The All India Football Federation (AIFF) has unveiled a comprehensive commercial rights framework for the Indian Women’s League (IWL) and IWL 2, covering the five seasons from 2025–26 to 2030–31.
Designed to create long-term stability and robust financial incentives, this new model marks a significant shift in how women’s football will be governed and monetized in India. More importantly, it introduces a club-centric revenue structure that promises to reshape the ecosystem from the ground up.
At the heart of the system is a clear objective: make participation financially sustainable, reward performance, and give prospective Rights Holders a manageable, low-risk entry point. This is a stark contrast to the Indian Super League’s commercial tender, which failed due to high cost barriers and unrealistic guarantees. With the IWL framework, the AIFF appears determined not to repeat those mistakes.
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The most striking feature of the new structure is the minimum guarantee. The Rights Holder (RH) must pay the higher of ₹3 crore per season or 5% of the Gross Revenue a remarkably accessible figure when compared to previous football tenders. This forms the Guaranteed Central Pool, which remains untouched by production and marketing cost recoveries, giving clubs a predictable revenue base every season.
Once match operations are deducted, the remaining Guaranteed Pool is distributed using a fixed ratio:
- IWL Clubs: 70%
- 35% Prize Money
- 35% Equal Share
- IWL 2 Clubs: 20%
- 10% Prize Money
- 10% Equal Share
- AIFF: 10% for governance and administration
This tiered distribution directly addresses two historic challenges: clubs lacking operational funds and the absence of reward mechanisms tied to on-field performance. By institutionalizing equal-share funding and prize-linked incentives, the model sets a new baseline for club professionalism. For the first time, women’s clubs can budget with certainty.
The second layer of the model the Net Revenue mechanism is where the upside lies. After recovering capped production costs and the guaranteed payment, the remaining Net Revenue is split:
- 40% to the Rights Holder
- 60% to AIFF, of which
- 70% goes to IWL clubs
- 20% to IWL 2 clubs
- 10% retained by AIFF
In effect, clubs receive 54% of the total Net Revenue, making this one of the most club-friendly commercial models in emerging football leagues globally. The RH’s profitability, therefore, becomes dependent on growing the league commercially an alignment of incentives rarely seen in Indian football.
Production Standards, Governance, and Operational Discipline
The agreement mandates professional broadcast standards:
- 5-camera coverage for IWL
- 3-camera coverage for IWL 2
This ensures a baseline of production quality necessary for selling media rights and enhancing the league’s brand. However, it also imposes operational challenges on the Rights Holder, especially with IWL’s projected expansion from 56 to nearly 90 matches over the five-year cycle. With capped production cost recovery, operational efficiency becomes essential for commercial viability a structural safeguard that prevents overspending or mismanagement.
Another notable element is the cancellation clause. If the IWL is cancelled, the Rights Holder must compensate 70% of the guaranteed payment. If IWL 2 is cancelled, the RH pays 20%. These numbers mirror the exact revenue allocation ratios for the leagues, proving that the clause functions as a liquidated damages provision protecting clubs’ financial security. Should both competitions be cancelled under force majeure, the payment is suspended.
This symmetry reinforces the AIFF’s commitment to club stability and ensures the RH has a strong incentive to maintain uninterrupted operations.
Future Pathways and Strategic Outlook
The tender arrives at an opportune moment. Women’s sports are experiencing rapid global growth, and India’s women’s football teams have recently qualified for Asian Cups across senior, U20, and U17 levels for the first time in over two decades. With interest from entities such as JSW Group, Capri Sports, Leisure Sports, and Shrachi Sports, the lower financial entry barrier appears to have paid early dividends.
For the Rights Holder, long-term success will depend on three factors:
- Pushing Gross Revenue high enough to trigger significant Net Revenue
- Managing costs within contractual caps
- Monetizing global digital rights through strong content distribution strategies
For the AIFF, the priorities are equally clear: enforce production and cost standards, ensure transparent and timely revenue distribution, and execute expansion plans to increase inventory and commercial appeal.
The new IWL and IWL 2 commercial framework is a forward-looking, risk-conscious, and club-first structure that addresses the historical gaps in women’s football governance. By prioritizing sustainability and financial equity, the AIFF has not only created a viable commercial product but also laid a foundation capable of transforming the women’s game in India over the next decade.
