 2 13/8/08 2:35 pm Page 41
CHARITY AND
GOOD CAUSES
Although Chelsea has two official charity partners, CLIC
Sargent and Right To Play, this does not preclude us
from working or helping countless other charities and
good causes as the following will illustrate.
Once again the priniciple here is not to make cash
donations, but to use the Chelsea name in order to
leverage fundraising.
The donation of signed merchandise and facilities is
the main way in which we assist charities. In the season
2006/07 we helped more than 120 charities or good
causes to raise more than £1 million.
Much of this work
also goes unrecorded.
Chelsea players do a
huge amount of
charity and
community work in
their private time for
which they do not
seek praise or
publicity. They also
donate merchandise,
which is not recorded
in our audit either.
Both they and
the club host many disabled and ill children before
and after matches in the Stamford Bridge dressing
room and at Cobham through our Matchday
Wishes programme.
A number of players are involved personally with
individual charities and causes. The following is not a
definitive list. Joe Cole with BeatBullying and Cystic
Fibrosis; Frank Lampard with Teens United; Didier
Drogba with United Nations Development Programme;
Michael Ballack with UNAIDS.
>>RED NOSE FUN
John Terry and Ashley Cole made cameo appearances
on television in support of the BBC’s Comic Relief and
Red Nose Day when they visited a funfair for the
charity’s “Does the Apprentice”, a special celebrity
version of the show fronted by Sir Alan Sugar. Celebrity
teams battled it out to build businesses which raise
money for the charity, one of which was running
fairground attractions such as dodgems.
You’re hired!
Ashley Cole and John Terry
appeared in a charity version of
The Apprentice in aid of Comic Relief
Stars in their eyes >>PITCH EVENTS
Charity matches regularly feature
former players such as Gavin Peacock One of our major fundraising activities is the
donation of the Stamford Bridge pitch and
stadium to selected charities to stage matches.
In May 2007 we staged an event for
PiggyBankKids, the charity set up by Sarah
Brown – the wife of Prime Minister Gordon
Brown, who was, at the time, Chancellor of
the Exchequer.
Brown took time out from running The
Treasury to pop into Stamford Bridge that day
to support the event.
While talking to Chelsea FC staff he
congratulated them on the FA Cup success
the previous day.
Another pitch event is also worth a mention.
Oil Aid is an event that grew out of the most
awful family tragedy. This touched everyone at
Chelsea as it involved someone intimately
associated with the club, Lord Richard
Attenborough, our life vice-president.
In the Asian Tsunami of 2004, Lord
Attenborough lost his daughter and grand-
daughter, while Michael Holland, his son-
in-law and another lifelong Chelsea fan, lost
his mother.
Together Michael and Richard somehow
summoned the strength to organise Oil Aid, in
which companies from the oil industry pay to
play in a tournament at Stamford Bridge to raise
money for the Tsunami fund, other charities
they support in Africa and also CLIC Sargent.
All for a good cause Chelsea committed to hosting Oil Aid as an
Gordon Brown and wife
Sarah at a pitch event held annual event. In its three-year history it has
in support of PiggyBankKids
raised nearly £1 million for charity.
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042 charities 13/8/08
42 FUNDRAISING
FUNDRAISING
INITIATIVES
CHELSEA FOOTBALL CLUB HELPED TO RAISE MONEY FOR
THE FOLLOWING ORGANISATIONS IN THE 2006/07 SEASON
ACS Cobham International School
Active Hearts Charity
Age Concern
Alzheimers Society
Andrew Flintoff Benefit 2006
Anthony Nolan Trust
ARK
Arthritis Research Campaign
Barnardos Kids
BBC Children in Need
Bluebell Wood Children's Hospice
Bobby Moore Memorial Fund
Breakthrough Breast Cancer
Breast Cancer Care
Breast Cancer Research
Brent Council Fostering Services
British Amputee Association
British Chamber of Commerce
British Heart Foundation
British Red Cross
Business In The Community
Cancer Research UK
CANtreat
Chase Hospice care for Children
Chelsea & Westminster
Hospital Auction
Chelsea Pensioners
Chernobyl Children's Lifeline
Chicago Fire (Hispanic Heritage Night)
200 Tickets
Child Victims of Crime
Childline
Children in Need
Children’s Medical &
Research Foundation
China Earthquake Disaster Fund
CLIC Sargent
Comic Relief
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2:46 pm Page 28
Community Sports &
Education Trust
Crossroads – Caring for Carers
CRY Campaign
Cystic Fibrosis Charity
Cystic Fibrosis Trust
Damilola Taylor Fundraising
Charity Gala Dinner
DEBRA charity Fundraisiing Event
Derby Hospital Baby Unit
Duchenne Muscular Dystrophy Charity
Duke of Edinburgh Awards
Earl Mountbatten Hospice
Earl’s Court Festival
English Schools Cricket Association
Evelina Children's Hospital
Everyman Campaign
Fairbridge National Charity
Football Aid
Friends of Chelsea &
Westminster Hospital
Friends Of The Animal League
GG2 Asian Media Marketing Group
Great Ormond Street
Children’s Hospital
Guide Dogs for The Blind
Headway Charity
Help a London Child - Capital Radio
Helpng Hand Children's
Charity Scheme
Highland Hospice Charity
International Childcare Trust
Isle of Wight Hospice
Jack Brown Appeal
Jeans for Genes
Jewish Chronicle
Charity Auction
John Radcliffe Hospital
Kala Thould Foundation
Keiton Knight Charity
Kick Out Racism
KIDscan
King’s College Hospital Leukaemia
Research
Kingston Hospital Born
Too Soon Charity
Lauren Page Trust
LBH&F Action on Disability Charity
Leukaemia Research Fund
MacMillan Cancer Relief
Make a Wish Foundation
Marie Curie Cancer Care
Mayor of Bromley's Charity Appeal
MENCAP/BCC
Meningitis Research Foundation
Mind Charity
Motor Neurone Disease Association
Mount Vernon Hospital
Charity Auction
Muscular Dystrophy Charity
Naomi's House &
Blanford Community Group
National Ballet
NSPCC
Oil Aid
PACT Children's Charity
Paul Thomas Charity Fund
Peer Centre for Children
Peter Osgood Memorial Fund
Physic Garden Fair
Piggy Bank Kids
Places for Children
Playing For Life
Prince’s Trust
Project Make A Real Difference
Prostate Cancer Foundation
Rainbow Trust
Rays of Sunshine
Research Autism
Roger Taylor Charity Auction
Rowley Lane Recreational Trust
Royal Berkshire Hospital
Royal College of Nursing
RSPCA
Scot Banks Memorial Fund
Sebastians Action Trust
SHINE Charity
Show Racism the Red Card
Sickle Cell Auction Ball
Sir Oswald Stoll Foundation
Skincare Cancer Appeal
Smart Risk
Sparks
Sport Relief
Sportaid
St Kentigern’s Hospice
Stephanie Marks Appeal
Surrey Caring Trust
Teckels Animal Sanctuary
Teenage Cancer Trust
Teens Unite in Fighting Cancer
The Autism Trust
The Children's Medical
& Research Foundation
The Children's Trust
The Haemophilia Society
The Princess Alice Hospice
The Royal Marsden
Wellchild
Wildlife Aid
Wish Upon a Star
World Wildlife Fund
Young Minds Children's Charity
Zionist Federation Charity
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FUNDRAISING 43

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CHELSEA FOOTBALL CLUB

Corporate Social Responsibility Report 2006/07

Published August 2008