How would you currently assess the international position of the Frauen-Bundesliga?

Manuel Hartmann: “We still see ourselves among the leading leagues in Europe, but not at the absolute summit. The international landscape has changed significantly over the past few years. Other leagues have invested heavily, sometimes under financial frameworks that differ considerably from ours. That has increased competitive pressure. To us, it’s important to be open and honest with this.

From a sporting perspective, we have remained present at the highest level. German clubs have reached the latter stages of the Champions League, and the national team has played in major finals. However, we have not consistently translated those appearances into titles. That is ultimately the benchmark if you want to speak about being at the very top.

Beyond sporting success, international comparison includes attendance figures, media reach, infrastructure and professional structures within the clubs. In many of these areas, we are well positioned. But if we want to stay competitive, we must continue to develop.”

What concrete steps are being taken to ensure that development?

“We have initiated a comprehensive growth plan. One major pillar is talent development. We are expanding performance centers and implementing clear quality standards to ensure that young players across the country receive high-level training and support. The clubs play a crucial role here, and most clubs in the Frauen-Bundesliga have already been certified or are well on their way.

Infrastructure is another crucial aspect. Modern stadium facilities with appropriate capacities are also vital to attract more spectators. At the same time, professionalization within the clubs is key: full-time administrative staff, improved medical and performance departments, and optimized matchday operations.

All these elements contribute to competitiveness. The base is solid, but raising standards across the board is necessary. If we push ahead with this plan, I’m confident we will be able to find our way back to the top.”

When it comes to stadium strategy, should clubs move permanently into larger arenas?

“That depends entirely on the individual club. There is no universal blueprint. Some clubs use their large stadiums for selected high-profile matches, others like Union Berlin have made longer-term commitments. Their move to the Alte Försterei has been very well received there. But we find that there’s still a gap between Germany and England when it comes to fan culture: In England, people are often fans of the club and not just the men’s or women’s team. In that case, moving to the big stadiums on a permanent basis can be profitable. We see that there’s gradually more openness within the active fan groups on the men’s side, which is important. For example, the DFB cup final in Cologne has had a completely different atmosphere over the last year, because these groups actively supported their team. However, a family‑oriented environment within the stadium is of great importance to us and a core value in women’s football. It is essential that everyone feels welcome. We are committed to preserving this in the future.

The key question is economic viability. A 50,000-seat stadium brings significant operating costs. It’s hard to fill such a stadium every two weeks. Ideally, a club should aim for a utilization rate between 70 and 100 percent in a stadium that matches its demand and growth potential.”

The season report for 2024/25 shows a slight decline in average attendance. How do you interpret that?

“Before the pandemic, average attendance was below 1,000 spectators. Afterward, it rose to more than 2,500 and has stabilized at that level. The recent decrease of 100 to 200 spectators is largely attributable to the number of highlight matches with particularly large crowds. Those games have a significant impact on averages.

More importantly, the overall trend remains positive. For the current season, we’re seeing an average attendance of about 3,500. We managed to build on the euphoria we saw after the successful European Championship in England in 2022 and not let it be a flash in the pan. We hope to see a similar effect in 2029 with the European Championship that we’ll host in Germany.”

Total revenues reached €43 million in 2024/25. At the same time, player salaries have more than doubled in recent years. How sustainable is this dynamic?

“For many years, fans demanded that players should be able to earn a living from playing in the Frauen-Bundesliga. We have made significant progress in this area. . Most players in the league can now focus fully on their sport. However, “professional” does not mean financially secure for life. Dual career-planning will remain important in the future.

The salary increases are driven by international competition too. Some clubs abroad don’t necessarily focus on economic efficiency and can afford to spend big sums. This development can be seen as good or bad, but it offers an opportunity for German clubs. We focus more on talent development now, to generate transfer income. In Germany, we take a different approach to these international clubs. Minority investments are possible, for example at Viktoria Berlin, but the 50+1 rule remains important, and I believe that its advantages outweigh the disadvantages.”

Media rights currently account for around 20 percent of league revenues, and a new deal should be negotiated soon. What are the plans to make the TV product more attractive?

“The current contract is still valid for this season and the next. In the next cycle, we aim to make the product more attractive for viewers. But of course, more camera angles also mean higher production costs. We try to be creative and be open to new formats – for example, we have allowed cameras on the pitch in some cases.”

There is concern about competitive imbalance within the league. How do you evaluate that development?

“Revenue disparities between clubs exist, but this is also true for men’s football. In our case, media revenues are distributed equally. This is rather unusual and different to men’s football. This shows that there is a certain solidarity within the league, and also a consciousness that clubs have an interest in playing in a highly competitive league.

However, when clubs dominate the Frauen-Bundesliga, there’s a good chance they’ll be successful internationally too. The balance between suspense within the league and international competitiveness is hard to strike.”

The negotiations about a joint venture between the DFB and the 14 clubs of the Frauen-Bundesliga (FBL e.V.)  have stalled. What exactly is the current situation?

“The original objective was to establish a joint venture in which both sides, Frauen-Bundesliga e.V. and DFB, would participate in organizing and developing the league. That would have allowed us to combine expertise and potentially accelerate structural growth.

However, it has not been possible to reconcile all positions, so the project has been paused for the moment. At present, the DFB remains the league organizer and rights holder. We see ourselves as a service provider for the clubs. We continue to fulfill this role and to develop the league within our statutory framework.”

Is a fully independent league structure, similar to the DFL on the men’s side, a realistic option?

“This is an option, but there are major obstacles to overcome. Negotiations for such an agreement will certainly not be any easier than those for the joint venture. Such a structure would require initiative and concrete proposals from the clubs. It requires time and willingness on all sides to develop a good proposal.

If the clubs were to develop a detailed and viable concept, we would of course engage in dialogue. However, such a process would be more of a project for the medium-term than in the short term. For the moment, the DFB hasn’t been approached with any concrete ideas. As a result, the issue is not acute for us right now. We’re stuck in a loop at the moment, but I remain optimistic that there will be a way out.”

Reports suggested that financial issues were a key sticking point in the failed negotiations. Who would ultimately bear the necessary investments?

“We do not want to discuss specific negotiation details publicly. What is clear is that every stakeholder must contribute within their respective role.

The DFB has clear tasks that are defined in our statutes, for example talent development and refereeing. At the same time, there are legal and tax constraints. As a public association, we cannot simply give money to professional commercial structures. Some of the discussions have been a little too emotional. In my view, it would be good to take a step back and work in a solution-oriented manner again. In the short term, we have existing contracts with our partners for next season, so the league will continue to run as it does now.”

Some critics argue that the size and structure of the DFB slow down development. How do you respond?

“I do not share that view. In recent years, many reform proposals have been initiated proactively, all of them in close coordination with the clubs. Admission criteria have been adjusted, professional standards raised and structural improvements implemented. The DFB has proposed many reforms to further professionalize the league, and if they weren’t implemented, this was never because the federation rejected them.

There has not been a single case in which a proposal from the clubs failed because of the DFB’s decision-making bodies. In many instances, the problem was rather that there was no majority amongst the clubs. The accusation that the DFB has thwarted progress through its structures is definitely not correct.”

Interview: Helene Altgelt