How England’s Premier League is trying to stop football’s financial arms race – without a salary cap
- Written by: James Skinner, Dean Newcastle Business School/Professor of Sport Business, University of Newcastle
Debates about financial regulation in sport often begin with salary caps[1]: strict, transparent cost-control mechanisms common in North American and Australian leagues.
They’re credited with improving competitive balance[2] and financial sustainability, so many might assume English football would follow suit.
While England’s Premier League is preparing the most significant overhaul[3] of its financial rules in a generation, it is avoiding a hard salary cap in favour of a bespoke framework designed for Europe’s promotion and relegation ecosystem[4] and globally fluid transfer market.
So why have these rules been implemented, and will they help address football’s financial arms race[5], given one of the world’s richest and most financially unequal sporting competitions still refuses to introduce a salary cap?
What’s changing in the Premier League?
The Premier League recently announced that from 2026–27, clubs will move away from the Profitability and Sustainability Rules (PSR) introduced in the 2015–16 season, and towards a model centred on controlling football-related spending[6] and ensuring long-term financial health.
The league’s stated aims are clarity, predictability and resilience. They shift focus from backward-looking accounting to real-time cost control and robust balance-sheet strength, with closer alignment to the approach of the Union of European Football Associations (UEFA).
Owners will retain freedom to invest in stadiums and infrastructure, but will face tighter constraints on wages, agent fees and “transfer amortisation” – an accounting practice where clubs spread the cost of a player’s transfer fee over the length of their contract to reduce annual costs and stay within spending limits.
Introducing the ‘squad cost ratio’
At the heart of the reforms, the squad cost ratio (SCR) caps how much a club may spend on its first-team squad (wages, agent fees and transfers) relative to its football revenue.
The headline limit is 85% of eligible income, with a small buffer for newly promoted sides to ease the transition.
In practice, a club generating £300 million (A$609 million) from match day, commercial and league distributions could spend around £255 million (A$518 million) on its squad.
Overspending can result in sanctions, including points deductions.
Unlike PSR’s three-year, business-wide profitability test, this squad cost ratio isolates football costs and is monitored during the season, making it easier to understand and harder to game.
Infrastructure and academy investment sit outside the ratio, which means the rule will likely curtail short-term arms races in player wages and fees.
The intent is to stop clubs overspending to keep pace with rivals, enhancing competitive balance without prescribing a hard salary cap.
The second pillar
The second pillar — sustainability and systemic resilience (SSR) — introduces financial health checks aimed at ensuring clubs are solvent and can survive unexpected financial shocks.
Three tests apply:
1. Working capital test. This verifies clubs hold enough cash and commitments to meet month-to-month obligations.
2. Liquidity test. This assesses whether a club can withstand an £85 million (A$173 million) adverse shock, such as lost broadcast income or failure to sell a player during the transfer window.
3. Positive equity test. This requires phasing in the replacement of owner loans with real investment – for example, instead of an owner lending £100 million that must be repaid, the owner invests £100 million as equity, making the club financially stronger.
Together, these measures push for stronger balance sheets, reduced reliance on risky debt and greater transparency, vital after years of insolvency threats across England’s football ecosystem.
By embedding resilience alongside cost control, the framework aims to curb boom-and-bust cycles and protect competitive integrity.
Some concerns remain
Despite its promise, the framework raises practical and strategic concerns.
First, English clubs may face competitive disadvantages in European markets if the rules around how they can generate and spend revenue are stricter than those used abroad. Minor differences may compound in a global talent race, potentially constraining investment in elite players over time.
Second, mandating equity injections while phasing out soft loans raises the cost of capital and narrows financial engineering options, making clubs more expensive to run and less attractive to private equity investment, especially mid-table teams with limited profits.
Third, and most acute, is valuation risk: SSR gives regulatory weight to “squad market value”, a volatile and loosely defined metric. Without clear standards, player valuations can legitimately diverge by tens of millions, allowing clubs to manipulate these valuations to meet financial rules instead of improving real finances.
Closing loopholes on operating spend and debt may inadvertently open a larger one around player valuations, which are harder to audit and easier to manipulate.
Will these changes work?
The two key components shaping the Premier League’s path are the SCR, a cap-like limit tied to football revenue, and SSR, which measures liquidity, working capital, and equity strength to secure financial health.
Ultimately, the question is whether these changes will deliver the desired financial transparency, or just create new loopholes.
A traditional hard salary cap for Premier League clubs remains unlikely. The Professional Footballers’ Association has warned it would unlawfully restrict trade[7], and leading legal opinions argue rigid caps risk breaching UK or EU employment and competition law[8] and don’t fit[9] a football pyramid system.
The Premier League’s innovative approach could set a benchmark, but we will have to wait and see if it becomes a yardstick for other leagues.
References
- ^ salary caps (www.ebsco.com)
- ^ improving competitive balance (moneysmartathlete.com)
- ^ the most significant overhaul (www.abc.net.au)
- ^ promotion and relegation ecosystem (doi.org)
- ^ football’s financial arms race (www.bloomberg.com)
- ^ controlling football-related spending (www.espn.com.au)
- ^ unlawfully restrict trade (www.bbc.co.uk)
- ^ breaching UK or EU employment and competition law (www.blackstonechambers.com)
- ^ don’t fit (www.thetimes.com)
Authors: James Skinner, Dean Newcastle Business School/Professor of Sport Business, University of Newcastle
