Chase Carey, Chairman and CEO at Formula 1, said:
“Formula 1 is a sport with a rich history. We want to preserve, protect and enhance that history by unleashing F1s potential, by putting our fans at the heart of a more competitive and more exciting sport. We are driven by one desire: to create the world’s leading sporting brand. Fan- centred, commercially successful, profitable for our teams, and with technological innovation at its heart.”
Key strategic initiatives
Power units (PU)
The PU must be cheaper, simpler, louder, have more power and reduce the necessity of grid penalties.
It must remain road relevant, hybrid and allow manufacturers to build unique and original PU.
New PU rules must be attractive for new entrants and Customer teams must have access to equivalent performance.
Costs
We believe how you spend the money must be more decisive and important than how much money you spend.
While there will be some standardised elements, car differentiation must remain a core value
Implement a cost cap that maintains Formula 1’s position as the pinnacle of motorsport with a state-of-the-art technology.
Revenues
The new revenue distribution criteria must be more balanced, based on meritocracy of the current performance and reward success for the teams and the Commercial Rights Holder.
F1s unique, historical franchise and value must and will still be recognised.
Revenue support to both cars and engine suppliers.
Sporting and technical rules & regulations
We must make cars more raceable to increase overtaking opportunities.
Engineering technology must remain a cornerstone but driver’s skill must be the predominant factor in the performance of the car.
The cars must and will remain different from each other and maintain performance differentiators like aerodynamics, suspensions and PU performance. However, we believe areas not relevant to fans need to be standardised.
Governance
A simple and streamline structure between the teams, the FIA and Formula 1.
Leave a Reply