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Table of Contents





UNITED STATES
SECURITIES AND EXCHANGE COMMISSIONWashington, D.C. 20549



FORM 20-F



(Mark One)o

REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934ORý

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934For the fiscal year ended 30 June 2016ORo

TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934ORo

SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934


Commission File Number 001-35627

MANCHESTER UNITED plc(Exact name of Registrant as specified in its charter)

Not Applicable(Translation of Company's name into English)

Cayman Islands(Jurisdiction of incorporation or organization)

Sir Matt Busby Way, Old Trafford,
Manchester, England, M16 0RA(Address of principal executive offices)

Edward Woodward
Executive Vice Chairman
Sir Matt Busby Way, Old Trafford,
Manchester, England, M16 0RA Telephone No. 011 44 (0) 161 868 8000
E-mail: ir@manutd.co.uk(Name, Telephone, E-mail and/or Facsimile number and Address of Company Contact Person)

Securities
registered or to be registered pursuant to Section 12(b) of the Act.

Title of each class

Name of each exchange on which registeredClass A ordinary shares, par value $0.0005 per share

New York Stock Exchange


Securities
registered or to be registered pursuant to Section 12(g) of the Act.

None

Securities
for which there is a reporting obligation pursuant to Section 15(d) of the Act.

None

Indicate
the number of outstanding shares of each of the issuer's classes of capital or common stock as of the close of the period covered by the annual report.

40,025,280
Class A ordinary shares
124,000,000 Class B ordinary shares

Indicate
by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities
Act. Yes o    No ý

If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d)
of the Securities Exchange Act of 1934. Yes o    No ý

NoteChecking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange
Act of 1934 from their obligations under those Sections.

Indicate
by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the
preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past
90 days. Yes ý    No o

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to
be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the
registrant was required to submit and post such files). Yes o    No ý

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of "accelerated filer
and large accelerated filer" in Rule 12b-2 of the Exchange Act. (Check one):

Large accelerated filer o

Accelerated filer ý

Non-accelerated filer o


Indicate
by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:

U.S. GAAP o

International Financial Reporting Standards as issued
by the International Accounting Standards Board ý

Other o


If
"Other" has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow.

Item 17 o    Item 18 o

If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange
Act). Yes o    No ý





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Table of Contents



TABLE OF CONTENTS



PageGENERAL INFORMATION


iiREORGANIZATION TRANSACTIONS AND INITIAL PUBLIC OFFERING


iiPRESENTATION OF FINANCIAL AND OTHER DATA


iiiIMPLICATIONS OF BEING AN EMERGING GROWTH COMPANY


iiiFORWARD-LOOKING STATEMENTS


iiiMARKET AND INDUSTRY DATA


vPART IITEM 1.

IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISERS


1ITEM 2.

OFFER STATISTICS AND EXPECTED TIMETABLE


1ITEM 3.

KEY INFORMATION


1ITEM 4.

INFORMATION ON THE COMPANY


28ITEM 4A.

UNRESOLVED STAFF COMMENTS


56ITEM 5.

OPERATING AND FINANCIAL REVIEW AND PROSPECTS


56ITEM 6.

DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES


79ITEM 7.

MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS


90ITEM 8.

FINANCIAL INFORMATION


92ITEM 9.

THE OFFER AND LISTING


94ITEM 10.

ADDITIONAL INFORMATION


94ITEM 11.

QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK


101ITEM 12.

DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES


102PART IIITEM 13.

DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES


103ITEM 14.

MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE OF PROCEEDS


103ITEM 15.

CONTROLS AND PROCEDURES


103ITEM 16A.

AUDIT COMMITTEE FINANCIAL EXPERT


104ITEM 16B.

CODE OF ETHICS


104ITEM 16C.

PRINCIPAL ACCOUNTANT FEES AND SERVICES


104ITEM 16D.

EXEMPTIONS FROM THE LISTING STANDARDS FOR AUDIT COMMITTEES


105ITEM 16E.

PURCHASES OF EQUITY SECURITIES BY THE ISSUER


105ITEM 16F.

CHANGE IN REGISTRANT'S CERTIFYING ACCOUNTANT


105ITEM 16G.

CORPORATE GOVERNANCE


105ITEM 16H.

MINE SAFETY DISCLOSURE


106PART IIIITEM 17.

FINANCIAL STATEMENTS


107ITEM 18.

FINANCIAL STATEMENTS


107ITEM 19.

EXHIBITS


107MANCHESTER UNITED PLC GROUP HISTORICAL FINANCIAL INFORMATION


i

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Table of Contents

GENERAL INFORMATION

In this annual report on Form 20-F ("Annual Report") references to:



Throughout
this Form 20-F, we refer to the following football leagues and cups:



The
term "Matchday" refers to all domestic and European football match day activities from Manchester United games at Old Trafford, the Manchester United football stadium, along with
receipts for domestic cup (such as the EFL Cup and the FA Cup) games not played at Old Trafford. Fees for arranging other events at the stadium are also included as Matchday revenue.

REORGANIZATION TRANSACTIONS AND INITIAL PUBLIC OFFERING

Before 9 August 2012, we conducted our business through Red Football Shareholder Limited, a private limited company incorporated
in England and Wales, and its subsidiaries. Prior to the reorganization transactions, Red Football Shareholder Limited was a direct, wholly-owned subsidiary of Red Football LLC, a Delaware
limited liability company. On 30 April 2012, Red Football LLC formed a wholly-owned subsidiary, Manchester United Ltd., an exempted company with limited liability incorporated
under the Companies Law (2011 Revision) of the Cayman Islands, as amended and restated from time to time. On 8 August 2012, Manchester United Ltd. changed its legal name to Manchester
United plc.

On
9 August 2012, Red Football LLC contributed all of the equity interest of Red Football Shareholder Limited to Manchester United plc. As a result of these
transactions, Red Football Shareholder Limited became a direct, wholly-owned subsidiary of Red Football Holdings Limited, which is in turn, a wholly-owned subsidiary of Manchester United plc
and our business is now conducted through Manchester United plc and its subsidiaries. We refer to these events throughout this Annual Report collectively as the "reorganization transactions."

Immediately
following the reorganization transactions, Manchester United plc had in issue 124,000,000 Class B ordinary shares and 31,352,366 Class A ordinary shares,
totaling 155,352,366 ordinary shares with a total subscribed capital of £75,000. As a result, historic earnings per share calculations reflect the capital structure of the new parent. The
reorganization transactions have been treated as a capital reorganization. In accordance with International Financial Reporting Standards ("IFRS"), historic earnings per share calculations and the
balance sheet as of 30 June 2012 were restated retrospectively to reflect the capital structure of the new parent rather than that of the former parent, Red Football Shareholder Limited.

ii

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Table of Contents

On
10 August 2012, the Company issued 8,333,334 Class A ordinary shares and listed such shares on the New York Stock Exchange at a price of $14.00 per share (the "IPO").

PRESENTATION OF FINANCIAL AND OTHER DATA

We report under IFRS, as issued by the International Accounting Standards Board (the "IASB"), and International Financial Reporting
Interpretations Committee interpretations. None of the financial statements were prepared in accordance with generally accepted accounting principles in the United States. Prior to the reorganization
transactions, we conducted our business through Red Football Shareholder Limited and its subsidiaries. Unless otherwise specifically stated, the historical financial information presented in this
Annual Report is presented for the following entities:



All
references in this Annual Report to (i) "pounds sterling," "pence," "p" or "£" are to the currency of the United Kingdom, (ii) "US dollar," "USD" or "$" are
to the currency of the United States, and (iii) "Euro" or "€" are to the currency introduced at the start of the third stage of European economic and monetary union pursuant to
the treaty establishing the European Community, as amended.

IMPLICATIONS OF BEING AN EMERGING GROWTH COMPANY

We qualify as an "emerging growth company" as defined in the Jumpstart Our Business Startups Act of 2012 (the "JOBS Act"). An emerging
growth company may take advantage of specified reduced reporting and other burdens that are otherwise applicable generally to public companies. These provisions include an exemption from the auditor
attestation requirement in the assessment of our internal control over financial reporting pursuant to the Sarbanes-Oxley Act of 2002 (the "Sarbanes-Oxley Act").

We
may take advantage of these provisions until we are no longer an emerging growth company. We will cease to be an emerging growth company as of 30 June 2018 or such earlier time
if we have more than $1.0 billion in annual revenue, have more than $700 million in market value of our ordinary shares held by non-affiliates, or issue more than $1.0 billion of
non-convertible debt over a three-year period. We may choose to take advantage of some but not all of these reduced burdens. We have not taken advantage of any of these reduced reporting burdens in
this filing other than the exemption from the auditor attestation requirement pursuant to the Sarbanes-Oxley Act, although we may choose to do so in future filings.

The
JOBS Act permits an "emerging growth company" to take advantage of an extended transition period to comply with new or revised accounting standards applicable to public companies. We
previously chose to "opt out" of this provision and, as a result, we are complying, and will continue to comply, with new or revised accounting standards as required when they are adopted. This
decision to opt out of the extended transition period is irrevocable.

FORWARD-LOOKING STATEMENTS

This Annual Report contains estimates and forward-looking statements. Our estimates and forward-looking statements are mainly based on
our current expectations and estimates of future events and trends, which affect or may affect our businesses and operations. Although we believe that these estimates and forward-looking statements
are based upon reasonable assumptions, they are subject to numerous risks and uncertainties and are made in light of information currently available to us. Many

iii

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Table of Contents

important
factors, in addition to the factors described in this Annual Report, may adversely affect our results as indicated in forward-looking statements. You should read this Annual Report
completely and with the understanding that our actual future results may be materially different and worse from what we expect.

All
statements other than statements of historical fact are forward-looking statements. The words "may," "might," "will," "could," "would," "should," "expect," "plan," "anticipate,"
"intend," "seek," "believe," "estimate," "predict," "potential," "continue," "contemplate," "possible" and similar words are intended to identify estimates and forward-looking statements.

Our
estimates and forward-looking statements may be influenced by various factors, including without limitation:



iv

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Table of Contents



Other
sections of this Annual Report include additional factors that could adversely impact our business and financial performance, principally "Item 3. Key
InformationD. Risk Factors." Moreover, we operate in an evolving environment. New risk factors and uncertainties emerge from time to time and it is not possible for our management to
predict all risk factors and uncertainties, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ
materially from those contained in any forward-looking statements. Therefore, you are cautioned not to place undue reliance on these forward-looking statements. We qualify all of our forward-looking
statements by these cautionary statements.

MARKET AND INDUSTRY DATA

This Annual Report contains industry, market, and competitive position data that are based on the industry publications and studies
conducted by third parties listed below as
well as our own internal estimates and research. These industry publications and third-party studies generally state that the information that they contain has been obtained from sources believed to
be reliable, although they do not guarantee the accuracy or completeness of such information. While we believe that each of these publications and third-party studies is reliable, we have not
independently verified the market and industry data obtained from these third-party sources. While we believe our internal research is reliable and the definition of our market and industry are
appropriate, neither such research nor these definitions have been verified by any independent source.

References
to our "659 million followers" are based on a survey conducted by Kantar Media (a division of WPP plc) in 2011 and paid for by us. As in the survey conducted by
Kantar Media, we define the term "followers" as those individuals who answered survey questions, unprompted, with the answer that Manchester United was either their favorite football team in the world
or a football team that they enjoyed following in addition to their favorite football team. For example, we and Kantar Media included in the definition of "follower" a respondent who either watched
live Manchester United matches, followed highlights coverage or read or talked about Manchester United regularly. Although the survey solicited unprompted responses, we do not distinguish between
those respondents who answered that Manchester United was their favorite football team in the world and those who enjoy following Manchester United in addition to their favorite football team. Since
we believe that each of our followers engage with our brand in some capacity, including through watching matches on television, attending matches live, buying retail merchandise or monitoring the
team's highlights on the internet, we believe identifying our followers in this manner provides us with the best data to use for purposes of developing our business strategy and measuring the
penetration of our brand. However, we expect there to be differences in the level of engagement with our brand between individuals, including among those who consider Manchester United to be their
favorite team, as well as between those who enjoy following Manchester United. We have not identified any practical way to measure these differences in consumer behavior and any references to our
followers in this Annual Report should be viewed in that light.

This
internet-based survey identified Manchester United as a supported team of 659 million followers (and the favorite football team of 277 million of those followers) and
was based on 53,287

v

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Table of Contents

respondents
from 39 countries around the world. In order to calculate our 659 million followers from the 53,287 responses, Kantar Media applied estimates and assumptions to certain factors
including population size, country specific characteristics such as wealth and GDP per capita, affinity for sports and media penetration. Kantar Media then extrapolated the results to the rest of the
world, representing an extrapolated adult population of 5 billion people. However, while Kantar Media believes the extrapolation methodology was robust and consistent with consumer research
practices, as with all surveys, there are inherent limitations in extrapolating survey results to a larger population than those actually surveyed. As a result of these limitations, our number of
followers may be significantly less or significantly more than the extrapolated survey results. Kantar Media also extrapolated survey results to account for non-internet users in certain of the 39
countries, particularly those with low internet penetration. To do so, Kantar Media had to make assumptions about the preferences and behaviors of
non-internet users in those countries. These assumptions reduced the number of our followers in those countries and there is no guarantee that the assumptions we applied are accurate. Survey results
also account only for claimed consumer behavior rather than actual consumer behavior and as a result, survey results may not reflect real consumer behavior with respect to football or the consumption
of our content and products.

In
addition to the survey conducted by Kantar Media, this Annual Report references the following industry publications and third-party
studies:



vi

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Table of Contents

PART I

ITEM 1.    IDENTITY OF DIRECTORS, SENIOR MANAGEMENT AND ADVISERS

Not applicable.

ITEM 2.    OFFER STATISTICS AND EXPECTED TIMETABLE

Not applicable.

ITEM 3.    KEY INFORMATION

A.    SELECTED FINANCIAL DATA

We prepare our consolidated financial statements in accordance with IFRS as issued by the IASB. The selected consolidated financial data (including income
statement, other and balance sheet data) presented as of and for the years ended 30 June 2016, 2015, 2014, 2013 and 2012 has been derived from our audited consolidated financial statements and
the notes thereto (our audited consolidated financial statements as of 30 June 2014, 2013 and 2012 and for the years ended 30 June 2013 and 2012 are not included in this Annual Report).
Our historical results for any prior period are not necessarily indicative of results expected in any future period.

Before
9 August 2012, we conducted our business through Red Football Shareholder Limited and its subsidiaries, and therefore our historical financial statements as of and for the
year ended 30 June 2012 present the results of operations and financial position of Red Football Shareholder Limited unless otherwise specifically noted. Following the reorganization
transactions, we have conducted our business through Manchester United plc and its consolidated subsidiaries, and therefore our historical financial statements as of and for the years ended
30 June 2016, 2015, 2014 and 2013 present the results of operations and financial position of Manchester United plc and its consolidated subsidiaries. Manchester United plc's
historical financial statements prior to the reorganization transactions are the same as Red Football Shareholder Limited's financial statements prior to the reorganization transactions, as adjusted
for the reorganization transactions. The reorganization transactions have been reflected retroactively in Manchester United plc's earnings/(loss) per share calculations.

The
selected historical financial information presented in the tables below should be read in conjunction with, and is qualified in its entirety by reference to, our audited consolidated
financial statements and accompanying notes. The audited consolidated financial statements and the
accompanying notes as of 30 June 2016 and 2015 and for the years ended 30 June 2016, 2015 and 2014 have been included in this Annual Report.

1

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Table of Contents

Unless
otherwise specified, all financial information included in this Annual Report has been stated in pounds sterling.

Year ended 30 June2016

2015

2014

2013

2012(£'000, unless otherwise indicated)Income Statement Data:Revenue


515,345


395,178


433,164


363,189


320,320​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Analyzed as:Commercial revenue


268,318


196,931


189,315


152,441


117,611Broadcasting revenue


140,440


107,664


135,746


101,625


103,991Matchday revenue


106,587


90,583


108,103


109,123


98,718​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Operating expensesbefore exceptional items


(421,574
)

(384,843
)

(367,056
)

(304,120
)

(274,411
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Analyzed as:Employee benefit expenses


(232,242
)

(202,561
)

(214,803
)

(180,523
)

(161,688
)Other operating expenses


(91,244
)

(72,271
)

(88,298
)

(74,114
)

(66,983
)Depreciation


(10,079
)

(10,324
)

(8,665
)

(7,769
)

(7,478
)Amortization


(88,009
)

(99,687
)

(55,290
)

(41,714
)

(38,262
)Operating expensesexceptional items


(15,135
)

(2,336
)

(5,184
)

(6,217
)

(10,728
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Total operating expenses


(436,709
)

(387,179
)

(372,240
)

(310,337
)

(285,139
)Operating profit before (loss)/profit on disposal of intangible assets


78,636


7,999


60,924


52,852


35,181(Loss)/profit on disposal of intangible assets


(9,786
)

23,649


6,991


9,162


9,691​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Operating profit


68,850


31,648


67,915


62,014


44,872​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Finance costs


(20,459
)

(35,419
)

(27,668
)

(72,082
)

(50,315
)Finance income


442


204


256


1,275


779​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Net finance costs


(20,017
)

(35,215
)

(27,412
)

(70,807
)

(49,536
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Profit/(loss) on ordinary activities before tax


48,833


(3,567
)

40,503


(8,793
)

(4,664
)Tax (expense)/credit


(12,462
)

2,672


(16,668
)

155,212


27,977​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Profit/(loss) for the year


36,371


(895
)

23,835


146,419


23,313​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Attributable to:Owners of the parent


36,371


(895
)

23,835


146,250


22,986Non-controlling interest











169


327Weighted average number of ordinary shares (thousands)


163,890


163,795


163,814


162,895


155,352
(1)Diluted weighted average number of ordinary shares (thousands)


164,319


164,132


163,893


162,895


155,352
(1)Basic earnings/(loss) per share (pence)


22.19


(0.55
)

14.55


89.78


14.80
(1)Diluted earnings/(loss) per share (pence)(2)


22.13


(0.55
)

14.54


89.78


14.80
(1)


(1)As
adjusted to retroactively reflect the reorganization transactions described on page ii of this Annual Report.(2)For
the year ended 30 June 2015, potential ordinary shares are anti-dilutive, as their inclusion in the diluted loss per share calculation would
reduce the loss per share, and hence have been excluded. For the years ended 30 June 2016, 2014, 2013, and 2012, potential ordinary shares have


2

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Table of Contents

been
treated as dilutive, as their inclusion in the diluted earnings per share calculation decreases earnings per share.


Other Data:Commercial revenue


268,318


196,931


189,315


152,441


117,611Analyzed as:Sponsorship revenue


160,110


154,840


135,835


90,865


63,121Retail, merchandising, apparel & products licensing revenue


97,338


31,652


37,512


38,609


33,787Mobile & Content revenue


10,870


10,439


15,968


22,967


20,703Dividends declared per share ($)


0.18











Dividends declared per share (£)


0.12
















As of 30 June2016

2015

2014

2013

2012(£'000, unless otherwise indicated)Balance Sheet Data:Cash and cash equivalents


229,194


155,752


66,365


94,433


70,603Total assets


1,451,903


1,301,588


1,215,711


1,118,311


947,148Total liabilities


993,621


823,670


717,061


670,351


712,051Total equity


458,282


477,918


498,650


447,960


235,097Equity attributable to owners of the parent


458,282


477,918


498,650


447,960


237,100




Season2015/16

2014/15

2013/14

2012/13

2011/12Games Played:Premier League


38


38


38


38


38European Games


12





10


8


10Domestic Cups


9


6


6


8


5


Exchange Rate Information

Our functional and reporting currency is pounds sterling and substantially all of our costs are denominated in pounds sterling.
However, any Broadcasting revenue from our participation in European competitions, as well as certain other revenue, is generated in Euros. We also occasionally enter into transfer agreements which
are payable in Euros. In addition, we have currency exposure against the US dollar relating to our US dollar denominated secured term loan facility and our 3.79% senior secured notes due 2027 (the
"2027 Notes") and our Commercial revenue from certain sponsors. For all dates and periods, the exchange rate refers to the exchange rate as set forth in the H.10 statistical release of the Federal
Reserve Board. The rates represent the noon buying rate in New York for cable transfers payable in foreign currencies. These rates may differ from the actual rates used in the preparation of the
financial statements and other financial information appearing in this Annual Report. Inclusion of these exchange rates is not meant to suggest that the US dollar amounts actually represent such
pounds sterling amounts or that such amounts could have been or could be converted into US dollars at any particular rate, or at all. On 7 September 2016, the exchange rate was $1.33 to
£1.00.

3

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Table of Contents

The following table sets forth information concerning exchange rates between the pounds sterling and the US dollar for the periods indicated. These rates are
provided solely for convenience.

Noon Buying RatePeriod

Period End

Average(1)

Low

High($ per £1.00)Fiscal Year 2012


1.57


1.59


1.53


1.66Fiscal Year 2013


1.52


1.57


1.49


1.63Fiscal Year 2014


1.70


1.63


1.48


1.71Fiscal Year 2015


1.57


1.57


1.46


1.72Fiscal Year 2016


1.32


1.47


1.32


1.57March 2016


1.44


1.42


1.39


1.45April 2016


1.46


1.43


1.41


1.46May 2016


1.45


1.45


1.44


1.47June 2016


1.32


1.42


1.32


1.48July 2016


1.33


1.31


1.29


1.33August 2016


1.31


1.31


1.29


1.33September 2016 (through 8 September 2016)


1.33


1.33


1.32


1.33


Source:
Federal Reserve Bank of New York and Federal Reserve Statistical Release (1)Fiscal
year averages were calculated by using the average of the exchange rates on the last day of each month during the relevant period. Monthly averages
are calculated by using the average of the daily rates during the relevant month.


B.    CAPITALIZATION AND INDEBTEDNESS

Not applicable.

C.    REASONS FOR THE OFFER AND USE OF PROCEEDS

Not applicable.

D.    RISK FACTORS

Investment in our Class A ordinary shares involves a high degree of risk. We expect to be exposed to some or all of the risks
described below in our future operations. Any of the risk factors described below, as well as additional risks of which we are not currently aware, could affect our business operations and have a
material adverse effect on our business, results of operations, financial condition, cash flow and prospects and cause the value of our shares to decline. Moreover, if and to the extent that any of
the risks described below materialize, they may occur in combination with other risks which would compound the adverse effect of such risks on our business, results of operations, financial condition,
cash flow and prospects.

Risks Related to Our Business

If we are unable to maintain and enhance our brand and reputation, particularly in new markets, or
if events occur that damage our brand and reputation, our ability to expand our follower base, sponsors, and commercial partners or to sell significant quantities of our products may be impaired.

The success of our business depends on the value and strength of our brand and reputation. Our brand and reputation are also integral
to the implementation of our strategies for expanding our follower base, sponsors and commercial partners. To be successful in the future, particularly outside of Europe, we believe we must preserve,
grow and leverage the value of our brand across all of our revenue streams. For instance, we have in the past experienced, and we expect that in the future we

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will
continue to receive, a high degree of media coverage. Unfavorable publicity regarding our first team's performance in league and cup competitions or their behavior off the field, our ability to
attract and retain certain players and coaching staff or actions by or changes in our ownership could negatively affect our brand and reputation. Failure to respond effectively to negative publicity
could also further erode our brand and reputation. In addition, events in the football industry, even if unrelated to us, may negatively affect our brand or reputation. As a result, the size,
engagement and loyalty of our follower base and the demand for our products may decline. Damage to our brand or reputation or loss of our followers' commitment for any of these reasons could impair
our ability to expand our follower base, sponsors and commercial partners or our ability to sell significant quantities of our products, which would result in decreased revenue across our revenue
streams and have a material adverse effect on our business, results of operations, financial condition and cash flow, as well as require additional resources to rebuild our brand and reputation.

In
addition, maintaining and enhancing our brand and reputation may require us to make substantial investments. We cannot assure you that such investments will be successful. Failure to
successfully maintain and enhance the Manchester United brand or our reputation or excessive or unsuccessful expenses in connection with this effort could have a material adverse effect on our
business, results of operations, financial condition and cash flow.

Our business is dependent upon our ability to attract and retain key personnel, including players.

We are highly dependent on members of our management, coaching staff and our players. Competition for talented players and staff is,
and will continue to be, intense. Our ability to attract and retain the highest quality players for our first team, reserve team and youth academy as well as coaching staff is critical to our first
team's success in league and cup competitions and increasing popularity and, consequently, critical to our business, results of operations, financial condition and cash flow. Our success and many
achievements over the last twenty years does not necessarily mean that we will continue to be successful in the future, whether as a result of changes in player personnel, coaching staff or otherwise.
A downturn in the performance of our first team could adversely affect our ability to attract and retain coaches and players. Further, there could be potential changes to European regulations relating
to the movement of players between the UK and the European Union as a result of the recent national referendum in the United Kingdom where a majority of voters elected to withdraw from the European
Union. In addition, our popularity in certain countries or regions may depend, at least in part, on fielding certain players from those countries or regions. While we enter into employment contracts
with each of our key personnel with the aim of securing their services for the term of the contract, the retention of their services for the full term of the contract cannot be guaranteed due to
possible contract disputes or approaches by other clubs. Our failure to attract and retain key personnel could have a negative impact on our ability to effectively manage and grow our business.

We are dependent upon the performance and popularity of our first team.

Our revenue streams are driven by the performance and popularity of our first team. Significant sources of our revenue are the result
of historically strong performances in English domestic and European competitions, specifically the Premier League, the FA Cup, the EFL Cup, the Champions League and the Europa League. Our income
varies significantly depending on our first team's participation and performance in these competitions. Our first team's performance affects all five of our revenue
streams:



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Our
first team currently plays in the Premier League, the top football league in England. Our performance in the Premier League directly affects, and a weak performance in the Premier
League could adversely affect, our business, results of operations, financial condition and cash flow. For example, our revenue from the sale of products, media rights, tickets and hospitality would
fall considerably if our first team were relegated from (or otherwise ceased to play in) the Premier League, the Champions League or the Europa League.

We
cannot ensure that our first team will be successful in the Premier League or in the other leagues and tournaments in which it plays. Relegation from the Premier League or a general
decline in the success of our first team, particularly in consecutive seasons, would negatively affect our ability to attract or retain talented players and coaching staff, as well as supporters,
sponsors and other commercial partners, which would have a material adverse effect on our business, results of operations, financial condition and cash flow.

It may not be possible to renew or replace key commercial agreements on similar or better terms, or
attract new sponsors.

Our Commercial revenue for each of the years ended 30 June 2016, 2015 and 2014 represented 52.1%, 49.8% and 43.7% of our total
revenue, respectively. The substantial majority of our Commercial revenue is generated from commercial agreements with our sponsors, and these agreements have finite terms. When these contracts do
expire, we may not be able to renew or replace them with contracts on similar or better terms or at all. Our most important commercial contracts include contracts with global, regional, mobile, media
and supplier sponsors representing industries including financial services, automotive, beverage, airline, timepiece, betting and telecommunications, which typically have contract terms of two to five
years.

If
we fail to renew or replace these key commercial agreements on similar or better terms, we could experience a material reduction in our Commercial revenue. Such a reduction could have
a material adverse effect on our overall revenue and our ability to continue to compete with the top football clubs in England and Europe.

As
part of our business plan, we intend to continue to grow our commercial portfolio by developing and expanding our geographic and product categorized approach, which will include
partnering with additional sponsors and mobile and media operators. We may not be able to successfully execute our business plan in promoting our brand to attract new sponsors. We cannot assure you
that we will be successful in implementing our business plan or that our Commercial revenue will continue to grow at the same rate as it has in the past or at all. Any of these events could negatively
affect our ability to achieve our development and commercialization goals, which could have a material adverse effect on our business, results of operations, financial condition and cash flow.

Negotiation and pricing of key media contracts are outside our control and those contracts may
change in the future.

For each of the years ended 30 June 2016, 2015 and 2014, 22.3%, 1.9% and 29.0% of our Broadcasting revenue, respectively, was
generated from the media rights for UEFA matches, and 68.2%, 89.7% and 65.5% of our Broadcasting revenue, respectively, was generated from the media rights for Premier League matches. Contracts for
these media rights and certain other revenue for

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those
competitions (both domestically and internationally) are negotiated collectively by the Premier League and the Union of European Football Associations ("UEFA") respectively. We are not a party
to the contracts negotiated by the Premier League and UEFA. Further, we do not participate in and therefore do not have any direct influence on the outcome of contract negotiations. As a result, we
may be subject to media rights contracts with media distributors with whom we may not otherwise contract or media rights contracts that are not as favorable to us as we might otherwise be able to
negotiate individually with media distributors. Furthermore, the limited number of media distributors bidding for Premier League and Champions League media rights may result in reduced prices paid for
those rights and, as a result, a decline in revenue received from our media contracts.

In
addition, although an agreement has been reached for the sale of Premier League domestic broadcasting rights through the end of the 2018/19 football season and for the sale of
Champions League broadcasting rights through the end of the 2017/18 football season, future agreements, may not maintain our current level of Broadcasting revenue. Moreover, if international
broadcasting revenue becomes an increasingly large portion of total revenue for the Premier League, a single club's domestic success and resulting revenue may be outweighed by international media
rights, which are distributed among all Premier League clubs in even proportion. As a result, aside from facilitating access to the Champions League, success of our first team in the Premier League
could become less of an overall competitive advantage.

Future
intervention by the European Commission, the European Court of Justice (the "ECJ"), UK authorities, or other competent authorities and courts having jurisdiction may also have a
negative effect on our revenue from media rights in the European Economic Area ("EEA"). It is likely that there will be future regulatory intervention by the European Commission relating to the grant
of exclusive licenses of content on a territorial basis within the EEA insofar as they prohibit or limit the cross-border provision by satellite or internet transmission of retail pay-TV services
(so-called "passive sales"). Following the cases of the Premier League & others vs. QC Leisure & Others / Karen Murphy vs. Media Protection Services (under which the ECJ ruled that any
agreement designed to guarantee absolute territorial exclusivity within the European Union (i.e. by stopping any cross-border provision of broadcasting services in response to unsolicited
requests from consumers) was deemed to be anti-competitive and prohibited by EU law including, in particular, competition rules), the EU began an investigation in January 2014 into exclusive licensing
arrangements as between the US Studios and various platforms in Europe (the major platform in each of the five largest EU Member States). On 23 July 2015, the EU followed up with a Statement of
Objections in Case 40023 "Cross-border access to pay-TV" which set out its preliminary view that in relation to these studios and Sky UK, where there are provisions which require Sky UK to block or
limit access to films through geo-blocking its online services or through its satellite pay-TV services to consumers outside of the UK and Ireland (and thus prevent Sky UK from responding to passive
sales requests), these provisions would eliminate cross-border competition and constitute a violation of EU rules. While the Statement of Objections is aimed at the US Studios and Sky UK, the European
Commission is carrying out parallel investigations into cross-border access to pay-TV services in France, Italy, Germany and Spain. Equally, while the investigations have been targeted at film
content, the decision is very likely to be applicable to any pay-TV content, including sport. More recently, on 22 April 2016, the Commission announced that Paramount, while not agreeing with
the concerns expressed in the Statement of Objections, had offered to settle the case by offering a series of commitments, including an undertaking not to enter into
pay-TV agreements that prohibit their licensees from responding to passive sales requests. The commitments cover both linear pay-TV services and, to the extent included in the license (or separate
license(s)) with a broadcaster, subscription video-on-demand services. Interested parties were given until 21 May 2016 to comment on the proposed settlement. In addition to this regulatory
action, the EU as part of its Digital Single Market ("DSM") strategy, an element of which is to ensure that users who buy access to audio-visual content online, has proposed a regulation designed to
enable consumers to access their content services while travelling across Europe (so-called "portability"). The Portability

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Regulation
will likely be adopted by the end of 2016 or early 2017 and enter into force 12 months later. As part of the DSM initiative, the EC is also looking to modernize EU copyright rules to
allow for wider access to online content across the EU, including by extending rights clearance mechanisms in the Satellite and Cable Directive. In particular it is expected that the Commission will
propose that the country of origin principle be extended to online broadcast services. In practice this would mean that licenses for simulcast and catch-up rights, for example, for the UK would be
construed as covering the entire EEA. This draft legislation is expected for 21 September 2016. A change of sales model could negatively affect the amount which copyright holders, such as the
Premier League, are able to derive from the exploitation of rights within the EU. As a result, our Broadcasting revenue from the sale of those rights could decrease.

In
November 2014, following a complaint by Virgin Media, Ofcom (the communications regulator in the UK) opened an investigation under section 25 of the Competition Act 1998 into
the joint selling arrangements by the Premier League for live, UK audio-visual media rights for Premier League football matches. In August 2016, Ofcom decided to close the investigation, with
immediate effect, on the basis that it no longer met their administrative priorities.

European competitions cannot be relied upon as a source of income.

Qualification for the Champions League is dependent upon our first team's performance in the Premier League and, in some circumstances,
the Champions League itself in the previous season. Qualification for the Champions League cannot, therefore, be guaranteed. Failure to qualify for the Champions League would result in a material
reduction in revenue for each season in which our first team did not participate. To help mitigate this impact the majority of playing contracts for our first team squad include step-ups in
remuneration which are contingent on participation in the group stage of the Champion League. As a result of our first team performance during the 2013/14 season, our first team did not participate in
the 2014/15 Champions League or 2014/15 UEFA Europa League. Inclusive of broadcasting revenue, prize money and Matchday revenue, our combined broadcasting and Matchday revenue from participation in
European competitions was £41.6 million, £1.9 million (being distributions from UEFA relating to the
previous season's competition) and £49.4 million for each of the years ended 30 June 2016, 2015 and 2014, respectively. As a result of our first team performance during the
2015/16 season, our first team will not participate in the 2016/17 Champions League but will participate in the 2016/17 UEFA Europa League.

In
addition, our participation in the Champions League or Europa League may be influenced by factors beyond our control. For example, the number of places in each league available to the
clubs of each national football association in Europe can vary from year to year based on a ranking system. If the performance of English clubs in Europe declines, the number of places in each
European competition available to English clubs may decline and it may be more difficult for our first team to qualify for European competition in future seasons. Further, the rules governing
qualification for European competitions (whether at the European or national level) may change and make it more difficult for our first team to qualify for European competition in future seasons.

We
are a founder member and our Executive Vice Chairman has a seat on the executive board of the European Club Association ("ECA"), an independent organization set up to work with
football governing bodies to protect and promote the interests of football clubs at European level.

On
August 26, 2016, following consultation between UEFA, the ECA and other stakeholders, UEFA announced certain changes to the format of the UEFA Champions League and UEFA Europa
League to take place with effect from the 3 year cycle 2018/19 to 2020/21. The key changes relate to the access list for both competitions and the methodology for financial distributions. With
respect to the Champions League, the top four clubs from the four top-ranked national associations (of which England is currently one) will now qualify automatically for the group stage of the
Champions League

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which
compares (for England) to only three qualifying automatically at the moment with a fourth entering the final play-off round. With respect to the financial distribution methodology, in addition
to the current three-pillar system (starting fee, performance fees and market pool), UEFA is introducing a fourth pillar being the individual club coefficient. The individual club coefficient will be
determined by reference to past performance in UEFA competitions over a ten year period but also acknowledging historical success as winners of UEFA competitions.

In
addition, a new subsidiary company will be created by UEFA with the aim of determining the strategy for the management of UEFA club competitions in the future. Half of the board of
directors will be appointed by UEFA and the other half by the ECA.

Moreover,
because of the prestige associated with participating in the European competitions, particularly the Champions League, failure to qualify for any European competition,
particularly for consecutive seasons, would negatively affect our ability to attract and retain talented players and coaching staff, as well as supporters, sponsors and other commercial partners.
Failure to participate in the Champions League for two or more consecutive seasons would also reduce annual payments under the agreement with adidas by 30% of the applicable payment for the year in
which the second or other consecutive season of non-participation falls. Any one or more of these events could have a material adverse effect on our business, results of operation, financial condition
and cash flow.

Our business depends in part on relationships with certain third parties.

We consider the development of our commercial assets to be central to our ongoing business plan and a driver of future growth. For
example, our current contract with adidas that began with the 2015/16 season provides them with certain global technical sponsorship and dual-branded licensing rights. While we expect to be able to
continue to execute our business plan in the future with the support of adidas, we remain subject to these contractual provisions and our business plan could be negatively impacted by non-compliance
or poor execution of our strategy by adidas. Further, any interruption in our ability to obtain the services of adidas or other third parties or deterioration in their performance could negatively
impact this portion of our operations. Furthermore, if our arrangement with adidas is terminated or modified against our interest, we may not be able to find alternative solutions for this portion of
our business on a timely basis or on terms favorable to us or at all.

In
the future, we may enter into additional arrangements permitting third parties to use our brand and trademarks. Although we take steps to carefully select our partners, such
arrangements may not be successful. Our partners may fail to fulfil their obligations under their agreements or have interests that differ from or conflict with our own. For example, we are dependent
on our sponsors and commercial partners to effectively implement quality controls over products using our brand and/or trademarks. The inability of such sponsors and commercial partners to meet our
quality standards could negatively affect consumer confidence in the quality and value of our brand, which could result in lower product sales. Any one or more of these events could have a material
adverse effect on our business, results of operation, financial condition and cash flow.

We are exposed to credit related losses in the event of non-performance by counterparties to Premier
League and UEFA media contracts as well as our key commercial and transfer contracts.

We derive the substantial majority of our Broadcasting revenue from media contracts negotiated by the Premier League and UEFA with
media distributors, and although the Premier League obtains guarantees to support certain of its media contracts, typically in the form of letters of credit issued by commercial banks, it remains our
single largest credit exposure. We derive
our Commercial and sponsorship revenue from certain corporate sponsors, including global, regional, mobile, media and supplier sponsors (which includes new businesses operating in emerging markets) in
respect of which we may manage our credit risk by seeking advance payments, installments and/or bank guarantees

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where
appropriate. The substantial majority of this revenue is derived from a limited number of sources. During the year ended 30 June 2016, those sources that represented greater than 10% of
our total revenue were:



We
are also exposed to other football clubs globally for the payment of transfer fees on players. Depending on the transaction, some of these fees are paid to us in installments. We try
to manage our credit risk with respect to those clubs by requiring payments in advance or, in the case of payments on installment, requiring bank guarantees on such payments in certain circumstances.
However, we cannot ensure these efforts will eliminate our credit exposure to other clubs. A change in credit quality at one of the media broadcasters for the Premier League or UEFA, one of our
sponsors or a club to whom we have sold a player can increase the risk that such counterparty is unable or unwilling to pay amounts owed to us. The failure of a major television broadcaster for the
Premier League or Champions League to pay outstanding amounts owed to its respective league or the failure of one of our key sponsors or a club to pay outstanding amounts owed to us could have a
material adverse effect on our business, results of operations, financial condition and cash flow.

Matchday revenue from our supporters is a significant portion of overall revenue.

A significant amount of our revenue derives from ticket sales and other Matchday revenue for our first team matches at Old Trafford and
our share of gate receipts from domestic cup matches. In particular, the revenue generated from ticket sales and other Matchday revenue at Old Trafford will be highly dependent on the continued
attendance at matches of our individual and corporate supporters as well as the number of home matches we play each season. During each of the 2015/16, 2014/15 and 2013/14 seasons, we played 29, 21
and 28 home matches, respectively, and our Matchday revenue was £106.6 million, £90.6 million and £108.1 million for the years ended
30 June 2016, 2015 and 2014, respectively. Match attendance is influenced by a number of factors, some of which are partly or wholly outside of our control. These factors include the success of
our first team, broadcasting coverage and general economic conditions in the United Kingdom, which affect personal disposable income and corporate marketing and hospitality budgets. A reduction in
Matchday attendance could have a material adverse effect on our Matchday revenue and our overall business, results of operations, financial condition and cash flow.

The markets in which we operate are highly competitive, both within Europe and internationally, and
increased competition could cause our profitability to decline.

We face competition from other football clubs in England and Europe. In the Premier League, recent investment from wealthy team owners
has led to teams with deep financial backing that are able to acquire top players and coaching staff, which could result in improved performance from those teams in domestic and European competitions.
As the Premier League continues to grow in popularity, the interest of wealthy potential owners may increase, leading to additional clubs substantially improving their financial position. Competition
from European clubs also remains strong. Despite the adoption of the UEFA financial fair play initiative, a set of financial monitoring rules on clubs participating in the Champions League and Europa
League, and the Premier League's profitability and sustainability regulations, a similar set of rules monitoring Premier League clubs, European and Premier League football clubs are spending
substantial sums on transfer fees and player salaries. Competition from inside and outside the Premier League has led to higher salaries for our players as well as increased competition on the field.
The increase in competition could result in our first team finishing lower in the Premier League than we have in the past and jeopardizing our qualification for

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or
results in European competitions. Competition within England could also cause our first team to fail to advance in the FA Cup and EFL Cup.

In
addition, from a commercial perspective, we actively compete across many different industries and within many different markets. We believe our primary sources of competition, both in
Europe and internationally, include, but are not limited to:



All
of the above forms of competition could have a material adverse effect on any of our five revenue streams and our overall business, results of operations, financial condition and
cash flow.

We are subject to special rules and regulations regarding insolvency and bankruptcy.

We are subject to, among other things, special insolvency or bankruptcy-related rules of the Premier League and the Football
Association (the "FA"). Those rules empower the Premier League board to direct certain payments otherwise due to us to the FA and its members, associate members and affiliates, certain other English
football leagues and certain other entities if it is reasonably satisfied that we have failed to pay certain creditors including other football clubs, the Premier League and the Football League.

If
we experience financial difficulty, we could also face sanctions under the Premier League rules, including suspension from the Premier League, European competitions, the FA Cup and
certain other competitions, the deduction of league points from us in the Premier League or Football League and loss of control of player registrations. For example, the Premier League could prevent
us from playing, thereby cutting off our income from ticket sales and putting many of our other sources of revenue at risk. Any of these events could have a material adverse effect on our business,
results of operation, financial condition, or cash flow, as well as our ability to meet our financial obligations.

Premier League voting rules may allow other clubs to take action contrary to our interests.

The Premier League is governed by its 20 club shareholders with most rule changes requiring the support of a minimum of 14 of the
clubs. This allows a minority of clubs to block changes they view as unfavorable to their interests. In addition, it allows a concerted majority of the clubs to pass rules that may be disadvantageous
to the remaining six clubs. As one of the larger clubs in the Premier League in terms of revenue and follower base, we can exert some influence on the rulemaking process, however, our interests may
not always align with the majority of clubs and it may be difficult for us to effect changes that are advantageous to us. At the same time, it is possible that other clubs may take action that we view
as contrary to our interests. If the Premier League clubs pass rules that limit our ability to operate our business as we have planned or otherwise affect the payments made to us, we may be unable to
achieve our goals and strategies or increase our revenue.

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Our digital media strategy is unproven and may not generate the revenue we anticipate.

We maintain contact with, and provide entertainment to, our global follower base through a number of digital and other media channels,
including the internet, mobile services and social media. While we have attracted a significant number of followers to our digital media assets, including our website, the future revenue and income
potential of our mobile & content business is uncertain. You should consider our business and prospects in light of the challenges, risks and difficulties we may encounter in this new and
rapidly evolving market, including:



In
addition, as we expand our digital and other media channels, including the internet, mobile services and social media, revenue from our other business sectors may decrease, including
our Broadcasting revenue. Moreover, the increase in subscriber base in some of these digital and other media channels may limit the growth of the subscriber base and popularity of other channels.
Failure to successfully address these risks and difficulties could affect our overall business, financial condition, results of operations, cash flow, liquidity and prospects.

Serious injuries to or losses of playing staff may affect our performance, and therefore our results
of operations and financial condition.

Injuries to members of the playing staff, particularly if career-threatening or career-ending, could have a detrimental effect on our
business. Such injuries could have a negative effect upon our first team's performance and may also result in a loss of the income that would otherwise have resulted from a transfer of that player's
registration. In addition, depending on the circumstances, we may write down the carrying value of a player on our balance sheet and record an impairment charge in our operating expenses to reflect
any losses resulting from career-threatening or career-ending injuries to that player. Our strategy is to maintain a squad of first team players sufficient
to mitigate the risk of player injuries. However, this strategy may not be sufficient to mitigate all financial losses in the event of an injury, and as a result such injury may affect the performance
of our first team, and therefore our business, results of operations financial condition and cash flow.

Inability to renew our insurance policies could expose us to significant losses.

We insure against the death, permanent disablement and travel-related injuries of members of our first team, although not at such
player's market value. Moreover, we do not carry insurance against career-ending injuries to our players sustained while playing or training. We also carry non-player

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related
insurance typical for our business (including liability, business interruption and terrorism insurance). When any of our insurance policies expire, it may not be possible to renew them on the
same terms, or at all. In such circumstances, some of our businesses and/or assets may be uninsured. If any of these uninsured businesses or assets were to suffer damage, we could suffer a financial
loss. Our most valuable tangible asset is Old Trafford. An inability to renew insurance policies covering our players, Old Trafford, the Aon Training Complex or other valuable assets could expose us
to significant losses.

Furthermore,
although the Fédération Internationale de Football Association ("FIFA") now provides insurance coverage for loss of wages for players injured
while playing for their senior national team in a match played under the FIFA international match calendar, our insurance policies do not cover our players during those periods and, under FIFA rules,
national football associations are not obliged to provide insurance coverage for players on international duty.

Our international expansion and operations in foreign markets expose us to risks associated with
international sales and operations.

We intend to continue to expand internationally and operate in select foreign markets. Managing a global organization is difficult,
time consuming and expensive. Our inexperience in operating the club's businesses globally increases the risk that any future international expansion efforts that we may undertake will not be
successful. In addition, conducting international
operations subjects us to risks such as the lack of familiarity with and unexpected changes in foreign regulatory requirements; difficulties in managing and staffing international operations;
fluctuations in currency exchange rates; potentially adverse tax consequences, including foreign value added tax systems, and restrictions on repatriation of earnings; the burdens of complying with a
wide variety of foreign laws and legal standards; increased financial accounting and reporting burdens and complexities; the lack of strong intellectual property regimes and political, social and
economic instability abroad. Operating in international markets also requires significant management attention and financial resources. The investment and additional resources required to establish
operations and manage growth in other countries may not produce desired levels of revenue or profitability.

Fluctuations in exchange rates may adversely affect our results of operations.

Our functional and reporting currency is pounds sterling and substantially all of our costs are denominated in pounds sterling.
However, Broadcasting revenue from our participation in UEFA competitions, as well as certain other revenue, is generated in Euros. We also occasionally enter into transfer agreements or commercial
partner agreements which are payable in Euros. In addition, we have US dollar currency exposure relating to our secured term loan facility and senior secured notes as well as Commercial revenue from
certain sponsors. We hedge the foreign exchange risk on a portion of our future US dollar revenues using a portion of our US dollar denominated secured term loan facility and senior secured notes as
the hedging instrument. For the year ended 30 June 2016, we recorded a foreign exchange loss in our income statement on our unhedged US dollar denominated secured term loan facility and senior
secured notes of £4.1 million (2015: loss of £0.3 million; 2014: loss of £2.7 million). For the years ended 30 June 2016, 2015 and 2014
approximately 7.0%, 1.2% and 9.1% of our total revenue was generated in Euros, respectively, and approximately 24.0%, 30.3% and 19.7% of our total revenue was generated in US dollars, respectively. We
may also enter into foreign exchange contracts to hedge a portion of this transactional exposure. We offset the value of our non-sterling revenue and the value of the corresponding hedge before
including such amounts in our overall revenue. Our results of operations have in the past and will in the future fluctuate due to movements in exchange rates.

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Failure to adequately protect our intellectual property and curb the sale of counterfeit merchandise
could injure our brand.

Like other popular brands, we are susceptible to instances of brand infringement (such as counterfeiting and other unauthorized uses of
our intellectual property rights). We seek to protect our brand assets by ensuring that we own and control certain intellectual property rights in and to those assets and, where appropriate, by
enforcing those intellectual property rights. For example, we own the copyright in our logo, and our logo and trade name are registered as trademarks (or are the subject of applications for
registration) in a number of jurisdictions in Europe, Asia Pacific, Africa, North America and South America. However, it is not possible to detect all instances of brand infringement. Additionally,
where instances of brand infringement are detected, we cannot guarantee that such instances will be prevented as there may be legal or factual circumstances which give rise to uncertainty as to the
validity, scope and enforceability of our intellectual property rights in the brand assets. Furthermore, the laws of certain countries in which we license our brand and conduct operations,
particularly those in Asia (such as China) may not offer the same level of protection to intellectual property rights holders as those in the United Kingdom, the rest of Europe and the United States,
or the time required to enforce our intellectual property rights under these legal regimes may be lengthy and delay recovery. For example, the unauthorized use of intellectual property is common and
widespread in China and enforcement of intellectual property rights by Chinese regulatory agencies is inconsistent. If we were to fail or be unable to secure, protect, maintain and/or enforce the
intellectual property rights which vest in our brand assets, then we could lose our exclusive right to exploit such brand assets. Infringement of our trademark, copyright and other intellectual
property rights could have an adverse effect on our business. We also license our intellectual property rights to third parties. In an effort to protect our brand, we enter into licensing agreements
with these third parties which govern the use of our intellectual property and which require our licensees to abide by quality control standards with respect to such use. Although we make efforts to
police our licensees' use of our intellectual property, we cannot assure you that these efforts will be sufficient to ensure their compliance. The failure of our licensees to comply with the terms of
their licenses could have a material adverse effect on our business, results of operations, financial condition and cash flow.

We could be negatively affected if we fail to adequately protect follower account information.

We collect and process personal data (including name, address, age, bank details and other personal data) from our followers,
customers, members, suppliers, business contacts and employees as part of the operation of our business (including online merchandising), and therefore we must comply with data protection and privacy
laws in the United Kingdom and, in certain situations, other jurisdictions where our followers reside. Those laws impose certain requirements on us in respect of the collection, use and processing of
personal information relating to our followers. In addition, we are exposed to the risk that the personal data we control could be wrongfully accessed and/or used, whether by employees, followers or
other third parties, or otherwise lost or disclosed or processed in breach of data protection regulations. If we or any of the third party service providers on which we rely fail to process such
personal data in a lawful or secure manner or if any theft or loss of personal follower data were to occur, we could face liability under data protection laws, including requirements to destroy
customer information or notify the people to whom such information relates of
any non-compliance as well as civil or criminal sanctions. This could also result in the loss of the goodwill of our followers and deter new followers. Each of these factors could harm our business
reputation, our brand and have a material adverse effect on our business, results of operations, financial condition, cash flow and prospects.

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Piracy and illegal live streaming may adversely impact our broadcasting and mobile & content
revenue.

For each of the years ended 30 June 2016, 2015 and 2014, Broadcasting revenue constituted 27.3%, 27.3% and 31.3%, respectively,
of our total revenue. Our Broadcasting revenue is principally generated by the broadcasting of our matches on pay and free-to-air television channels as well as content delivered over the internet and
through our own television channel, MUTV. In recent years, piracy and illegal live streaming of subscription content over the internet has caused, and is continuing to cause, lost revenue to media
distributors showing our matches. For example, the Premier League previously initiated litigation against Google and YouTube for facilitating piracy and illegal streaming of subscription content.
While this litigation matter has been settled there can be no guarantee that this or similar actions will prevent or limit future piracy or illegal streaming of subscription content. If these trends
increase or continue unabated, they could pose a risk to subscription television services. The result could be a reduction in the value of our share of football broadcasting rights and of our online
and MUTV services, which could have a material adverse effect on our business, results of operations, financial condition and cash flow.

Our operating results may fluctuate due to seasonality.

Our operating results are subject to seasonal variation, limiting the overall comparability and predictability of interim financial
periods. The seasonality of our operating results is primarily attributable to the number of games played in each financial period and therefore Matchday and Broadcasting revenue recognized.
Similarly, certain of our costs derive from hosting games at Old Trafford, and these costs will also vary based on the number of games played in the period. We have historically generated higher
revenue in the second and third quarters of our fiscal year. Our business might be affected by our first team reaching the later stages of European and domestic competitions, which would generate
significant additional Broadcasting and Matchday revenue during the fourth quarter of our fiscal years. Our cash flow may also vary among interim periods due to the timing of significant payments from
major commercial agreements. As a result, our interim results and any quarterly financial information that we publish should not be viewed as an indicator of our performance for the fiscal year.

We are subject to a greater tax rate than in previous years.

During the year ended 30 June 2012, our principal operating subsidiaries were tax residents in the United Kingdom. For the year
ended 30 June 2012, we were subject to a weighted UK statutory tax rate of 25.5%. Following the reorganization transactions in 2012, although we are organized as a Cayman Islands exempted
company, we report as a US domestic corporation for US federal income tax purposes and we are subject to US federal income tax (currently at a statutory rate of 35%) on the majority of our worldwide
income.

In
addition, we are subject to income and other taxes in various other jurisdictions. The amount of tax we pay is subject to our interpretation and application of tax laws in
jurisdictions in which we operate. Changes in current or future laws or regulations, or the imposition of new or changed tax laws or regulations or new related interpretations by taxing authorities in
the US or foreign jurisdictions, could adversely affect our business, results of operations, financial condition and cash flow.

Business interruptions due to natural disasters, terrorist incidents and other events could
adversely affect us and Old Trafford.

Our operations can be subject to natural disasters, terrorist incidents and other events beyond our control, such as earthquakes,
fires, power failures, telecommunication losses
and acts of war. Such events, whether natural or manmade, could cause severe destruction or interruption to our operations, and as a result, our business could suffer serious harm. Our first team
regularly tours the world for

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promotional
matches, visiting various countries with a history of terrorism and civil unrest, and as a result, we and our players could be potential targets of terrorism when visiting such countries.
In addition, any prolonged business interruption at Old Trafford could cause a decline in Matchday revenue. Our business interruption insurance only covers some, but not all, of these potential
events, and even for those events that are covered, it may not be sufficient to compensate us fully for losses or damages that may occur as a result of such events, including, for example, loss of
market share and diminution of our brand, reputation and client loyalty. Any one or more of these events could have a material adverse effect on our business, results of operation, financial condition
or cash flow.

If we fail to properly manage our anticipated growth, our business could suffer.

The planned growth of our commercial operations may place a significant strain on our management and on our operational and financial
resources and systems. To manage growth effectively, we will need to maintain a system of management controls and attract and retain qualified personnel, as well as, develop, train and manage
management-level and other employees. Failure to manage our growth effectively could cause us to over-invest or under-invest in infrastructure, and result in losses or weaknesses in our
infrastructure, which could have a material adverse effect on our business, results of operations, financial condition and cash flow. Any failure by us to manage our growth effectively could have a
negative effect on our ability to achieve our development and commercialization goals and strategies.

If we are unable to maintain, train and build an effective international sales and marketing
infrastructure, we will not be able to commercialize and grow our brand successfully.

As we grow, we may not be able to secure sales personnel or organizations that are adequate in number or expertise to successfully
market and sell our brand and products on a global scale. If we are unable to expand our sales and marketing capability, train our sales force effectively or provide any other capabilities necessary
to commercialize our brand internationally, we will need to contract with third parties to market and sell our brand. If we are unable to establish and maintain compliant and adequate sales and
marketing capabilities, we may not
be able to increase our revenue, may generate increased expenses, and may not continue to be profitable.

Risks Related to Our Industry

An economic downturn and adverse economic conditions may harm our business.

An economic downturn and adverse conditions in the United Kingdom and global markets may negatively affect our operations in the
future. Our Matchday and Broadcasting revenue in part depend on personal disposable income and corporate marketing and hospitality budgets. Further, our Commercial and sponsorship revenue are
contingent upon the expenditures of businesses across a wide range of industries, and if these industries were to cut costs in response to an economic downturn, our revenue may similarly decline. Weak
economic conditions could also cause a reduction in our Commercial and sponsorship, as well as our Broadcasting and Matchday revenue, each of which could have a material adverse effect on our
business, results of operations, financial condition and cash flow.

The departure of the United Kingdom from the European Union may adversely affect our operations and
financial results.

On 23 June 2016, the United Kingdom (UK) held a referendum in which voters approved an exit from the European Union (EU),
commonly referred to as "Brexit". As a result of the referendum, which was advisory in nature, it is expected that the British government will begin negotiating the terms of the UK's future
relationship with the EU, including any potential withdrawal. This negotiation period could last at least two years after the British government formally initiates a withdrawal process.

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Nevertheless,
the referendum has created significant uncertainty about the future relationship between the UK and the EU, and has given rise to calls for certain regions within the UK to preserve
their place in the EU by separating from the UK, as well as for the governments of other EU member states to consider withdrawal.

These
developments, or the perception that any of them could occur, have had and may continue to have a material adverse effect on global economic conditions and the stability of global
financial markets, and could significantly reduce global market liquidity and restrict the ability of key market participants to operate in certain financial markets. Asset valuations, currency
exchange rates and credit ratings may be especially subject to increased market volatility. Lack of clarity about future UK laws and regulations as the UK determines which EU laws to replace or
replicate in the event of withdrawal could decrease foreign direct investment in the UK, increase costs, depress economic activity and restrict our access to capital. If the UK and the EU are unable
to negotiate acceptable withdrawal terms or if other EU member states pursue withdrawal, barrier-free access between the UK and other EU member states or among the European economic area overall could
be diminished or eliminated. Any of these factors could have a material adverse effect on our business, financial condition, results of operations, financial condition and cash flow.

Furthermore,
although it is unknown what the terms of the UK's future relationship with the EU, if any, will be, or which EU laws the UK will replace or replicate in the event of
withdrawal, it is possible that there will be greater restrictions on imports and exports between the UK and EU member states, greater restrictions on the movement of players between the UK and EU
member states, and other increased regulatory complexities. These changes may have a material adverse effect on our business, results of operations, financial condition and cash flow and our ability
to continue to compete with the top football clubs in Europe.

An increase in the relative size of salaries or transfer costs could adversely affect our business.

Our success depends on our ability to attract and retain the highest quality players and coaching staff. As a result, we are obliged to
pay salaries generally comparable to our main competitors in England and Europe. Any increase in salaries may adversely affect our business, results of operations, financial condition and cash flow.

Other
factors that affect player salaries, such as changes in personal tax rates, changes to the treatment of income or other changes to taxation in the United Kingdom and the relative
strength of pounds sterling, may make it more difficult to attract top players and coaching staff from Europe or elsewhere or require us to pay higher salaries to compensate for higher taxes or less
favorable exchange rates. In
addition, if our revenue falls and salaries remain stable (for example as a result of fixed player or coaching staff salaries over a long period) or increase, our results of operations would be
materially adversely affected.

An
increase in transfer fees would require us to pay more than expected for the acquisition of players' registrations in the future. In addition, certain players' transfer values may
diminish after we acquire them, and we may sell those players for transfer fees below their net book value, resulting in a loss on disposal of players' registrations. Net transfer costs could also
increase if levies imposed by FIFA, the Premier League or any other organization in respect of the transfer of players' registrations were to increase.

We
remain committed to attracting and retaining the highest quality players for our first team. Our average annual net player capital expenditure over the last 10 years has been
£39.6 million (excluding the sale of a player in the year ended 30 June 2009 that generated significant cash inflow, the average annual net player capital expenditure over
the same period would have been £47.6 million), and we continue to expect it to vary significantly from period to period. We may explore new player acquisitions in connection with
future transfer periods that may materially increase the amount of our

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net
player capital expenditure. As part of any material increase in net player capital expenditure, we may also experience a material increase in our expenditure for player salaries. The actual amount
of cash we use on player acquisitions will also depend, in part, on the amount of any cash we receive as a result of the sale of any players. Any increase in net player capital expenditure compared to
historic levels will also result in an increase in amortization expenses in future periods.

UEFA and Premier League regulations could negatively affect our business.

As the primary governing body of European football, UEFA continually evaluates the dynamics in the football industry and considers
changes to the regulatory framework governing European football clubs. As an example, clubs participating in the Champions League and Europa League competitions are subject to the UEFA Club Licensing
and Financial Fair Play regulations ("FFP regulations"). Breaches in the rules may result in, among other things, withholding of prize money, transfer bans and ultimately disqualification from
European competitions. Amongst other things, these rules are intended to discourage clubs from continually operating at a loss and to ensure that clubs settle their football, staff and tax creditors
on time. Breaches of FFP regulations, for example, where relevant costs (which includes all wage costs and the amortization of player capital
expenditures, but excludes depreciation of tangible fixed assets, youth development and community expenditure) exceed revenues on a cumulative basis over a three-year period, or serious delays in
settling creditors, have resulted in clubs being punished by way of significant fines and even exclusion from UEFA competitions.

The
Premier League has also introduced regulations that aim to promote sustainability through profitability. A break-even test, similar to that contained in UEFA's FFP regulations has
been implemented, our first submission having been made during the 2015/16 Premier League competition based on the fiscal years ended 30 June 2014 and 2015. In addition, the regulations
introduced for the three seasons ended 2015/16 which limited the annual increase in aggregate player remuneration unless such increases are funded by additional revenue from sources other than Premier
League broadcasting revenue have been extended for a further three seasons beginning with the 2016/17 season. Wide-ranging sanctions, including significant fines, player transfer restrictions and
Premier League points deduction, may be imposed for breaches of these regulations.

There
is a risk that application of the FFP regulations and Premier League profitability and sustainability regulations could have a material adverse effect on the performance of our
first team and our business, results of operations, financial condition and cash flow.

We could be negatively affected by current and other future Premier League, FA, UEFA or FIFA
regulations.

Future changes to the Premier League, FA, UEFA, FIFA or other regulations may adversely affect our results of operations. These
regulations could cover various aspects of our business, such as the format of competitions, the eligibility of players, the operation of the transfer market and the distribution of broadcasting
revenue. In addition, changes are being considered to address the financial sustainability of clubs such as more robust ownership rules and tests in relation to board directors and significant
shareholders. In particular, changes to football regulations designed to promote competition could have a significant impact on our business. Such changes could include changes to the distribution of
broadcasting income, changes to the relegation structure of English football and restrictions on player spending. In addition, rules designed to promote the development of local players, such as the
Home Grown Player Rule, which requires each Premier League club to include at least eight "home grown" (i.e. players that have been registered for at least three seasons at an English or Welsh
club between the ages of 16 and 21) players in their squads, could limit our ability to select players. Any of these changes could make it more difficult for us to acquire top quality players
and, therefore, adversely affect the performance of our first team.

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Changes
in the format of the league and cup competitions in which our first team plays, or might in the future play, could have a negative impact on our results of operations. In
addition, in the event that new competitions are introduced to replace existing competitions (for example, a European league), our results of operations may be negatively affected.

There could be a decline in our popularity or the popularity of football.

There can be no assurance that football will retain its popularity as a sport around the world and its status in the United Kingdom as
the so-called "national game," together with the associated levels of media coverage. In addition, we could suffer a decline in popularity. Any decline in popularity could result in lower ticket
sales, broadcasting revenue, sponsorship revenue, a reduction in the value of our players or our brand, or a decline in the value of our securities, including our Class A ordinary shares. Any
one of these events or a combination of such events could have a material adverse effect on our business, results of operations, financial condition and cash flow.

Risk Related to Our Indebtedness

Our indebtedness could adversely affect our financial health and competitive position.

As of 30 June 2016, we had total indebtedness of £490.1 million. Our indebtedness increases the risk that we
may be unable to generate cash sufficient to pay amounts due in respect of our indebtedness. It could also have effects on our business. For example, it
could:



In
addition, our revolving facility, our secured term loan facility and the note purchase agreement governing the 2027 Notes contain, and any agreements evidencing or governing other
future indebtedness may contain, certain restrictive covenants that will limit our ability to engage in certain activities that are in our long-term best interests (see "Our indebtedness
may restrict our ability to pursue our business strategies" below). We have not previously breached and are not in breach of any of the covenants under any of these facilities; however our failure to
comply with those covenants could result in an event of default which, if not cured or waived, could result in the acceleration of all of our indebtedness.

To service our indebtedness, we require cash, and our ability to generate cash is subject to many
factors beyond our control.

Our ability to make payments on and to refinance our indebtedness and to fund planned capital expenditures will depend on our ability
to generate cash in the future. This, to a certain extent, is subject to the performance and popularity of our first team as well as general economic, financial, competitive, regulatory and other
factors that are beyond our control.

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We
cannot assure you that our business will generate sufficient cash flow from operations or that future borrowings will be available to us in an amount sufficient to enable us to pay
our indebtedness or to fund our other liquidity needs. We may need to refinance all or a portion of our indebtedness on or before maturity. We cannot assure you that we will be able to refinance any
of our indebtedness on commercially reasonable terms or at all. Failure to refinance our indebtedness on terms we believe to be acceptable could have a material adverse effect on our business,
financial condition, results of operations and cash flow.

Our indebtedness may restrict our ability to pursue our business strategies.

Our revolving facility, our secured term loan facility and the note purchase agreement governing the 2027 Notes limit our ability,
among other things, to:



Our
ability to comply with these covenants and restrictions may be affected by events beyond our control. If we breach any of these covenants or restrictions, we could be in default
under our revolving facility, our secured term loan facility and the 2027 Notes. This would permit the lending banks under our revolving facility and our secured term loan facility to take certain
actions, including declaring all
amounts that we have borrowed under our revolving facility, our secured term loan facility and other indebtedness to be due and payable, together with accrued and unpaid interest. This would also
result in an event of default under the note purchase agreement governing the 2027 Notes. Furthermore, lending banks could refuse to extend further credit under the revolving facility. If the debt
under our revolving facility, our secured term loan facility, the 2027 Notes or any other material financing arrangement that we enter into were to be accelerated, our assets, in particular liquid
assets, may be insufficient to repay our indebtedness. The occurrence of any of these events could have a material adverse effect on our business, financial condition and results of operations.

Our variable rate indebtedness subjects us to interest rate risk, which could cause our debt service
obligations to increase significantly.

We are subject to interest rate risk in connection with borrowings under our revolving facility and our secured term loan facility,
which bear interest at variable rates. Interest rate changes could impact the amount of our interest payments, and accordingly, our future earnings and cash flow, assuming other factors are held
constant. We have entered into an interest rate swap related to our secured term loan facility that involves the exchange of floating for fixed rate interest payments in order to reduce interest rate
volatility. As of 30 June 2016, we had £166,018,000 of variable rate indebtedness outstanding under our secured term loan facility. We cannot assure you that any hedging activities
entered into by us will be effective in fully mitigating our interest rate risk from our variable rate indebtedness.

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Risks Related to Ownership of Our Class A Ordinary Shares

Because of its significant share ownership, our principal shareholder will be able to exert control
over us and our significant corporate decisions.

Our principal shareholder, Red Football LLC, controls 20.03% of our issued and outstanding Class A ordinary shares and
68.55% of our issued and outstanding Class B ordinary shares, representing 67.03% of the voting power of our outstanding capital stock. Each Class A ordinary share is entitled to one
vote per share and is not convertible into any other class of shares. Each Class B ordinary share is entitled to 10 votes per share and is convertible into one Class A ordinary share at
any time. In addition, our Class B ordinary shares will automatically convert into shares of our Class A ordinary shares upon certain transfers and other events, including upon the date
when holders of all Class B ordinary shares cease to hold Class B ordinary shares representing at least 10% of the total number of Class A and Class B ordinary shares
outstanding. For special resolutions, which require the vote of two-thirds of the votes cast, at any time that Class B ordinary shares remain outstanding, the voting power permitted to be
exercised by the holders of the Class B ordinary shares will be weighted such that the Class B ordinary shares shall represent, in the aggregate, 67% of the voting power of all
shareholders. As a result, our principal shareholder will have the ability to determine the outcome of all matters submitted to our shareholders for approval, including the election and removal of
directors and any merger, consolidation, or sale of all or substantially all of our assets. The interests of our principal shareholder might not coincide with the interests of the other shareholders.
This concentration of ownership may harm the value of our Class A ordinary shares, among other things:



As a foreign private issuer and "controlled company" within the meaning of the New York Stock
Exchange's corporate governance rules, we are permitted to, and we do, rely on exemptions from certain of the New York Stock Exchange corporate governance standards, including the requirement that a
majority of our board of directors consist of independent directors. Our reliance on such exemptions may afford less protection to holders of our Class A ordinary shares.

The New York Stock Exchange's corporate governance rules require listed companies to have, among other things, a majority of
independent board members and independent director oversight of executive compensation, nomination of directors and corporate governance matters. As a foreign private issuer, we are permitted to, and
we do, follow home country practice in lieu of the above requirements. As long as we rely on the foreign private issuer exemption to certain of the New York Stock Exchange corporate governance
standards, a majority of the directors on our board of directors are not required to be independent directors, our remuneration committee is not required to be comprised entirely of independent
directors and we are not required to have a nominating and corporate governance committee. Therefore, our board of directors' approach to governance may be different from that of a board of directors
consisting of a majority of independent directors, and, as a result, the management oversight of our Company may be more limited than if we were subject to all of the New York Stock Exchange corporate
governance standards.

In
the event we no longer qualify as a foreign private issuer, we intend to rely on the "controlled company" exemption under the New York Stock Exchange corporate governance rules. A
"controlled company" under the New York Stock Exchange corporate governance rules is a company of which more than 50% of the voting power is held by an individual, group or another company. Our
principal

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shareholder,
Red Football LLC, controls a majority of the combined voting power of our outstanding ordinary shares, making us a "controlled company" within the meaning of the New York Stock
Exchange corporate governance rules. As a controlled company, we are eligible to, and, in the event we no longer qualify as a foreign private issuer, we intend to, elect not to comply with certain of
the New York Stock Exchange corporate governance standards, including the requirement that a majority of directors on our board of directors are independent directors and the requirement that our
remuneration committee and our nominating and corporate governance committee consist entirely of independent directors.

Accordingly,
our shareholders do not have the same protection afforded to shareholders of companies that are subject to all of the New York Stock Exchange corporate governance standards,
and the ability of our independent directors to influence our business policies and affairs may be reduced.

We are an "emerging growth company" and we cannot be certain if the reduced disclosure requirements
applicable to emerging growth companies make our Class A ordinary shares less attractive to investors.

We are an "emerging growth company," as defined in the JOBS Act, and, as such, we take advantage of certain exemptions from various
reporting requirements that are applicable to other public companies that are not "emerging growth companies" including, but not limited to, not being required to comply with the auditor attestation
requirements of Section 404(b) of the Sarbanes-Oxley Act. We cannot predict if investors will find our Class A ordinary shares less attractive because we rely on these exemptions. If
some investors find our Class A ordinary shares less attractive as a result, there may be a less active trading market for our Class A ordinary shares and our share price may be more
volatile.

In
addition, Section 107 of the JOBS Act also provides that an "emerging growth company" can take advantage of the extended transition period provided in Section 7(a)(2)(B)
of the Securities Act of 1933, as amended (the "Securities Act"), for complying with new or revised accounting standards. In other words, an "emerging growth company" can delay the adoption of certain
accounting standards until those standards would otherwise apply to private companies. However, we previously chose to "opt out" of such extended transition period, and as a result, we will comply
with new or revised accounting standards on the relevant dates on which adoption of such standards is required for non-emerging growth companies. Section 107 of the JOBS Act provides that our
decision to opt out of the extended transition period for complying with new or revised accounting standards is irrevocable.

We
will cease to be an emerging growth company as of 30 June 2018 or such earlier time if we have more than $1.0 billion in annual revenue, have more than
$700 million in market value of our ordinary shares held by non-affiliates, or issue more than $1.0 billion of non-convertible debt over a three-year period.

The obligations associated with being a public company require significant resources and management
attention.

As a public company in the United States, we incur legal, accounting and other expenses that we did not previously incur as a private
company. We are subject to the reporting requirements of the Securities Exchange Act of 1934, as amended (the "Exchange Act"), and the Sarbanes-Oxley Act, the listing requirements of the New York
Stock Exchange and other applicable securities rules and regulations. Compliance with these rules and regulations increases our legal and financial compliance costs, make some activities more
difficult, time-consuming or costly and increases demand on our systems and resources, particularly after we are no longer an "emerging growth company." The Exchange Act requires that we file annual
and current reports with respect to our business, financial condition and results of operations. The Sarbanes-Oxley Act requires, among other
things, that we establish and maintain effective internal controls and procedures for financial reporting. Furthermore,

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the
demands of being a public company may divert management's attention from implementing our growth strategy, which could prevent us from improving our business, financial condition and results of
operations. We have made, and will continue to make, changes to our internal controls and procedures for financial reporting and accounting systems to meet our reporting obligations as a public
company. However, the measures we have taken, and will continue to take, may not be sufficient to satisfy our obligations as a public company. In addition, these rules and regulations increase our
legal and financial compliance costs and make some activities more time-consuming and costly. For example, these rules and regulations make it more difficult and more expensive for us to obtain
director and officer liability insurance, and we may be required to incur substantial costs to maintain the same or similar coverage. These additional obligations could have a material adverse effect
on our business, financial condition, results of operations and cash flow.

In
addition, changing laws, regulations and standards relating to corporate governance and public disclosure are creating uncertainty for public companies, increasing legal and financial
compliance costs and making some activities more time consuming. These laws, regulations and standards are subject to varying interpretations, in many cases due to their lack of specificity, and, as a
result, their application in practice may evolve over time as new guidance is provided by regulatory and governing bodies. This could result in continuing uncertainty regarding compliance matters and
higher costs necessitated by ongoing revisions to disclosure and governance practices. We intend to invest resources to comply with evolving laws, regulations and standards, and this investment may
result in increased general and administrative expenses and a diversion of management's time and attention from revenue-generating activities to compliance activities. If our efforts to comply with
new laws, regulations and standards differ from the activities intended by regulatory or governing bodies due to ambiguities related to their application and practice, regulatory authorities may
initiate legal proceedings against us and our business, financial condition, results of operations and cash flow could be adversely affected.

For
as long as we are an "emerging growth company" under the JOBS Act, our independent registered public accounting firm will not be required to attest to the effectiveness of our
internal control over financial reporting pursuant to Section 404 of the Sarbanes-Oxley Act. We will cease to be an emerging growth company as of 30 June 2018 or such earlier time if we
have more than $1.0 billion in annual revenue, have more than $700 million in market value of our ordinary shares held by non-affiliates, or issue more than $1.0 billion of
non-convertible debt over a three-year period.

Furthermore,
once we are no longer an emerging growth company, our independent registered public accounting firm will be required to attest to the effectiveness of our internal control
over financial reporting. Even if our management concludes that our internal controls over financial reporting are effective, our independent registered public accounting firm may decline to attest to
our management's
assessment or may issue a report that is qualified if it is not satisfied with our controls or the level at which our controls are documented, designed, operated or reviewed, or if it interprets the
relevant requirements differently from us. In addition, in connection with the implementation of the necessary procedures and practices related to internal control over financial reporting, we may
identify deficiencies that we may not be able to remediate in time to meet the deadline imposed by the Sarbanes-Oxley Act for compliance with the requirements of Section 404. Failure to comply
with Section 404 could subject us to regulatory scrutiny and sanctions, impair our ability to raise revenue, cause investors to lose confidence in the accuracy and completeness of our financial
reports and negatively affect our share price.

We may lose our foreign private issuer status in the future, which could result in significant
additional costs and expenses.

We are a "foreign private issuer," as such term is defined in Rule 405 under the Securities Act, and therefore, we are not
required to comply with all the periodic disclosure and current reporting requirements of the Exchange Act and related rules and regulations. Under Rule 405, the

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determination
of foreign private issuer status is made annually on the last business day of an issuer's most recently completed second fiscal quarter and, accordingly, the next determination will be
made with respect to us on 31 December 2016.

In
the future, we would lose our foreign private issuer status if a majority of our shareholders, directors or management are US citizens or residents and we fail to meet additional
requirements necessary to avoid loss of foreign private issuer status. Although we have elected to comply with certain US regulatory provisions, our loss of foreign private issuer status would make
such provisions mandatory. The regulatory and compliance costs to us under US securities laws as a US domestic issuer may be significantly higher. If we are not a foreign private issuer, we will be
required to file periodic reports and registration statements on US domestic issuer forms with the US Securities and Exchange Commission (the "SEC"), which are more detailed and extensive than the
forms available to a foreign private issuer. For example, the annual report on Form 10-K requires domestic issuers to disclose executive compensation information on an individual basis with
specific disclosure regarding the domestic compensation philosophy, objectives, annual total compensation (base salary, bonus, equity compensation) and potential payments in connection with change in
control, retirement, death or disability, while the annual report on Form 20-F permits foreign private issuers to disclose compensation information on an aggregate basis. We will also have to
mandatorily comply with US federal proxy requirements, and our officers, directors and principal shareholders will become subject to the short-swing profit disclosure and recovery provisions of
Section 16 of the Exchange Act. We may also be
required to modify certain of our policies to comply with good governance practices associated with US domestic issuers. Such conversion and modifications will involve additional costs. In addition,
we may lose our ability to rely upon exemptions from certain corporate governance requirements on US stock exchanges that are available to foreign private issuers.

Anti-takeover provisions in our organizational documents and Cayman Islands law may discourage or
prevent a change of control, even if an acquisition would be beneficial to our shareholders, which could depress the price of our Class A ordinary shares and prevent attempts by our
shareholders to replace or remove our current management.

Our amended and restated memorandum and articles of association contain provisions that may discourage unsolicited takeover proposals
that shareholders may consider to be in their best interests. In particular, our amended and restated memorandum and articles of association permit our board of directors to issue preference shares
from time to time, with such rights and preferences as they consider appropriate. Our board of directors could also authorize the issuance of preference shares with terms and conditions and under
circumstances that could have an effect of discouraging a takeover or other transaction. We are also subject to certain provisions under Cayman Islands law which could delay or prevent a change of
control. In particular, any merger, consolidation or amalgamation of the Company would require the active consent of our board of directors. Our board of directors may be appointed or removed by the
holders of the majority of the voting power of our ordinary shares (which is controlled by our principal shareholder). Together these provisions may make more difficult the removal of management and
may discourage transactions that otherwise could involve payment of a premium over prevailing market prices for our Class A ordinary shares.

The price of our Class A ordinary shares might fluctuate significantly, and you could lose
all or part of your investment.

Volatility in the market price of our Class A ordinary shares may prevent investors from being able to sell their shares of our
Class A ordinary shares at or above the price they paid for such shares. The trading price of our Class A ordinary shares may be volatile and subject to wide price fluctuations in
response to various factors, including:



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These
and other factors might cause the market price of our Class A ordinary shares to fluctuate substantially, which might limit or prevent investors from readily selling their
shares of our Class A ordinary share and may otherwise negatively affect the liquidity of our Class A ordinary shares. In addition, in recent years, the stock market has experienced
significant price and volume fluctuations. This volatility has had a significant impact on the market price of securities issued by many companies across many industries. The changes frequently appear
to occur without regard to the operating performance of the affected companies. Accordingly, the price of our Class A ordinary shares could fluctuate based upon factors that have little or
nothing to do with our Company, and these fluctuations could materially reduce our share price. Securities class action litigation has often been instituted against companies following periods of
volatility in the overall market and in the market price of a company's securities. This litigation, if instituted against us, could result in substantial costs, divert our management's attention and
resources, and harm our business, operating results and financial condition.

Future sales of our Class A ordinary shares, or the perception in the public markets that
these sales may occur, may depress our stock price.

Sales of substantial amounts of our Class A ordinary shares, or the perception that these sales could occur, could adversely
affect the price of our Class A ordinary shares and could impair our ability to raise capital through the sale of additional shares. As of 8 September 2016 we had 40,025,280
Class A ordinary shares outstanding. The Class A ordinary shares are freely tradable without restriction under the Securities Act, except for any of our Class A ordinary shares
that may be held or acquired by our directors, executive officers and other affiliates, as that term is defined in the Securities Act, which will be restricted securities under the Securities Act.
Restricted securities may not be sold in the public market unless the sale is registered under the Securities Act or an exemption from registration is available.

All
of our Class A ordinary shares outstanding as of the date of this Annual Report may be sold in the public market by existing shareholders, subject to applicable
Rule 144 volume limitations and other limitations imposed under federal securities laws.

In
the future, we may also issue our securities if we need to raise capital in connection with a capital raise or acquisition. The amount of our Class A ordinary shares issued in
connection with a capital raise or acquisition could constitute a material portion of our then-outstanding Class A ordinary shares.

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Our ability to pay regular dividends is subject to restrictions in our revolving facility, our
secured term loan facility, the note purchase agreement governing the 2027 Notes, results of operations, distributable reserves and solvency requirements; our Class A ordinary shares have no
guaranteed dividends and holders of our Class A ordinary shares have no recourse if dividends are not declared.

In fiscal year 2016 we began paying a regular quarterly cash dividend on our Class A ordinary shares and Class B ordinary
shares of $0.045 per share. Our board of directors recently approved replacing the previous quarterly cash dividend with a regular semi-annual cash dividend of $0.09 per share. We expect to continue
paying regular dividends to our Class A ordinary shareholders and Class B ordinary shareholders. The declaration and payment of any future dividends, however, will be at the sole
discretion of our board of directors or a committee thereof and will depend upon our results of operations, financial condition, distributable reserves, contractual restrictions, restrictions imposed
by applicable law, capital requirements and other factors our board of directors (or such committee thereof) deems relevant. Furthermore, neither of our Class A ordinary shares nor our
Class B ordinary shares have any guaranteed dividends and holders of our Class A ordinary shares and holders of our Class B ordinary shares have no recourse if dividends are not
declared. Our ability to pay dividends on the Class A ordinary shares and Class B ordinary shares is limited by our revolving facility, our secured term loan facility and the note
purchase agreement governing the 2027 Notes, which contain restricted payment covenants. The restricted payment covenants allow dividends in certain circumstances, including to the extent dividends do
not exceed 50% of the cumulative consolidated net income of Red Football Limited and its restricted subsidiaries, provided there is no event of default and Red Football Limited is able to meet the
principal and interest payments on its debt under a fixed charge coverage test. Our ability to pay dividends may be further restricted by the terms of any of our future debt or preferred securities.
Additionally, because we are a holding company, our ability to pay dividends on our Class A ordinary shares and Class B ordinary shares is limited by restrictions on the ability of our
subsidiaries to pay dividends or make distributions to us, including restrictions under the terms of the agreements governing our indebtedness. As a consequence of these limitations and restrictions,
we may not be able to make, or may have to reduce or eliminate, the payment of dividends on our Class A ordinary shares. Accordingly, you may have to sell some or all of your Class A
ordinary shares after price appreciation in order to generate cash flow from your investment. You may not receive a gain on your investment when you sell your Class A ordinary shares and you
may lose the
entire amount of the investment. Additionally, any change in the level of our dividends or the suspension of the payment thereof could adversely affect the market price of our Class A ordinary
shares. See "Item 8. Financial InformationA. Consolidated Financial Statements and Other Financial InformationDividend Policy."

The rules of the Premier League and our amended and restated memorandum and articles of association
impose certain limitations on shareholders' ability to invest in more than one football club.

The rules of the Premier League prohibit any person who holds an interest of 10% or more of the total voting rights exercisable in a
Premier League football club from holding an interest in voting rights exercisable in any other Premier League football club. As a result, our amended and restated memorandum and articles of
association prohibit the acquisition of (i) 10% or more of our Class A ordinary shares if they hold any interest in voting rights exercisable in another Premier League football club and
(ii) any Class A ordinary shares if they hold an interest of 10% or more of the total voting rights exercisable in another Premier League football club. In addition, under our amended
and restated memorandum and articles of association, if any shareholder is determined by us, at our absolute discretion, to be holding any Class A ordinary shares in violation of this rule or
the rules of certain other relevant governing bodies, we have the right to repurchase shares from such person or direct that shareholder to transfer those shares to another person.

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Exchange rate fluctuations may adversely affect the foreign currency value of the Class A
ordinary shares and any dividends.

Our Class A ordinary shares are quoted in US dollars on the New York Stock Exchange. Our financial statements are prepared in
pounds sterling. Fluctuations in the exchange rate between the pounds sterling and the US dollar will affect, among other matters, the US dollar value of the Class A ordinary shares and of any
dividends.

The rights afforded to shareholders are governed by the laws of the Cayman Islands.

Our corporate affairs and the rights afforded to shareholders are governed by our amended and restated memorandum and articles of
association and by the Companies Law (2011 Revision) of the Cayman Islands, as amended and restated from time to time (the "Companies Law") and common law of the Cayman Islands, and these rights
differ in certain respects from the rights of shareholders in typical US corporations. In particular, the laws of the Cayman Islands relating to the protection of the interests of minority
shareholders differ in some respects from those established under statutes or judicial precedent in existence in the United States. The laws of the Cayman Island provide only limited circumstances
under which shareholders of companies may bring derivative actions and (except in limited circumstances) do not afford appraisal rights to dissenting shareholders in the form typically available to
shareholders of a US corporation other than in limited circumstances in relation to certain mergers. A summary of Cayman Islands law on the protection of minority shareholders is set out in
"Item 10. Additional InformationB. Memorandum and Articles of Association and Other Share Information."

We report as a US domestic corporation for US federal income tax purposes.

As discussed more fully under "Item 10. Additional InformationE. Taxation," due to the circumstances of our
formation and the application of Section 7874 of the US Internal Revenue Code of 1986, as amended (the "Code"), we report as a US domestic corporation for all purposes of the Code. As a result,
we are subject to US federal income tax on the majority of our worldwide income. In addition, if we pay dividends to a Non-US Holder, as defined in the discussion "Item 10. Additional
InformationE. Taxation," we will be required to withhold US income tax at the rate of 30%, or such lower rate as may be provided in an applicable income tax treaty. Each investor
should consult its own tax adviser regarding the US federal income tax position of the Company and the tax consequences of holding the Class A ordinary shares.

Withholding under the Foreign Account Tax Compliance Act may apply to our dividends and gross
proceeds from the sale or other disposition of our Class A ordinary shares.

Under legislation incorporating provisions referred to as the Foreign Account Tax Compliance Act ("FATCA"), a 30% withholding tax will
generally apply to certain types of payments, including US source dividends and gross proceeds from the disposition of equity securities that produce US source dividends, made to "foreign financial
institutions" (as defined under those rules) and certain other non-US entities, unless such foreign financial institutions or other entities comply with requirements under FATCA or are otherwise
exempt from such requirements. Because we
report as a US domestic corporation for all purposes of the Code, including for purposes of FATCA, our dividends as well as gross proceeds from the sale or other disposition of our Class A
ordinary shares paid to a foreign financial institution or other non-US entity may be subject to potential withholding under FATCA. Under the applicable Treasury regulations and administrative
guidance, withholding under FATCA generally applies to payments of dividends on our Class A ordinary shares, and also will apply on or after 1 January 2019 to payments of gross proceeds
from a sale or other disposition of Class A ordinary shares. Prospective investors should consult their tax advisors regarding the potential application of withholding under FATCA to an
investment in our Class A ordinary shares.

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If securities or industry analysts do not publish research or reports or publish unfavorable
research about our business, our stock price and trading volume could decline.

The trading market for our Class A ordinary shares depends in part on the research and reports that securities or industry
analysts publish about us, our business or our industry. If one or more of the analysts who covers us downgrades our stock, our share price will likely decline. If one or more of these analysts ceases
to cover us or fails to publish regular reports on us, interest in the purchase of our Class A ordinary shares could decrease, which could cause our stock price or trading volume to decline.

It may be difficult to enforce a US judgment against us, our directors and officers and certain
experts named in this Annual Report outside the United States, or to assert US securities law claims outside of the United States.

The majority of our directors and executive officers are not residents of the United States, and the majority of our assets and the
assets of these persons are located outside the United States. As a result, it may be difficult or impossible for investors to effect service of process upon us within the United States or other
jurisdictions, including judgments predicated upon the civil liability provisions of the federal securities laws of the United States. Additionally, it may be difficult to assert US securities law
claims in actions originally instituted outside of the United States. Foreign courts may refuse to hear a US securities law claim because foreign courts may not be the most appropriate forums in which
to bring such a claim. Even if a foreign court agrees to hear a claim, it may determine that the law of the jurisdiction in which the foreign court resides, and not US law, is applicable to the claim.
Further, if US law is found to be applicable, the content of applicable US law must be proved as a fact, which can be a time-consuming and costly process, and certain matters of procedure would still
be governed by the law of the jurisdiction in which the foreign court resides.

In
particular, investors should be aware that there is uncertainty as to whether the courts of the Cayman Islands would recognize and enforce judgments of United States courts obtained
against us or our directors or management as well as against the selling shareholder predicated upon the civil liability provisions of the securities laws of the United States or any state in the
United States or entertain original actions brought in the Cayman Islands courts against us or our directors or officers as well as against the selling shareholder predicated upon the securities laws
of the United States or any state in the United States. As a result of the difficulty associated with enforcing a judgment against us, you may not be able to collect any damages awarded by either a US
or foreign court.

ITEM 4.    INFORMATION ON THE COMPANY

Our CompanyManchester United

We are one of the most popular and successful sports teams in the world, playing one of the most popular spectator sports on Earth.
Through our 138-year heritage we have won
64 trophies, including a record 20 English league titles, enabling us to develop what we believe is one of the world's leading sports brands and a global community of 659 million followers. Our
large, passionate community provides us with a worldwide platform to generate significant revenue from multiple sources, including sponsorship, merchandising, product licensing, mobile &
content, broadcasting and matchday. We attract leading global companies such as adidas, Aon, and General Motors (Chevrolet) that want access and exposure to our community of followers and association
with our brand.

Our
global community of followers engages with us in a variety of ways:



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Our Business Model and Revenue Drivers

We operate and manage our business as a single reporting segmentthe operation of a professional sports team. However, we
review our revenue through three principal sectorsCommercial, Broadcasting and Matchday.



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Total
revenue for the years ended 30 June 2016, 2015 and 2014 was £515.3 million, £395.2 million and £433.2 million,
respectively.

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Our Competitive Strengths

We believe our key competitive strengths are:



Our Strategy

We aim to increase our revenue and profitability by expanding our high growth businesses that leverage our brand, global community and
marketing infrastructure. The key elements of our strategy are:



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Our Market Opportunity

We believe that we are one of the world's most recognizable global brands with a community of 659 million followers. Manchester
United is at the forefront of live football, which is a key component of the global sports market.

Other
markets driving our business include the global advertising market, the global pay television market and the global apparel market.

While
our business represents only a small portion of our addressable markets and may not grow at a corresponding rate, we believe our global reach and access to emerging markets
position us for continued growth.

Our Team's History

Founded in 1878 as Newton Heath L&YR Football Club, our club has operated for over 138 years. The team first entered the English
First Division, then the highest league in English football, for the start of the 1892-93 season. Our club name changed to Manchester United Football Club in 1902, and we won the first of our 20
English League titles in 1908. In 1910, we moved to Old Trafford, our current stadium.

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In the late 1940s, we returned to on-field success, winning the FA Cup in 1948 and finishing within the top four league positions during each of the first five
seasons immediately following the Second World War. During the 1950s, we continued our on-field success under the leadership of manager Sir Matt Busby, who built a popular and famous team based on
youth players known as the "Busby Babes."

In
February 1958, an airplane crash resulted in the death of eight of our first team players. Global support and tributes followed this disaster as Busby galvanized the team around such
popular players as George Best, Bobby Charlton and Denis Law. Rebuilding of the club culminated with a victory in the 1968 European Cup final, becoming the first English club to win this title.

This
storied history preceded the highly successful modern era of Manchester United which began in earnest in 1986 when the club appointed Sir Alex Ferguson as manager. In 1990, we won
the FA Cup and began a period of success that has continued until the present day. Since 1992, we have won the Premier League 13 times. In total, we have won a record 20 English League titles, 12 FA
Cups, 4 EFL Cups, 3 European Champions Cups and 1 FIFA Club World Cup, making us one of the most successful clubs in England. At the end of the 2012/13 season, Sir Alex Ferguson retired
as team manager. Sir Alex remains a key member of the club as he is a director of Manchester United FC. More recently,
Louis van Gaal was manager for the 2014/15 and 2015/16 seasons, winning the FA Cup in the 2015/16 season.

On
27 May 2016, we announced Jose Mourinho as the new team manager of Manchester United under a three-year contract. Jose Mourinho has managed at the top level of European
football for over a decade and in that time has won league titles and cups in four countries (Portugal, England, Italy and Spain) as well as winning the UEFA Champions League twicein 2004
with FC Porto and in 2010 with Inter Milan.

Since
the inception of the Premier League in 1992, our club has enjoyed consistent success and growth with popular players such as Eric Cantona, David Beckham, Ryan Giggs, Paul Scholes,
Bryan Robson, Cristiano Ronaldo and Wayne Rooney. The popularity of these players, our distinguished tradition and history, and the on-field success of our first team have allowed us to expand the
club into a global brand with an international follower base.

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The
following graph shows the success of our first team in the Premier League over the last 24 seasons:

FA Premier League Finishing Positions

GRAPHIC

Our
Old Trafford stadium, commonly known as "The Theatre of Dreams," was originally opened on 19 February 1910 with a capacity of approximately 80,000. During the Second World
War, Old Trafford
was used by the military as a depot, and on 11 March 1941 was heavily damaged by a German bombing raid. The stadium was rebuilt following the war and reopened on 24 August 1949. The
addition of floodlighting, permitting evening matches, was completed in 1957 and a project to cover the stands with roofs was completed in 1959. After a series of additions during the 1960s, 1970s and
early 1980s, capacity at Old Trafford reached 56,385 in 1985. The conversion of the stadium to an all-seater reduced capacity to approximately 44,000 by 1992, the lowest in its history. Thereafter, we
began to expand capacity throughout the stadium, bringing capacity to approximately 58,000 by 1996, approximately 68,000 by 2000, and approximately 76,000 in 2006. Current capacity at Old Trafford
is 75,643.

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The
following chart shows the historical success of our first team by trophies won:

TROPHIES WON

FA Premier League/Football League
Division One


FA Charity/Community Shield1908


1965


1997


2007


1908


1967


1996


20111911


1967


1999


2008


1911


1977


1997


20131952


1993


2000


2009


1952


1983


2003


20161956


1994


2001


2011


1956


1990


20071957


1996


2003


2013


1957


1993


20081965


1994


2010FA Cup


EFL/Football League Cup1909


1977


1990


1999


1992


2006


2009


20101948


1983


1994


20041963


1985


1996


2016


European Cup/Champions League1968


1999


2008FIFA Club World Cup


UEFA Super Cup2008


1991European Cup Winners' Cup


Intercontinental Cup1991


1999


Industry Overview

Football is one of the most popular spectator sports on Earth and global follower interest has enabled the sport to commercialize its
activities through sponsorship, retail, merchandising, apparel & product licensing, mobile & content, broadcasting, and matchday. As a consequence, football constitutes a significant
portion of the overall global sports industry, according to AT Kearney.

Football's
growth and increasing popularity is primarily a product of consumer demand for and interest in live sports, whether viewed in person at the venue or through television and
digital media. The sport's revenue growth has been driven by the appetite among consumers, advertisers and media
distributors for access to and association with these live sports events, in particular those featuring globally recognized teams.

The
major football leagues and clubs in England, Germany, Spain, Italy and France have established themselves as the leading global entities due to their history as well as their highly
developed television and advertising markets, according to AT Kearney. The combination of historical success and media development in the core European markets has helped to drive revenue, which in
turn enables those leagues to attract the best players in the world, further strengthening their appeal to followers.

As
television and digital media such as broadband internet and mobile extend their reach globally, the availability of and access to live games and other content of the leading European
leagues has increased and live games are now viewed worldwide. In addition, advances in new technology continue to both improve the television and digital media user experience and the effectiveness
of sponsorships and advertising on these platforms. These trends further strengthen the commercial benefit of associating with football for media distributors and advertisers and increase the global
opportunities for the sport.

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League Structure

Manchester United is a member of the English Premier League, the top league in the UK and perennially one of the elite leagues in the
world.

The
Premier League is a private company wholly owned by its 20 member clubs, with responsibility for the competition, its Rule Book, the centralized broadcasting rights and other
commercial rights. The Premier League works proactively with the member clubs and other football authorities domestically and internationally including the Football Association, UEFA and FIFA. Each
member club is an independent shareholder of the Premier League and works within the rules of football defined by the various governing bodies.

Governing Bodies

Manchester United operates under three different levels of governing bodies, ranging from worldwide to continental to national
jurisdiction.

FIFA
is the international governing body of football around the world. Headquartered in Zurich, Switzerland, FIFA is responsible for the regulation, promotion and development of football
worldwide. All football played at any level must abide by the Laws of the Game, as set forth by FIFA. FIFA's rules and regulations are decided by the International Football Association Board ("IFAB")
and reviewed on an annual basis. FIFA also sets the international fixture calendar which, along with European and domestic cup dates, takes precedence over the domestic football league.

UEFA
is a competition organizer and is responsible for the organization and regulation of cross-border football in Europe. UEFA is primarily known for its European club competitions, the
Champions League and the Europa League. Currently the Premier League gets four teams into the Champions League and another three into the Europa League. The representative structures for UEFA are
primarily national association-based with the FA representing English football on numerous committees.

The
FA is the national governing body for football in England and is responsible for sanctioning competition Rule Books, including the Premier League's, and regulating on-field matters.
The FA also organizes the FA Cup competition, in which the 20 Premier League member clubs participate. The FA is a special shareholder of the Premier League that has the ability to exercise a vote on
certain specific issues, but has no role in the day-to-day running of the league. Each year the Premier League submits its rules to the FA for approval and sanction. For the Premier League, the FA
ensures that throughout the season the Laws of the Game are applied on the field by officials, clubs and players including on-and off-field discipline. The FA is also involved in refereeing, youth
development and the UK's largest sports charity, the Football Foundation.

Our Football Operations

Our football operations are primarily comprised of the following activities: our first team, our reserve team, our youth academy, our
global scouting networks and other operations such as our sport science, medical and fitness operations at the Aon Training Complex.

First team

Our first team plays professional football in the Premier League, domestic cup competitions in England including the FA Cup and EFL Cup
and, subject to qualifying, international cup competitions, including the Champions League.

Our
first team is led by our manager, supported by an assistant team manager and a club secretary, who in turn are supported by a team of over 90 individuals, including coaches and
scouts for

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both
our first team and youth academy, medical and physiotherapy staff, sports science and performance and match analysis staff.

We
have 59 players under contract of whom 36 have made an appearance for our first team. The remaining players may play for the reserve team or youth academy teams but are being
developed such that they may make it to a starting position on our first team or the first team of other clubs. This structure has been put in place with the aim of developing some of the world's best
football players and maximizing our first team's chances of winning games, leagues and tournaments.

Domestic
transfers of players between football clubs are governed by the Premier League Rules and the FA Rules, which allow a professional player to enter into a contract with and be
registered to play for any club, and to receive a signing-on fee in connection with such contract. Players are permitted to move to another club during the term of their contract if both clubs agree
on such transfer. In such circumstances a compensation fee may be payable by the transferee club. FIFA Regulations on the Status and Transfer of Players (the "FIFA Regulations") govern international
transfers of players between clubs and may require the transferee club to distribute 5% of any compensation fee to the clubs that trained the relevant player. The transferor club in an international
transfer may also be entitled to receive payment of "training compensation" under the FIFA Regulations when certain conditions are met. If an out-of-contract player (i.e., a player whose
contract with a club has expired or has been terminated) wishes to play for another club, the player's former club will only be entitled to a compensation fee in a domestic transfer, or a payment of
training compensation under the FIFA Regulations in an international transfer, if certain conditions are satisfied, including conditions regarding the player's age and requiring the former club to
offer the player a new contract on terms which are no less favorable than his current contract. Subject to limited exceptions, transfers of professional players may only take place during one of the
"transfer windows," which for the Premier
League is the month of January and the period beginning on the day following the last Premier League match of the season and ending on 31 August (or the following Monday if the 31 August
falls on a weekend or the following day if 31 August is a bank holiday in the UK) of that year.

Our
players enter into contracts with us that follow a prescribed model based on Football Association Premier League Limited rules. Players on our first team typically also enter into an
image rights agreement with us, which grants us enhanced rights and protections with respect to use of their image. Our first team players generally enter into contracts of between two and five years'
duration.

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As
of 2 September 2016, our first team(1) was comprised of the following players:

Player

Position

Nationality

Age

Apps(2)

Caps(3)David de Gea

Goalkeeper

Spanish


25


228


13Sergio Romero

Goalkeeper

Argentinian


29


10


79Sam Johnstone

Goalkeeper

English


23


0


0Eric Bailly

Defender

Ivorian


22


4


15Daley Blind

Defender

Dutch


26


89


36Cameron Borthwick-Jackson(4)

Defender

English


19


14


0Matteo Darmian

Defender

Italian


26


39


26Phil Jones

Defender

English


24


141


20Regan Poole

Defender

Welsh


18


1


0Joe Riley

Defender

English


19


2


0Marcos Rojo

Defender

Argentinian


26


55


49Luke Shaw

Defender

English


21


32


6Chris Smalling

Defender

English


26


209


29Guillermo Varela(4)

Defender

Uruguayan


24


11


0Michael Carrick

Midfielder

English


35


422


34Marouane Fellaini

Midfielder

Belgian


28


90


71Tomothy Fosu-Mensah

Midfielder

Dutch


18


10


0Ander Herrera

Midfielder

Spanish


27


75


0Adnan Januzaj(4)

Midfielder

Belgian


21


63


6Jesse Lingard

Midfielder

English


23


42


0Juan Mata

Midfielder

Spanish


28


108


40Henrikh Mkhitaryan

Midfielder

Armenian


27


4


59Andreas Pereira(4)

Midfielder

Belgian


20


3


0Paul Pogba

Midfielder

French


23


4


38Morgan Schneiderlin

Midfielder

French


26


41


15Antonio Valencia

Midfielder

Ecuadorian


31


252


84Ashley Young

Midfielder

English


31


141


30Memphis Depay

Forward

Dutch


22


46


24Zlatan Ibrahimovic

Forward

Swedish


34


4


116Anthony Martial

Forward

French


20


53


12Marcus Rashford

Forward

English


18


20


3Wayne Rooney

Forward

English


30


528


115James Wilson(4)

Forward

English


20


20


0


(1)The
table includes all first-team players.(2)Apps
means appearances for our first team through 2 September 2016.(3)Caps
means appearances for senior national football team through 2 September 2016.(4)Currently
out on loan at other clubs.


Youth academy

Our youth academy is a rich source of new talent for our first team as well as a means of developing players that may be sold to
generate transfer income. The aim of our youth academy is to create a flow of talent from the youth teams up to our first team, thereby saving us the expense of purchasing those players in the
transfer market. Players in our youth academy and reserve teams may be loaned to other clubs in order to develop and gain first team experience with those other clubs and enhance their transfer value.
Players from our youth academy who do not make it into our first team

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frequently
achieve a place at another professional football club, thereby generating income from player loans and transfer fees.

Our
youth academy program consists of 11 junior teams ranging from under 9s to under 18s. Each team consists of 15 to 23 players, each of whom is assessed during the season.

Scouting network

Together with our youth academy, our scouting system is another source of our football talent. Through our scouting system, we recruit
players for both our first team and youth academy. Our scouting system consists of a professional network of staff who scout in general and for specific positions and age groups.

Our
scouting system was traditionally oriented towards the United Kingdom, but our focus has increasingly shifted toward a more international approach in order to identify and attract
football players from the broadest talent pool possible.

Training facilities

We have invested significant resources into developing a performance center which contains advanced sports and science equipment. We
have highly experienced training staff working at the performance center, where we provide physiotherapy, bio-mechanical analysis and nutritional guidance to our players as part of our drive to ensure
that each player is able to achieve peak physical condition. We believe the quality of our performance center differentiates our club from many of our competitors.

We
spent approximately £2.3 million in the year ended 30 June 2016 in connection with further updating our training facility, the Aon Training Complex.

Revenue Sectors

Commercial

Within the Commercial revenue sector, we monetize our brand via three revenue streams: sponsorship; retail, merchandising,
apparel & product licensing; and mobile & content. The primary source of revenue in this sector comes from sponsorship, which allows highly diverse and global companies to partner with
Manchester United, regionally or internationally, in order to realize sponsorship benefits and associate themselves with our brand.

Sponsorship

Our sponsorship agreements are negotiated directly by our commercial team. Our sponsors are granted various rights, which can
include:



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Any
use of our intellectual property rights by sponsors is under license. However, we retain the ownership rights in our intellectual property.

Sponsorship development and strategy

We pursue our global and regional sponsorship deals through a developed infrastructure for commercial activities. We have a dedicated
sales team, recruited from three continents, located in Europe that focuses on developing commercial opportunities and sourcing new sponsors. We target potential sponsors we believe will benefit from
association with our brand and have the necessary financial resources to support an integrated marketing relationship. By cultivating strong relationships with our sponsors, we generate significant
revenue and leverage our sponsors co-branded marketing strategies to further grow our brand. We are successful in executing a geographic and product categorized approach to selling our sponsorship
rights.

We
offer category exclusivity on a global basis to companies within particular industries, such as airline, beverage, logistics and watches. We also offer sponsorship exclusivity within
a particular geography for certain industries, such as motorcycles, soft drinks and tires.

In
seeking any individual partnership, we aim to establish an indicative value for that sponsorship based on the prospective sponsor's industry and marketing objectives. We will only
pursue a sponsorship if we believe it reflects the value we deliver.

We
believe that certain key sectors play an active role in sports sponsorship. We have sponsors in a number of these sectors and we believe that there is significant potential to expand
this platform by selectively targeting companies within the remaining sectors and by growing revenue in existing sectors through additional sponsorship arrangements.

We
intend to continue to grow our sponsorship portfolio by developing and expanding our geographic and product category segmented approach, which will include partnering with additional
global and regional sponsors. Emerging markets such as Asia, which we expect to be a key focus for many of our prospective sponsors, are an important element of our sponsorship efforts.

Our current sponsors

The following graph shows our annual sponsorship revenue for each of the last five fiscal years:

Sponsorship Revenue Growth

GRAPHIC

---

Note:
Sponsorship revenue does not include revenue generated from our agreement with Nike, which was in effect through the end of July 2015.

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The table below highlights some of our global and regional sponsors as of 1 July 2016:

Sponsor

Type of sponsorship

Product category20th Century Fox

Global sponsor

Feature FilmAbengoa

Global sponsor

Sustainable Technologyadidas

Global sponsor

Sports apparel/footwearAeroflot

Global sponsor

AirlineAon

Global sponsor

InsuranceAperol Spritz

Global sponsor

SpiritsApollo Tyres

Global sponsor

TyresConcha y Toro

Global sponsor

WineDHL

Global sponsor

LogisticsElectronic Arts

Global sponsor

Computer GamesEpson

Global sponsor

PrintingGeneral Motors (Chevrolet)

Global sponsor

Shirt (Automotive)Gulf Oil International

Global sponsor

Lubricant Oil and Fuel RetailHCL

Global sponsor

Digital TransformationKansai Paint

Global sponsor

PaintMarathonbet

Global sponsor

BettingNissin Foods Group

Global sponsor

NoodlesSwissquote

Global sponsor

Forex & Online Trading ServicesToshiba Medical Systems

Global sponsor

Medical SystemsYanmar

Global sponsor

Diesel EnginesAland

Regional sponsor

VitaminsCHI

Regional sponsor

Soft DrinksCho-A Pharm

Regional sponsor

Dietary SupplementsDonaco

Regional sponsor

Casino ResortEuroFood

Regional sponsor

ConfectionaryHong Kong Jockey Club

Regional sponsor

Jockey ClubIVC

Regional sponsor

Wellness ProductsManda

Regional sponsor

Nutritional SupplementsNexon

Regional sponsor

Social Football GamingYou-C1000

Regional sponsor

Soft Drinks


Shirt sponsor

Our current shirt sponsor is General Motors (Chevrolet). The shirt sponsorship agreement began in the 2014/15 season and runs through
to the end of the 2020/21 season, with total fees payable of approximately $559 million. We received approximately $18.6 million in each of the 2012/13 and 2013/14 seasons relating to
pre-sponsorship support and exposure, with the remaining $521.8 million to be received and recognized over seven years through to the end of the 2020/21 season. The shirt sponsorship agreement
gives each party typical termination rights for a contract of this nature in respect of a material breach.

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The
following chart shows the dramatic growth in shirt sponsorships revenue since 2000:

Average Annual Payments Under  Recent Shirt Sponsorship Contracts

GRAPHIC

---

Note:
The Aon and Chevrolet shirt sponsorship agreements do not include sponsorship rights for our training kit. The Chevrolet annual payment does not include pre-sponsorship payments and assumes a
£:$ exchange rate of 1.3332 as of 30 June 2016.

Training facilities partner and training kit partner

Our training facilities at Carrington are sponsored by Aon and are named the Aon Training Complex. Aon are also our training kit
partner, and our agreement with them provides that our players and coaching staff wear adidas-branded training kits with Aon advertising at all domestic matches, as well as during training sessions.
Under the agreement, Aon are also the presenting partner of all pre-season tours. The agreement with Aon runs through to the end of the 2020/21 season.

Affinity insurance partner

We are in the seventh season of an affinity insurance agreement with Aon that covers the insurance category of our financial services
affinity program. The original agreement was entered into on 27 May 2009 and, on 21 December 2012, was extended through to the 2020/21 season. The agreement, as amended, guarantees a
minimum of approximately £28.8 million in payments to the club, with a minimum payment of £3.2 million due each fiscal year. The agreement gives each party
typical termination rights for a contract of this nature in respect of a material breach.

Global, regional and supplier sponsors

In addition to revenue from our shirt sponsor, training kit partner, training facilities partner and affinity insurance partner, we
generated a further
£83.4 million in the year ended 30 June 2016 from other global, regional and other sponsors. The length of these sponsorship deals is generally between two and five years.
The majority of these sponsorship deals have minimum revenue guarantees and some have additional revenue sharing arrangements.

Global
sponsors are granted certain marketing and promotion rights with respect to our brand and intellectual property as well as exposure on our media, such as digital perimeter boards
at Old Trafford,

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MUTV
and our website. These rights are granted on a global basis and are exclusive by category. Regional sponsors are granted certain marketing and promotion rights and media exposure, however, these
rights are granted for a limited number of territories. Regional sponsors are able to use the rights in their designated territory on an exclusive basis, however they are not granted global category
exclusivity.

Financial services affinity sponsorship

There is a significant growth opportunity to further develop Manchester United branded financial services products. These financial
services products include credit cards and debit cards. We believe there are key commercial opportunities with credit and debit cards, which are particularly attractive as credit and debit cards also
serve as a means of follower expression and loyalty. Depending on the product category, we pursue affinity agreements on a territory specific or regional basis. Examples of our financial services
affinity sponsors include Maybank (Malaysia), Shinsei Bank (Japan), Santander (Norway), Denizbank (Turkey), Danamon (Indonesia), and BIDV (Vietnam).

Exhibition games and promotional tours

We conduct exhibition games and promotional tours on a global basis. Our promotional tours enable us to engage with our followers,
support the marketing objectives of our sponsors and extend the reach of our brand in strategic markets. These promotional tours are in addition to our competitive matches and take place during the
summer months or during gaps in the
football season. Over the last 6 years, we played 29 exhibition games in Australia, China, Germany, Hong Kong, Ireland, Japan, Norway, South Africa, Sweden, Thailand and the United States,
where in 2014, we set a U.S. attendance record for a football match with 109,318 fans at Michigan stadium.

We
normally receive a share of the ticket revenue as well as license fees for the television broadcast and digital media distribution of each exhibition game. We also generate revenue
from tour sponsorship opportunities sold to existing and new partners. During the 2015/16 season, our promotional exhibition games and promotional tours generated £9.5 million of
revenue (excluding any related sponsorship revenue). We believe promotional tours represent a growth opportunity as we continue to play exhibition games around the world.

Commercial income from the Premier League

In addition to revenue from contracts that we negotiate ourselves, we receive revenue from commercial arrangements negotiated
collectively by the Premier League on behalf of its member teams. Income from these commercial contracts negotiated by the Premier League is shared equally between the clubs that are to be in the
Premier League for the season to which the income relates. Our pro rata income received from the other commercial contracts negotiated by the Premier League is not material to the Company's results of
operations.

Retail, Merchandising, Apparel & Product Licensing

Unlike American teams in the NFL, MLB and NHL, Manchester United retains full control of the use and monetization of its intellectual
property rights worldwide in the areas of retail, merchandising, apparel & product licensing.

Our
retail, merchandising, apparel & product licensing business includes the sale of sports apparel, training and leisure wear and other clothing featuring the Manchester United
brand as well as other licensed products from coffee mugs to bedspreads. These products are distributed on a global basis through Manchester United branded retail stores and e-commerce platform, as
well as through our partners' wholesale distribution channels.

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We
have a 10-year agreement with adidas with respect to our global technical sponsorship and dual-branded licensing rights, which began on 1 August 2015. The minimum guarantee
payable by adidas over the term of the agreement is equal to £750 million, subject to certain adjustments. Payments due in a particular year may increase if our first team wins the
Premier League, FA Cup or Champions League, or decrease if our first team fails to participate in the Champions League for two or more consecutive seasons starting with the 2015/16 season, with the
maximum possible increase being £4 million per year and the maximum possible reduction being 30% of the applicable payment for that year. If the first team fails to participate in
the Champions League for two or more consecutive seasons, then the reduction is applied as from the year in which the second consecutive season of non-participation falls. In the event of a reduction
in any year due to the failure to participate in the Champions League for two or more consecutive seasons, the payments revert back to the original terms upon the first team participating again in the
Champions League. Any increase or decrease in a particular year would have the effect of increasing or decreasing the minimum guarantee amount of £750 million payable over the
10-year term of the agreement.

The
minimum guarantee from adidas does not include the rights with respect to mono-branded licensing rights or the right to create and operate Manchester United branded soccer schools,
physical retail channels and e-commerce retail channels, which rights may generate additional revenue for the club. We may also benefit from additional royalty payments upon exceeding a threshold of
sales.

The
agreement with adidas is subject to reciprocal termination provisions in respect of material breach and insolvency. adidas may reduce the applicable payments for a year by 50% if the
first team is not participating in the English Premier League during that year. In addition, adidas may terminate the agreement by giving one full-season's notice if the first team is relegated from
the English Premier League or if it is otherwise determined that the first team shall not be participating in the Premier League or the top English league.

Retail

In addition to our flagship retail store at Old Trafford (which we operate ourselves), we have Manchester United branded retail
locations in Macau and Thailand (which are operated by third party licensees). We have recently appointed a Head of US Retail to explore possible retail opportunities in the US market.

Merchandising & product licensing

Following the transfer of the product licensing business back to us from Nike, which became effective on 1 August 2015, we have
conducted a strategic review of the licensing portfolio. This review has led to many deals not being renewed at expiry, as we seek to maximize revenue over a longer period. The licensees that are
being extended produce a wide range of Manchester United products which are highly sought after by our followers around the world. Under our product licensing agreements, we will receive royalties
from the sales of specific Manchester United branded products. Under some product licensing agreements, we will receive a minimum guaranteed payment from the licensee. The majority of licensees will
be granted on a non-exclusive rights basis for specific product categories, within a specific country or geographic region.

Wholesale apparelreplica uniforms, training wear

The Manchester United jersey and training wear are completely redesigned for each season. The annual launch of the new jersey is always
a much-anticipated day for our global community of followers. The result is a robust wholesale apparel business.

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E-commerce

We currently have an arrangement whereby Fanatics is granted a license to use our brand and/or trademarks to operate the official
online store, branded as "United Direct." The online store sells a range of Manchester United branded merchandise including official replica kit and other clothing from adidas. In addition, the online
store offers a broad range of other apparel, equipment such as balls, luggage and other accessories, homewares such as bedroom, kitchen and bathroom accessories, and collectibles, souvenirs and other
gifts. We currently receive a percentage of net sales from the online store as a royalty payment.

We
believe there is a significant opportunity for us to expand our e-commerce capabilities through improved leverage of our digital media platform, and focusing on delivering a tailored
digital shopping experience at a regional level. Specifically, we intend to improve our ability to offer targeted merchandise to our followers, complemented by more efficient fulfilment mechanics,
including product delivery, availability and payment methods.

Mobile & Content

Digital media

Due to the power of our brand and the quality of our content, we have formed mobile telecom partnerships in numerous countries. Our
website, www.manutd.com, is published in 7 languages and over fiscal year 2016 attracted an average of approximately 34.3 million page views per month. We use our website, which
incorporates e-commerce services, to communicate with our followers, promote the Manchester United brand and provide a platform for our sponsors to reach our global audience.

We
believe our 659 million global followers put us in prime position to capitalize on social media outlets to further our brand. A portion of this following has already taken to
social media, as our Facebook page had over 69.8 million connections and over one billion interactions as of 30 June 2016 and is one of the most highly followed and user engaged brand
pages. The following graph shows the growth in the number of Facebook connections since June 2012 (in millions).

GRAPHIC

Our
historical growth in Facebook connections does not guarantee that we will achieve comparable growth in Facebook connections in the future.

The
proliferation of digital television, broadband internet, smartphones, mobile applications and social media globally provides our business with many opportunities to extend the reach
of our content.

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Specifically,
we intend to use our digital media platforms to generate value through extended sponsor positioning, driving e-commerce, and direct-to-consumer opportunities, including selling premium
services such as international digital memberships, video and exclusive content subscriptions. We will also continue to leverage our digital media platform to generate customer data and information as
well as follower profiles of commercial value to us, our sponsors and our media partners. We believe that in the future, digital media will be one of the primary means through which we engage and
interact with our follower base.

Content and localization

Our digital media properties are an increasingly important means through which we engage with our international fan base. In the United
Kingdom, coverage of Manchester United and the Premier League is prevalent in print, television and digital media. We believe we face less competition in international markets for Manchester United
coverage and can therefore attract and retain a greater portion of our followers to our own digital media offering. To take advantage of that opportunity, we will increasingly seek to develop
additional premium and exclusive content to enhance the proposition for our followers, members and paid subscribers around the world. Our followers generally prefer to consume our content in their
language and context. We believe we can effectively deliver tailored services to our followers globally through various language offerings, geographic targeting and personalized content. We currently
have international language websites in English, Spanish, French, Arabic, Mandarin Chinese, Korean and Japanese, which enable us to engage with our followers in their native language.

Mobile services and applications

We currently offer digital content to mobile devices under our "MU Mobile" brand, and have developed a mobile "Club App" that is
currently available in 26 territories with over 1 million downloads to date. The Club App has been developed to support a 'test and learn' strategy that enables us to optimize the development
of future products, with a focus on tracking the consumption of different features and content types.

We
have entered into regional agreements with mobile operators to whom we grant rights to operate our "MU Mobile" service in numerous countries. These rights include the permission to
deliver Manchester United content to customers on a territory-exclusive basis and certain intellectual property rights to market and promote the service in the relevant region. The content provided
includes highlight clips, match and news text alerts, ringtones and wallpapers. Our mobile and telecommunications partners operate the service on a geographically exclusive basis and use our
intellectual property to drive awareness of their brands and product offerings. These partnerships are based on contracts lasting from two to five years.

There
has been a significant increase in the prevalence of broadband mobile and video-enabled mobile devices in recent years. Mobile devices running the iOS or Android operating system
enable consumers to browse the internet, watch video, access dedicated applications and conduct e-commerce. As a consequence we are seeing the majority of our followers now accessing our website and
digital content via their mobile devices.

We
intend to continue developing multi-platform mobile sites and mobile applications that will facilitate access for our followers to our content across a range of devices and carriers
in order to meet global demand.

Video on demand

The proliferation of broadband internet and mobile access also allows us to offer video on demand to our followers around the world.
Through our website and Club App, we provide video on demand to

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our
followers in a variety of formats and commercial models. Some video on demand content is free to all users, some content is only accessible upon registration and some content, as in the case of
live preseason tour matches, has been available on a pay per view basis.

Going
forward, we intend to continue to leverage the strength of our video production assets to generate improved and localized content such as high-definition match highlights, original
studio programs and in-depth features on the club's players and history. Depending on the market, we may offer video on demand services via our media partners as part of a comprehensive suite of
content rights, as well as on a direct-to-consumer basis.

Social media

With 659 million followers worldwide, we believe there is a significant opportunity to leverage the capabilities of social media
platforms to augment our relationships with our followers around the world. By establishing an official presence on these platforms, we believe we will be able to deepen the connections with our
follower base and improve our ability to market and sell products and services to our followers.

As
of 30 June 2016 we had over 69.8 million connections on our Facebook page, over 8 million followers to our Twitter account and we were active on 18 platforms in
over 20 languages. We use our social footprint as a means to communicate news and other updates, engage with our followers, identify active followers, solicit feedback from our users, tailor future
digital media offerings and enhance the overall follower experience.

We
intend to continue to expand our reach through different social media and mobile chat platforms by launching additional Manchester United branded presences on global platforms as well
as regional and language-specific platforms. In the 2015/16 season we added Korean mobile messaging platform KakaoTalk to our existing roster of 18 social media feeds (7 global & 11 localised)
and 7 language website versions.

We
believe this continuous expansion will enable us to broaden the reach of our brand and the content we produce as well as enhance our engagement with followers in many of our key
international and emerging markets.

While
there is no guarantee that our social connections will continue to grow at comparable rates in the future, we believe the combination of platforms on which we have an official
presence will provide an increasing source of traffic to our club branded digital media services and e-commerce properties, enhance our ability to convert users into customers through international
memberships, content subscriptions and e-commerce, and continue to provide extensive positioning opportunities for our partners.

Customer relationship management

One of our ongoing strategic objectives is to further develop our understanding of and deepen the relationships with our followers. We
operate a CRM database in order to better understand the size, location, demographics and characteristics of our follower base on an aggregated basis. Our CRM database enables us to more effectively
target our product and service offerings such as digital subscription services, merchandise and tickets. A deep understanding of our follower base is also valuable to sponsors and media partners who
seek to access specific customer categories with targeted and relevant advertising.

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Broadcasting

We benefit from the distribution and broadcasting of live football content directly from the revenue we receive and indirectly through
increased global exposure for our commercial partners. Broadcasting revenue is derived from the centrally negotiated domestic and international television and radio rights to the Premier League, the
Champions League and other competitions. In addition, our wholly-owned global television channel, MUTV, delivers Manchester United programming to over 56 countries and territories around the world.

The
Premier League and UEFA negotiate their own media rights contracts independently of the participating clubs. In respect of the Premier League, media agreements are typically three
years in duration and are centrally negotiated and entered into with media distributors by the Premier League on behalf of the member clubs. Under the agreements, broadcasting revenue for each season
is typically shared between the clubs that are to be in the Premier League for the season and a part-share for the clubs that were relegated from the Premier League in the previous four seasons. After
certain
deductions approved by the Premier League (for example, donations to "grass roots" development), the income from the sale of the United Kingdom television rights is allocated to the current and
relegated clubs according to a formula based on, among other things, finishing position in the league and the number of live television appearances. Income from the sale of the rights to televise
Premier League matches by overseas broadcasters and radio is shared equally between the current clubs and a part-share for the clubs that were relegated from the Premier League in the previous four
seasons.

In
the Champions League and Europa League, media agreements are also typically three years in duration and are collectively negotiated and entered into by UEFA on behalf of the
participating clubs. Each club receives a fixed amount for qualifying for the group stage, an additional amount for each match played, and bonuses based on performance in the group and qualification
for the round of 32 (Europa League only), round of 16, quarter-finals and semi-finals. The runner-up and winner of the competition also earn additional amounts. For the current 3-year agreement (which
commenced in the 2015/16 season) amounts are distributed to each club as follows:

Champions
League ("UCL")

Europa League
("UEL")€'million

€'millionBonus for group stage participation
(UCL32 teams; UEL48 teams)

€
12.70

€
2.60Bonus for each group stage win (maximum 6)

€
1.50

€
0.36Bonus for each group stage draw(1)

€
0.50

€
0.12Bonus for group runners-up


N/A

€
0.30Bonus for group winners


N/A

€
0.60Bonus for round of 32 participation


N/A

€
0.50Bonus for round of 16 participation

€
6.00

€
0.75Bonus for quarter-final participation

€
6.50

€
1.00Bonus for semi-final participation

€
7.50

€
1.60Runner-up bonus (inclusive of ticketing revenue share)

€
11.00

€
3.50Winner bonus (inclusive of ticketing revenue share)

€
15.50

€
6.50Maximum total of the above

€
57.20

€
15.71


(1)In
the event of a draw, the non-distributed balance (UCL€0.5 million;
UEL€0.12 million) will be aggregated and split among the clubs that won matches at the group stage in proportion to the number of matches won.


In
addition to the above fixed amounts, each group-stage club receives a share of the market pool which is specific to each country represented in the group-stage reflecting the relative
value of its

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broadcasting
agreements with UEFA. 50% of each country market pool is distributed to its group-stage representatives based on each club's domestic performance in the previous season. For the Champions
League this is based on league finishing position. For the Europa League this is based on league finishing position and potentially both domestic cup competitions (the winners of the FA Cup (if
participating in the Europa League) earn the highest share).

The
remaining 50% of the market pool is distributed as follows:

For
the Champions League, based on the number of games played in the current competition relative to teams from the same country. The English market pool for the 2015/16 competition was
approximately €124.9 million. This amount can vary from season to season subject to the composition of the 32 clubs taking part in the group stage.

For
the Europa League, split across each round of the competition (40% to group stage, 20% to round of 32, 16% to round of 16, 12% to quarter-finals, 8% to semi-finals and 4% to the
final) with the revenue being distributed to teams who participate in the relevant round based on the relative value of the country broadcasting rights. The total market pool for the 2016/17
competition is €160 million.

Broadcasting
revenue including, in some cases, prize money received by us in respect of various competitions, will vary from year to year as a result of variability in the amount of
available prize money and the performance of our first team in such competitions.

MUTV

MUTV is our wholly-owned global television channel and is broadcast in numerous countries. MUTV broadcasts a wide variety of content
which is compelling to our global community of followers, including news, game highlights, and exclusive "behind the scenes" coverage our club.

Depending
on the market, we may offer our suite of media rights as a bundle giving exclusive access to one multi-platform media provider or offer MUTV as a single product to television
distributors. MUTV features a range of content generated from its own production facilities.

In
the United Kingdom, MUTV is offered directly to consumers through the Sky and Virgin Media distribution platforms. Outside the United Kingdom, we offer MUTV through distribution
partners as part of a suite of media rights, which can be purchased on a bundled or selective basis and can include certain promotional rights.

MUTV
features a range of content, the primary categories of which are:



Matchday

Our stadium, which we fully own, is called Old Trafford and is known as "The Theatre of Dreams." We believe Old Trafford is one of the
most famous and historic stadiums in the world. Football followers travel from all over the world to attend a match at Old Trafford, which is the largest football club stadium in the United Kingdom,
with a capacity of 75,643. In the 2015/16 season, the club's 29 home games were attended by over 2.1 million people. The stadium has been completely

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renovated
and has all the modern luxuries of any new stadium, with approximately 8,000 executive club seats, including 154 luxury boxes, 15 restaurants and 4 sports bars.

We
have one of the highest capacity utilizations among English clubs, with an average attendance for our home Premier League matches of 99% for each season since the 1997/98 season. The
substantial majority of our tickets are sold to both general admission and executive season ticket holders, the majority of whom pay for all their tickets in advance of the first game of the season.
We also derive revenue from the sale of hospitality packages, food, drinks, event parking and programs on matchdays.

Other
Matchday revenue includes matchday catering, event parking, program sales as well as membership and travel, Manchester United Museum revenue and a share of the ticket revenue from
away matches in domestic cup competitions. Matchday revenue also includes revenue from other events hosted at Old Trafford, including other sporting events (including football matches as part of the
London 2012 Olympic Games and the annual Rugby Super League Grand Final), music concerts and entertainment events.

We
operate a membership program. Individuals who become official members have the opportunity to apply for tickets to all home matches. Adult official members pay £32 per
season to join the scheme while persons over the age of 65 and under the age of 18 receive a discount. At the end of the 2015/16 season we had over 141,000 members.

The
Manchester United Museum is located within Old Trafford. It chronicles Manchester United's 138-year history and houses the club's most precious artifacts and trophies. In 2015/16, we
estimate that approximately 306,000 people visited the Manchester United Museum, making it the most visited football club museum in the United Kingdom.

We
aim to maximize ticket revenue by enhancing the mix of experiences available at each game and providing a range of options from general admission tickets to multi-seat facilities and
hospitality suites. In particular, we have recently increased overall Matchday revenue by restructuring the composition of our stadium, with an emphasis on developing hospitality facilities which sell
at a higher price and improve our margins. As part of this effort, we have invested in new and refurbished multi-seat hospitality suites as well as improvements to our single-seat facilities. We
expect our enhancements to our hospitality facilities to continue to be a key driver of our profit from Matchday sales going forward.

UEFA Club Licensing and Financial Fair Play Regulations ("FFP regulations")

In 2010, UEFA adopted the FFP regulations, which are intended to ensure the financial self-sufficiency and sustainability of football
clubs by discouraging them from continually operating at a loss, introduce more discipline and rationality on club finances, ensure that clubs settle their liabilities on a timely basis and
encouraging long term investment in youth development and sporting infrastructure.

The
FFP regulations contain a "break-even" rule aimed at encouraging football clubs to operate on the basis of their own revenue. Therefore, owner investments of equity will be allowed
only within the acceptable deviation thresholds, as described below. In addition, the FFP regulations provide that football clubs who are granted a UEFA license by their national association, based
largely on physical infrastructure and personnel criteria set out by UEFA, and who then qualify for a UEFA competition
based on sporting grounds, will then be required to comply with a "monitoring" process. The monitoring process involves the submission of certain financial information (a break-even test and payables
analysis) to the Club Financial Control Body ("CFCB"). The CFCB is part of UEFA's Organs for the Administration of Justice and comprises a team of independent financial and legal experts. The CFCB
will review financial submissions and decide what sanctions, if any, to apply to non-compliant

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clubs.
Any appeal must be made directly to the Court of Arbitration for Sport. Potential sanctions for non-compliance with the FFP regulations include a reprimand/warning, withholding of prize money,
fines, prohibition on registering new players for UEFA competitions and ultimately exclusion from UEFA competitions.

Ahead
of registration for UEFA competitions for the 2016/17 season we submitted our payables analysis and break-even assessment under the FFP regulations, based on our fiscal year 2015
and fiscal year 2014 audited financial statements. The break-even test result was positive i.e. a surplus. The break-even assessment is based on the sum of financial information for the three
seasons prior to the competition season. The payables analysis is carried out at 30 June prior to the competition season and is required in respect of payments to other clubs for transfer fees,
payments to staff including players and football staff and payments to tax authorities. UEFA has already imposed sanctions on clubs who have breached the Licensing and FFP regulations, ranging from
monetary fines, restrictions on wages and first team squad size and limitation on transfer expenditures, to exclusion from UEFA competitions.

With
respect to the break-even assessment, a club must demonstrate that its relevant "football" income is equal to or exceeds its "football" expenses. The permitted level of deficit is
limited over the three year assessment period to just €5 million, although a larger deficit of up to €30 million is permitted provided it is reduced to
the €5 million acceptable deviation by equity contributions from equity participants and/or related parties. Any club which exceeds the €30 million limit
will automatically be in breach of the break-even rule, unless it has sufficient surpluses in the two years prior to the assessment period, irrespective of any equity contributions.

The
combined net losses of European clubs has fallen by 80% in the four seasons to 2014/15 compared to the three seasons to 2010/11 which would suggest that the UEFA Licensing and
Financial Fair Play Regulations are achieving their objectives. However, UEFA has recently announced some changes to the FFP regulations aimed primarily at clubs undergoing a business restructuring.
Instead of breaching the FFP regulations and being subject to sanctions, the amended regulations enable clubs to voluntarily approach the CFCB with a business plan which demonstrates how they are
going to remedy their short-term breach of FFP regulations and achieve break-even compliance over a four year time period. If the business plan is approved by the CFCB the club would not be subject to
sanctions for the restructuring year which results in a breach of the FFP regulations.

We
support and operate within the financial fair play regulations, and do not believe it will adversely impact our ability to continue to attract some of the best players in the coming
years.

Premier League Short Term Costs Controls ("STCC") and Profitability and Sustainability
Regulations

In 2013, the Premier League agreed to adopt STCC and Profitability and Sustainability regulations. The STCC was introduced for an
initial period of three seasons ending in 2015/16 but has recently been extended for a further three seasons through the 2018/19 season. For the first three-year cycle, Premier League teams were
required to limit annual increases in aggregate player wage costs, compared to the 2012/13 season, to £4 million per season for each of the three seasons, and no more than a
£12 million aggregate increase over such period, except if funded by increases in such team's total revenue compared to the 2012/13 season, excluding increases from Premier League
broadcasting revenue. For the next three-year cycle, annual player wage cost increases will be limited to £7 million per season, again as compared to the 2012/13 season, except if
funded by increases in total revenue from sources other than Premier League broadcasting contracts.

The
profitability and sustainability regulations were introduced during the 2015/16 season, implementing a break-even rule similar to the break-even test of the UEFA Club Licensing and
Financial Fair Play Regulations and aimed at encouraging Premier League clubs to operate within their

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means.
Potential sanctions for non-compliance with the profitability and sustainability regulations include significant fines, player transfer restrictions and Premier League points deduction.

Our
first break-even assessment under the Premier League profitability and sustainability regulations was submitted in March 2016, based on our fiscal year 2014 and fiscal year 2015
audited financial statements. The break-even test is based on a club's audited pre-tax earnings. If the break-even test results are positive, no further action is required until the next break-even
test. If the initial test is negative, a club is re-tested, using the UEFA definition of "adjusted earnings before tax," which allows credit for depreciation of tangible fixed assets and expenditure
on youth development and community programs. If these second test results are negative by £15 million or less, no further action is required. If a club's losses exceed
£15 million but are not more than £105 million, the club's ownership must provide secure funding to avoid sanctions. If
these results are negative by more than £105 million, regardless of ownership funding, Premier League sanctions will apply. Our break-even test result submitted in March 2016 was
positive.

As
with the UEFA Club Licensing and Financial Fair Play Regulations, we support and operate within the Premier League profitability and sustainability regulations, and do not believe it
will adversely impact our ability to continue to attract some of the best players in the coming years.

Social Responsibility

The Manchester United Foundation

We are committed to a wide-ranging corporate social responsibility program through Manchester United Foundation. The charity arm of the
club, Manchester United Foundation uses football to engage and inspire young people to build a better life for themselves and unite the communities in which they live. Dedicated staff deliver football
coaching, educational programs and personal development, providing young people with opportunities to change their lives for the better. The Foundation has partnerships with over 20 high schools
across Greater Manchester, in which full-time coaches are based to work with the pupils, feeder primary schools and within the local community to build lasting relationships. Other initiatives, such
as Street Reds evening football provision, girls-only sessions, and disability program, provide free football, alternative activities, qualifications and work experience opportunities to the young
people of Greater Manchester. The Foundation fulfils all charitable activity for Manchester United, including managing the club's long-term partnership with UNICEF, which operates under the United for
UNICEF banner. Since the start of the partnership in 1999, Manchester United and UNICEF have had a positive impact on the lives of over 3.4 million children in countries across the globe, most
recently in disaster-stricken Bangladesh and Vietnam.

Intellectual Property

We consider intellectual property to be important to the operation of our business and critical to driving growth in our Commercial
revenue, particularly with respect to sponsorship revenue. Certain of our commercial partners have rights to use our intellectual property. In order to protect our brand we generally have contractual
rights to approve uses of our intellectual property by our commercial partners.

We
consider our brand to be a key business asset and therefore have a portfolio of Manchester United related registered trademarks and trademark applications, with an emphasis on seeking
and maintaining trademark registrations for the words "Manchester United" and the club crest. We also actively procure copyright protection and copyright ownership of materials such as literary works,
logos, photographic images and audio visual footage.

Enforcement
of our trademark rights is important in maintaining the value of the Manchester United brand. There are numerous instances of third parties infringing our trademarks, for
example,

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through
the manufacture and sale of counterfeit products. While it would be cost-prohibitive to take action in all instances, our aim is to consistently reduce the number of Manchester United related
trademark infringements by carrying out coordinated, cost-effective enforcement action on a global basis following investigation of suspected trademark infringements. Enforcement action takes a
variety of forms. In the United Kingdom, we work with enforcement authorities such as trading standards and customs authorities to seize counterfeit goods and to stop the activities of unauthorized
sellers. Overseas enforcement action is taken by approved lawyers and investigators. Those lawyers and investigators are instructed to work with, where feasible, representatives of other football
clubs and brands that are experiencing similar issues within the relevant country in order that our enforcement action costs can be minimized as far as possible. We also work with the Premier League
in respect of infringements that affect multiple Premier League clubs, in particular in Asia. We also take direct legal action against infringers, for example, by issuing cease and desist letters or
seeking compensation when we consider that it is appropriate to do so.

In
relation to materials for which copyright protection is available (such as literary works, logos, photographic images and audio visual footage), our current practice is generally to
secure copyright ownership where possible and appropriate. For example, where we are working with third parties and copyright protected materials are being created, we generally try to secure an
assignment of the
relevant copyright as part of the commercial contract. However, it is not always possible to secure copyright ownership. For example, in the case of audio visual footage relating to football
competitions, copyright will generally vest in the competition organizer and any exploitation by Manchester United Limited of such footage will be the subject of a license from the competition
organizer.

As
part of our ongoing investment into intellectual property, we have implemented a program to detect intellectual property infringement in a digital environment and which facilitates
taking action against infringers.

Competition

From a business perspective, we compete across many different industries and within many different markets. We believe our primary
sources of competition include, but are not limited to:



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As
a result, we do not believe there is any single market for which we have a well-defined group of competitors.

Real Property

We own or lease property dedicated to our football and other operations. The most significant of our real properties is Old Trafford.
The following table sets out our key owned and leased properties. In connection with our revolving facility, our secured term loan facility and the 2027 Notes, several of our owned properties,
including Old Trafford are encumbered with land charges as security for all obligations under those agreements, although: (a) Manchester International Freight Terminal is not encumbered as it
has already been given as security under the Alderley Facility; and (b) the Aon Training Complex is not encumbered.

Key property and location

Primary function

Owned/leased

Owner/lessee

Area(approx. m2)Old Trafford Football Stadium, Manchester

Football stadium

Owned (freehold)

Manchester United Limited


205,000Aon Training Complex, Carrington, Trafford

Football training facility

Owned (freehold)

Manchester United Limited


440,000Littleton Road Training Ground, Salford

Football training facility

Owned (freehold)

Manchester United Limited


84,000The Cliff, Lower Broughton Road, Salford

Football training facility

Owned (freehold)

Manchester United Limited


28,000Manchester International Freight Terminal, Westinghouse Road Trafford Park, Manchester

Investment Property

Leased (through March 2071)

Alderley Urban Investments Limited


107,000Land and buildings at Wharfside, Trafford Park, Manchester

Investment Property

Owned (freehold)

Manchester United Limited


27,100Land and buildings on the southwest side of Trafford Wharf Road, Manchester

Offices and Car Parking

Owned (freehold)

Manchester United Limited


23,000Land and buildings at Canalside, Trafford Park, Manchester

Investment Property

Owned (freehold)

Manchester United Limited


10,800Office space, Chester Road, Manchester

Offices

Leased (through November 2018)

Manchester United Limited


1,176Office space, central London

Offices

Leased (through March 2021)

Manchester United Limited


1,100Office space, Washington, D.C., United States

Offices

Leased (through February 2020)

Manchester United Limited


658Office space, central Hong Kong

Offices

Leased (through August 2020)

Manchester United Limited


500


Legal Proceedings

We are involved in various routine legal proceedings incident to the ordinary course of our business. We believe that the outcome of
all pending legal proceedings, in the aggregate, will not have a material adverse effect on our business, financial condition or operating results. Further, we believe that the probability of any
material losses arising from these legal proceedings is remote.

Subsidiaries

Our directly or indirectly wholly-owned principal subsidiaries are: Red Football Finance Limited, Red Football Holdings Limited, Red
Football Shareholder Limited, Red Football Joint Venture Limited, Red Football Limited, Red Football Junior Limited, Manchester United Limited, Alderley Urban Investments Limited, Manchester United
Commercial Enterprises (Ireland) Limited, Manchester United Football Club Limited, Manchester United Interactive Limited, Manchester United Commercial Holdings Limited, Manchester United Commercial
Holdings Junior Limited, MU Finance plc, MU RAML Limited, and MUTV Limited. All of the above are incorporated
and operate in England and Wales, with the exception of Red Football Finance Limited which is incorporated and operates in the

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Cayman
Islands and Manchester United Commercial Enterprises (Ireland) Limited which is incorporated and operates in Ireland.

Customers

Our top five customers represented 54.4%, 54.9% and 51.1% of our total revenue in each of the years ended 30 June 2016, 2015 and
2014, respectively. Our top five customers in the year ended 30 June 2016 were the Premier League, adidas, General Motors (Chevrolet), UEFA and Aon. See "Item 3.D. Risk
FactorsRisks Related to Our BusinessWe are exposed to credit related losses in the event of non-performance by counterparties to Premier League and UEFA media contracts as
well as our key commercial and transfer contracts." Our top customer was the Premier League, who represented 19.4%, 25.4% and 21.4% of our total revenue in each of the years ended 30 June 2016,
2015 and 2014, respectively. Our second largest customer was adidas, who represented 14.1%, of our total revenue in the year ended 30 June 2016. Our third largest customer was General Motors
(Chevrolet), who represented 11.4%, 14.8% and 4.6% of our total revenue in each of the years ended 30 June 2016, 2015 and 2014, respectively.

ITEM 4A.    UNRESOLVED STAFF COMMENTS

None.

ITEM 5.    OPERATING AND FINANCIAL REVIEW AND PROSPECTS

The following discussion should be read in conjunction with our consolidated financial statements and notes
included elsewhere in this Annual Report.

Overview

We are one of the most popular and successful sports teams in the world, playing one of the most popular spectator sports on Earth.
Through our 138-year heritage we have won 64 trophies, including a record 20 English league titles, enabling us to develop what we believe is one of the world's leading sports brands and a global
community of 659 million followers. Our large, passionate community provides Manchester United with a worldwide platform to generate significant revenue from multiple sources, including
sponsorship, merchandising, product licensing, mobile & content, broadcasting and matchday. We attract leading global companies such as adidas, Aon and General Motors (Chevrolet) that want
access and exposure to our community of followers and association with our brand.

How We Generate Revenue

We operate and manage our business as a single reporting segmentthe operation of a professional sports team. We review our
revenue through three principal sectorsCommercial, Broadcasting and Matchdayand within the Commercial revenue sector, we have three revenue streams which monetize our global
brand: sponsorship revenue; retail, merchandising, apparel & product licensing revenue; and mobile & content revenue.

Revenue Drivers

Commercial

Our fastest growing source of revenue is derived from sponsors and commercial partners. We generate our Commercial revenue with low
fixed costs and small incremental costs for each additional sponsor, making our commercial operations a relatively high margin and scalable part of our business and a principal driver of growth for
our overall profitability. Total Commercial revenue for the year ended 30 June 2016 was £268.3 million.

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Sponsorship

We monetize the value of our global brand and community of followers through sponsorship relationships with leading international and
regional companies around the globe. To better capitalize on the strength of our brand, we have developed a global, regional and product segmentation strategy. Global sponsors include leading brands
such as 20th Century Fox, adidas, Aeroflot, Aon, Aperol Spritz, Apollo Tyres, Concha y Toro, DHL, Electronic Arts, Epson, General Motors (Chevrolet), Gulf Oil, Kansai Paint,
Nissin Foods Group, Toshiba Medical Systems and Yanmar. In addition, we also have regional sponsors such as Cho-A Pharm, EuroFood, Hong Kong Jockey Club, Manda, Nexon and You-C1000 who are sponsors
across a variety of products and categories in certain regions and local markets around the world.

The
growing appeal of our brand is evident in the increase in sponsorship revenues in recent years, which show a 8.6% compound annual growth rate from fiscal year 2014 through fiscal
year 2016 (the growth rate from fiscal year 2015 to fiscal year 2016 was 3.4% and from fiscal year 2014 to fiscal year 2015 was 14.0%). A partnership with Manchester United provides corporations with
the ability to associate themselves with the highly successful Manchester United brand and a global marketing platform to quickly and effectively amplify their brand and message to their potential
customers.

Our
current shirt sponsor is General Motors (Chevrolet). The shirt sponsorship agreement began in the 2014/15 season and runs through to the end of the 2020/21 season, with total fees
payable of approximately $559 million. We received approximately $18.6 million in each of the 2012/13 and 2013/14 seasons relating to pre-sponsorship support and exposure, with the
remaining $521.8 million to be received and recognized over seven years through to the end of the 2020/21 season.

Our
current training facilities and training kit partner is Aon. Aon are also the presenting partner for all our pre-season tours. Our agreement with Aon runs through to the end of the
2020/21 season.

Total
sponsorship revenue for the year ended 30 June 2016 was £160.1 million.

Retail, Merchandising, Apparel & Product Licensing

Our retail, merchandising, apparel & product licensing business includes the sale of sports apparel, training and leisure wear
and other clothing featuring the Manchester United brand as well as other licensed products from coffee mugs to bedspreads. These products are distributed on a global basis through Manchester United
branded retail stores and e-commerce platform, as well as through our partners' wholesale distribution channels.

We
have a 10-year agreement with adidas with respect to our global technical sponsorship and dual-branded licensing rights, which began on 1 August 2015. See "Item 4.
Information on the CompanyRevenue SectorsCommercialRetail, Merchandising, Apparel & Product Licensing" above for additional information regarding our
agreement with adidas.

Total
retail, merchandising, apparel & product licensing revenue for the year ended 30 June 2016 was £97.3 million.

Mobile & Content

Due to the strength of our brand and the quality of our content, we have formed mobile telecom partnerships in numerous countries. In
addition, we market content directly to our followers through our website, www.manutd.com, and associated mobile properties. Total mobile & content revenue for the year ended 30 June
2016 was £10.9 million.

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Broadcasting

We benefit from the distribution of live football content directly from the revenue we receive and indirectly through increased global
exposure for our commercial partners. Broadcasting revenue is derived from our share of the global television rights relating to the Premier League, UEFA Champions League and other competitions. The
growing popularity of the Premier League and UEFA Champions League in international markets and the associated increases in media rights values have been major drivers of the increase in our overall
Broadcasting revenue in recent years. The Premier League's new UK television rights contract with Sky Sports and BT Sport is worth £5.136 billion from the 2016/17 season to the
2018/19 season for its live domestic rights. The deal marked a significant increase of over 70% on the previous contract, which was worth £3.018 billion and ran from the 2013/14
season through the 2015/16 season, and represents the largest UK TV rights deal ever signed. In addition, the value of the international broadcast rights for the seasons 2016/17 through to 2018/19 has
also increased significantly to £3.2 billion which represents an increase of over 40% compared to the £2.2 billion generated from the previous three-year cycle
ended in season 2015/16. Our share of the revenue under the Premier League broadcasting rights contract amounted to £95.7 million, £96.6 million and
£88.9 million for the 2015/16, 2014/15 and 2013/14 seasons, respectively, and our share of the revenue from broadcasting rights for UEFA competitions amounted to
£31.3 million, £2.1 million (being distributions from UEFA relating to the previous season's competition) and £39.3 million for the 2015/16,
2014/15 and 2013/14 seasons, respectively. Our participation in the Premier League and UEFA Champions League and/or Europa League (and consequently, our receipt of the revenue generated by these
broadcasting contracts) is predicated on the success of our first team, and if our first team fails to qualify for these UEFA competitions or is relegated from the Premier League in any given season,
our Broadcasting revenue for that and subsequent fiscal years will be adversely impacted, partially offset by lower operating expenses. As a result of our first team performance during the 2015/16
season, our first team will not participate in the 2016/17 Champions League but will participate in the 2016/17 UEFA Europa League. In addition, our global television channel, MUTV, delivers
Manchester United programming to over 56 countries and territories around the world. MUTV generated total revenue of £9.0 million, £7.7 million and
£6.7 million for each of the years ended 30 June 2016, 2015 and 2014, respectively. Total Broadcasting revenue for the year ended 30 June 2016 was
£140.4 million.

Matchday

Matchday revenue is a function of the number of games played at Old Trafford, the size and seating composition of Old Trafford,
attendance at our matches and the prices of tickets and hospitality sales. A significant driver of Matchday revenue is the number of home games we play at Old Trafford, which is based on 19 Premier
League matches and any additional matches resulting from the success of our first team in the FA Cup, EFL Cup and European competitions. Our participation in the Premier League and European
competitions (and consequently, our receipt of the revenue generated by these matches) is predicated on the success of our first team, and if our first team fails to qualify for European competitions
or is relegated from the Premier League in any given season, our Matchday revenue for that and subsequent fiscal years will be adversely impacted, partially offset by lower resulting expenses. Average
attendance for our home Premier League matches has been approximately 99% for each season since the 1997/98 season, with strong attendance for European competitions, FA Cup and EFL Cup matches. Total
Matchday revenue for the year ended 30 June 2016 was £106.6 million, which primarily included £52.3 million from gate receipts and
£34.3 million from hospitality.

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Other Factors That Affect Our Financial Performance

Employee benefit expenses

Player and staff compensation comprise the majority of our operating costs. Of our total operating costs, player costs, which consist
of salaries, bonuses, benefits and national insurance contributions are the primary component. Compensation to non-player staff, which includes our manager and coaching staff, also accounts for a
significant portion. Competition from top clubs in
the Premier League and Europe has resulted in increases in player and manager salaries, forcing clubs to spend an increasing amount on player and staff compensation, and we expect this trend to
continue. In addition, as our commercial operations grow, we expect our headcount and related expenses to increase as well.

Other operating expenses

Our other operating expenses include certain variable costs such as matchday catering, policing, security stewarding and cleaning at
Old Trafford, visitor gateshare for domestic cups, and costs related to the delivery on media and commercial sponsorship contracts. Other operating expenses also include certain fixed costs, such as
operating lease costs and property costs, maintenance, human resources, training and developments costs, and professional fees.

Amortization and depreciation

We amortize the capitalized costs associated with the acquisition of players' and key football management staff registrations. These
costs are amortized over the period of the employment contract agreed with a player/key football management staff. If a player or key football management staff extends his contract prior to the end of
the pre-existing period of employment, the remaining unamortized portion of the acquisition cost is amortized over the period of the new contract. Changes in amortization of the costs of players' and
key football management staff registrations from year to year and period to period reflect additional fees paid for the acquisition of players and key football management staff, the impact of contract
extensions and the disposal of registrations. As such, increased players' and key football management staff registration costs in any period could cause higher amortization in that period and in
future periods and have a negative impact on our results of operations. Moreover, to the extent that the player and key football management staff registration costs vary from period to period, this
may drive variability in our results of operations. We also amortize the capitalized costs associated with the acquisition of other intangible assets over their estimated useful lives, which is
typically between 5 and 10 years.

Depreciation
primarily reflects a straight-line depreciation on investments made in property, plant and equipment. Depreciation over the periods under review results primarily from the
depreciation of Old Trafford, including incremental improvements made to Old Trafford each season.

Exceptional items

Exceptional operating costs are those costs that in management's judgment need to be disclosed by virtue of their size, nature or
incidence in order to provide a proper understanding of our results of operations and financial condition.

(Loss)/profit on disposal of intangible assets

We recognize profits or losses on the disposal of intangible assets (primarily players' registrations) in our income statement.
Acquisitions and disposals of players are discretionary and we make transfer decisions based upon the requirements of our first team and the overall availability of players. These requirements and the
availability of players, and resulting profits or losses on disposals, may vary from period to period, contributing to variability in our results of operations between periods.

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Finance costs

A key component of our expenses during each of the past three fiscal years has been interest costs. We expect interest expense to
continue to be a significant component of our expenses. Net finance costs were £20.0 million for the year ended 30 June 2016. See "Item 5.B. Liquidity and Capital
ResourcesIndebtedness."

On
26 June 2015, we issued $425.0 million in aggregate principal amount of the 2027 Notes. The proceeds from the sale of the 2027 Notes were used to redeem the
$269.2 million in aggregate principal amount of our outstanding 83/8% US dollar senior secured notes due 2017 (the "2017 Dollar Notes") at a
redemption price equal to 102.09375% of the principal amount of such notes plus accrued and unpaid interest to the date of such redemption and to repay $90.7 million of our existing secured
term loan.

Taxes

During each of the three years ended 30 June 2016, 2015 and 2014, our principal operating subsidiaries were tax residents in the
UK. During the year ended 30 June 2016, we were subject to a weighted UK statutory tax rate of 20.0%, during the year ended 30 June 2015, we were subject to a weighted statutory tax rate
of 20.75% and during the year ended 30 June 2014, we were subject to a weighted statutory tax rate of 22.5%.

Although
we are organized as a Cayman Islands exempted company, we report as a US domestic corporation for US federal income tax purposes. As a result, our worldwide income is also
subject to US taxes at the US statutory rate of 35%. We expect to utilize a credit in the United States for the UK taxes paid and therefore we do not expect to be double taxed on our income. Over the
next few years, our effective tax rate may be volatile primarily due to the potential mismatch in the recognition of UK current tax liabilities and US deferred tax assets. During the same period we
expect our total cash tax rate to be lower than the US statutory rate of 35% due to future US tax deductions related to differences in the book and tax basis of our assets as of the date of the
reorganization. Thereafter, we expect our cash tax rate to align more closely with US statutory rate of 35%.

We
may also be subject to US state and local income (franchise) taxes based generally upon where we are doing business. These tax rates vary by jurisdiction and the tax base. Generally,
state and local taxes are deductible for US federal income tax purposes. Furthermore, because most of our subsidiaries are disregarded from their owner for US federal income tax purposes, we are not
able to control the timing of much of our US federal income tax exposure. In calculating our liability for US federal income tax, however, certain of our deductible expenses are higher than the amount
of those same expenses under UK corporation tax rules, owing to differences in the relevant rules of the two jurisdictions and the related difference in the opening book versus tax basis of our assets
and liabilities. Finally, our UK tax liability can be credited against our US federal income tax liabilities, subject to US rules and limitations. Nevertheless, over time we expect to pay higher
amounts of tax than had we remained solely liable to tax in the United Kingdom. As a result, over time we do not expect our future taxation, either with respect to nominal tax rates, effective tax
rates or total liability, to be comparable to those we experienced in the three fiscal years preceding the reorganization transactions.

Seasonality

We experience seasonality in our sales and cash flow, limiting the overall comparability and predictability of interim financial
periods. In any given interim period, our total revenue can vary based on the number of games played in that period, which affects the amount of Matchday and Broadcasting revenue recognized.
Similarly, certain of our costs derive from hosting games at Old Trafford, and these costs will also vary based on the number of games played in the period. We historically recognize the most revenue
in our second and third fiscal quarters due to the scheduling of matches. However, a

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strong
performance by our first team in the Champions League and domestic cups could result in significant additional Broadcasting and Matchday revenue, and consequently we may also recognize the most
revenue in our fourth fiscal quarter in those years. Our cash flow may also vary among interim periods due to the timing of significant payments from major commercial agreements. As such, though we
report interim results of operations for our first, second and third fiscal quarters, in managing our business, setting goals and assessing performance we focus primarily on our full-year results of
operations rather than our interim results of operations.

A.    OPERATING RESULTS

The following table shows selected audited consolidated income statement data for the years ended 30 June 2016, 2015 and 2014.

Year ended 30 June2016

2015

2014(£'000)Income Statement DataRevenue


515,345


395,178


433,164​
​
​
​
​
​
​
​
​
​
​Analyzed as:Commercial revenue


268,318


196,931


189,315Broadcasting revenue


140,440


107,664


135,746Matchday revenue


106,587


90,583


108,103​
​
​
​
​
​
​
​
​
​
​Operating expensesbefore exceptional items


(421,574
)

(384,843
)

(367,056
)​
​
​
​
​
​
​
​
​
​
​Analyzed as:Employee benefit expenses


(232,242
)

(202,561
)

(214,803
)Other operating expenses


(91,244
)

(72,271
)

(88,298
)Depreciation


(10,079
)

(10,324
)

(8,665
)Amortization


(88,009
)

(99,687
)

(55,290
)Operating expensesexceptional items


(15,135
)

(2,336
)

(5,184
)​
​
​
​
​
​
​
​
​
​
​Total operating expenses


(436,709
)

(387,179
)

(372,240
)Operating profit before profit on disposal of intangible assets


78,636


7,999


60,924(Loss)/profit on disposal of intangible assets


(9,786
)

23,649


6,991​
​
​
​
​
​
​
​
​
​
​Operating profit


68,850


31,648


67,915​
​
​
​
​
​
​
​
​
​
​Finance costs


(20,459
)

(35,419
)

(27,668
)Finance income


442


204


256​
​
​
​
​
​
​
​
​
​
​Net finance costs


(20,017
)

(35,215
)

(27,412
)​
​
​
​
​
​
​
​
​
​
​Profit/(loss) on ordinary activities before tax


48,833


(3,567
)

40,503Tax (expense)/credit


(12,462
)

2,672


(16,668
)​
​
​
​
​
​
​
​
​
​
​Profit/(loss) for the year


36,371


(895
)

23,835​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


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Year Ended 30 June 2016 as Compared to the Year Ended 30 June 2015

Year ended
30 June% Change
2016 over 20152016

2015(in £ millions)Revenue


515.3


395.2


30.4
%Commercial revenue


268.3


196.9


36.3
%Broadcasting revenue


140.4


107.7


30.4
%Matchday revenue


106.6


90.6


17.7
%Total operating expenses


(436.6
)

(387.2
)

12.8
%Employee benefit expenses


(232.2
)

(202.6
)

14.6
%Other operating expenses


(91.2
)

(72.3
)

26.1
%Depreciation


(10.1
)

(10.3
)

(1.9
)%Amortization


(88.0
)

(99.7
)

(11.7
)%Exceptional items


(15.1
)

(2.3
)

556.5
%(Loss)/profit on disposal of intangible assets


(9.8
)

23.6


Net finance costs


(20.0
)

(35.2
)

(43.2
)%Tax (expense)/credit


(12.5
)

2.7





Revenue

Our consolidated revenue for the year ended 30 June 2016 was £515.3 million, an increase of
£120.1 million, or 30.4%, compared to the year ended 30 June 2015, as a result of an increase in revenue in all our sectors, as described below.

Commercial revenue

Commercial revenue for the year ended 30 June 2016 was £268.3 million, an increase of
£71.4 million, or 36.3%, over the year ended 30 June 2015.



Broadcasting revenue

Broadcasting revenue for the year ended 30 June 2016 was £140.4 million, an increase of
£32.7 million, or 30.4%, over the year ended 30 June 2015, primarily due to participation in UEFA competitions.

Matchday revenue

Matchday revenue for the year ended 30 June 2016 was £106.6 million, an increase of
£16.0 million, or 17.7%, over the year ended 30 June 2015, primarily due to participation in UEFA competitions plus domestic cup progression.

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Total operating expenses

Total operating expenses (defined as employee benefit expenses, other operating expenses, depreciation, amortization and exceptional
items) for the year ended 30 June 2016 were £436.6 million, an increase of £49.4 million, or 12.8%, over the year ended 30 June 2015.

Employee benefit expenses

Employee benefit expenses for the year ended 30 June 2016 were £232.2 million, an increase of
£29.6 million, or 14.6%, over the year ended 30 June 2015, primarily due to renewals of existing player contracts, coupled with an uplift in annual player salaries due to
participation in the UEFA Champions League.

Other operating expenses

Other operating expenses for the year ended 30 June 2016 were £91.2 million, an increase of
£18.9 million, or 26.1%, over the year ended 30 June 2015, primarily due to retail, merchandising, apparel and licensing costs now being recognized internally, plus an
increase in matchday costs as a result of playing eight additional home games in the current year.

Depreciation

Depreciation for the year ended 30 June 2016 amounted to £10.1 million, a decrease of
£0.2 million, or 1.9%, over the year ended 30 June 2015.

Amortization

Amortization, primarily of players' registrations, for the year ended 30 June 2016 was £88.0 million, a
decrease of £11.7 million, or 11.7%, over the year ended 30 June 2015. The decrease in amortization was primarily due to player disposals during fiscal year 2016 (mainly Di
Maria and Falcao). The unamortized balance of registrations as of 30 June 2016 was £241.7 million, of which £110.1 million is expected to be amortized in
the year ending 30 June 2017. The remaining balance is expected to be amortized over the three years ending 30 June 2020. This does not take into account player acquisitions after
30 June 2016,
which would have the effect of increasing the amortization expense in future periods, nor does it consider player departures subsequent to 30 June 2016, which would have the effect of
decreasing future amortization charges. Furthermore, any contract renegotiations would also impact future charges.

Exceptional items

Exceptional items for the year ended 30 June 2016 were £15.1 million, of which
£8.4 million related to compensation to the former manager and certain members of the coaching staff for loss of office and £6.7 million related to a
registrations' impairment charge regarding a reduction in the carrying value of a player no longer considered to be a member of the first team playing squad. Exceptional items for the year ended
30 June 2015 were £2.3 million, of which £1.2 million related to the present value of the additional contributions we are expected to pay to remedy the
revised deficit of the Football League pension scheme as per the latest triennial actuarial valuation at 31 August 2014 and £1.1 million related to professional adviser fees
related to public sales of our Class A ordinary shares.

(Loss)/profit on disposal of intangible assets

Loss on disposal of intangible assets for the year ended 30 June 2016 was £9.8 million, compared to a profit
of £23.6 million for the year ended 30 June 2015. The loss on disposal of intangible assets

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for
the year ended 30 June 2016 primarily related to the disposal of Di Maria (Paris St-Germain). The profit on disposal of intangible assets for the year ended 30 June 2015 primarily
related to the disposals of Welbeck (Arsenal) and Nani (Fenerbache).

Net finance costs

Net finance costs for the year ended 30 June 2016 were £20.0 million, a decrease of
£15.2 million, or 43.2%, over the year ended 30 June 2015, including a reduction in interest payable on our secured term loan facility and senior secured notes following the
refinancing in June 2015.

Tax

The tax expense for the year ended 30 June 2016 was £12.5 million, compared to a tax credit of
£2.7 million for the year ended 30 June 2015, primarily due to the result before tax in the respective years and foreign exchange gains on the re-measurement of deferred tax
assets denominated in US dollars.

Year Ended 30 June 2015 as Compared to the Year Ended 30 June 2014

Year ended
30 June% Change
2015 over 20142015

2014(in £ millions)Revenue


395.2


433.2


(8.8
)%Commercial revenue


196.9


189.3


4.0
%Broadcasting revenue


107.7


135.8


(20.7
)%Matchday revenue


90.6


108.1


(16.2
)%Total operating expenses


(387.2
)

(372.3
)

4.0
%Employee benefit expenses


(202.6
)

(214.8
)

(5.7
)%Other operating expenses


(72.3
)

(88.3
)

(18.1
)%Depreciation


(10.3
)

(8.7
)

18.4
%Amortization


(99.7
)

(55.3
)

80.3
%Exceptional items


(2.3
)

(5.2
)

(55.8
)%Profit on disposal of intangible assets


23.6


7.0


237.1
%Net finance costs


(35.2
)

(27.4
)

28.5
%Tax credit/(expense)


2.7


(16.7
)




Revenue

Our consolidated revenue for the year ended 30 June 2015 was £395.2 million, a decrease of
£38.0 million, or 8.8%, compared to the year ended 30 June 2014, as a result of a decrease in revenue in our Broadcasting and Matchday sectors, which was partially offset by
an increase in revenue in our Commercial sector, as described below.

Commercial revenue

Commercial revenue for the year ended 30 June 2015 was £196.9 million, an increase of
£7.6 million, or 4.0%, over the year ended 30 June 2014.



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Broadcasting revenue

Broadcasting revenue for the year ended 30 June 2015 was £107.7 million, a decrease of
£28.1 million, or 20.7%, over the year ended 30 June 2014, primarily due to non-participation in UEFA competitions, partially offset by an increase in merit payments due to a
higher Premier League finish.

Matchday revenue

Matchday revenue for the year ended 30 June 2015 was £90.6 million, a decrease of
£17.5 million, or 16.2%, over the year ended 30 June 2014, primarily due to non-participation in UEFA competitions.

Total operating expenses

Total operating expenses (defined as employee benefit expenses, other operating expenses, depreciation, amortization and exceptional
items) for the year ended 30 June 2015 were £387.2 million, an increase of £14.9 million, or 4.0%, over the year ended 30 June 2014.

Employee benefit expenses

Employee benefit expenses for the year ended 30 June 2015 were £202.6 million, a decrease of
£12.2 million, or 5.7%, over the year ended 30 June 2014, primarily due to lower player wages.

Other operating expenses

Other operating expenses for the year ended 30 June 2015 were £72.3 million, a decrease of
£16.0 million, or 18.1%, over the year ended 30 June 2014, primarily due to non-participation in UEFA competitions.

Depreciation

Depreciation for the year ended 30 June 2015 amounted to £10.3 million, an increase of
£1.6 million, or 18.4%, over the year ended 30 June 2014, primarily due to capital expenditure at the Aon Training Complex and the Old Trafford stadium.

Amortization

Amortization, primarily of players' registrations, for the year ended 30 June 2015 was £99.7 million, an
increase of £44.4 million, or 80.3%, over the year ended 30 June 2014. The increase in amortization was primarily due to player acquisitions during the year (mainly Di Maria,
Falcao and Shaw). The unamortized balance of registrations as of 30 June 2015 was £238.1 million, of which £92.6 million is expected to be amortized in the
year ending 30 June 2016. The remaining balance is expected to be amortized over the three years ending 30 June 2019. This does not take into account player acquisitions after
30 June 2015, which would have the effect of increasing the amortization expense in future periods, nor does it consider player departures subsequent to 30 June 2015, which would have
the effect of decreasing future amortization charges. Furthermore, any contract renegotiations would also impact future charges.

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Exceptional items

Exceptional items for the year ended 30 June 2015 were £2.3 million, of which £1.2 million
related to the present value of the additional contributions we are expected to pay to remedy the revised deficit of the Football League pension scheme as per the latest triennial actuarial valuation
at 31 August 2014 and £1.1 million related to professional adviser fees related to public sales of our Class A ordinary shares by Red Football LLC and the
Edward S. Glazer Irrevocable Exempt Trust. Exceptional items for the year ended 30 June 2014 were £5.2 million, of which £4.9 million related to
compensation paid to the former manager and certain members of the coaching staff on loss of office and £0.3 million related to investment property impairment charges.

Profit on disposal of intangible assets

Profit on disposal of intangible assets for the year ended 30 June 2015 was £23.6 million, an increase of
£16.6 million, or 237.1%, over the year ended 30 June 2014. The profit on disposal of intangible assets for the year ended 30 June 2015 primarily related to the
disposal of Welbeck (Arsenal) and Nani (Fenerbache). The profit on disposal of intangible assets for the year ended 30 June 2014 related to the disposals of Buttner (Dynamo Moscow), Cole
(Fulham), Tunnicliffe (Fulham), James (Leicester), Daehli (Molde) and Wooton (Leeds).

Net finance costs

Net finance costs for the year ended 30 June 2015 were £35.2 million, an increase of
£7.8 million, or 28.5%, over the year ended 30 June 2014. The increase was primarily due to a £3.6 million premium on the repurchase of our 2017 Dollar
Notes and £3.8 million of non-cash accelerated amortization of finance and issue costs primarily related to the repurchase of our 2017 Dollar Notes. The debt refinancing in June
2015 included the issue of $425.0 million in aggregate principal amount of 2027 Notes, the redemption of the remaining $269.2 million in aggregate principal amount of our outstanding
2017 Dollar Notes and the repayment of $90.7 million of our existing secured term loan.

Tax

The tax credit for the year ended 30 June 2015 was £2.7 million, compared to a tax expense of
£16.7 million for the year ended 30 June 2014, primarily due to the result before tax in the respective years.

Critical Accounting Estimates and Judgments

The preparation of our financial information requires management to make estimates, judgments and assumptions concerning the future.
Estimates, judgments and assumptions are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable
under the circumstances. The resulting accounting estimates will, by definition, seldom equal the related actual results.

For
a summary of all of our significant accounting policies, see note 2 to our audited consolidated financial statements as of 30 June 2016 and 2015 and for the years ended
30 June 2016, 2015 and 2014 included elsewhere in this Annual Report.

The
JOBS Act permits an "emerging growth company" like us to take advantage of an extended transition period to comply with new or revised accounting standards applicable to public
companies. At the effective date of our IPO, we chose to "opt out" of this provision and, as a result, we are complying with, and will continue to comply with, new or revised accounting standards as
required when they are adopted. Our decision to opt out of the extended transition period is irrevocable.

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We
believe that the following accounting policies reflect the most critical judgments, estimates and assumptions and are significant to the consolidated financial statements.

Revenue recognition

Commercial

Commercial revenue comprises revenue receivable from the exploitation of the Manchester United brand through sponsorship and other
commercial agreements, including minimum guaranteed revenue, revenue receivable from retailing Manchester United branded merchandise in the UK and licensing the manufacture, distribution and sale of
such goods globally, and fees for the Manchester United first team undertaking tours.

Minimum
guaranteed revenue is recognized over the term of the sponsorship agreement in line with the performance obligations included within the contract and based on the sponsorship
benefits enjoyed by the individual sponsor. In instances where the sponsorship rights remain the same over the duration of the contract, revenue is recognized on a straight-line basis.

The
minimum guarantee payable by adidas over the term of our agreement with them is equal to £750 million, subject to certain adjustments. Payments due in a particular
year may increase if our first team wins certain competitions or decrease if our first team fails to participate in the Champions League for two or more consecutive seasons starting with the 2015/16
season, with the maximum possible reduction being 30% of the applicable payment for the second season of non-participation. In the event of a reduction in any year due to the failure to participate in
the Champions League for two or more consecutive seasons, the payments revert back to the original terms upon the first team participating again in the Champions League. Any increase or decrease in a
particular year would have the effect of increasing or decreasing the minimum guarantee amount of £750 million payable over the term of the agreement. A critical judgment in future
financial years therefore will be management's assessment as to whether or not our first team is likely to fail to participate in the Champions League for two or more consecutive seasons during the
term of the agreement. Such assessments of future participation may differ from actual participation, which could result in a difference in the revenue recognized in a given year.

Certain
sponsorship contracts include additional profit share arrangements based on cumulative profits earned from the utilization of the Manchester United brand. Any additional profit
share on such arrangements is only recognized when a reliable estimate of the future performance of the contract can be obtained and only to the extent that the revenue is considered probable. In
assessing whether any additional profit share is probable and should therefore be recognized, management carries out regular reviews of the contracts and future financial forecasts, having regard to
the underlying risk factors such as team performance and general economic conditions. Such forecasts of future financial performance may differ from actual financial performance, which could result in
a difference in the revenue recognized in a given year.

Broadcasting and Matchday

For our accounting policies relating to Broadcasting revenue and Matchday revenue, which management does not consider to involve
critical estimates and judgments, see note 2 to our audited consolidated financial statements as of 30 June 2016 and 2015 and for the years ended 30 June 2016, 2015 and 2014
included elsewhere in this Annual Report.

Impairment of goodwill and non-current assets

The Company annually tests whether goodwill has suffered any impairment and more frequently tests whether events or changes in
circumstances indicate a potential impairment. An impairment loss is

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recognized
when the carrying value of goodwill exceeds its recoverable amount. Its recoverable amount is the higher of fair value less costs of disposal and value in use. The recoverable amount has
been determined based on value-in-use calculations. These calculations require the use of estimates, both in arriving at the expected future cash flow and the application of a suitable discount rate
in order to calculate the present value of these flows. See note 15 to our audited consolidated financial statements as of 30 June 2016 and 2015 and for the years ended 30 June
2016, 2015 and 2014 included elsewhere in this Annual Report.

All
other non-current assets, including property plant and equipment and investment property, are reviewed for impairment whenever events or changes in circumstances indicate that the
carrying amount may not be recoverable. Any impairment charges arising are recognized in the income statement when the carrying amount of an asset is greater than the estimated recoverable amount,
which is the higher of an asset's fair value less costs to sell and value in use, and are calculated with reference to future discounted cash flows that the asset is expected to generate when
considered as part of a cash-generating unit. An impairment review trigger event would include, for example, our failure to qualify for the Champions League for a sustained period. In respect of
player registrations, a further impairment review trigger event would occur when the player is excluded from our revenue generation, for example, as a result of a career-ending injury, and conditions
indicate that the amortized carrying value of the asset is not recoverable.

The
impairment review of goodwill and other non-current assets considers estimates of the future economic benefits attributable to them. Such estimates involve assumptions in relation to
future, recoverable amount of the asset, ticket revenue, broadcasting and sponsorship revenue and on-field performance. Any estimates of future economic benefits made in relation to non-current assets
may differ from the benefits that ultimately arise, and materially affect the recoverable value of the asset.

Intangible assetsregistrations

The costs associated with the acquisition of players' registrations and key football management staff are capitalized as intangible
assets at the fair value of the consideration payable, including an estimate of the fair value of any contingent consideration. Subsequent reassessments of the amount of contingent consideration
payable are also included in the cost of the individual's registration. The estimate of the fair value of the contingent consideration payable requires management to assess the likelihood of specific
performance conditions being met which would trigger the payment of the contingent consideration such as the number of player appearances. This assessment is carried out on an individual basis. Costs
associated with the acquisition of players' registrations and key football management staff include transfer fees, Premier League levy fees, agents' fees and other directly attributable costs. These
costs are amortized over the period covered by the individual's contract. To the extent that an individual's contract is extended, the remaining book value is amortized over the remaining revised
contract life.

Tax

Tax is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date in the countries where the
Company and its subsidiaries operate and generate taxable income. Management establishes provisions where appropriate on the basis of amounts expected to be paid to (or recovered from) the tax
authorities. From time to time the Group is involved in discussions with tax authorities in relation to ongoing tax matters and, where appropriate, provisions are made based on management's assessment
of each case. Future tax expense or credit may be higher or lower than estimates made when determining whether it is appropriate to record a provision and the amount to be recorded. Furthermore,
changes in the legislative framework or applicable tax case law may result in management reassessing the recognition of tax provisions in future periods.

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Recognition of deferred tax assets

We recognize deferred tax effects of temporary differences between the financial statement carrying amounts and the tax basis of our
assets and liabilities.

Deferred
tax assets are recognized only to the extent that it is probable that the associated deductions will be available for use against future profits and that there will be
sufficient future taxable profit available against which the temporary differences can be utilized, provided the asset can be reliably quantified. In estimating future taxable profit, management use
"base case" approved forecasts which incorporate a number of assumptions, including a prudent level of future uncontracted revenue in the forecast period. In arriving at a judgment in relation to the
recognition of deferred tax assets, management considers the regulations applicable to tax and advice on their interpretation. Future taxable income may be higher or lower than estimates made when
determining whether it is appropriate to record a tax asset and the amount to be recorded. Furthermore, changes in the legislative framework or applicable tax case law may result in management
reassessing the recognition of deferred tax assets in future periods.

B.    LIQUIDITY AND CAPITAL RESOURCES

Our primary cash requirements stem from the payment of transfer fees for the acquisition of players' registrations, capital expenditure for the improvement of
facilities at Old Trafford and the Aon Training Complex, payment of interest on our borrowings, employee benefit expenses, other operating expenses and dividends on our Class A ordinary shares
and Class B ordinary shares. Historically, we have met these cash requirements through a combination of operating cash flow and proceeds from the transfer fees from the sale of players'
registrations. Our existing borrowings primarily consist of our secured term loan facility and our 2027 Notes. Additionally, although we have not needed to draw any borrowings under our revolving
facility since 2009, we have no intention of retiring our revolving facility and may draw on it in the future in order to satisfy our working capital requirements. We manage our cash flow interest
rate risk where appropriate using interest rate swaps at contract lengths consistent with the repayment schedule of our long term borrowings. Such interest rate swaps have the economic effect of
converting borrowings from floating to fixed rates. We have US dollar borrowings that we use to hedge a portion of our US dollar commercial revenue exposure. See "Indebtedness" below. We
continue to evaluate our financing options and may, from time to time, take advantage of
opportunities to repurchase or refinance all or a portion of our existing indebtedness to the extent such opportunities arise.

In
fiscal year 2016 we began paying a regular quarterly cash dividend on our Class A ordinary shares and Class B ordinary shares of $0.045 per share. Our board of directors
recently approved replacing the previous quarterly cash dividend with a regular semi-annual cash dividend of $0.09 per share. We expect to continue paying regular semi-annual dividends to our
Class A ordinary shareholders and Class B ordinary shareholders out of our operating cash flows. The declaration and payment of any future dividends, however, will be at the sole
discretion of our board of directors or a committee thereof, and our expectations and policies regarding dividends are subject to change as our business needs, capital requirements or market
conditions change.

Our
business generates a significant amount of cash from our Matchday revenues and commercial contractual arrangements at or near the beginning of our fiscal year, with a steady flow of
other cash received throughout the fiscal year. In addition, we generate a significant amount of our cash through advance receipts, including season tickets (which include general admission season
tickets and seasonal hospitality tickets), most of which are received prior to the end of June for the following season. Our broadcasting revenue from the Premier League and UEFA are paid periodically
throughout the season, with primary payments made in late summer, December, January and the end of the football season. Our sponsorship and other Commercial revenue tends to be paid either quarterly
or annually in

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advance.
However, while we typically have a high cash balance at the beginning of each fiscal year, this is largely attributable to deferred revenue, the majority of which falls under current
liabilities in the consolidated balance sheet, and this deferred revenue is unwound through the income statement over the course of the fiscal year. Over the course of a year, we use our cash on hand
to pay employee benefit expenses, other operating expenses, interest payments and other liabilities as they become due. This typically results in negative working capital movement at certain times
during the year. In the event it ever became necessary to access additional operating cash, we also have access to cash through our revolving facility. As of 30 June 2016, we had no borrowings
under our revolving facility.

Pursuant
to our contract with adidas, which became effective on 1 August 2015, the minimum guarantee payable by adidas over the 10-year term of the agreement is equal to
£750 million, subject to certain adjustments. See "Item 4. Information on the CompanyRevenue SectorsCommercialRetail, Merchandising,
Apparel & Product Licensing" above for additional information regarding our agreement with adidas.

We
also maintain a mixture of long-term debt and capacity under our revolving facility in order to ensure that we have sufficient funds available for short-term working capital
requirements and for investment in the playing squad and other capital projects.

Our
cost base is more evenly spread throughout the fiscal year than our cash inflows. Employee benefit expenses and fixed costs constitute the majority of our cash outflows and are
generally paid throughout the 12 months of the fiscal year. Our working capital levels tend to be at their lowest in November, in advance of Premier League and UEFA broadcasting receipts in
December.

In
addition, transfer windows for acquiring and disposing of players' registrations occur in January and the summer. During these periods, we may require additional cash to meet our
acquisition needs for new players and we may generate additional cash through the sale of existing players' registrations. Depending on the terms of the agreement, transfer fees may be paid or
received by us in multiple installments, resulting in deferred cash paid or received. Although we have not historically drawn on our revolving facility during the summer transfer window, if we seek to
acquire players with values substantially in excess of the values of players we seek to sell, we may be required to draw on our revolving facility to meet our cash needs.

Acquisition
and disposal of registrations also affects our current trade receivables and payables, which affects our overall working capital. Our current trade receivables include
accrued revenue from sponsors as well as transfer fees receivable from other football clubs, whereas our trade payables include transfer fees and other associated costs in relation to the acquisition
of registrations.

Capital expenditures at Old Trafford

Our stadium, Old Trafford, remains one of our key assets and a significant part of the overall experience we provide to our followers.
Old Trafford has been our home stadium since 1910 and has undergone significant changes over the years. To maintain the quality of service, enhance the fan experience and increase Matchday revenue, we
continually invest in the refurbishment and regeneration of Old Trafford. Following a substantial development prior to the 2006/07 season, we expanded seating capacity at Old Trafford from
approximately 68,000 to 75,643. In addition, we have continued to invest in improving hospitality suites and catering facilities through refurbishment programs. We record these investments as capital
expenditures. Capital expenditure at Old Trafford was £2.7 million, £2.3 million and £4.1 million for the years ended 30 June 2016, 2015
and 2014, respectively. We typically invest approximately £3 million per year in refurbishment capital expenditure with further investments in expansion capital expenditure as
required.

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In
addition, we spent approximately £2.3 million in fiscal year 2016 and approximately £3.7 million in fiscal year 2015 in connection with updating
and expanding the Aon Training Complex, our training facility.

Mobile & Content capital expenditure

We intend to continue investing in our mobile & content assets, including our website and digital media capabilities.

Net intangible assetregistrations capital expenditure

Our average net intangible assetregistrations capital expenditure over the last 10 years has been a cash outflow of
£39.6 million per fiscal year (excluding the sale of a player in the year ended 30 June 2009 that generated a significant cash inflow, average net intangible
assetregistrations capital expenditure over the same period would have been a cash outflow of £47.6 million per fiscal year). However, net intangible
assetregistrations capital expenditure has varied significantly from period to period, as shown in the table below, and while we expect that trend to continue, competition for talented
players may force clubs to spend increasing amounts on player registration fees. We may explore new player acquisitions in connection with future transfer periods that may materially increase the
amount of our net intangible assetregistrations capital expenditure. Actual cash used or generated from net intangible assetregistrations capital expenditure is recorded on
our statement of cash flow under net cash used or generated in investing activities.

Last 10 Years Net Intangible AssetRegistrations Capital Expenditure(1)

GRAPHIC

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Working Capital

Our directors confirmed that, as of the date of this Annual Report, after taking into account our current cash and cash equivalents and
our anticipated cash flow from operating and financing activities, we believe that we have sufficient working capital for our present requirements.

Cash Flow

The following table summarizes our cash flows for the years ended 30 June 2016, 2015 and 2014:

Year ended 30 June2016

2015

2014(in £ millions)Cash flow from operating activitiesCash generated from operations


200.8


195.0


101.7Interest paid


(13.2
)

(42.6
)

(27.7
)Debt finance costs relating to borrowings





(6.5
)

(0.1
)Interest received


0.5


0.5


0.3Tax paid


(2.0
)

(2.5
)

(1.4
)​
​
​
​
​
​
​
​
​
​
​Net cash generated from operating activities


186.1


143.9


72.8​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​Cash flow from investing activitiesPayments for property, plant and equipment (net of proceeds)


(5.1
)

(5.5
)

(10.8
)Payments for intangible assets


(138.1
)

(117.4
)

(92.9
)Proceeds from sale of intangible assets


38.4


20.6


14.0​
​
​
​
​
​
​
​
​
​
​Net cash used in investing activities


(104.8
)

(102.3
)

(89.7
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​Cash flow from financing activitiesProceeds from borrowings





272.5


Repayment of borrowings


(0.4
)

(227.9
)

(5.0
)Dividends paid


(20.1
)




​
​
​
​
​
​
​
​
​
​
​Net cash (used in)/generated from financing activities


(20.5
)

44.6


(5.0
)​
​
​
​
​
​
​
​
​
​
​Net increase/(decrease) in cash and cash equivalents


60.8


86.2


(21.9
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


Net cash generated from operating activities

Net cash generated from operations represents our operating results and net movements in our working capital. Our working capital is
generally impacted by the timing of cash received from the sale of tickets and hospitality and other Matchday sales, broadcasting revenue from the Premier League and UEFA and sponsorship and
Commercial revenue. Cash generated from operations for the year ended 30 June 2016 produced a cash inflow of £200.8 million, an increase of £5.8 million
from a cash inflow of £195.0 million for the year ended 30 June 2015. Cash generated from operations for the year ended 30 June 2014 was
£101.7 million.

Additional
changes in net cash generated from operating activities generally reflect our finance costs. We currently pay fixed rates of interest on our 2027 Notes and variable rates of
interest on our secured term loan facility. We use interest rate swaps to manage the cash flow interest rate risk. The swaps have the economic effect of converting interest on our secured term loan
facility from variable

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rates
to a fixed rate. Our revolving facility is also subject to variable rates of interest. Interest paid was £13.2 million in the year ended 30 June 2016, a decrease of
£29.4 million compared to £42.6 million in interest paid in the year ended 30 June 2015. The decrease of £29.4 million was primarily due
to a reduction in interest on our 2027 Notes, as compared to the 2017 Dollar Notes, and on our secured term loan facility following the debt refinancing in June 2015. Interest paid was
£27.7 million for the year ended 30 June 2014.

Net
cash generated from operating activities was £186.1 million in the year ended 30 June 2016, compared to net cash generated from operating activities of
£143.9 million for the year ended 30 June 2015. Net cash generated from operating activities was £72.8 million for the year ended 30 June 2014.

Net cash used in investing activities

Capital expenditure for the acquisition of intangible assets as well as for improvements to property, principally at Old Trafford and
the Aon Training Complex, are funded through cash flow generated from operations, proceeds from the sale of intangible assets and, if necessary, from our revolving facility. Capital expenditure on the
acquisition, disposal and trading of intangible assets tends to vary significantly from year to year depending on the requirements of our first team, overall availability of players, our assessment of
their relative value and competitive demand for players from other clubs. By contrast, capital expenditure on the purchase of property, plant and equipment tends to remain relatively stable as we
continue to make improvements at Old Trafford and invest in the expansion of our training facility, the Aon Training Complex.

Net
cash used in investing activities for the year ended 30 June 2016 was £104.8 million, an increase of £2.5 million from
£102.3 million for the year ended 30 June 2015. Net cash used in investing activities for the year ended 30 June 2014 was £89.7 million.

For
the year ended 30 June 2016, net capital expenditure was £5.1 million, a decrease of £0.4 million from net expenditure of
£5.5 million for the year ended 30 June 2015. Net capital expenditure for the year ended 30 June 2016 related mainly to refurbishment work at Old Trafford and the Aon
Training Complex. Net capital expenditure for the year ended 30 June 2015 related mainly to refurbishment work at Old Trafford and new pitches at the Aon Training Complex.

For
the year ended 30 June 2016, net expenditure on intangible assets was £99.7 million, an increase of £2.9 million from net expenditure of
£96.8 million for the year ended 30 June 2015. Net expenditure on intangible assets for the year ended 30 June 2016 mainly comprised payments made for the acquisitions
of Di Maria, Martial and Schneiderlin, less payments received relating to the disposal of Di Maria and Welbeck. Net expenditure on intangible assets for the year ended 30 June 2015 mainly
comprised payments made for the acquisitions of Di Maria, Rojo, Fellaini, Depay and Shaw, less payments received relating to the disposal of Welbeck and Kagawa.

For
the year ended 30 June 2014, net capital expenditure on the purchase of property, plant and equipment was a cash outflow of £10.8 million related mainly to
general development at Old Trafford and the Aon Training Complex. Net expenditure on intangible assets was £78.9 million mainly comprised of expenditures for the acquisitions of
Fellaini, Herrera, Mata, van Persie and Zaha less payments received relating to the disposal of Berbatov, Brady, Buttner and O'Shea. As a result, net cash used in investing activities was
£89.7 million.

Net cash generated from/(used in) financing activities

Net cash used in financing activities for the year ended 30 June 2016 was £20.5 million, an increase of
£65.1 million compared to net cash generated of £44.6 million for the year ended 30 June 2015. During the year ended 30 June 2016, we repaid
borrowings of £0.4 million relating to the Alderley facility and paid four quarterly dividends amounting to $0.18 per share in the aggregate.

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During
the year ended 30 June 2015, we issued £267.8 million ($425.0 million) in aggregate principal amount of the 2027 Notes. We used the proceeds to
repurchase all of our outstanding 2017 Dollar Notes, comprising a principal value of £169.6 million ($269.2 million) and a premium on repurchase of
£3.6 million ($5.6 million). We also amended the terms of our secured term loan facility, reducing the outstanding principal amount by £57.2 million
($90.7 million), reducing the interest rate to LIBOR plus an applicable margin between 1.75% per annum and 1.25% per annum, and extending the term of the facility to June 2025.

Net
cash used in financing activities for the year ended 30 June 2014 was £5.0 million. During the year ended 30 June 2014, we repaid
£5.0 million of borrowings, primarily relating to the secured term loan facility.

Indebtedness

Our primary sources of indebtedness consist of our secured term loan facility and our 2027 Notes. As part of the security for our
secured term loan facility, our 2027 Notes and our revolving facility, substantially all of our assets are subject to liens and mortgages.

Description of principal indebtedness

Secured term loan facility

Our wholly-owned finance subsidiary, MU Finance plc, has a secured term loan facility with Bank of America, N.A. as lender. As
of 30 June 2016 the sterling equivalent of £166.0 million (net of unamortized issue costs of £2.7 million) was outstanding. The outstanding principal
amount was $225.0 million. We have the option to repay the loan at any time. The remaining balance of the loan is repayable on 26 June 2025.

Loans
under the secured term loan facility bear interest at a rate per annum equal to US dollar LIBOR (provided that if the rate is less than zero, LIBOR shall be deemed to be zero) plus
the applicable margin. The applicable margin, if no event of default has occurred and is continuing, means the following:

Total net leverage ratio (as defined in the secured term loan facility agreement)

Margin %
(per annum)Greater than 3.5


1.75Greater than 2.0 but less than or equal to 3.5


1.50Less than or equal to 2.0


1.25


While
any event of default is continuing, the applicable margin shall be the highest level set forth above.

Our
secured term loan facility is guaranteed by Red Football Limited, Red Football Junior Limited, Manchester United Limited, Manchester United Football Club Limited and MU
Finance plc and secured against substantially all of the assets of those entities.

The
secured term loan facility contains a financial maintenance covenant requiring us to maintain consolidated profit/loss for the period before depreciation, amortization of, and
(loss)/profit on disposal of, intangible assets, exceptional items, net finance costs, and tax ("EBITDA") of not less than £65 million for each 12 month testing period. We
are able to claim certain dispensations from complying with the consolidated EBITDA floor up to twice (in non-consecutive years) during the life of the secured term loan facility if we fail to qualify
for the first round group stages (or its equivalent from time to time) of the Champions League.

Our
secured term loan facility contains events of default typical in facilities of this type, as well as typical covenants including restrictions on incurring additional indebtedness,
paying dividends or

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making
other distributions or repurchasing or redeeming our stock, selling assets, including capital stock of restricted subsidiaries, entering into agreements restricting our subsidiaries' ability to
pay dividends, consolidating, merging, selling or otherwise disposing of all or substantially all of our assets, entering into sale and leaseback transactions, entering into transactions with our
affiliates and incurring liens. Certain events of default and covenants in the secured term loan facility are subject to certain thresholds and exceptions described in the agreement governing the
secured term loan facility.

Senior secured notes

Our wholly-owned finance subsidiary, MU Finance plc, issued $425 million in aggregate principal amount of 3.79% senior
secured notes due 2027 (which we refer to throughout this Annual Report as the "2027 Notes"). As of 30 June 2016 the sterling equivalent of £314.3 million (net of unamortized
issue costs of £4.4 million) was outstanding. The outstanding principal amount was $425.0 million. The 2027 Notes mature on 25 June 2027.

The
2027 Notes are guaranteed by Red Football Limited, Red Football Junior Limited, Manchester United Limited, and Manchester United Football Club Limited and are secured against
substantially all of the assets of those entities and MU Finance plc.

The
note purchase agreement governing the 2027 Notes contains a financial maintenance covenant requiring us to maintain consolidated EBITDA of not less than
£65 million for each 12 month testing period. We are able to claim certain dispensations from complying with the consolidated EBITDA floor up to twice (in non-consecutive
years) during the life of the 2027 Notes if we fail to qualify for the first round group stages (or its equivalent from time to time) of the Champions League.

The
note purchase agreement governing the 2027 Notes contains events of default typical for securities of this type, as well as customary covenants and restrictions on the activities of
Red Football Limited and each of Red Football Limited's subsidiaries, including, but not limited to, the incurrence of additional indebtedness; dividends or distributions in respect of capital stock
or certain other restricted payments or investments; entering into agreements that restrict distributions from restricted subsidiaries; the sale or disposal of assets, including capital stock of
restricted subsidiaries; transactions with affiliates; the incurrence of liens; and mergers, consolidations or the sale of substantially all of Red Football Limited's assets. The covenants in the note
purchase agreement governing the 2027 Notes are
subject to certain thresholds and exceptions described in the note purchase agreement governing the 2027 Notes.

The
2027 Notes may be redeemed in part, in an amount not less than 5% of the aggregate principal amount of the 2027 Notes then outstanding, or in full, at any time at 100% of the
principal amount plus a "make-whole" premium of an amount equal to the discounted value (based on the US Treasury rate) of the remaining interest payments due on the 2027 Notes up to 25 June
2027.

Revolving facility

Our revolving facilities agreement allows MU Finance plc (or any direct or indirect subsidiary of Red Football Limited that
becomes a borrower thereunder) to borrow up to £125 million, plus (subject to certain conditions) the ability to incur a further £25 million by way of incremental
facilities, from a syndicate of lenders with Bank of America Merrill Lynch International Limited as agent and security trustee. As of 30 June 2016, we had no outstanding borrowings and had
£125 million (exclusive of capacity under the incremental facilities) in borrowing capacity under our revolving facilities agreement.

Our
initial revolving facility is scheduled to expire on 26 June 2021 (although it may be possible for any subsequent incremental facility thereunder to expire at a later date).
Any amount still outstanding at that time will be due in full immediately on the applicable expiry date.

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Subject to certain conditions, we may voluntarily prepay and/or permanently cancel all or part of the available commitments under the revolving facility by giving
not less than three business days' prior notice to the Agent under the facility. Any loan drawn under the revolving facility is required to be repaid on the last day of each of its interest periods.
Amounts repaid may (subject to the terms of the revolving facilities agreement) be re-borrowed.

Loans
under the revolving facility bear interest at a rate per annum equal to LIBOR (or in relation to a loan in euros, EURIBOR) (provided that if that rate is less than zero, LIBOR or,
as the case may be, EURIBOR, shall be deemed to be zero) plus the applicable margin.

The
applicable margin if no event of default has occurred and is continuing, it means the following:

Total net leverage ratio (as defined in the revolving facilities agreement)

Margin %
(per annum)Greater than 3.5


1.75Greater than 2.0 but less than or equal to 3.5


1.50Less than or equal to 2.0


1.25


While
any default is continuing, the applicable margin shall be the highest level set forth above.

A
commitment fee is payable on the available but undrawn amount of the revolving facility, at a rate equal to 40% per annum of the applicable margin.

Our
revolving facility is guaranteed by Red Football Limited, Red Football Junior Limited, Manchester United Limited, Manchester United Football Club Limited and MU Finance plc
and secured against substantially all of the assets of those entities.

In
addition to the general covenants described below, the revolving facility contains a financial maintenance covenant requiring us to maintain consolidated EBITDA of not less than
£65 million for each 12 month testing period. We are able to claim certain dispensations from complying with the consolidated EBITDA floor up to twice (in non-consecutive
years) during the life of the revolving facility if we fail to qualify for the first round group stages (or its equivalent from time to time) of the Champions League. In addition, in the event that
the financial covenant is not complied with, such non-compliance may also be cured with the cash proceeds of additional shareholder funding or subordinated shareholder funding no later than the end of
the period 20 business days following the earlier of the date on which the compliance certificate setting out the calculations in respect of the relevant covenant determination is required to be
delivered and the date on which it is delivered under the terms of the revolving facilities agreement, and no equity cures may be made in consecutive financial quarters.

Our
revolving facility contains events of default typical in facilities of this type, as well as typical covenants including restrictions on incurring additional indebtedness, paying
dividends or making other
distributions or repurchasing or redeeming our stock, making investments, selling assets, including capital stock of restricted subsidiaries, entering into agreements restricting our subsidiaries'
ability to pay dividends, consolidating, merging, selling or otherwise disposing of all or substantially all of our assets, entering into sale and leaseback transactions, entering into transactions
with our affiliates and incurring liens. Certain events of default and covenants in the revolving facility are subject to certain thresholds and exceptions described in the agreement governing the
revolving facility.

Alderley facility

The Alderley facility consists of a bank loan to Alderley Urban Investments Limited, a subsidiary of Manchester United Limited. The
loan attracts interest at LIBOR plus 1%. As of 30 June 2016, £4.6 million was outstanding under the Alderley facility. £0.9 million of the loan is
repayable in

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quarterly
installments through July 2018, and the remaining balance of £3.7 million is repayable at par on 9 July 2018. The loan is secured against the Manchester
International Freight Terminal which is owned by Alderley Urban Investments Limited.

As
of 30 June 2016, we were in compliance with all covenants in relation to indebtedness.

C.    RESEARCH AND DEVELOPMENT, PATENTS AND LICENSES, ETC.

We do not conduct research and development activities.

D.    TREND INFORMATION

Other than as disclosed elsewhere in this Annual Report, we are not aware of any trends, uncertainties, demands, commitments or events since 30 June 2016
that are reasonably likely to have a material adverse effect on our revenues, income, profitability, liquidity or capital resources, or that would cause the disclosed financial information to be not
necessarily indicative of future operating results or financial conditions.

E.    OFF BALANCE SHEET ARRANGEMENTS

Transfer fees payable

Under the terms of certain contracts with other football clubs in respect of player transfers, additional amounts would be payable by
us if certain specific performance conditions are met. As noted above, we estimate the fair value of any contingent consideration at the date of acquisition based on the probability of conditions
being met and monitor this on an ongoing basis. The maximum additional amount that could be payable as of 30 June 2016 is £41.6 million.

Transfer fees receivable

Similarly, under the terms of contracts with other football clubs for player transfers, additional amounts would be payable to us if
certain specific performance conditions are met. In accordance with the recognition criteria for contingent assets, such amounts are only disclosed by the Company when probable and recognized when
virtually certain. As of 30 June 2016, we believe receipt of £1.6 million to be probable.

Other commitments

In the ordinary course of business, we enter into operating lease commitments and capital commitments. These transactions are
recognized in the consolidated financial statements in accordance with IFRS, as issued by the IASB, and are more fully disclosed therein.

As
of 30 June 2016, we had not entered into any other off-balance sheet transactions.

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F.     CONTRACTUAL OBLIGATIONS

The following table summarizes our contractual obligations as of 30 June 2016:

Payments due by period(1)Less than
1 year

1 - 3 years

3 - 5 years

More than
five years

Total(in £ thousands)Long-term debt obligations(2)


18,967


41,245


18,498


519,921


598,631Finance lease obligations














Operating lease obligations(3)


2,635


4,512


175


4,028


11,350Purchase obligations(4)


214,566


20,366


488





235,420Other long-term liabilities














​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Total


236,168


66,123


19,161


523,949


845,401​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​


(1)This
table reflects contractual non-derivative financial obligations including interest and operating lease payments and therefore differs from the carrying
amounts in our consolidated financial statements.(2)As
of 30 June 2016, we had $225.0 million of our secured term loan facility outstanding and $425.0 million of our 2027 Notes
outstanding. Other long-term indebtedness consists of a bank loan to Alderley Urban Investments Limited, a subsidiary of Manchester United Limited. As of 30 June 2016, we had
£4.6 million outstanding under the Alderley facility. See "Item 5.B. Liquidity and Capital ResourcesIndebtednessDescription of principal
indebtedness" and note 24 to our audited consolidated financial statements as of 30 June 2016 and 2015 and for the years ended 30 June 2016, 2015 and 2014 included elsewhere in
this Annual Report.(3)We
enter into operating leases in the normal course of business. Most lease arrangements provide us with the option to renew the leases at defined terms.
The future operating lease obligations would change if we were to exercise these options, or if we were to enter into additional new operating leases. See note 28.1 to our audited consolidated
financial statements as of 30 June 2016 and 2015 and for the years ended 30 June 2016, 2015 and 2014 included elsewhere in this Annual Report.(4)Purchase
obligations include current and non-current obligations related to the acquisition of registrations, inventory and capital commitments. Purchase
obligations do not include contingent transfer fees of £41.6 million which are potentially payable by us if certain specific performance conditions are met.


Except
as disclosed above and in note 29.2 to our audited consolidated financial statements as of 30 June 2016 and 2015 and for the years ended 30 June 2016, 2015
and 2014 included elsewhere in this Annual Report, as of 30 June 2016, we did not have any material contingent liabilities or guarantees.

G.    SAFE HARBOR

See the Section entitled "Forward-Looking Statements" at the beginning of this Annual Report.

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ITEM 6.    DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES

A.    DIRECTORS AND SENIOR MANAGEMENT

The following table lists each of our current executive officers and directors and their respective ages and positions as of the date of this Annual Report.

Name

Age

PositionAvram Glazer


55

Executive Co-Chairman and DirectorJoel Glazer


49

Executive Co-Chairman and DirectorEdward Woodward


44

Executive Vice Chairman and DirectorRichard Arnold


45

Group Managing Director and DirectorJamieson Reigle


39

Commercial Director and DirectorCliff Baty


46

Chief Financial OfficerKevin Glazer


54

DirectorBryan Glazer


51

DirectorDarcie Glazer Kassewitz


48

DirectorEdward Glazer


46

DirectorRobert Leitão


53

Independent DirectorManu Sawhney


49

Independent DirectorJohn Hooks


60

Independent Director


The
following is a brief biography of each of our executive officers and directors:

Avram Glazer, aged 55, is Executive Co-Chairman and a Director of the Company. He is currently a director of Red Football Limited and
Co-Chairman of Manchester United Limited. Mr. Glazer served as President and Chief Executive Officer of Zapata Corporation, a US public company between from March 1995 to July 2009 and Chairman
of the board of Zapata Corporation from March 2002 to July 2009. Mr. Glazer received a business degree from Washington University in St. Louis in 1982. He received a law degree from
American University, Washington College of Law in 1985.

Joel Glazer, aged 49, is Executive Co-Chairman and a Director of the Company. He is currently a director of Red Football Limited and
Co-Chairman of Manchester United Limited. Mr. Glazer is Co-Chairman of the Tampa Bay Buccaneers. Mr. Glazer is a member of the NFL Finance and International Committees. Mr. Glazer
graduated from American University in Washington, D.C., in 1989 with a bachelor's degree.

Edward Woodward, aged 44, is Executive Vice Chairman and a Director of the Company. He was appointed to our board of directors on
30 April 2012 and is currently Executive Vice Chairman of Manchester United Limited, having been elected to its board of directors in February 2008. He is also a director of MUTV Limited. In
2015 he was elected to the Board of Directors of the European Clubs Association (ECA)the sole independent body directly representing football clubs at a European level. He also chairs the
ECA Marketing and Communications Working Group. Mr. Woodward represents the Club at meetings of the English Premier League's shareholders. He oversees the strategy and planning for the football
club, including the world-renowned Academy for young players and the development of world class training facilities at the Aon Training Complex. On joining the club in 2005 he initially managed the
capital structure of the group and advised on the overall financial business plan. In 2007 he assumed responsibility for the commercial and media operations and developed and implemented a new overall
commercial strategy for the Club. This resulted in a new structured approach to commercializing the brand, including developing the sponsorship strategy, led out of the London office.
Mr. Woodward formerly worked as a senior investment banker within J.P. Morgan's international mergers and acquisitions team between 1999 and 2005. Prior to joining J.P. Morgan,
Mr. Woodward worked for PricewaterhouseCoopers in the Accounting and Tax Advisory department

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between
1993 and 1999. He received a Bachelor of Science degree in physics from Bristol University in 1993 and qualified for his Chartered Accountancy in 1996.

Richard Arnold, aged 45, is the Group Managing Director and a Director of the Company. In his capacity as Group Managing Director,
Mr. Arnold oversees all commercial and operational aspects of the Company. Mr. Arnold also serves as Chairman of the Manchester United Foundation. In his previous role as Commercial
Director (until 30 June 2013) he was responsible for the management and growth of the Company's sponsorship business, retail, merchandising, apparel & product licensing business, and
mobile & content business. In this capacity he was nominated for SportBusiness International's Sports innovator of the year list in 2011. Mr. Arnold is on the board of Manchester United
Merchandising Limited and MUTV Limited. Mr. Arnold was previously Deputy Managing Director of InterVoice Ltd responsible for the international channel sales and marketing division of
InterVoice Inc., a NASDAQ listed technology company, between 2002 and 2007. He was nominated as a finalist for Young Director of the Year by the United Kingdom Institute of Directors in 2004
and 2005. Prior to InterVoice, he worked at Global Crossing Europe Ltd, a company in the technology sector, on its restructure between 1999 and 2002. Prior to this he was a senior manager in
the telecommunications and media practice at PricewaterhouseCoopers from 1993 to 1999, including working on the privatization of the Saudi Telecommunications Corporation and the Initial Public
Offering of Orange in the United Kingdom. He received an honors Bachelor of Science degree in biology from Bristol University in 1993 and received his Chartered Accountancy qualification in 1996.

Jamieson Reigle, aged 39, is the Company's Commercial Director and a Director of the Company. He is responsible for managing the
sponsorship and licensing sales, relationship marketing, tours, events and commercial strategy teams globally. From 2012 to 2015, Mr. Reigle served as the Company's
Managing Director, Asia Pacific responsible for the management and growth of the Company's business in the Asia Pacific region. Mr. Reigle joined Manchester United in 2007 and previously served
as Director of Corporate Development with responsibility for the Company's capital structure, investor relations and growth strategy. Prior to Manchester United Limited, Mr. Reigle worked in
private equity with The Carlyle Group and in investment banking with J.P. Morgan. He received a Bachelor of Arts degree in Economics from Dartmouth College and a Master of Business Administration from
Stanford University's Graduate School of Business.

Cliff Baty, aged 46, is the Company's Chief Financial Officer. He was appointed in March 2016. He is responsible for managing all aspects
of financial reporting and financial control of the Company. Prior to joining the Company, Mr. Baty served as Chief Financial Officer and member of the Board of Directors of
Sportech plc, a leading pool betting operator and technology supplier, from 2013 to 2016. Prior to Sportech, he worked at Ladbrokes plc from 2006 to 2013 in a number of senior finance
roles including Finance Director of its eGaming and International businesses, as well as Ladbrokes businesses in Spain, Italy and South Africa. Before that he was Group Financial Controller of Hilton
Group plc from 2004 to 2006. He qualified as a Chartered Accountant with Ernst & Young, where he worked for 10 years. He received a Bachelor of Arts degree in Chemistry from Oriel
College, Oxford University in 1992.

Kevin Glazer, aged 54, is a Director of the Company. He is currently a director of Red Football Limited and a director of Manchester
United Limited. He is currently the Co-Chairman of First Allied Corporation. Mr. Glazer graduated from Ithaca College in 1984 with a Bachelor of Arts degree.

Bryan Glazer, aged 51, is a Director of the Company. He is currently a director of Red Football Limited and Manchester United Limited. He
is the Co-Chairman of the Tampa Bay Buccaneers and also serves on the NFL's Digital Media Committee. Mr. Glazer serves on the board of directors of the Glazer Children's Museum.
He received a bachelor's degree from the American University in Washington, D.C., in 1986 and received his law degree from Whittier College School of Law in 1989.

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Darcie Glazer Kassewitz, aged 48, is a Director of the Company. She is currently a director of Red Football Limited. Ms. Glazer is
the Co-President of the Glazer Family Foundation. She graduated cum laude from the American University in 1990 and received a law degree in 1993 from Suffolk Law School.

Edward Glazer, aged 46, is a Director of the Company. He is currently a non-executive director of Red Football Limited. He is Co-Chairman
of the Tampa Bay Buccaneers. Mr. Glazer received a bachelor's degree from Ithaca College.

Robert Leitão, aged 53, is an Independent Director of the Company. He is Head of Rothschild's Global Financial Advisory
business. Mr. Leitão joined Rothschild in 1998 as a Director and was appointed Managing Director in 2000, Head of Mergers and Acquisitions in 2001 and Head of UK Investment
Banking in 2008. Prior to joining Rothschild, Mr. Leitão worked for Morgan Grenfell & Co. Limited in London, where he was appointed a Director in 1995. He also
serves as Chairman of the Trustees of The Pennies Foundation. Mr. Leitão received a Bachelor of Science degree in engineering from the University of London in 1984. He received
his Chartered Accountancy qualification in 1988.

Manu Sawhney, aged 49, is an Independent Director of the Company. With over 25 years of rich experience in the Asian media,
entertainment and consumer products industry, Mr. Sawhney is the Chief Executive Officer of the Singapore Sports Hub, one of the largest sporting Public-Private Partnerships in the world, and
the city-state's premier sporting, lifestyle and entertainment destination. Prior to his current role, Mr. Sawhney was the Managing Director of ESPN STAR Sports (ESS), a 50:50 joint venture for
Asia between ESPN and News Corp, and reported directly to the Board. He was responsible for the overall business leadership & P&L of the company across 24 countries in Asia. Mr. Sawhney
led ESS's growth and expansion across multiple platforms in various markets across Asia including business expansion in Taiwan, start-up of a new joint venture in Korea, consolidation of business in
China and securing long terms strategic partnerships in India, Malaysia, Indonesia and Singapore. Prior to heading ESS's Asia operations, Mr. Sawhney served as the Executive Vice President of
Programming/Event Management/Marketing/ Network Presentation, wherein he negotiated and secured various multi-year renewals of key global and regional rights & affiliate deals.
Mr. Sawhney also previously served as the Managing Director of ESS's South Asia business based out of India. Before joining ESS, he worked for 3 years with ITC Global Holdings, a
subsidiary of British American Tobacco. After completing his engineering degree, Mr. Sawhney worked at Eicher Motors, a leading Indian farm equipment company. Mr. Sawhney holds a
Bachelor's degree in Mechanical Engineering from the Birla Institute of Technology & Science, Pilani, India, and received his Masters in International Business from Indian Institute of Foreign
Trade, New Delhi, India. Mr. Sawhney also served on the Steering Committee of the 28th South East Asian Games and was an advisor to STAR India (a wholly owned subsidiary of
21st Century Fox).

John Hooks, aged 60, is an Independent Director of the Company. He has been in the luxury fashion industry for over 35 years and
has held positions in some of the sector's most influential companies. Having graduated from Oxford University, he entered the fashion industry through Gruppo Finanziario Tessile (GFT) in Turin. For
three years he was the commercial director for the pret-a-porter collection of Valentino. From 1988 to 1994, based in Hong Kong, he was responsible for the establishment of GFT's regional subsidiaries
in Japan, South Korea, Taiwan, Hong Kong, Australia as well as in mainland China (in 1988, the first major foreign fashion company to establish a direct presence in that country). From 1995 to 2000 he
was Commercial and Regional Director of Jil Sander in Hamburg, Germany. In 2000, Mr. Hooks joined Giorgio Armani as Group Commercial and Marketing Director, considerably expanding the company's
global wholesale and retail network. He was subsequently appointed Deputy Chairman of the Giorgio Armani Group. From 2011 to 2014, he was Group President of Ralph Lauren Europe and Middle East.
Mr. Hooks is currently CEO of Pacific Global Management. He is Executive Chairman and CEO of Elite World and serves as a member of

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the
Board of Directors of La Perla. He is also on the board of Miroglio Fashion and is a senior adviser to McKinsey & Company.

Family Relationships

Our Executive Co-Chairmen and Directors Avram Glazer and Joel Glazer, and Directors Bryan Glazer, Kevin Glazer, Darcie Glazer Kassewitz
and Edward Glazer are siblings.

Arrangements or Understandings

None of our executive officers or directors have any arrangement or understanding with our principal shareholder, customers, suppliers
or other persons pursuant to which such executive officer or director was selected as an executive officer or director.

B.    COMPENSATION

We set out below the amount of compensation paid and benefits in kind provided by us or our subsidiaries to our directors and members of the executive management
for services in all capacities to our Company or our subsidiaries for the 2016 fiscal year, as well as the amount contributed by our Company or our subsidiaries to retirement benefit plans for our
directors and members of the executive management board.

Directors and Executive Management Compensation

The compensation for each member of our executive management is comprised of the following elements: base salary, bonus, contractual
benefits and pension contributions. The total amount of compensation (including share-based payments) paid or payable and benefits in kind provided to the members of our board of directors and our
executive management employees for the fiscal year 2016 was £11.1 million. We do not currently maintain any bonus or profit-sharing plan for the benefit of the members of our
executive management, however, certain members of our executive management are eligible to receive annual bonuses (including share-based awards) pursuant to the terms of their service agreements. The
total amount set aside or accrued by us to provide pension, retirement or similar benefits to our directors and our executive management employees with respect to the fiscal year 2016 was
£0.1 million.

Employment or Service Agreements

We have entered into written employment or service agreements with each of the members of our executive management, which agreements
provide, among other things, for benefits upon a termination of employment. In order to align the interests of our executive management with our shareholders, members of our executive management are
eligible to receive annual share-based awards (or cash and share-based awards) pursuant to our 2012 Equity Incentive Award Plan (the "Equity Plan"). The amount of the awards will generally be subject
to the discretion of our board of directors and our remuneration committee. In order to encourage retention, the awards are eligible to become vested over a multi-year period following the date of
grant. In connection with their receipt of the awards, each member of our executive management will agree to hold a minimum of that number of Class A ordinary shares with a value equal to such
member's annual salary for so long as such member is employed by us.

We
have not entered into written employment or service agreements with our outside directors, including any member of the Glazer family. However, we may in the future enter into
employment or services agreements with such individuals, the terms of which may provide for, among other things, cash or equity based compensation and benefits.

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Share-Based Compensation Awards

We currently have one share-based compensation award plan, namely the 2012 Equity Incentive Award Plan, established in 2012 (the
"Equity Plan").

The Equity Plan

The principal purpose of the Equity Plan is to attract, retain and motivate selected employees, consultants and non-employee directors
through the granting of share-based and cash-based compensation awards. The principal features of the Equity Plan are summarized below.

During
the year ended 30 June 2016 certain directors and members of executive management were awarded Class A ordinary shares, pursuant to the Equity Plan. These shares are
subject to varying vesting schedules over a multi-year period. The fair value of these shares was the quoted market price on the date of award. Details of the share awards outstanding and therefore
potentially issuable as new shares are as follows:

Number of Class A
ordinary sharesOutstanding at beginning of the year


259,155Awarded during the year


186,626Vested during the year


(152,206
)​
​
​
​
​Outstanding at the end of the year


293,575​
​
​
​
​​
​
​
​
​​
​
​
​
​


The
fair value of shares awarded during the year was $15.75 (£11.81) per share.

Share reserve

Under the Equity Plan, 16,000,000 shares of our Class A ordinary shares are reserved for issuance pursuant to a variety of
share-based compensation awards, including share options, share appreciation rights, or SARs, restricted share awards, restricted share unit awards, deferred share awards, deferred share unit awards,
dividend equivalent awards, share payment awards and other share-based awards. Of these reserved shares, assuming the above outstanding share awards fully vest, 15,366,845 remain available for
issuance as of 8 September 2016.

Administration

The remuneration committee of our board of directors (or other committee as our board of directors may appoint) administers the Equity
Plan unless our board of directors assumes authority for administration. Subject to the terms and conditions of the Equity Plan, the administrator has the authority to select the persons to whom
awards are to be made, determines the types of awards to be granted, the number of shares to be subject to awards and the terms and conditions of awards, and makes all other determinations and can
take all other actions necessary or advisable for the administration of the Equity Plan. The administrator is also authorized to adopt, amend or rescind rules relating to the administration of the
Equity Plan. Our board of directors has the authority at all times to remove the remuneration committee (or other applicable committee) as the administrator and reinstate itself as the authority to
administer the Equity Plan.

Eligibility

The Equity Plan provides that share options, share appreciation rights ("SARs"), restricted shares and all other awards may be granted
to individuals who will then be our non-employee directors, officers, employees or consultants or the non-employee directors, officers, employees or consultants of certain of our subsidiaries.

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Awards

The Equity Plan provides that the administrator may grant or issue share options, SARs, restricted shares, restricted share units,
deferred shares, deferred share units, dividend equivalents, share payments and other share-based awards, or any combination thereof. Each award will be set forth in a separate agreement with the
person receiving the award and will indicate the type, terms and conditions of the award.



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Change in control

The Equity Plan provides that the administrator may, in its discretion, provide that awards issued under the Equity Plan are subject to
acceleration, cash-out, termination, assumption, substitution or conversion of such awards in the event of a change in control or certain other unusual or nonrecurring events or transactions. In
addition, the administrator also has complete discretion to structure one or more awards under the Equity Plan to provide that such awards become vested and exercisable or payable on an accelerated
basis in the event such awards are assumed or replaced with equivalent awards but the individual's service with us or the acquiring entity is subsequently terminated within a designated period
following the change in control event. A change in control event under the Equity Plan is generally defined as a merger, consolidation, reorganization or business combination in which we are involved,
directly or indirectly (other than a merger, consolidation, reorganization or business combination which results in our outstanding voting securities immediately before the transaction continuing to
represent a majority of the voting power of the acquiring company's outstanding voting securities) after which a person or group (other than our existing equity-holders) beneficially owns more than
50% of the outstanding voting securities of the surviving entity immediately after the transaction, or the sale, exchange or transfer of all or substantially all of our assets.

Adjustments of awards

In the event of any stock dividend, stock split, combination or exchange of shares, merger, consolidation, spin-off, recapitalization,
distribution of our assets to shareholders (other than normal cash dividends) or any other corporate event affecting the number of outstanding Class A ordinary shares in our capital or the
share price of our Class A ordinary shares that would require adjustments to the Equity Plan or any awards under the Equity Plan in order to prevent the dilution or enlargement of the potential
benefits intended to be made available thereunder, the Equity Plan provides that the administrator may make equitable adjustments, as determined in its discretion, to the aggregate number

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and
type of shares subject to the Equity Plan, the number and kind of shares subject to outstanding awards and the terms and conditions of outstanding awards (including, without limitation, any
applicable performance targets or criteria with respect to such awards), and the grant or exercise price per share of any outstanding awards under the Equity Plan.

Amendment and termination

The Equity Plan provides that our board of directors or the remuneration committee (with the approval of the board of directors) may
terminate, amend or modify the Equity Plan at any time and from time to time. However, the Equity Plan generally requires us to obtain shareholder approval to the extent required by applicable law,
rule or regulation (including any applicable stock exchange law), including in connection with any amendments to increase the number of shares available under the Equity Plan (other than in connection
with certain corporate events, as described above).

Securities laws

The Equity Plan is designed to comply with all applicable provisions of the Securities Act and the Exchange Act and, to the extent
applicable, any and all regulations and rules promulgated by the SEC thereunder. The Equity Plan is administered, and stock options will be granted and may be exercised, only in such a manner as to
conform to such laws, rules and regulations. On 13 August 2012, we filed with the SEC a registration statement on Form S-8 covering Class A ordinary shares issuable under the
Equity Plan.

UK Subplan

Our board of directors approved the 2012 UK Company Share Option UK Sub-Plan on 10 September 2013. This is a sub-plan to the
Equity Plan which allows for the grant of stock options in a tax efficient manner to employees who are UK residents. It derives its powers and authority from the Equity Plan and does not create any
enhanced or additional rights. This sub-plan does not increase the share reserve under the Equity Plan.

C.    BOARD PRACTICES

Board of Directors

We currently have 12 directors, three of whom are independent directors, on our board of directors. Any director on our board may be
removed by way of an ordinary resolution of shareholders or by our shareholders holding a majority of the voting power of our outstanding ordinary shares by notice in writing to the Company. Any
vacancies on our board of directors or additions to the existing board of directors can be filled by our shareholders holding a majority of the voting power of our outstanding ordinary shares by
notice in writing to the Company. Each of our directors holds office until he resigns or is recused from office as discussed above.

Committees of the Board of Directors and Corporate Governance

Our board of directors has established an audit committee and a remuneration committee. The composition and responsibilities of each
committee are described below. Members will serve on these committees until their resignation or until otherwise determined by our board of directors. In the future, our board of directors may
establish other committees, as it deems appropriate, to assist with its responsibilities.

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Audit committee

Our audit committee consists of Messrs. Robert Leitão, Manu Sawhney and John Hooks. Our board of directors
determined that Messrs. Robert Leitão, Manu Sawhney and John Hooks satisfy the "independence" requirements set forth in Rule 10A-3 under the Exchange Act.
Mr. Robert Leitão acts as chairman of our audit committee and satisfies the criteria of an audit committee financial expert as set forth under the applicable rules of the
Exchange Act. A copy of our audit committee charter is available on our website. The inclusion of our website in this Annual Report does not include or incorporate by reference the information on our
website into this Annual Report. The audit committee oversees our accounting and financial reporting processes and the audits of our financial statements. The audit committee is responsible for, among
other things:



Remuneration committee

Our remuneration committee consists of Messrs. Joel Glazer, Avram Glazer and Robert Leitão. Mr. Joel
Glazer is the chairman of our remuneration committee. A copy of our remuneration committee charter is available on our website. The inclusion of our website in this Annual Report does not include or
incorporate by reference the information on our website into this Annual Report. The remuneration committee is responsible for, among other things:



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We
have availed ourselves of certain exemptions afforded to foreign private issuers under New York Stock Exchange rules, which exempt us from the requirement that we have a remuneration
committee composed entirely of independent directors.

D.    EMPLOYEES

Employees

The average monthly number of employees during the years ended 30 June 2016, 2015 and 2014, including directors, was as follows:

2016
Number

2015
Number

2014
NumberAverage number of employees:Footballplayers


74


73


79Footballtechnical and coaching


94


89


92Commercial


111


122


138Media


94


89


91Administration and other


426


440


469​
​
​
​
​
​
​
​
​
​
​Average monthly number of employees


799


813


869​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


We
are not a signatory to any labor union collective bargaining agreement. We also engaged approximately 2,124, 2,275 and 2,323 temporary employees in fiscal years 2016, 2015 and 2014,
respectively, on a regular basis to perform, among other things, catering, security, ticketing, hospitality and marketing services during Matchdays at Old Trafford. Compensation to full-time and
temporary employees is accounted for in our employee benefit expenses.

E.    SHARE OWNERSHIP

The following table shows the number of shares owned by our directors and members of our executive management as of 8 September 2016:

Class A
Ordinary
Shares

%

Class B
Ordinary
Shares

%

% of Total
Voting
Power(1)Avram Glazer(2)(3)








7,000,000


5.65
%

5.47
%Joel Glazer(2)(4)








7,000,000


5.65
%

5.47
%Edward Woodward



(*)


(*)








(*)Richard Arnold



(*)


(*)








(*)Jamieson Reigle



(*)


(*)








(*)Cliff Baty



(*)


(*)








(*)Kevin Glazer(2)(5)








7,000,000


5.65
%

5.47
%Bryan Glazer(2)(6)








7,000,000


5.65
%

5.47
%Darcie Glazer Kassewitz(2)(7)








7,000,000


5.65
%

5.47
%Edward Glazer(2)(8)








4,000,000


3.23
%

3.12
%Robert Leitão














Manu Sawhney














John Hooks

















(1)Percentage
of total voting power represents voting power with respect to all of our Class A and Class B ordinary shares, as a single class.
The holders of our Class B ordinary shares are entitled to 10 votes per share, and holders of our Class A ordinary shares are entitled to one vote per share.


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(2)Red
Football LLC is a wholly-owned subsidiary of Red Football Limited Partnership. The general partner of Red Football Limited Partnership is Red
Football General Partner Inc. Trusts controlled by six lineal descendants of Mr. Malcolm Glazer each own an equal number of shares of Red Football General Partner Inc., as well as
an equal percentage of the limited partnership interests in Red Football Limited Partnership. These lineal descendants of Mr. Glazer are also directors of Red Football General
Partner Inc. The six lineal descendants of Mr. Glazer are Avram Glazer, Joel Glazer, Bryan Glazer, Edward Glazer, Darcie Glazer Kassewitz and Kevin Glazer. Joel Glazer is the president
of Red Football General Partner Inc. The lineal descendants of Mr. Malcolm Glazer may be deemed to share beneficial ownership of the shares held by Red Football Limited Partnership as a
result of their status as shareholders of Red Football General Partner Inc., President of Red Football General Partner Inc. (with respect to Joel Glazer) and holders of limited
partnership interests in Red Football Limited Partnership. Information on Red Football LLC's shareholding in the Company can be found in "Item 7. Major Shareholders and Related Party
TransactionsA. Major Shareholders".(3)Shares
owned by Avram Glazer Irrevocable Exempt Trust, of which Avram Glazer is the sole trustee.(4)Shares
owned by Joel M. Glazer Irrevocable Exempt Trust, of which Joel Glazer is the sole trustee.(5)Shares
owned by Kevin Glazer Irrevocable Exempt Family Trust, of which Kevin Glazer is the sole trustee.(6)Shares
owned by Bryan G. Glazer Irrevocable Exempt Trust, of which Bryan Glazer is the sole trustee.(7)Shares
owned by Darcie S. Glazer Irrevocable Exempt Trust, of which Darcie Glazer Kassewitz is the sole trustee.(8)Shares
owned by Edward S. Glazer Irrevocable Exempt Trust, of which Edward Glazer is the sole trustee.(*)These
directors and members of our executive management individually own less than 1% of our Class A ordinary shares.


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ITEM 7.    MAJOR SHAREHOLDERS AND RELATED PARTY TRANSACTIONS

A.    MAJOR SHAREHOLDERS

The following table shows our major shareholders (shareholders that are beneficial owners of 5% or more of each class of the Company's voting shares) as of
8 September 2016, based on notifications made to the Company or public filings:

Class A
Ordinary
Shares

%

Class B
Ordinary
Shares

%

% of Total
Voting
Power(1)Red Football LLC(2)


8,019,033


20.03
%

85,000,000


68.55
%

67.03
%Baron Capital Group, Inc


15,089,806


37.70
%







1.18
%Lansdowne Partners Limited


4,941,440


12.35
%







0.39
%Jupiter Asset Management Limited


2,806,959


7.01
%







0.22
%FMR LLC


2,436,475


6.09
%







0.19
%Avram Glazer Irrevocable Exempt Trust








7,000,000


5.65
%

5.47
%Joel M. Glazer Irrevocable Exempt Trust








7,000,000


5.65
%

5.47
%Kevin Glazer Irrevocable Exempt Family Trust








7,000,000


5.65
%

5.47
%Bryan G. Glazer Irrevocable Exempt Trust








7,000,000


5.65
%

5.47
%Darcie S. Glazer Irrevocable Exempt Trust








7,000,000


5.65
%

5.47
%


(1)Percentage
of total voting power represents voting power with respect to all of our Class A and Class B ordinary shares, as a single class.
The holders of our Class B ordinary shares are entitled to 10 votes per share, and holders of our Class A ordinary shares are entitled to one vote per share.(2)See
"Controlling Shareholder" below for further information on Red Football LLC.


Since
8 September 2013, the only significant changes of which we have been notified in the percentage ownership of our shares by our major shareholders described above were
that:



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U.S. Resident Shareholders of Record

As a number of our shares are held in book-entry form, we are not aware of the identity of all our shareholders. As of
8 September 2016, we had 40,023,157 Class A ordinary shares held by 2,589 U.S. resident shareholders of record, representing approximately 3.13% of total voting power and 124,000,000
Class B ordinary shares held by seven U.S. resident shareholders of record, representing approximately 96.87% of total voting power.

Controlling Shareholder

Our controlling shareholder is Red Football LLC, a Delaware limited liability company. Red Football LLC is a wholly-owned
subsidiary of Red Football Limited Partnership. The general partner of Red Football Limited Partnership is Red Football General Partner Inc. Trusts controlled by six lineal descendants of
Mr. Malcolm Glazer each own an equal number of shares of Red Football General Partner Inc., as well as an equal percentage of the limited partnership interests in Red Football Limited
Partnership. These lineal descendants of Mr. Glazer are also directors of Red Football
General Partner Inc. The six lineal descendants of Mr. Glazer are Avram Glazer, Joel Glazer, Bryan Glazer, Edward Glazer, Darcie Glazer Kassewitz and Kevin Glazer. Joel Glazer is the
president of Red Football General Partner Inc. The lineal descendants of Mr. Malcolm Glazer may be deemed to share beneficial ownership of the shares held by Red Football Limited
Partnership as a result of their status as shareholders of Red Football General Partner Inc., President of Red Football General Partner Inc. (with respect to Joel Glazer) and holders of
limited partnership interests in Red Football Limited Partnership.

As
of 8 September 2016, Red Football LLC owned 8,019,033 of our Class A ordinary shares and 85,000,000 of our Class B ordinary shares, representing in total
67.03% of total voting power.

Shareholders' Arrangements

As of 8 September 2016, the Company was not aware of any shareholders' arrangements which may result in a change of control of
the Company.

ITEM 8.    FINANCIAL INFORMATION

A.    CONSOLIDATED FINANCIAL STATEMENTS AND OTHER FINANCIAL INFORMATION

Consolidated Financial Statements

See "Item 18. Financial Statements."

Legal and Arbitration Proceedings

There have been no governmental, judicial or arbitration proceedings (including any such proceedings which are pending or threatened of
which we are aware) during the period between 1 July

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2013
and the date of this Annual Report which may have, or have had in the recent past, significant effects on our financial position and profitability.

Dividend Policy

In fiscal year 2016 we began paying a regular quarterly cash dividend on our Class A ordinary shares and Class B ordinary
shares of $0.045 per share. Our board of directors recently approved replacing the previous quarterly cash dividend with a regular semi-annual cash dividend of $0.09 per share. We expect to continue
paying regular dividends to our Class A ordinary shareholders and Class B ordinary shareholders from our operating cash flows. The declaration and payment of any future dividends,
however, will be at the sole discretion of our board of directors or a committee thereof based on its consideration of numerous factors, including our operating results, financial condition and
anticipated capital requirements, in addition to the various other considerations discussed below.

If
we do pay a cash dividend on our Class A ordinary shares and Class B ordinary shares in the future, we will pay such dividend out of our profits or share premium
(subject to solvency requirements) as permitted under Cayman Islands law. Our board of directors has complete discretion regarding the declaration and payment of dividends, and our principal
shareholder will be able to influence our dividend policy.

The
decision by our board of directors (or a committee thereof) to declare and pay dividends in the future and the amount of any future dividend payments we may make will depend on,
among other
factors, our strategy, future earnings, financial condition, cash flow, working capital requirements, capital expenditures and applicable provisions of our amended and restated memorandum and articles
of association. Any profits or share premium we declare as dividends will not be available to be reinvested in our operations. Moreover, we are a holding company that does not conduct any business
operations of our own. As a result, we are dependent upon cash dividends, distributions and other transfers from our subsidiaries to make dividend payments, and the terms of our subsidiaries' debt and
other agreements restrict the ability of our subsidiaries to make dividends or other distributions to us. Specifically, pursuant to the our revolving facility, our secured term loan facility and the
note purchase agreement governing our 2027 Notes, there are restrictions on our subsidiaries' ability to distribute dividends to us, and dividend distributions by our subsidiaries are the principal
means by which we would have the necessary funds to pay dividends on our Class A ordinary shares and Class B ordinary shares for the foreseeable future. See "Item 5. Operating and
Financial Review and ProspectsB. Liquidity and Capital Resources Indebtedness." As a consequence of these limitations and restrictions, we may not be able to make, or
may have to reduce or eliminate, the payment of dividends on our Class A ordinary shares and Class B ordinary shares.

Any
dividends we declare in the future on our ordinary shares will be in respect of both our Class A ordinary shares and Class B ordinary shares, and will be distributed
such that a holder of one of our Class B ordinary shares will receive the same amount of the dividends that are received by a holder of one of our Class A ordinary shares. We will not
declare any dividend with respect to the Class A ordinary shares without declaring a dividend on the Class B ordinary shares, and vice versa.

B.    SIGNIFICANT CHANGES

Registrations

The playing registrations of certain footballers have been disposed of, subsequent to 30 June 2016, for total proceeds, net of
associated costs, of £7,717,000. The associated net book value was £126,000.

Subsequent
to 30 June 2016 the playing registrations of certain players were acquired or extended for a total consideration, including associated costs, of
£160,565,000.

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ITEM 9.    THE OFFER AND LISTING

Price History of Stock

Ordinary shares listed on the New York Stock Exchange

Our shares were approved for listing on the New York Stock Exchange on 10 August 2012. Prior to this listing, no public market
existed for our ordinary shares. The table below shows the quoted high and low closing sales prices in US dollars on the New York Stock Exchange for our shares for the indicated periods.

Per ShareHigh

Low(in USD)AnnualFY 2016


18.99


13.33FY 2015


19.63


14.78FY 2014


18.78


14.47FY 2013 (10 August 2012 through 30 June 2013)


19.04


12.18QuarterlyFY 2017First Quarter (through 7 September 2016)


17.31


15.72FY2016First Quarter


18.80


17.16Second Quarter


18.99


17.30Third Quarter


17.50


13.33Fourth Quarter


17.73


13.79FY2015First Quarter


19.63


15.19Second Quarter


16.58


14.78Third Quarter


17.41


15.26Fourth Quarter


18.42


15.15Monthly2016March


14.44


13.33April


17.73


13.79May


17.18


16.20June


17.01


15.67July


16.20


15.49August


16.81


15.72September (through 7 September 2016)


17.31


17.04


Markets

We are incorporated under the Companies Law (2011 Revision) of the Cayman Islands, as amended and restated from time to time and our
shares are listed on the New York
Stock Exchange under the symbol "MANU". As of 8 September 2016 we had 164,025,280 ordinary shares listed (comprising 40,025,280 Class A ordinary shares and 124,000,000 Class B
ordinary shares).

ITEM 10.    ADDITIONAL INFORMATION

A.    SHARE CAPITAL

Not applicable.

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B.    MEMORANDUM AND ARTICLES OF ASSOCIATION AND OTHER SHARE INFORMATION

A copy of our amended and restated memorandum and articles of association is attached as Exhibit 1.1 to this Annual Report. The information called for by
this Item has been reported previously in our Registration Statement on Form F-1 (File No. 333-182535), filed with the SEC on 3 July 2012, as amended, under the heading
"Description of Share Capital," and is incorporated by reference into this Annual Report.

C.    MATERIAL CONTRACTS

The following is a summary of each material contract, other than material contracts entered into in the ordinary course of business, to which we are or have been
a party, for the two years immediately preceding the date of this Annual Report:



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D.    EXCHANGE CONTROLS

There are no Cayman Islands exchange control regulations that would affect the import or export of capital or the remittance of dividends, interest or other
payments to non-resident holders of our shares.

E.    TAXATION

The following is a summary of material US federal income tax consequences relevant to US Holders and Non-US Holders (each as defined below) acquiring, holding and
disposing of the Company's Class A ordinary shares. This summary is based on the Code, final, temporary and proposed US Treasury regulations and administrative and judicial interpretations, all
of which are subject to change, possibly with retroactive effect. Furthermore, we can provide no assurance that the tax consequences contained in this summary will not be challenged by the Internal
Revenue Service (the "IRS") or will be sustained by a court if challenged.

This
summary does not discuss all aspects of US federal income taxation that may be relevant to investors in light of their particular circumstances, such as investors subject to special
tax rules, including without limitation the following, all of whom may be subject to tax rules that differ significantly from those summarized below:



This
summary does not address alternative minimum tax consequences or non-income tax consequences, such as estate or gift tax consequences, and does not address state, local or non-US
tax consequences. This summary only addresses investors that hold Class A ordinary shares and not Class B ordinary shares, and it assumes that investors hold their Class A
ordinary shares as capital assets (generally, property held for investment).

For
purposes of this summary, a "US Holder" is a beneficial owner of the Company's Class A ordinary shares that is, for US federal income tax
purposes:



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A
"Non-US Holder" is a beneficial owner of the Company's Class A ordinary shares that is not a US Holder.

If
an entity treated as a partnership for US federal income tax purposes holds the Company's Class A ordinary shares, the tax treatment of a partner in the partnership generally
will depend upon the status of the partner and the activities of the partnership. Partners of partnerships considering an investment in the Class A ordinary shares are encouraged to consult
their tax advisors regarding the tax consequences of the ownership and disposition of Class A ordinary shares.

Treatment of the Company as a Domestic Corporation for US Federal Income Tax Purposes

Even though the Company is organized as a Cayman Islands exempted company, due to the circumstances of its formation and the
application of Section 7874 of the Code, the Company reports as a domestic corporation for US federal income tax purposes. This has implications for all shareholders; the Company is subject to
US federal income tax as if it were a US corporation, and distributions made by the Company are generally treated as US-source dividends and generally subject to US dividend withholding tax.

US Holders

Distributions

Distributions made by the Company in respect of its Class A ordinary shares will be treated as US-source dividends includible in
the gross income of a US Holder as ordinary income to the extent of the Company's current and accumulated earnings and profits, as determined under US federal income tax principles. To the extent the
amount of a distribution exceeds the Company's current and accumulated earnings and profits, the distribution will be treated first as a non-taxable return of capital to the extent of a US Holder's
adjusted tax basis in the Class A ordinary shares and thereafter as gain from the sale of such shares. Subject to applicable limitations and requirements, dividends received on the
Class A ordinary shares generally should be eligible for the "dividends received deduction" available to corporate shareholders. A dividend paid by the Company to a non-corporate US Holder
generally will be eligible for preferential rates if certain holding period requirements are met.

The
US dollar value of any distribution made by the Company in foreign currency will be calculated by reference to the exchange rate in effect on the date of the US Holder's actual or
constructive receipt of such distribution, regardless of whether the foreign currency is in fact converted into US dollars. If the foreign currency is converted into US dollars on such date of
receipt, the US Holder generally will not recognize foreign currency gain or loss on such conversion. If the foreign currency is not converted into US dollars on the date of receipt, such US Holder
will have a basis in the foreign currency equal to its US dollar value on the date of receipt. Any gain or loss on a subsequent conversion or other taxable
disposition of the foreign currency generally will be US-source ordinary income or loss to such US Holder.

Sale or other disposition

A US Holder will recognize gain or loss for US federal income tax purposes upon a sale or other taxable disposition of its
Class A ordinary shares in an amount equal to the difference between the amount realized from such sale or disposition and the US Holder's adjusted tax basis in the Class A ordinary
shares. A US Holder's adjusted tax basis in the Class A ordinary shares generally will be the US Holder's cost for the shares. Any such gain or loss generally will be US-source capital gain or
loss

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and
will be long-term capital gain or loss if, on the date of sale or disposition, such US Holder held the Class A ordinary shares for more than one year. Long-term capital gains derived by
non-corporate US Holders are eligible for taxation at reduced rates. The deductibility of capital losses is subject to significant limitations.

Information reporting and backup withholding

Payments of dividends on or proceeds arising from the sale or other taxable disposition of Class A ordinary shares generally
will be subject to information reporting and backup withholding if a US Holder (i) fails to furnish such US Holder's correct US taxpayer identification number (generally on IRS
Form W-9), (ii) furnishes an incorrect US taxpayer identification number, (iii) is notified by the IRS that such US Holder has previously failed to properly report items subject
to backup withholding, or (iv) fails to certify under penalty of perjury that such US Holder has furnished its correct US taxpayer identification number and that the IRS has not notified such
US Holder that it is subject to backup withholding.

Backup
withholding is not an additional tax. Any amounts withheld under the backup withholding rules generally will be allowed as a credit against a US Holder's US federal income tax
liability or will be refunded, if the US Holder furnishes the required information to the IRS in a timely manner.

Non-US Holders

Distributions

Subject to the discussion under "Foreign Account Tax Compliance Act" below, distributions treated as dividends (see
"US HoldersDistributions" above) by the Company to Non-US Holders will be subject to US federal withholding tax at a 30% rate, except as may be provided by an applicable
income tax treaty. To obtain a reduced rate of US federal withholding under an applicable income tax treaty, a Non-US Holder will be required to certify its entitlement to benefits under the treaty,
generally on a properly completed IRS Form W-8BEN or W-8BEN-E, as applicable.

However,
dividends that are effectively connected with a Non-US Holder's conduct of a trade or business within the United States and, where required by an income tax treaty, are
attributable to a permanent establishment or fixed base of the Non-US Holder, are not subject to the withholding tax described in the previous paragraph, but instead are subject to US federal net
income tax at graduated rates, provided the Non-US Holder complies with applicable certification and disclosure requirements, generally by providing a properly completed IRS Form W-8ECI. Non-US
Holders that are corporations may also be subject to an additional branch profits tax at a 30% rate, except as may be provided by an applicable income tax treaty.

Sale or other disposition

Subject to the discussion under "Foreign Account Tax Compliance Act" below, a Non-US Holder will not be subject to US
federal income tax in respect of any gain on a sale or other disposition of the Class A ordinary shares unless:



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Non-US
Holders described in the first bullet point above will be subject to tax on the net gain derived from the sale under regular graduated US federal income tax rates and, if they are
foreign corporations, may be subject to an additional "branch profits tax" at a 30% rate or such lower rate as may be specified by an applicable income tax treaty. Non-US Holders described in the
second bullet point above will be subject to a flat 30% tax on any gain derived on the sale or other taxable disposition, which gain may be offset by certain US-source capital losses. The Company is
not, and does not anticipate becoming, a "US real property holding corporation" for US federal income tax purposes.

Information reporting and backup withholding

Generally, the Company must report annually to the IRS and to Non-US Holders the amount of distributions made to Non-US Holders and the
amount of any tax withheld with respect to those payments. Copies of the information returns reporting such distributions and withholding may also be made available to the tax authorities in the
country in which a Non-US Holder resides under the provisions of an applicable income tax treaty or tax information exchange agreement.

A
Non-US Holder will generally not be subject to backup withholding with respect to payments of dividends, provided the Company receives a properly completed statement to the effect that
the Non-US Holder is not a US person and the Company does not have actual knowledge or reason to know that the holder is a US person. The requirements for the statement will be met if the Non-US
Holder provides its name and address and certifies, under penalties of perjury, that it is not a US person (which certification may generally be made on IRS Form W-8BEN or W-8BEN-E) or if a
financial institution holding the Class A ordinary shares on behalf of the Non-US Holder certifies, under penalties of perjury, that such statement has been received by it and furnishes the
Company or its paying agent with a copy of the statement.

Except
as described below under "Foreign Account Tax Compliance Act", the payment of proceeds from a disposition of Class A ordinary shares to or through a non-US
office of a non-US broker will not be subject to information reporting or backup withholding unless the non-US broker has certain types of relationships with the United States. In the case of a
payment of proceeds from the disposition of Class A ordinary shares to or through a non-US office of a broker that is either a US person or such a US-related person, US Treasury regulations
require information reporting (but not backup withholding) on the payment unless the broker has documentary evidence in its files that the Non-US Holder is not a US person and the broker has no
knowledge to the contrary.

Backup
withholding is not an additional tax. Any amounts withheld under the backup withholding rules will be allowed as a refund or a credit against a Non-US Holder's US federal income
tax liability, provided the required information is timely furnished to the IRS.

Foreign Account Tax Compliance Act

Legislation incorporating provisions referred to as the Foreign Account Tax Compliance Act ("FATCA") was enacted on 18 March
2010. Pursuant to FATCA, withholding taxes may apply to certain types of payments made to "foreign financial institutions" (as defined under those
rules) and certain other non-US entities. The failure to comply with additional certification, information reporting and other specified requirements could result in a withholding tax being imposed on
payments of dividends and sales proceeds to foreign intermediaries and certain Non-US Holders. A 30% withholding tax may be imposed on dividends on, or gross proceeds from the sale or other
disposition of, our Class A ordinary shares paid to a foreign financial institution or to a non-financial foreign entity, unless (i) the

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foreign
financial institution undertakes certain diligence and reporting obligations, (ii) the non-financial foreign entity either certifies it does not have any substantial US owners or
furnishes identifying information regarding each substantial US owner, or (iii) the foreign financial institution or non-financial foreign entity otherwise qualifies for an exemption from these
rules. If the payee is a foreign financial institution and is subject to the diligence and reporting requirements in clause (i) above, it generally must enter into an agreement with the US
Treasury requiring, among other things, that it undertake to identify accounts held by certain US persons or US-owned foreign entities, annually report certain information about such accounts and
withhold 30% on payments to non-compliant foreign financial institutions and certain other account holders. Foreign financial institutions located in jurisdictions that have an intergovernmental
agreement with the United States concerning FATCA may be subject to different rules.

Under
the applicable Treasury regulations and administrative guidance, the withholding provisions described above generally apply to payments of dividends on our Class A ordinary
shares, and also will apply on or after 1 January 2019 to payments of gross proceeds from a sale or other disposition of Class A ordinary shares. Prospective investors are encouraged to
consult their tax advisors regarding the potential application of withholding under FATCA to an investment in our Class A ordinary shares.

Material Cayman Islands Tax Considerations

There is, at present, no direct taxation in the Cayman Islands and interest, dividends and gains payable to the Company will be
received free of all Cayman Islands taxes. The Company has received an undertaking from the Governor in Cabinet of the Cayman Islands to the effect that, for a period of twenty years from the date of
such undertaking, no law that thereafter is enacted in the Cayman Islands imposing any tax or duty to be levied on profits, income or on gains or appreciation, or any tax in the nature of estate duty
or inheritance tax, will apply to any property comprised in or any income arising under the Company, or to the shareholders thereof, in respect of any such property or income.

F.     DIVIDENDS AND PAYING AGENTS

American Stock Transfer & Trust Company is the paying agent for any dividends payable on our Class A ordinary shares and Class B ordinary
shares in the United States.

While
our dividend policy contemplates a semi-annual dividend, we have no specific procedure for setting the date of any dividend entitlement, though we will set a record date for stock
ownership to determine entitlement to any dividends that may be declared from time to time, in accordance with applicable laws, rules and regulations. The declaration and payment of future semi-annual
dividends, if any, will be at the sole discretion of our board of directors or a committee thereof based on its consideration of numerous factors, including our operating results, financial condition
and anticipated capital requirements and the additional factors discussed above. See "Item 8. Financial InformationA. Consolidated Financial Statements and Other Financial
InformationDividend Policy."

G.    STATEMENTS BY EXPERTS

Not applicable.

H.    DOCUMENTS ON DISPLAY

You may read and copy any reports or other information that we file at the SEC's Public Reference Room at 100 F Street, N.E., Washington, D.C. 20549.
Information on the operation of the Public Reference Room may be obtained by calling the SEC at 1-800-SEC-0330. In addition, the SEC maintains an Internet website that contains reports, proxy
statements and other information about issuers, like us, that file electronically with the SEC. The address of that site is www.sec.gov.

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We
also make available on our website, free of charge, our annual reports on Form 20-F and the text of our reports on Form 6-K, including any amendments to these reports,
as well as certain other SEC
filings, as soon as reasonably practicable after they are electronically filed with or furnished to the SEC. Our website address is www.manutd.com. The information contained on our website is not
incorporated by reference in this document.

ITEM 11.    QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

Market Risk

Our operations are exposed to a variety of financial risks that include currency risk, interest rate risk and cash flow risk. We review
and agree policies for managing these risks, which are then implemented by our finance department. Please refer to note 31 to our audited consolidated financial statements as of 30 June
2016 and 2015 and for the years ended 30 June 2016, 2015 and 2014 included elsewhere in this Annual Report for a fuller quantitative and qualitative discussion on the market risks to which we
are subject and our policies with respect to managing those risks. The policies are summarized below:

Currency risk

We are exposed to both translational and transactional risk of fluctuations in foreign exchange rates. A significant currency risk we
face relates to the revenue received in Euros as a result of participation in European competitions. We seek to hedge economically the majority of the currency risk of this revenue by placing forward
contracts at the point at which it becomes reasonably certain that we will receive the revenue.

We
also receive a significant amount of sponsorship revenue denominated in US dollars. We seek to hedge the foreign exchange risk on future US dollar revenues whenever possible using our
US dollar net borrowings as the hedging instrument. The foreign exchange gains or losses arising on retranslation of our US dollar net borrowings used in the hedge are initially recognized in other
comprehensive income, rather than being recognized in the income statement immediately. Amounts previously
recognized in other comprehensive income and accumulated in a hedging reserve are subsequently reclassified into the income statement in the same accounting period, and within the same income
statement line (i.e. Commercial revenue), as the underlying future US dollar revenues. The foreign exchange gains or losses arising on re-translation of our unhedged US dollar borrowings are
recognized in the income statement immediately.

As
of 30 June 2016, the amount accumulated in the hedging reserve relating to the above hedge was a debit of £41.0 million (this amount is stated gross before
deducting related tax).

Based
on exchange rates existing as of 30 June 2016, a 10% appreciation of pounds sterling compared to the US dollar would have resulted in a credit to the hedging reserve of
approximately £26.9 million for the year ended 30 June 2016. Conversely, a 10% depreciation of pounds sterling compared to the US dollar would have resulted in a debit to the
hedging reserve of approximately £32.9 million for the year ended 30 June 2016.

Payment
and receipts of transfer fees may also give rise to foreign currency exposures. Due to the nature of player transfers we may not always be able to predict such cash flow until
the transfer has taken place. Where possible and depending on the payment profile of transfer fees payable and receivable we will seek to economically hedge future payments and receipts at the point
it becomes reasonably certain that the payments will be made or the revenue will be received. When hedging revenue to be received, we also take account of the credit risk of the counterparty.

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Interest rate risk

Our interest rate risk relates to changes in interest rates for borrowings. Borrowings issued at variable interest rates expose us to
cash flow interest rate risk. Borrowings issued at fixed rates expose us to fair value interest rate risk. Our borrowings under our revolving facility, our secured term loan facility and our Alderley
facility bear interest at variable rates. As of 30 June 2016, we had £166.0 million of variable rate indebtedness outstanding under our secured term loan facility and
£4.6 million of variable rate indebtedness outstanding under our Alderley credit facility. We manage our cash flow interest rate risk, where appropriate, using interest rate swaps
at contract lengths consistent with the repayment schedule of the borrowings. Such interest rate swaps have the economic effect of converting borrowings from floating rates to fixed rates.
Consequently, a
hypothetical one percentage point increase in interest rates on our variable rate indebtedness would not have a material impact on our annual interest expense.

Other
than as disclosed herein, we have no additional hedging policies.

Derivative Financial Instruments

Foreign currency forward contracts

We enter into foreign currency forward contracts to purchase and sell foreign currency in order to minimize the impact of currency
movements on our financial performance primarily for our exposure to Broadcasting revenue received in Euros for our participation in European competitions and Commercial revenue received in US dollars
for certain sponsorship contracts.

Interest rate swaps

We have interest rate swaps in place in respect of our secured term loan facility. As of 30 June 2016, the fair value of
outstanding interest rate swaps was a net liability of £9.7 million.

Embedded foreign exchange derivatives

We have a number of currency based embedded derivatives in host Commercial revenue contracts. These are separately recognized in the
financial statements at fair value since they are not closely related to the host contract. As of 30 June 2016, the fair value of such derivatives was a net asset of
£5.2 million.

ITEM 12.    DESCRIPTION OF SECURITIES OTHER THAN EQUITY SECURITIES

A.    DEBT SECURITIES

Not applicable.

B.    WARRANTS AND RIGHTS

Not applicable.

C.    OTHER SECURITIES

Not applicable.

D.    AMERICAN DEPOSITARY SHARES

Not applicable.

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PART II

ITEM 13.    DEFAULTS, DIVIDEND ARREARAGES AND DELINQUENCIES

None.

ITEM 14.    MATERIAL MODIFICATIONS TO THE RIGHTS OF SECURITY HOLDERS AND USE OF PROCEEDS

None.

ITEM 15.    CONTROLS AND PROCEDURES

We have carried out an evaluation of the effectiveness of the design and operation of our disclosure controls and procedures (as such
term is defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934) under the supervision and the participation of the executive board of management, which is
responsible for the management of the internal controls, and which includes the Principal Executive Officer and the Principal Financial Officer. There are inherent limitations to the effectiveness of
any system of disclosure controls and procedures, including the possibility of human error and the circumvention or overriding of the controls and procedures. Accordingly, even effective disclosure
controls and procedures can only provide reasonable assurance of achieving their control objectives. Based upon our evaluation as of 30 June 2016, the Principal Executive Officer and Principal
Financial Officer have concluded that the disclosure controls and procedures (i) were effective at a reasonable level of assurance as of the end of the period covered by this Annual Report on
Form 20-F in ensuring that information required to be recorded, processed, summarized and reported in the reports that are filed or submitted under the Exchange Act, is recorded, processed,
summarized and reported within the time periods specified in the Commission's rules and forms and (ii) were effective at a reasonable level of assurance as of the end of the period covered by
this Annual Report on Form 20-F in ensuring that information to be disclosed in the reports that are filed or submitted under the Exchange Act is accumulated and communicated to the management
of the Company, including the Principal Executive Officer and the Principal Financial Officer, to allow timely decisions regarding required disclosure.

Management's Annual Report on Internal Control over Financial Reporting

Our executive board of management is responsible for establishing and maintaining adequate internal control over financial reporting.
Our internal control over financial reporting is a process designed, under the supervision of the Principal Executive Officer and the Principal Financial Officer, to provide reasonable assurance
regarding the reliability of financial reporting and the preparation of our financial statements for external reporting purposes in accordance with generally accepted accounting principles.

Our
internal control over financial reporting includes policies and procedures that pertain to the maintenance of records that, in reasonable detail, accurately and fairly, reflect
transactions and dispositions of assets, provide reasonable assurance that transactions are recorded in the manner necessary to permit the preparation of financial statements in accordance with
generally accepted accounting principles, and that receipts and expenditures are only carried out in accordance with the authorization of our executive board of management and directors, and provide
reasonable assurance regarding the prevention or timely detection of any unauthorized acquisition, use or disposition of our assets and that could have a material effect on our financial statements.

Because
of its inherent limitations, internal control over financial reporting may not prevent or detect all misstatements. Moreover, projections of any evaluation of the effectiveness
of internal control

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to
future periods are subject to a risk that controls may become inadequate because of changes in conditions and that the degree of compliance with the policies or procedures may deteriorate.

Our
executive board of management has assessed the effectiveness of internal control over financial reporting based on the Internal ControlIntegrated Framework issued by the
Committee of Sponsoring Organizations of the Treadway Commission (COSO) 2013. Based on this assessment, our executive board of management has concluded that our internal control over financial
reporting as of 30 June 2016 was effective.

This
Annual Report does not include an attestation report of the Company's registered public accounting firm because we qualify as an emerging growth company and, as such, are exempt
from such attestation.

Changes in Internal Control over Financial Reporting

During the period covered by this report, we have not made any change to our internal control over financial reporting that have
materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

ITEM 16A.    AUDIT COMMITTEE FINANCIAL EXPERT

Our board of directors has determined that Mr. Robert Leitão satisfies the "independence" requirements set forth
in Rule 10A-3 under the Exchange Act. Our board of directors has also determined that Mr. Robert Leitão is an "audit committee financial expert" as defined in
Item 16A of Form 20-F under the Exchange Act.

ITEM 16B.    CODE OF ETHICS

We have adopted a Code of Business Conduct and Ethics that applies to all our employees, officers and directors, including our
principal executive, principal financial and principal accounting officers. Our code of Business Conduct and Ethics addresses, among other things, competition and fair dealing, conflicts of interest,
financial matters and external reporting, company funds and assets, confidentiality and corporate opportunity requirements and the process for reporting violations of the Code of Business Conduct and
Ethics, employee misconduct, conflicts of interest or other violations. Our Code of Business Conduct and Ethics is intended to meet the definition of "code of ethics" under Item 16B of 20-F
under the Exchange Act.

Our
Code of Business Conduct and Ethics is available on our website at http://ir.manutd.com/. The information contained on our website is not incorporated by reference in this Annual
Report.

ITEM 16C.    PRINCIPAL ACCOUNTANT FEES AND SERVICES

PricewaterhouseCoopers LLP ("PwC") acted as our independent auditor for the fiscal years ended 30 June 2016 and 2015. The
table below sets out the total amount billed to us by PwC, for services performed in the years ended 30 June 2016 and 2015, and breaks down these amounts by category of service:

2016
£'000

2015
£'000Audit Fees


462


405Tax Fees


690


243All Other Fees


143


609​
​
​
​
​
​
​
​Total


1,295


1,257​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


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Audit Fees

Audit fees for the years ended 30 June 2016 and 2015 were related to the audit of our consolidated and subsidiary financial
statements and other audit or interim review services provided in connection with statutory and regulatory filings or engagements.

Tax Fees

Tax fees for the years ended 30 June 2016 and 2015 were related to tax compliance and tax planning services.

All Other Fees

All other fees in the year ended 30 June 2016 related to services in connection with corporate compliance matters.

All
other fees in the year ended 30 June 2015 were related to professional services rendered in connection with public sales of our Class A ordinary shares by Red
Football LLC and the Edward S. Glazer Irrevocable Exempt Trust, the debt refinancing in June 2015 and other corporate compliance matters.

Pre-Approval Policies and Procedures

The advance approval of the Audit Committee or members thereof, to whom approval authority has been delegated, is required for all
audit and non-audit services provided by our auditors.

All
services provided by our auditors are approved in advance by either the Audit Committee or members thereof, to whom authority has been delegated, in accordance with the Audit
Committee's pre-approval policy.

ITEM 16D.    EXEMPTIONS FROM THE LISTING STANDARDS FOR AUDIT COMMITTEES

Not applicable.

ITEM 16E.    PURCHASES OF EQUITY SECURITIES BY THE ISSUER

Not applicable.

ITEM 16F.    CHANGE IN REGISTRANT'S CERTIFYING ACCOUNTANT

None.

ITEM 16G.    CORPORATE GOVERNANCE

Our Class A ordinary shares are listed on the New York Stock Exchange. We believe the following to be the significant
differences between our corporate governance practices and those applicable to US companies under the New York Stock Exchange listing standards.

In
general, under the New York Stock Exchange corporate governance standards, foreign private issuers, as defined under the Exchange Act, are permitted to follow home country corporate
governance practices instead of the corporate governance practices of the New York Stock Exchange. Accordingly, we follow certain corporate governance practices of our home country, the Cayman
Islands, in lieu of certain of the corporate governance requirements of the New York Stock Exchange. Specifically, we do not have a board of directors composed of a majority of independent directors
or a remuneration committee or nominating and corporate governance committee composed entirely of independent directors.

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In
the event we no longer qualify as a foreign private issuer, we intend to rely on the "controlled company" exemption under the New York Stock Exchange corporate governance rules. A
"controlled company" under the New York Stock Exchange corporate governance rules is a company of which more than 50% of the voting power is held by an individual, group or another company. Our
principal shareholder controls a majority of the combined voting power of our outstanding ordinary shares, and our principal shareholder is able to nominate a majority of directors for election to our
board of directors. Accordingly, we are eligible to, and, in the event we no longer qualify as a foreign private issuer, we intend to, take advantage of certain exemptions under the New York Stock
Exchange corporate governance rules including exemptions from the requirements that a majority of the directors on our board of directors are independent directors and the requirement that our
remuneration committee and our nominating and corporate governance committee consist entirely of independent directors.

The
foreign private issuer exemption and the "controlled company" exemption do not modify the independence requirements for the audit committee, and we comply with the requirements of
the Sarbanes-Oxley Act and the New York Stock Exchange rules, which require that our audit committee be composed of three independent directors.

If
at any time we cease to be a "controlled company" or a "foreign private issuer" under the rules of the New York Stock Exchange and the Exchange Act, as applicable, our board of
directors will take all action necessary to comply with the New York Stock Exchange corporate governance rules.

Due
to our status as a foreign private issuer and our intent to follow certain home country corporate governance practices, our shareholders do not have the same protections afforded to
shareholders of companies that are subject to all the New York Stock Exchange corporate governance standards.

ITEM 16H.    MINE SAFETY DISCLOSURE

Not applicable.

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PART III

ITEM 17.    FINANCIAL STATEMENTS

Not applicable.

ITEM 18.    FINANCIAL STATEMENTS

The audited consolidated financial statements as required under Item 18 are attached hereto starting on page F-1 of this
Annual Report. The audit report of PricewaterhouseCoopers LLP, independent registered public accounting firm, is included herein preceding the audited consolidated financial statements.

ITEM 19.    EXHIBITS

The following exhibits are filed as part of this Annual Report:

1.1

Amended and Restated Memorandum and Articles of Association of Manchester United plc dated as of 8 August 2012 (included as Exhibit 3.1 to our Registration Statement on Form F-1/A (File
No. 333-182535), filed with the SEC on 30 July 2012, as amended).2.1

Specimen Ordinary Share Certificate of Manchester United plc (included as Exhibit 4.1 to our Registration Statement on Form F-1/A (File No. 333-182535), filed with the SEC on 30 July 2012, as
amended).4.1

Agreement, dated 19 May 2008, between The Royal Bank of Scotland plc, as agent for National Westminster Bank plc, and Alderley Urban Investments (included as Exhibit 10.3 to our Registration
Statement on Form F-1/A (File No. 333-182535), filed with the SEC on 16 July 2012, as amended).4.2

Amendment and Restatement Agreement relating to the Secured Term Facility, dated 11 August 2014, between Red Football Limited and Bank of America, N.A., as Agent and Original Lender (included as Exhibit 4.1
to our Report on Form 6-K (File No. 001-35627), filed with the SEC on 12 August 2014).4.3

Amendment and Restatement Agreement relating to the Secured Term Facility, dated 15 May 2015, among Red Football Limited, Bank of America, N.A., as Original Agent, and Bank of America Merrill Lynch International
Limited, as Agent and Lender (included as Exhibit 10.1 to our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.4

Revolving Facilities Agreement, dated 22 May 2015, among Red Football Limited, MU Finance plc, the guarantors party thereto, Bank of America, N.A., as Arranger, the Original Lenders named therein, and
Bank of America Merrill Lynch International Limited, as Agent and Security Trustee (included as Exhibit 10.2 to our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.5

Note Purchase Agreement, dated 27 May 2015, among MU Finance plc, the guarantors party thereto, the purchasers listed therein and the Bank of New York Mellon, as Paying Agent (included as
Exhibit 4.3 to our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.6

Term Facility Amendment Letter, dated 26 June 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 10.3 to our Registration
Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).


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4.7

Second Term Facility Amendment Letter, dated 11 September 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 4.7 to our Annual
Report on Form 20-F (File No. 333-183277), filed with the SEC on 15 October 2015).4.8

Revolving Facilities Amendment Letter, dated 7 October 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 4.8 to our Annual Report
on Form 20-F (File No. 333-183277), filed with the SEC on 15 October 2015).4.9

2012 Equity Incentive Award Plan (included as Exhibit 4.2 to our Registration Statement on Form S-8 (File No. 333-183277), filed with the SEC on 13 August 2012).4.10

Premier League Handbook, Season 2015/16 (included as Exhibit 4.6 to our Annual Report on Form 20-F (File No. 001-35627), filed with the SEC on 15 October 2015).4.11

Premier League Handbook, Season 2016/17.8.1

List of significant subsidiaries (included in note 33 to our audited consolidated financial statements included in this Annual Report).12.1

Rule 13a-14(a)/15d-14(a) Certification of Principal Executive Officer.12.2

Rule 13a-14(a)/15d-14(a) Certification of Principal Financial Officer.13.1

Certification of Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.13.2

Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.15.1

Consent of PricewaterhouseCoopers LLP.


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Index to Consolidated financial statements



Report of Independent Registered Public Accounting Firm

F-2Consolidated income statement for the years ended 30 June 2016, 2015
and 2014

F-3Consolidated statement of comprehensive income for the
years ended 30 June 2016, 2015 and 2014

F-4Consolidated balance sheet as at 30 June 2016 and 2015

F-5Consolidated statement of changes in equity for the years
ended 30 June 2016, 2015 and 2014

F-7Consolidated statement of cash flows for the years ended
30 June 2016, 2015 and 2014

F-8Notes to the consolidated financial
statements

F-9


F-1

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Table of Contents

Report of Independent Registered Public Accounting Firm

To
the Board of Directors and Shareholders of Manchester United plc

In
our opinion, the accompanying consolidated balance sheet and the related consolidated income statement, consolidated statements of comprehensive income, of changes in equity and of
cash flows present fairly, in all material respects, the financial position of Manchester United plc and its subsidiaries as of 30 June 2016 and 2015, and the results of their operations
and their cash flows for each of the three years in the period ended 30 June 2016 in conformity with International Financial Reporting Standards as issued by the International Accounting
Standards Board. These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on these financial statements based on our audits. We
conducted our audits of these statements
in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing
the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our
opinion.

/s/
PricewaterhouseCoopers LLP

Manchester,
United Kingdom

15 September
2016

F-2

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Table of Contents

Consolidated income statement

Year ended 30 JuneNote

2016
£'000

2015
£'000

2014
£'000Revenue

4


515,345


395,178


433,164Operating expenses

5


(436,709
)

(387,179
)

(372,240
)(Loss)/profit on disposal of intangible assets

8


(9,786
)

23,649


6,991​
​
​
​
​
​
​
​
​
​
​
​
​Operating profit




68,850


31,648


67,915​
​
​
​
​
​
​
​
​
​
​
​
​Finance costs




(20,459
)

(35,419
)

(27,668
)Finance income




442


204


256​
​
​
​
​
​
​
​
​
​
​
​
​Net finance costs

9


(20,017
)

(35,215
)

(27,412
)​
​
​
​
​
​
​
​
​
​
​
​
​Profit/(loss) on ordinary activities before tax




48,833


(3,567
)

40,503Tax (expense)/credit

10


(12,462
)

2,672


(16,668
)​
​
​
​
​
​
​
​
​
​
​
​
​Profit/(loss) for the year attributable to owners of the parent




36,371


(895
)

23,835​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​Earnings/(loss) per share attributable to owners of the parent during the yearBasic earnings/(loss) per share (pence)

11


22.19


(0.55
)

14.55Diluted earnings/(loss) per share (pence)(1)

11


22.13


(0.55
)

14.54​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​


(1)For
the year ended 30 June 2015, potential ordinary shares are anti-dilutive, as their inclusion in the diluted loss per share calculation would
reduce the loss per share, and hence have been excluded. For the years ended 30 June 2016 and 2014, potential ordinary shares have been treated as dilutive, as their inclusion in the diluted
earnings per share calculation decreases earnings per share.




See accompanying notes to the consolidated financial statements.

F-3

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Table of Contents

Consolidated statement of comprehensive income

Year ended 30 June2016
£'000

2015
£'000

2014
£'000Profit/(loss) for the year


36,371


(895
)

23,835​
​
​
​
​
​
​
​
​
​
​Other comprehensive (loss)/income:Items that may be subsequently reclassified to profit or lossFair value movements on cash flow hedges (note 31.2)


(58,025
)

(32,602
)

39,643Tax credit/(expense) relating to cash flow hedges (note 31.2)


20,307


11,413


(13,956
)Exchange gain on translation of overseas subsidiary








46Tax expense relating to translation of overseas subsidiary








(16
)​
​
​
​
​
​
​
​
​
​
​Other comprehensive (loss)/income for the year, net of tax


(37,718
)

(21,189
)

25,717​
​
​
​
​
​
​
​
​
​
​Total comprehensive (loss)/income for the year attributable to owners of the parent


(1,347
)

(22,084
)

49,552​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​




See accompanying notes to the consolidated financial statements.

F-4

---





Table of Contents

Consolidated balance sheet

As of 30 JuneNote

2016
£'000

2015
£'000ASSETSNon-current assetsProperty, plant and equipment

13


245,714


250,626Investment property

14


13,447


13,559Intangible assets

15


665,634


660,397Derivative financial instruments

18


3,760


Trade and other receivables

19


11,223


3,836Deferred tax asset

25


145,460


133,640​
​
​
​
​
​
​
​
​
​1,085,238


1,062,058​
​
​
​
​
​
​
​
​
​Current assetsInventories

16


926


Derivative financial instruments

18


7,888


27Trade and other receivables

19


128,657


83,627Tax receivable







124Cash and cash equivalents

20


229,194


155,752​
​
​
​
​
​
​
​
​
​366,665


239,530​
​
​
​
​
​
​
​
​
​Total assets




1,451,903


1,301,588​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​




See accompanying notes to the consolidated financial statements.

F-5

---



Table of Contents

Consolidated balance sheet (continued)

As of 30 JuneNote

2016
£'000

2015
£'000EQUITY AND LIABILITIESEquityShare capital

21


52


52Share premium




68,822


68,822Merger reserve




249,030


249,030Hedging reserve




(32,989
)

4,729Retained earnings




173,367


155,285​
​
​
​
​
​
​
​
​
​458,282


477,918​
​
​
​
​
​
​
​
​
​Non-current liabilitiesDerivative financial instruments

18


10,637


2,769Trade and other payables

23


41,450


48,078Borrowings

24


484,528


410,482Deferred revenue




38,899


21,583Deferred tax liabilities

25


14,364


17,311​
​
​
​
​
​
​
​
​
​589,878


500,223​
​
​
​
​
​
​
​
​
​Current liabilitiesDerivative financial instruments

18


2,800


2,966Tax liabilities




6,867


2,105Trade and other payables

23


199,668


131,283Borrowings

24


5,564


485Deferred revenue




188,844


186,608​
​
​
​
​
​
​
​
​
​403,743


323,447​
​
​
​
​
​
​
​
​
​Total equity and liabilities




1,451,903


1,301,588​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​




See accompanying notes to the consolidated financial statements.

F-6

---





Table of Contents

Consolidated statement of changes in equity

Share
capital
£'000

Share
premium
£'000

Merger
reserve
£'000

Hedging
reserve
£'000

Retained
earnings
£'000

Total
equity
£'000Balance at 1 July 2013


52


68,822


249,030


231


129,825


447,960​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Profit for the year














23,835


23,835Cash flow hedges











39,643





39,643Tax expense relating to cash flow hedges











(13,956
)




(13,956
)Currency translation differences














46


46Tax expense relating to currency translation differences














(16
)

(16
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive income for the year











25,687


23,865


49,552Equity-settled share-based payments (note 22)














1,138


1,138​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2014


52


68,822


249,030


25,918


154,828


498,650​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Loss for the year














(895
)

(895
)Cash flow hedges











(32,602
)




(32,602
)Tax credit relating to cash flow hedges











11,413





11,413​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive loss for the year











(21,189
)

(895
)

(22,084
)Equity-settled share-based payments (note 22)














1,352


1,352​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2015


52


68,822


249,030


4,729


155,285


477,918​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Profit for the year














36,371


36,371Cash flow hedges











(58,025
)




(58,025
)Tax credit relating to cash flow hedges











20,307





20,307​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive (loss)/income for the year











(37,718
)

36,371


(1,347
)Equity-settled share-based payments (note 22)














1,795


1,795Dividends paid (note 12)














(20,084
)

(20,084
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2016


52


68,822


249,030


(32,989
)

173,367


458,282​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​


Movements
on the hedging reserve are provided in note 31.2.



See accompanying notes to the consolidated financial statements.

F-7

---





Table of Contents

Consolidated statement of cash flows

Year ended 30 JuneNote

2016
£'000

2015
£'000

2014
£'000Cash flows from operating activitiesCash generated from operations


26


200,864


195,021


101,704Interest paid





(13,219
)

(42,624
)

(27,669
)Debt finance costs relating to borrowings








(6,508
)

(123
)Interest received





487


502


254Tax paid





(2,040
)

(2,466
)

(1,375
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net cash generated from operating activities





186,092


143,925


72,791​
​
​
​
​
​
​
​
​
​
​
​
​
​Cash flows from investing activitiesPayments for property, plant and equipment





(5,101
)

(5,466
)

(10,847
)Proceeds from sale of property, plant and equipment





19





50Payments for intangible assets





(138,095
)

(117,446
)

(92,942
)Proceeds from sale of intangible assets





38,357


20,649


14,025​
​
​
​
​
​
​
​
​
​
​
​
​
​Net cash used in investing activities





(104,820
)

(102,263
)

(89,714
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Cash flows from financing activitiesProceeds from borrowings








272,539


Repayment of borrowings





(371
)

(227,950
)

(4,997
)Dividends paid





(20,084
)




​
​
​
​
​
​
​
​
​
​
​
​
​
​Net cash (used in)/generated from financing activities





(20,455
)

44,589


(4,997
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net increase/(decrease) in cash and cash equivalents





60,817


86,251


(21,920
)Cash and cash equivalents at beginning of year





155,752


66,365


94,433Effects of exchange rate changes on cash and cash equivalents





12,625


3,136


(6,148
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Cash and cash equivalents at end of year


20


229,194


155,752


66,365​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​




See accompanying notes to the consolidated financial statements.

F-8

---





Table of Contents

Notes to the consolidated financial statements

1 General information

Manchester United plc (the "Company") and its subsidiaries (together the "Group") is a professional football club together with related and ancillary activities. The Company
incorporated under the Companies Law (2011 Revision) of the Cayman Islands, as amended and restated from time to time. The address of its principal executive office is Sir Matt Busby Way, Old
Trafford, Manchester M16 0RA, United Kingdom. The Company's shares are listed on the New York Stock Exchange.

These
financial statements are presented in pounds sterling and all values are rounded to the nearest thousand (£'000) except when otherwise indicated.

These
financial statements were approved by the Audit Committee on 15 September 2016.

2 Summary of significant accounting policies

The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the years
presented.

2.1   Basis of preparation

The consolidated financial statements of Manchester United plc have been prepared on a going concern basis and in accordance with International Financial
Reporting Standards ("IFRS"), as issued by the International Accounting Standards Board ("IASB") and IFRS Interpretations Committee ("IFRS IC") interpretations. The consolidated financial statements
have been prepared under the historical cost convention, as modified by the revaluation of certain financial assets and liabilities (including derivative financial instruments) which are recognized at
fair value through profit and loss, unless cash flow hedge accounting applies.

2.1.1  Changes in accounting policy and disclosures

a)    New and amended standards and interpretations adopted by the Group.

The Group has adopted the following new and amended IFRS standards and interpretations for the first time for the financial year beginning on 1 July 2015.
None of these had a material impact on the consolidated financial statements of the Group.



b)    New and amended standards and interpretations not yet adopted

The following new standards, amendments to standards and interpretations are not yet effective and have not been applied in preparing these consolidated financial
statements. Adoption may affect the disclosures in the Group's financial statements in the future. The adoption of these standards, amendments and interpretations is not expected to have a material
impact on the consolidated financial statements of the Group, except as set out below.



F-9

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)



There
are no other IFRSs or IFRS IC interpretations that are not yet effective that would be expected to have a material impact on the Group.

2.2   Basis of consolidation

Subsidiaries are all entities over which the Group has control. The Group controls an entity when the Group is exposed to, or has rights to, variable returns from
its involvement with the entity and has the ability to affect those returns through its power over the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the
Group. They are deconsolidated from the date that control ceases.

The
Group applies the acquisition method to account for business combinations. The consideration transferred for the acquisition of a subsidiary is the fair values of the assets
transferred, the liabilities incurred to the former owners of the acquiree and the equity interests issued by the Group. The consideration transferred includes the fair value of any asset or liability
resulting from a contingent consideration arrangement. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair
values at the acquisition date. The Group recognizes any non-controlling interest in the acquiree on an acquisition by acquisition basis, either at fair value or at the non-controlling interest's
proportionate share of the recognized amounts of the acquiree's identifiable net assets.

Acquisition
costs are expensed as incurred.

The
excess of the consideration transferred, the amount of any non-controlling interest in the acquiree and the acquisition date fair value of any previous interest in the acquiree over
the fair value of the identifiable net assets acquired is recorded as goodwill. If the total consideration transferred, non-controlling interest recognized and previously held interest measured is
less than the fair value of the net assets of the subsidiary acquired in the case of a bargain purchase, the difference is recognized directly in the income statement.

F-10

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

Intercompany
transactions, balances and unrealized gains and losses on transactions between Group companies are eliminated. Accounting policies of subsidiaries have been changed where
necessary to ensure consistency with the policies adopted by the Group.

2.3   Segment reporting

The Group has one reportable segment, being the operation of a professional football club. The Chief Operating Decision Maker (being the Board and executive
officers of Manchester United plc), who is responsible for allocating resources and assessing performance obtains financial information, being the Consolidated income statement, Consolidated
balance sheet and Consolidated statement of cash flows, and the analysis of changes in net debt, about the Group as a whole. The Group has investment property, however, this is not considered to be a
material business segment and is therefore not reported as such.

2.4   Foreign currency translation

a)    Functional and presentation currency

Items included in the financial statements of each of the Group's entities are measured using the currency of the primary economic environment in which the entity
operates (the "functional currency"). The consolidated financial statements are presented in pounds sterling which is the Company's and its subsidiaries functional currency, with the exception of
Manchester United Commercial Enterprises (Ireland) Limited whose functional currency is the Euro.

b)    Transactions and balances

Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions or valuation where
items are re-measured. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities
denominated in foreign currencies are recognized in the income statement, except when deferred in other comprehensive income as qualifying cash flow hedges. Foreign exchange gains and losses that
relate to unhedged borrowings are presented in the income statement within finance costs or income. All other foreign exchange gains and losses are presented in the income statement within operating
expenses.

c)     Translation of overseas net assets

The results and financial position of all the Group entities (none of which has the currency of a hyperinflationary economy) that have a functional currency
different from the presentational currency are translated into the presentational currency as follows:



F-11

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)



On
disposal of a foreign operation any cumulative exchange differences held in equity are reclassified to the income statement.

d)    Exchange rates

The most important exchange rates per £1.00 that have been used in preparing the financial statements are:

Closing rate

Average rate2016

2015

2014

2016

2015

2014Euro


1.2009


1.4102


1.2491


1.3363


1.3180


1.2002US Dollar


1.3332


1.5712


1.7097


1.4774


1.5815


1.6275


2.5   Revenue recognition

Revenue is measured at the fair value of consideration received or receivable from the Group's principal activities excluding transfer fees and value added tax.
The Group's principal revenue streams are Commercial, Broadcasting and Matchday. The Group recognizes revenue when the amount of revenue can be reliably measured, it is probable that future economic
benefits will flow to the entity and when specific criteria have been met for each of the Group's activities as described below.

a)    Commercial

Commercial revenue (whether settled in cash or value in kind) comprises revenue receivable from the exploitation of the Manchester United brand through
sponsorship and other commercial agreements, including minimum guaranteed revenue, revenue receivable from retailing Manchester United branded merchandise in the UK and licensing the manufacture,
distribution and sale of such goods globally, and fees for the Manchester United first team undertaking tours.

For
sponsorship contracts any additional revenue receivable over and above the minimum guaranteed revenue contained in the sponsorship and licensing agreements is taken to revenue when a
reliable estimate of the future performance of the contract can be obtained and it is probable that the amounts will not be recouped by the sponsor in future years.

Revenue
is recognized over the term of the sponsorship agreement in line with the performance obligations included within the contract and based on the sponsorship rights enjoyed by the
individual sponsor. In instances where the sponsorship rights remain the same over the duration of the contract, revenue is recognized on a straight-line basis. In respect of contracts with multiple
elements, the Group allocates the total consideration receivable to each separately identifiable element based on their relative fair values, and then recognizes the allocated revenue on a
straight-line basis over the relevant period of each element.

The
Group has a 10-year agreement with adidas which began on 1 August 2015. The minimum guarantee payable by adidas over the term of the agreement is
£750 million, subject to certain adjustments. Payments due in a particular year may increase if the club's first team wins the Premier League, FA Cup or Champions League, or
decrease if the club's first team fails to participate in the Champions League for two or more consecutive seasons with the maximum possible increase being £

F-12

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

4 million
per year and the maximum possible reduction being 30% of the applicable payment for that year. Revenue is currently being recognized based on management's estimate that the full
minimum guarantee amount will be received, as management does not expect two consecutive seasons of non-participation in the Champions League.

Retail
revenue is recognized at the point of sale while license revenue is recognized in the period in which the goods and services are provided.

Mobile &
content revenue is recognized over the term of the commercial agreement in line with the performance obligations included within the contract and based on the commercial
rights enjoyed by the individual partner. In instances where the commercial rights remain the same over the duration of the contract, revenue is recognized on a straight-line basis.

Commercial
revenue which is received in advance of a period end but relating to future periods is treated as deferred revenue. The deferred revenue is then released to revenue on an
accruals basis in accordance with the substance of the relevant agreements.

b)    Broadcasting

Broadcasting revenue represents revenue receivable from all UK and overseas broadcasting contracts, including contracts negotiated centrally by the FA Premier
League and UEFA.

Distributions
from the FA Premier League comprise a fixed element (which is recognized evenly as domestic home league matches are played), facility fees for live coverage and highlights
of domestic home and away matches (which are recognized when the respective match is played), and merit awards (which are only recognized when they are known at the end of each football season).

Distributions
from UEFA relating to participation in European cup competitions comprise market pool payments (which are recognized over the matches played in the competition, a portion
of which reflects Manchester United's performance relative to the other FA Premier League clubs in the competition) and fixed amounts for participation in individual matches (which are recognized when
the matches are played).

Broadcasting
revenue which is received in advance of a period end but relating to future periods is treated as deferred revenue. The deferred revenue is then released to revenue on an
accruals basis in accordance with the substance of the relevant agreements.

c)     Matchday

Matchday revenue is recognized based on matches played throughout the year with revenue from each match being recognized only when the match has been played.
Revenue from related activities such as Conference and Events or the Museum is recognized as the event or service is provided or the facility is used.

Matchday
revenue includes revenue receivable from all domestic and European match day activities from Manchester United games at Old Trafford, together with the Group's share of gate
receipts from cup matches not played at Old Trafford (where applicable), and fees for arranging other events at the Old Trafford stadium. The share of gate receipts payable to the other participating
club and
competition organiser for cup matches played at Old Trafford (where applicable) is treated as an operating expense.

F-13

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

Matchday
revenue which is received in advance of a period end but relating to future periods (mainly the sale of seasonal facilities for first team matches at Old Trafford) is treated as
deferred revenue. The deferred revenue is then released to revenue as the matches are played.

d)    Finance income

Finance income is recognized using the effective interest rate method.

e)     Accrued revenue

Revenue from Matchday activities, broadcasting and commercial contracts, which is received after the period to which it relates, is accrued as earned.

f)     Deferred revenue

Revenue from Matchday activities, broadcasting and commercial contracts, received or receivable prior to the period end in respect of future periods, is deferred.

2.6   Operating leases

Leases in which a substantially all of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under
operating leases (net of any incentives received
from the lessor) are charged to the income statement on a straight line basis over the period of the lease.

Rentals
receivable under sub-tenancy agreements (net of any incentives given to the lessee) are credited to the income statement on a straight line basis over the lease term. The risk
and rewards of ownership on the sub-let property remain with the third party lessor.

2.7   Exceptional items

Exceptional items are disclosed separately in the financial statements where it is necessary to do so to provide further understanding of the financial
performance of the Group. They are material items of income or expense that have been shown separately due to the significance of their nature or amount.

2.8   Pension costs

The Group is one of a number of participating employers in The Football League Limited Pension and Life Assurance Scheme ('the scheme'see
note 30.1). The Group is unable to identify its share of the assets and liabilities of the scheme and therefore accounts for its contributions as if they were paid to a defined contribution
scheme. The Group's contributions into this scheme are reflected within the income statement when they fall due. Full provision has been made for the additional contributions that the Group has been
requested to pay to help fund the scheme deficit.

The
Group also operates a defined contribution scheme. The assets of the scheme are held separately from those of the Group in an independently administered fund. The Group's
contributions into this scheme are reflected within the income statement when they fall due.

F-14

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

2.9   Share-based payments

The Group operates a share-based compensation plan under which the entity receives services from employees as consideration for equity instruments of the Group.

Equity-settled
share-based payments to employees are measured at the fair value of the equity instruments at the grant date. The fair value excludes the effect of non-market based
vesting conditions. The fair value determined at the grant date of the equity-settled share-based payments is expensed on a straight-line basis over the vesting period, based on the Group's estimate
of equity instruments that will eventually vest. At each balance sheet date, the Group revises its estimate of the number of equity instruments expected to vest as a result of the effect of non-market
based vesting conditions. The impact of the revision of the original estimates, if any, is recognized in the income statement such that the cumulative expense reflects the revised estimate, with a
corresponding adjustment to equity reserves.

For
cash-settled share-based payments to employees, a liability is recognized for the services acquired, measured initially at the fair value of the liability. At each balance sheet date
until the liability is settled, and at the date of settlement, the fair value of the liability is remeasured, with any changes in fair value recognized in profit or loss for the year.

Details
regarding the determination of the fair value of share-based transactions are set out in note 22.

2.10 Current and deferred tax

The tax expense or credit for the period comprises current and deferred tax. Tax is recognized in the income statement, except to the extent that it relates to
items recognized in other comprehensive income, in which case the tax is also recognized in other comprehensive income.

The
current tax expense or credit is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date in the countries where the Company and its
subsidiaries operate and generate taxable income. Although the Company is organized as a Cayman Islands corporation, it reports as a US domestic corporation for US federal income tax purposes and is
subject to US federal income tax on the Group's worldwide income. In addition, the Group is subject to income and other taxes in various other jurisdictions, including the UK. Management periodically
evaluates positions taken in tax returns with respect to situations in which applicable tax regulation is subject to interpretation. It establishes provisions where appropriate on the basis of amounts
expected to be paid to (or recovered from) the tax authorities.

Deferred
tax is recognized on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements. Deferred tax is
determined using tax
rates (and laws) that have been enacted or substantively enacted by the balance sheet date and are expected to apply when the related deferred tax asset is realised or the deferred liability is
settled.

Deferred
tax assets are recognized only to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilised.

Deferred
tax assets and liabilities are offset when there is a legally enforceable right to offset current tax assets against current tax liabilities and when the deferred tax assets and
liabilities relate to taxes levied by the same taxation authority on either the same taxable entity or different taxable entities where there is an intention to settle the balances on a net basis.

F-15

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

2.11 Dividend distribution

Dividend distributions to the Company's shareholders are recognized when they become legally payable. In the case of interim dividends, this is when they are
paid.

2.12 Property, plant and equipment

Property, plant and equipment is initially measured at cost (comprising the purchase price, after deducting discounts and rebates, and any directly attributable
costs) and is subsequently carried at cost less accumulated depreciation and any provision for impairment.

Subsequent
costs, for example, capital improvements and refurbishment, are included in the asset's carrying amount or recognized as a separate asset, as appropriate, only when it is
probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. Where appropriate, the carrying amount of the replaced part is
derecognized. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred.

Land
is not depreciated. With the exception of freehold property acquired before 1 August 1999, depreciation is calculated using the straight-line method to write-down assets to
their residual value over the estimated useful lives as follows:

Freehold property

75 yearsComputer equipment and software (included within Plant and machinery)

3 yearsPlant and machinery

4 - 5 yearsFixtures and fittings

7 years


Freehold
property acquired before 1 August 1999 is depreciated on a reducing balance basis at an annual rate of 1.33%.

The
assets' residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.

Assets
are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. Any impairment charges arising are recognized in
the income statement when the carrying amount of an asset is greater than the estimated recoverable amount, which is the higher of an asset's fair value less costs to sell and value in use, and are
calculated with reference to future discounted cash flows that the asset is expected to generate when considered as part of a cash-generating unit. Prior impairments are reviewed for possible reversal
at each balance sheet date.

Gains
and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognized within operating expenses within the income statement.

2.13 Investment property

Property that is held for long-term rental yields or for capital appreciation or both, and that is not occupied by the Group, is classified as investment
property.

F-16

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Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

Investment property is initially measured at cost (comprising the purchase price, after deducting discounts and rebates, and any directly attributable costs) and is subsequently carried
at cost less accumulated depreciation and any provision for impairment. Investment property is depreciated using the straight-line method over 50 years.

Investment
properties are reviewed for impairment when there is a triggering event such as a decline in the property market. An impairment charge is recognized for the amount by which
the asset's carrying amount exceeds its recoverable amount. Prior impairments are reviewed for possible reversal at each balance sheet date. If an impairment charge subsequently reverses, the carrying
amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no
impairment charge been recognized for the asset in prior years.

2.14 Intangible assetsgoodwill

a.     Initial recognition

Goodwill represents the excess of the cost of an acquisition over the fair value of the Group's share of the net identifiable assets of the acquired subsidiary at
the date of acquisition.

b.     Impairment

Management considers there to be one material cash generating unit for the purposes of annual impairment review being the operation of a professional football
club.

Goodwill
is not subject to amortization and is tested annually for impairment or more frequently if events or changes in circumstances indicate a potential impairment. An impairment loss
is recognized in the income statement when the carrying value of goodwill exceeds its recoverable amount. Its recoverable amount is the higher of fair value less costs of disposal and value in use.
Prior impairments are not subsequently reviewed for possible reversal at each balance sheet date.

2.15 Intangible assetsregistrations and football staff remuneration

a)    Remuneration

Remuneration is charged to operating expenses on a straight-line basis over the contract periods based on the amount payable to players and key football
management staff for that period. Any performance bonuses are recognized when the Company considers that it is probable that the condition related to the payment will be achieved.

Signing-on
fees are typically paid to players and key football management staff in equal annual installments over the term of the contract. Installments are paid at or near the beginning
of each financial year and recognized as prepayments within trade and other receivables. They are subsequently charged to the income statement (as operating expenses) on a straight-line basis over the
financial year. Signing-on fees paid form part of cash flows from operating activities.

Loyalty
fees are bonuses which are paid to players and key football management staff either at the beginning of a renewed contract or in installments over the term of their contract in
recognition for either past or future performance. Loyalty bonuses for past service are typically paid in a lump sum amount upon renewal of a contract. These loyalty bonuses require no future service
and are not subject to any claw-back provisions were the individual to subsequently leave the club during their new contract

F-17

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Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

term.
They are expensed once the Company has a present legal or constructive obligation to make the payment. Loyalty bonuses for ongoing service are typically paid in equal annual installments over
the term of the contract. These are paid at the beginning of each financial year and the related charge is recognized within operating expenses in the income statement on a straight-line basis over
that period.

b)    Initial recognition

The costs associated with the acquisition of players' and key football management staff registrations are capitalized at the fair value of the consideration
payable. Costs include transfer fees, FAPL levy fees, agents' fees incurred by the club and other directly attributable costs. Costs also include the fair value of any contingent consideration, which
is primarily payable to the player's former club (with associated levy fees payable to the FAPL), once payment becomes probable. Subsequent reassessments of the amount of contingent consideration
payable are also included in the cost of the player's registration. The estimate of the fair value of the contingent consideration payable requires management to assess the likelihood of specific
performance conditions being met which would trigger the payment of the contingent consideration. This assessment is carried out on an individual player basis. The additional amount of contingent
consideration potentially payable, in excess of the amounts included in the cost of registrations, is disclosed in note 29.2. Costs are fully amortized using the straight-line method over the
period covered by the player's and key football management staff contract.

c)     Renegotiation

Where a contract is extended, any costs associated with securing the extension are added to the unamortized balance (at the date of the amendment) and the revised
book value is amortized over the remaining revised contract life.

d)    Disposals

Assets available for sale (principally players' registrations) are classified as assets held for sale when their carrying value is expected to be recovered
principally through a sale transaction and a sale is considered to be highly probable. Highly probable is defined as being actively marketed by the club, with unconditional offers having been received
prior to a period end. These assets would be stated at the lower of the carrying amount and fair value less costs to sell.

Gains
and losses on disposal of players' and key football management staff registrations are determined by comparing the fair value of the consideration receivable, net of any
transaction costs, with the carrying amount and are recognized separately in the income statement within profit on disposal of intangible assets. Where a part of the consideration receivable is
contingent on specified performance conditions, this amount is recognized in the income statement on the date the conditions are met.

Loan
fee income on players temporarily loaned to other football clubs is recognized separately in the income statement within (loss)/profit on disposal of intangible assets.

e)     Impairment

Management
does not consider that it is possible to determine the value in use of an individual player or key football management staff in isolation as that individual (unless via a sale
or insurance

F-18

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

recovery)
cannot generate cash flows on his own. While management does not consider any individual can be separated from the single cash generating unit ("CGU"), being the operations of the Group as a
whole, there may be certain circumstances where an individual is taken out of the CGU, when it becomes clear that they will not participate with the club's first team again, for example, a player
sustaining a career threatening injury or is permanently removed from the first team playing squad for
another reason. If such circumstances were to arise, the carrying value of the individual would be assessed against the Group's best estimate of the individual's fair value less any costs to sell and
an impairment charge made in operating expenses reflecting any loss arising.

2.16 Intangible assetsother

Other
intangible assets comprise website, mobile applications and trademark registration costs and are initially measured at cost and are subsequently carried at cost less accumulated
amortization and any provision for impairment.

Amortization
is calculated using the straight-line method to write-down assets to their residual value over the estimated useful lives as follows:

Website and mobile applications

5 yearsTrademark registrations

10 years


The
assets' residual values and useful lives are reviewed and adjusted if appropriate at each balance sheet date.

2.17 Derivative financial instruments and hedging activities

Derivatives
are initially recognized at fair value on the date a derivative contract is entered into and are subsequently re-measured at their fair value. The resulting gain or loss is
recognized in the income statement immediately unless the derivative is designated and effective as a hedging instrument, in which event the timing of the recognition in the income statement depends
on the nature of the hedging relationship. The Group designates certain derivatives as hedges of a particular risk associated with a recognized asset or liability or a highly probable forecast
transaction (cash flow hedge).

The
Group hedges the foreign exchange risk on a portion of contracted, and hence highly probable, future US dollar revenues whenever possible using a portion of the Group's US dollar net
borrowings as the hedging instrument. Foreign exchange gains or losses arising on re-translation of the Group's US dollar net borrowings used in the hedge are initially recognized in other
comprehensive income, rather than being recognized in the income statement immediately. The foreign exchange gains or losses arising on re-translation of the Group's unhedged US dollar borrowings are
recognized in the income statement immediately.

The
Group hedges its cash flow interest rate risk where appropriate using interest rate swaps at contract lengths consistent with the repayment schedule of the borrowings. Such interest
rate swaps have the economic effect of converting borrowings from floating rates to fixed rates. The effective portion of changes in the fair value of the interest rate swap are initially recognized
in other comprehensive income, rather than being recognized in the income statement immediately. The gain or loss relating to any ineffective portion is recognized in the income statement immediately.

The
Group documents at the inception of the transaction the relationship between hedging instruments and hedged items, as well as its risk management objective and strategy for
undertaking

F-19

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Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

various
hedging transactions. The Group also documents its assessment, both at hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions are highly
effective in offsetting changes in the cash flows of the hedged items. The Group uses a variety of methods to assess hedge effectiveness depending on the nature and type of the hedging relationship,
including critical terms comparison, dollar offset method and regression analysis.

Derivatives
embedded in other financial instruments or host contracts are treated as separate derivatives when their risks and characteristics are not closely related to those of the
host contracts and the host contracts are not measured at fair value through profit or loss.

The
fair values of various derivative instruments are disclosed in note 18. Movements on the hedging reserve in other comprehensive income are shown in the statement of changes in
equity. The full fair value of a hedging derivative is classified as a non-current asset or liability when the remaining maturity of the hedged item is more than 12 months, and as a current
asset or liability when the remaining maturity of the hedged item is less than 12 months.

The
effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognized in other comprehensive income. The gain or loss
relating to any ineffective portion is recognized immediately in the income statement.

Amounts
previously recognized in other comprehensive income and accumulated in the hedging reserve within equity are reclassified to the income statement in the periods when the hedged
item affects the income statement (for example, when the forecast transaction that is hedged takes place). When a hedging instrument expires or is sold, or when a hedge no longer meets the criteria
for hedge accounting, any cumulative gain or loss existing in equity at that time remains in equity and is recognized when the hedged item is ultimately recognized in the income statement. When a
forecast transaction is no longer expected to occur, the cumulative gain or loss that was reported in equity is immediately transferred to the income statement.

2.18 Inventories

Inventories
are stated at the lower of cost and net realizable value. Cost is determined using the first-in, first-out (FIFO) method. The cost of finished goods comprises cost of
purchase and, where appropriate, other directly attributable costs. It excludes borrowing costs. Net realizable value is the estimated selling price in the ordinary course of business, less applicable
variable selling expenses.

2.19 Trade and other receivables

Trade
and other receivables are amounts due from customers for goods sold or services performed in the ordinary course of business. Trade and other receivables are recognized initially
at fair value, and subsequently measured at amortized cost using the effective interest method, less provision for impairment. If collection is expected in one year or less, they are classified as
current assets. If not, they are presented as non-current assets.

2.20 Cash and cash equivalents

Cash
and cash equivalents includes cash in hand, deposits held at call with banks, and, if applicable, other short-term highly liquid investments with original maturities of three months
or less.

F-20

---



Table of Contents

Notes to the consolidated financial statements (Continued)

2 Summary of significant accounting policies (Continued)

2.21 Share capital and reserves

Ordinary
shares are classified as equity. Incremental costs directly attributable to the issue of new shares are shown in equity as a deduction from the proceeds of the issue.

The
merger reserve arose as a result of reorganization transactions and represents the difference between the equity of the acquired company (Red Football Shareholder Limited) and the
investment by the acquiring company (Manchester United plc).

The
hedging reserve is used to reflect the effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges.

2.22 Trade and other payables

Trade
and other payables are obligations to pay for goods and services that have been acquired in the ordinary course of business from suppliers. Trade payables are recognized initially
at fair value and subsequently measured at amortized cost using the effective interest method. Amounts payable are classified as current liabilities if payment is due within one year or less. If not
they are presented as non-current liabilities.

2.23 Borrowings

Borrowings
are recognized initially at fair value, net of transaction costs incurred. Borrowings are subsequently carried at amortized cost; any differences between the proceeds (net of
transaction costs) and the redemption value is recognized in the income statement over the period of the borrowings using the effective interest rate method.

Fees
paid on the establishment of loan facilities are recognized as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down.
In this case the fee is deferred until draw-down occurs. To the extent there is no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalized as a
prepayment for liquidity services and amortized over the period of the facility to which it relates.

3 Critical accounting estimates and judgments

The preparation of financial statements requires management to make estimates, judgments and assumptions concerning the future. Estimates, judgments and assumptions are continually
evaluated and
are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The resulting accounting estimates will, by
definition, seldom equal the related actual results. The estimates, judgments and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and
liabilities within the next financial year are addressed below.

a)    Revenue recognitionminimum guarantee

Minimum
guaranteed revenue is recognized over the term of the sponsorship agreement in line with the performance obligations included within the contract and based on the sponsorship
benefits enjoyed by the individual sponsor. In instances where the sponsorship rights remain the same over the duration of the contract, revenue is recognized on a straight-line basis.

F-21

---



Table of Contents

Notes to the consolidated financial statements (Continued)

3 Critical accounting estimates and judgments (Continued)

The
minimum guarantee payable by adidas is subject to certain adjustments. Payments due in a particular year may increase if the club's first team wins certain competitions or decrease
if the club's first team fails to participate in the Champions League for two or more consecutive seasons with the maximum possible reduction being 30% of the applicable payment for that year.
Management's current best estimate is that the full minimum guarantee amount will be received, as management does not expect two consecutive seasons of non-participation in the Champions League.

b)    Intangible assetsgoodwill

The
Group annually tests whether goodwill has suffered any impairment or more frequently if events or changes in circumstances indicate a potential impairment, in accordance with its
accounting policy. The recoverable amounts of cash-generating units have been determined based on value-in-use calculations. These calculations require the use of estimates, both in arriving at the
expected future cash flows and the application of a suitable discount rate in order to calculate the present value of these flows. These calculations have been carried out in accordance with the
assumptions set out in note 15.

c)     Intangible assetsregistrations

The
costs associated with the acquisition of players' and key football management staff registrations are capitalized at the fair value of the consideration payable, including an
estimate of the fair value of any contingent consideration. Subsequent reassessments of the amount of contingent consideration payable are also included in the cost of the player's and key football
management staff registration. The estimate of the fair value of the contingent consideration payable requires management to assess the likelihood of specific performance conditions being met which
would trigger the payment of the contingent consideration. This assessment is carried out on an individual basis. A provision of £10.4 million relating to this contingent
consideration has been recognized on the balance sheet as of 30 June 2016. The maximum additional amount that could be payable as of that date is disclosed in note 29.2.

The
Group will perform an impairment review on intangible assets, including player and key football management staff registrations, if adverse events indicate that the amortized carrying
value of the asset may not be recoverable. While no individual can be separated from the single cash generating unit ("CGU"), being the operations of the Group as a whole, there may be certain
circumstances where an individual is taken out of the CGU, when it becomes clear that they will not participate with the club's first team again, for example, a player sustaining a career threatening
injury or is permanently removed from the first team squad for another reason. If such circumstances were to arise, the carrying value of the individual would be assessed against the Group's best
estimate of the individual's fair value less any costs to sell.

d)    Tax

Tax
is calculated on the basis of the tax laws enacted or substantively enacted at the balance sheet date in the countries where the Company and its subsidiaries operate and generate
taxable income. Management establishes provisions where appropriate on the basis of amounts expected to be paid to (or recovered from) the tax authorities. From time to time the Group is involved in
discussions with tax authorities in relation to ongoing tax matters and, where appropriate, provisions are made based on management's assessment of each case. Future tax expense or credit may be
higher or lower than

F-22

---



Table of Contents

Notes to the consolidated financial statements (Continued)

3 Critical accounting estimates and judgments (Continued)

estimates
made when determining whether it is appropriate to record a provision and the amount to be recorded. Furthermore, changes in the legislative framework or applicable tax case law may result
in management reassessing the recognition of tax provisions in future periods.

e)     Recognition of deferred tax assets

Deferred
tax assets are recognized only to the extent that it is probable that the associated deductions will be available for use against future profits and that there will be
sufficient future taxable profit available against which the temporary differences can be utilized, provided the asset can be reliably quantified. In estimating future taxable profit, management use
"base case" approved forecasts which incorporate a number of assumptions, including a prudent level of future uncontracted revenue in the forecast period. In arriving at a judgment in relation to the
recognition of deferred tax assets, management considers the regulations applicable to tax and advice on their interpretation. Future taxable income may be higher or lower than estimates made when
determining whether it is appropriate to record a tax asset and the amount to be recorded. Furthermore, changes in the legislative framework or applicable tax case law may result in management
reassessing the recognition of deferred tax assets in future periods.

4 Segment information

The principal activity of the Group is the operation of a professional football club. All of the activities of the Group support the operation of the football club and the success of the
first team is critical to the ongoing development of the Group. Consequently the Chief Operating Decision Maker regards the Group as operating in one material segment, being the operation of a
professional football club.

All
revenue derives from the Group's principal activity in the United Kingdom. Revenue can be analysed into its three main components as follows:

2016
£'000

2015
£'000

2014
£'000Commercial


268,318


196,931


189,315Broadcasting


140,440


107,664


135,746Matchday


106,587


90,583


108,103​
​
​
​
​
​
​
​
​
​
​515,345


395,178


433,164​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


Revenue
derived from entities accounting for more than 10% of revenue in either 2016, 2015 or 2014 were as follows:

2016
£'000

2015
£'000

2014
£'000Premier League


99,767


100,534


92,752adidas


72,746





General Motors (Chevrolet)


58,896


58,534


<10
%


All
non-current assets, other than US deferred tax assets, are held within the United Kingdom.

F-23

---



Table of Contents

Notes to the consolidated financial statements (Continued)

5 Operating expenses

2016
£'000

2015
£'000

2014
£'000Employee benefit expense (note 7)


(232,242
)

(202,561
)

(214,803
)Operating lease costs


(2,392
)

(2,631
)

(2,352
)Auditors' remuneration: audit of parent company and consolidated financial statements


(26
)

(23
)

(17
)Auditors' remuneration: audit of the Company's subsidiaries


(436
)

(382
)

(299
)Auditors' remuneration: tax compliance services


(690
)

(243
)

(159
)Auditors' remuneration: other services


(143
)




(244
)Foreign exchange gains/(losses)


3,345


435


(4,103
)Fair value movements on forward foreign exchange contracts


8,230


(5,498
)

(59
)Loss on disposal of property, plant and equipment


(126
)

(5
)

(24
)Depreciationproperty, plant and equipment (note 13)


(9,967
)

(10,212
)

(8,549
)Depreciationinvestment property (note 14)


(112
)

(112
)

(116
)Amortization (note 15)


(88,009
)

(99,687
)

(55,290
)Other operating expenses


(99,006
)

(63,924
)

(81,041
)Exceptional items (note 6)


(15,135
)

(2,336
)

(5,184
)​
​
​
​
​
​
​
​
​
​
​(436,709
)

(387,179
)

(372,240
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


In
addition to the auditors' remuneration charges disclosed above for the year ended 30 June 2015 are amounts of £609,000 relating to tax planning advice, general
assurance and other advice in connection with the public sale of Class A ordinary shares and either charged as exceptional items when they are not directly attributable to the issue of new
shares (see note 6) or offset against share premium when they are directly attributable to the issue of new shares, and advice in connection with the debt refinancing in June 2015 and either
charged as finance costs or carried forward in the balance sheet as unamortized debt issue costs.

6 Exceptional items

2016
£'000

2015
£'000

2014
£'000Compensation paid for loss of office


(8,442
)




(4,891
)Impairmentregistrations (note 15)


(6,693
)




Football League pension scheme deficit (note 30)





(1,247
)

Professional adviser fees relating to public sale of Class A ordinary shares





(1,089
)

Impairmentinvestment property (note 14)








(293
)​
​
​
​
​
​
​
​
​
​
​(15,135
)

(2,336
)

(5,184
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


Compensation
paid for loss of office relates to amounts payable to former team managers and certain members of the coaching staff.

The
registrations' impairment charge represents a reduction in the carrying value of a player no longer considered to be a member of the first team playing squad.

F-24

---



Table of Contents

Notes to the consolidated financial statements (Continued)

6 Exceptional items (Continued)

The
Football League pension scheme deficit reflects the present value of the additional contributions the Group is expected to pay to remedy the revised deficit of the scheme as per the
latest triennial actuarial valuation at 31 August 2014.

Professional
adviser fees relating to the public sale of Class A ordinary shares are recognized as an expense when they are not directly attributable to the issue of new shares or
when a particular offer is no longer being pursued. The fees for the year ended 30 June 2015 include £359,000 relating to services provided by the Group's auditors.

The
investment property impairment charge represents reductions in the market value of investment properties held by the Group, based on external valuations undertaken.

7 Employees

7.1   Employee benefit expense and average number of people employed

The average number of employees during the year, including directors, was as follows:

2016
Number

2015
Number

2014
NumberBy activity:Footballplayers


74


73


79Footballtechnical and coaching


94


89


92Commercial


111


122


138Media


94


89


91Administration and other


426


440


469​
​
​
​
​
​
​
​
​
​
​Average number of employees


799


813


869​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


The
Group also employs approximately 2,124 temporary staff on match days (2015: 2,275; 2014: 2,323), the costs of which are included in employee costs below.

Particulars
of employee costs are as shown below:

2016
£'000

2015
£'000

2014
£'000Wages and salaries (including bonuses)


(202,982
)

(178,637
)

(189,173
)Share-based payments (note 22)


(3,334
)

(2,591
)

(1,852
)Social security costs


(23,499
)

(18,869
)

(21,396
)Other pension costsdefined contribution (note 30)


(2,427
)

(2,464
)

(2,382
)​
​
​
​
​
​
​
​
​
​
​(232,242
)

(202,561
)

(214,803
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


Details
of the pension arrangements offered by the Company and the Group are disclosed in note 30.

7.2   Key management compensation

Key management includes directors (executive and non-executive) of the Company and executive directors and officers of the Group's main operating company,
Manchester United Limited. The

F-25

---



Table of Contents

Notes to the consolidated financial statements (Continued)

7 Employees (Continued)

compensation
paid or payable to key management for employee services, which is included in the employee costs table above, is shown below:

2016
£'000

2015
£'000

2014
£'000Short-term employee benefits


(7,908
)

(7,324
)

(5,796
)Share-based payments


(3,131
)

(2,366
)

(1,852
)Post-employment benefits


(70
)

(61
)

(132
)​
​
​
​
​
​
​
​
​
​
​(11,109
)

(9,751
)

(7,780
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


8 (Loss)/profit on disposal of intangible assets

2016
£'000

2015
£'000

2014
£'000(Loss)/profit on disposal of registrations


(9,786
)

19,675


6,991Player loan fee income





3,974


​
​
​
​
​
​
​
​
​
​
​(9,786
)

23,649


6,991​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


9 Net finance costs

2016
£'000

2015
£'000

2014
£'000Interest payable on bank loans and overdrafts


(1,381
)

(1,840
)

(2,402
)Interest payable on secured term loan facility and senior secured notes


(17,306
)

(21,055
)

(19,350
)Amortization of issue costs on secured term loan facility and senior secured notes


(544
)

(5,978
)

(1,936
)Premium on repurchase of senior secured notes (note 24)





(3,552
)

Costs associated with debt financing





(1,443
)

Foreign exchange losses on retranslation of unhedged US dollar borrowings


(4,136
)

(288
)

(2,712
)Unwinding of discount factors relating to player transfer fees


(2,380
)

(2,708
)

(334
)Fair value movements on derivative financial instruments:Embedded foreign exchange derivatives


5,288


1,280


(1,320
)Interest rate swaps





165


386​
​
​
​
​
​
​
​
​
​
​Total finance costs


(20,459
)

(35,419
)

(27,668
)Total finance incomeinterest receivable on short-term bank deposits


442


204


256​
​
​
​
​
​
​
​
​
​
​Net finance costs


(20,017
)

(35,215
)

(27,412
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


F-26

---



Table of Contents

Notes to the consolidated financial statements (Continued)

10 Tax

2016
£'000

2015
£'000

2014
£'000Current tax:Current tax on profit/(loss) for the year


(4,633
)

(223
)

(22
)Adjustment in respect of previous years(1)


(2,476
)

(547
)

(128
)Foreign tax


(1,279
)

(684
)

(1,472
)​
​
​
​
​
​
​
​
​
​
​Total current tax expense


(8,388
)

(1,454
)

(1,622
)​
​
​
​
​
​
​
​
​
​
​Deferred tax:US deferred tax:Origination and reversal of temporary differences


(3,879
)

(978
)

(9,959
)Adjustment in respect of previous years(1)


5,039


152


297​
​
​
​
​
​
​
​
​
​
​Total US deferred tax credit/(expense) (note 25)


1,160


(826
)

(9,662
)​
​
​
​
​
​
​
​
​
​
​UK deferred tax:Origination and reversal of temporary differences


(5,258
)

4,790


(7,457
)Adjustment in respect of previous years(1)


(2,687
)

162


(191
)Impact of change in UK corporation tax rate


2,711





2,264​
​
​
​
​
​
​
​
​
​
​Total UK deferred tax (expense)/credit (note 25)


(5,234
)

4,952


(5,384
)​
​
​
​
​
​
​
​
​
​
​Total deferred tax (expense)/credit


(4,074
)

4,126


(15,046
)​
​
​
​
​
​
​
​
​
​
​Total tax (expense)/credit


(12,462
)

2,672


(16,668
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


A
reconciliation of the total tax (expense)/credit is as follows:

2016
£'000

2015
£'000

2014
£'000Profit/(loss) before tax


48,833


(3,567
)

40,503​
​
​
​
​
​
​
​
​
​
​Profit/(loss) before tax multiplied by weighted average US corporate tax rate of 35.0% (2015: 35.0%; 2014: 35.0%)


(17,092
)

1,249


(14,176
)Tax effects of:Adjustment in respect of previous years(1)


(124
)

(233
)

(22
)Difference in tax rates on non US operations


(612
)

48


(247
)Foreign exchange gains/(losses) on US dollar denominated tax basis(2)


5,755


1,783


(1,942
)Expenses not deductible for tax purposes


(389
)

(175
)

(281
)​
​
​
​
​
​
​
​
​
​
​Total tax (expense)/credit


(12,462
)

2,672


(16,668
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


(1)From
time to time, the Group is involved in discussions in relation to ongoing matters with the relevant authorities. Where appropriate, the Directors make
provisions based on their assessment of each case. In the year a provision was made in respect of ongoing enquiries relating to prior years. The impact in respect of the ongoing enquiries is to
increase the UK current tax expense by £2,302,000 and UK deferred tax expense by £2,702,000. This is fully offset by a corresponding increase in the US deferred tax credit of
£5,004,000. The overall prior year adjustment expense of £124,000 relates to standard provision to return true ups.(2)Foreign
exchange gains/(losses) on US dollar denominated tax basis arise because the associated deferred tax asset has to be retranslated at each balance
sheet date.


F-27

---



Table of Contents

Notes to the consolidated financial statements (Continued)

10 Tax (Continued)

In
addition to the amount recognized in the income statement, the following amounts relating to tax have been recognized directly in other comprehensive income:

2016
£'000

2015
£'000

2014
£'000Current tax


1,466


4


(1,836
)US deferred tax (note 25)


10,660


4,835


(5,835
)UK deferred tax (note 25)


8,181


6,574


(6,285
)​
​
​
​
​
​
​
​
​
​
​Total tax credit/(expense) recognized in other comprehensive income


20,307


11,413


(13,956
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


11 Earnings/(loss) per share

(a)   Basic

Basic earnings/(loss) per share is calculated by dividing the profit/(loss) attributable to owners of the parent by the weighted average number of ordinary shares
in issue during the year.

2016

2015

2014Class A ordinary shares (thousands)


39,890


39,795


39,814Class B ordinary shares (thousands)


124,000


124,000


124,000​
​
​
​
​
​
​
​
​
​
​163,890


163,795


163,814​
​
​
​
​
​
​
​
​
​
​Profit/(loss) attributable to owners of the parent (£'000)


36,371


(895
)

23,835Basic earnings/(loss) per share (pence)


22.19


(0.55
)

14.55


(b)   Diluted

Diluted earnings/(loss) per share is calculated by adjusting the weighted average number of ordinary shares in issue during the year to assume conversion of all
dilutive potential ordinary shares. The Company has one category of dilutive potential ordinary shares: share awards pursuant to the 2012 Equity Incentive Plan (the "Equity Plan"). Share awards
pursuant to the Equity Plan are assumed to have been converted into ordinary shares at the beginning of the financial year.

2016

2015

2014Class A ordinary shares (thousands)


39,890


39,795


39,814Adjustment for assumed conversion into Class A ordinary shares (thousands)


429



(1)

79Class B ordinary shares (thousands)


124,000


124,000


124,000​
​
​
​
​
​
​
​
​
​
​164,319


163,795


163,893​
​
​
​
​
​
​
​
​
​
​Profit/(loss) attributable to owners of the parent (£'000)


36,371


(895
)

23,835Diluted earnings/(loss) per share (pence)


22.13


(0.55
)

14.54


(1)For
the year ended 30 June 2015, potential ordinary shares are anti-dilutive, as their inclusion in the diluted loss per share calculation would
reduce the loss per share, and hence have been excluded. For the years ended 30 June 2016 and 2014, potential ordinary shares have been treated as dilutive, as their inclusion in the diluted
earnings per share calculation decreases earnings per share.


F-28

---



Table of Contents

Notes to the consolidated financial statements (Continued)

12 Dividends

Dividends paid in the year ended 30 June 2016 amounted to $0.18 per share, the pounds sterling equivalent of which was £0.12 per share. Dividends paid in the year
ended 30 June 2015 amounted to £nil per share. Dividends paid in the year ended 30 June 2014 amounted to £nil per share.

13 Property, plant and equipment

Freehold
property
£'000

Plant and
machinery
£'000

Fixtures
and fittings
£'000

Total
£'000At 1 July 2014Cost


270,319


39,761


35,427


345,507Accumulated depreciation


(36,895
)

(32,476
)

(21,277
)

(90,648
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


233,424


7,285


14,150


254,859​
​
​
​
​
​
​
​
​
​
​
​
​
​Year ended 30 June 2015Opening net book amount


233,424


7,285


14,150


254,859Additions


149


1,443


4,392


5,984Transfers


(421
)

(276
)

697


Disposals





(4
)

(1
)

(5
)Depreciation charge


(3,333
)

(2,713
)

(4,166
)

(10,212
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Closing net book amount


229,819


5,735


15,072


250,626​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2015Cost


270,047


39,826


40,269


350,142Accumulated depreciation


(40,228
)

(34,091
)

(25,197
)

(99,516
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


229,819


5,735


15,072


250,626​
​
​
​
​
​
​
​
​
​
​
​
​
​Year ended 30 June 2016Opening net book amount


229,819


5,735


15,072


250,626Additions


216


418


4,604


5,238Transfers


(604
)

600


4


Disposals


(19
)

(133
)

(31
)

(183
)Depreciation charge


(3,486
)

(2,379
)

(4,102
)

(9,967
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Closing net book amount


225,926


4,241


15,547


245,714​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2016Cost


269,369


36,728


43,809


349,906Accumulated depreciation


(43,443
)

(32,487
)

(28,262
)

(104,192
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


225,926


4,241


15,547


245,714​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


Freehold
property primarily comprises the Old Trafford stadium and the Aon Training Complex.

Property,
plant and equipment with a net book amount of £213,200,000 (2015: £218,452,000) has been pledged to secure the secured term loan facility and senior
secured notes borrowings of the Group (see note 24).

Capital
commitments at the balance sheet date are disclosed in note 29.1.

F-29

---



Table of Contents

Notes to the consolidated financial statements (Continued)

14 Investment property

£'000At 1 July 2014Cost


19,128Accumulated depreciation and impairment


(5,457
)​
​
​
​
​Net book amount


13,671​
​
​
​
​Year ended 30 June 2015Opening net book amount


13,671Depreciation charge


(112
)​
​
​
​
​Closing net book amount


13,559​
​
​
​
​At 30 June 2015Cost


19,128Accumulated depreciation and impairment


(5,569
)​
​
​
​
​Net book amount


13,559​
​
​
​
​Year ended 30 June 2016Opening net book amount


13,559Depreciation charge


(112
)​
​
​
​
​Closing net book amount


13,447​
​
​
​
​At 30 June 2016Cost


19,128Accumulated depreciation and impairment


(5,681
)​
​
​
​
​Net book amount


13,447​
​
​
​
​​
​
​
​
​​
​
​
​
​


Investment
property was externally valued as of 30 June 2016 in accordance with the Royal Institution of Chartered Surveyors ("RICS") ValuationProfessional Standards,
January 2014. The valuation supported the carrying amount as of 30 June 2016 and consequently there were no changes to the net book value. The external valuation was carried out on the basis of
Market Value, as defined in the RICS ValuationProfessional Standards, January 2014. Fair value of investment property is determined using inputs that are not based on observable market
data, consequently the asset is categorized as Level 3 (see note 31.4). The fair value of investment property as of 30 June 2016 was £13,447,000.

The
property rental revenue earned by the Group from its investment property amounted to £1,336,000 (2015: £1,262,000; 2014: £1,276,000). Direct
operating expenses arising on investment property, all of which generated rental income, in the year amounted to £652,000 (2015: £603,000; 2014: £551,000). The
future aggregate minimum rentals receivable under non-cancellable operating leases are disclosed in note 28.2.

Investment
property with a net book amount of £6,691,000 (2015: £6,723,000) has been pledged to secure the secured bank loan borrowings of the Group (see
note 24).

As
of 30 June 2016, the Group had no contractual obligations to purchase, construct or develop investment property (2015: £nil). As of 30 June 2016, the Group
had no material contractual obligations for repairs, maintenance or enhancements to investment property (2015: not material).

F-30

---



Table of Contents

Notes to the consolidated financial statements (Continued)

15 Intangible assets

Goodwill
£'000

Registrations
£'000

Other
£'000

Total
£'000At 1 July 2014Cost


421,453


412,797





834,250Accumulated amortization





(208,225
)




(208,225
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


421,453


204,572





626,025​
​
​
​
​
​
​
​
​
​
​
​
​
​Year ended 30 June 2015Opening net book amount


421,453


204,572





626,025Additions





150,914


951


151,865Disposals





(17,806
)




(17,806
)Amortization charge





(99,534
)

(153
)

(99,687
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Closing book amount


421,453


238,146


798


660,397​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2015Cost


421,453


465,830


951


466,781Accumulated amortization





(227,684
)

(153
)

(227,837
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


421,453


238,146


798


660,397​
​
​
​
​
​
​
​
​
​
​
​
​
​Year ended 30 June 2016Opening net book amount


421,453


238,146


798


660,397Additions





167,089


1,815


168,904Disposals





(68,965
)




(68,965
)Amortization charge





(87,853
)

(156
)

(88,009
)Impairment charge (note 6)





(6,693
)




(6,693
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Closing book amount


421,453


241,724


2,457


665,634​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2016Cost


421,453


511,893


2,766


936,112Accumulated amortization





(270,169
)

(309
)

(270,478
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Net book amount


421,453


241,724


2,457


665,634​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


Impairment tests for goodwill

Goodwill arose largely in relation to the Group's acquisition of Manchester United Limited in 2005. Goodwill is not subject to
amortization and is tested annually for impairment (normally at the end of the third fiscal quarter) or more frequently if events or changes in circumstances indicate a potential impairment.

An
impairment test has been performed on the carrying value of goodwill based on value-in-use calculations. The value-in-use calculations have used post-tax cash flow projections based
on the financial budgets approved by management covering a five year period. The budgets are based on past experience in respect of revenues, variable and fixed costs, player and capital expenditure
and working capital assumptions. For each accounting period, cash flows beyond the five year period are extrapolated using a terminal growth rate of 2.5% (2015: 2.5%), which does not exceed the long
term average growth rate for the UK economy in which the cash generating unit operates.

F-31

---



Table of Contents

Notes to the consolidated financial statements (Continued)

15 Intangible assets (Continued)

The
other key assumptions used in the value in use calculations for each period are the pre-tax discount rate, which has been determined at 10.1% (2015: 9.5%) for each period, and
certain assumptions around progression in domestic and European cup competitions, notably the Champions League.

Management
determined budgeted revenue growth based on historical performance and its expectations of market development. The discount rates are pre-tax and reflect the specific risks
relating to the business.

The
following sensitivity analysis was performed:



In
each of these scenarios the estimated recoverable amount substantially exceeds the carrying value for the cash generating unit and accordingly no impairment was identified.

Having
assessed the future anticipated cash flows, management believes that any reasonably possible changes in key assumptions would not result in an impairment of goodwill.

Registrations

The registrations' impairment charge for the year ended 30 June 2016 represents a reduction in the carrying value of a player no
longer considered to be a member of the first team playing squad.

The
unamortized balance of existing registrations as of 30 June 2016 was £241.7 million, of which £110.1 million is expected to be amortized
in the year ended 30 June 2017. The remaining balance is expected to be amortized over the three years to 30 June 2020. This does not take into account player additions after
30 June 2016, which would have the effect of increasing the amortization expense in future periods, nor does it consider disposals subsequent to 30 June 2016, which would have the effect
of decreasing future amortization charges. Furthermore, any contract renegotiations would also impact future charges.

Other

Other intangible assets include internally generated assets whose cost and accumulated amortization as of 30 June 2016 was
£585,000 and £nil respectively (2015: £nil and £ nil respectively).

Capital
commitments at the balance sheet date are disclosed in note 29.1.

16 Inventories

2016
£'000

2015
£'000Finished goods


926





The
cost of inventories recognized as an expense and included in operating expenses for the year amounted to £7,228,000 (2015: £nil; 2014: £nil).

Write-downs
of inventories to net realizable value amounted to £177,000 (2015: £nil; 2014: £nil). These were recognized as an expense during the year
and included in operating expenses.

F-32

---



Table of Contents

Notes to the consolidated financial statements (Continued)

17 Financial instruments by category

The accounting classification of each category of financial instruments, and their carrying values, is set out in the following table:

Note

2016
£'000

2015
£'000Financial assetsAt fair value through profit and loss:Derivative financial instruments


18


11,648


27Loans and receivables:Trade and other receivables excluding prepayments(1)


19


127,275


77,352Cash and cash equivalents


20


229,194


155,752​
​
​
​
​
​
​
​
​
​
​Total financial assets





368,117


233,131​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​Financial liabilitiesDesignated and effective as hedging instruments:Derivative financial instruments


18


9,710


111At fair value through profit and loss:Derivative financial instruments


18


3,727


5,624Other financial liabilities:Trade and other payables excluding social security and other taxes(2)


23


225,354


166,649Borrowings


24


490,092


410,967​
​
​
​
​
​
​
​
​
​
​Total financial liabilities





728,883


583,351​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


(1)Prepayments
are excluded from the trade and other receivables balance, as this analysis is required only for financial instruments.(2)Social
security and other taxes are excluded from the trade and other payables balance, as this analysis is required only for financial instruments.


The
fair value of financial instruments is not materially different to their carrying amount. The Group's exposure to various risks associated with the financial instruments is discussed
in note 31. The maximum exposure to credit risk at the end of the reporting period is the carrying amount of each class of financial assets mentioned above.

F-33

---



Table of Contents

Notes to the consolidated financial statements (Continued)

18 Derivative financial instruments

2016

2015Assets
£'000

Liabilities
£'000

Assets
£'000

Liabilities
£'000Derivatives that are designated and effective as hedging instruments carried at fair value:Interest rate swaps





(9,710
)




(111
)Financial instruments carried at fair value through profit or loss:Embedded foreign exchange derivatives


5,248





27


(67
)Forward foreign exchange contracts


6,400


(3,727
)




(5,557
)​
​
​
​
​
​
​
​
​
​
​
​
​
​11,648


(13,437
)

27


(5,735
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Less non-current portion:Derivatives that are designated and effective as hedging instruments carried at fair value:Interest rate swaps





(9,710
)




(111
)Financial instruments carried at fair value through profit or loss:Embedded foreign exchange derivatives


3,052








(67
)Forward foreign exchange contracts


708


(927
)




(2,591
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Non-current derivative financial instruments


3,760


(10,637
)




(2,769
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Current derivative financial instruments


7,888


(2,800
)

27


(2,966
)​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


The
ineffective portion recognized in profit or loss that arises from cash flow hedges amounts to £nil (2015: £nil).

Further
details of derivative financial instruments are provided in note 31.

19 Trade and other receivables

2016
£'000

2015
£'000Trade receivables


116,242


51,746Less: provision for impairment of trade receivables


(6,451
)

(3,897
)​
​
​
​
​
​
​
​Net trade receivables


109,791


47,849Other receivables


927


82Accrued revenue


16,557


29,421​
​
​
​
​
​
​
​127,275


77,352Prepayments


12,605


10,111​
​
​
​
​
​
​
​139,880


87,463​
​
​
​
​
​
​
​Less: non-current portion:Trade receivables


11,223


3,836​
​
​
​
​
​
​
​Non-current trade and other receivables


11,223


3,836​
​
​
​
​
​
​
​Current trade and other receivables


128,657


83,627​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


F-34

---



Table of Contents

Notes to the consolidated financial statements (Continued)

19 Trade and other receivables (Continued)

Net
trade receivables include transfer fees receivable from other football clubs of £46,646,000 (2015: £20,693,000) of which £11,223,000 (2015:
£3,836,000) is receivable after more than one year. Net trade receivables also include £54,860,000 (2015: £21,856,000) of deferred revenue that is contractually
payable to the Group, but recorded in advance of the earnings process, with corresponding amounts recorded as deferred revenue liabilities.

Information
about the impairment of trade and other receivables, their credit quality and the Group's exposure to foreign currency risk, interest rate risk and credit risk can be found
in note 31.

20 Cash and cash equivalents

2016
£'000

2015
£'000Cash at bank and in hand


229,194


155,752


Cash
and cash equivalents for the purposes of the statement of cash flows are as above.

21 Share capital

Number of
shares
(thousands)

Ordinary
shares
£'000At 1 July 2014


163,778


52Employee share-based compensation awardsissue of shares


95


​
​
​
​
​
​
​
​At 30 June 2015


163,873


52Employee share-based compensation awardsissue of shares


152


​
​
​
​
​
​
​
​At 30 June 2016


164,025


52​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


The
Company has two classes of ordinary shares outstanding: Class A ordinary shares and Class B ordinary shares, each with a par value of $0.0005 per share. The rights of
the holders of Class A ordinary shares and Class B ordinary shares are identical, except with respect to voting and conversion. Each Class A ordinary share is entitled to one vote
per share and is not convertible into any other shares. Each Class B ordinary share is entitled to 10 votes per share and is convertible into one Class A ordinary share at any time. In
addition, Class B ordinary shares will automatically convert into Class A ordinary shares upon certain transfers and other events, including upon the date when holders of all
Class B ordinary shares cease to hold Class B ordinary shares representing, in the aggregate, at least 10% of the total number of Class A and Class B ordinary shares
outstanding. For special resolutions (which are required for certain important matters including mergers and changes to the Company's governing documents), which require the vote of two-thirds of the
votes cast, at any time that Class B ordinary shares remain outstanding, the voting power permitted to be exercised by the holders of the Class B ordinary shares will be weighted such
that the Class B ordinary shares shall represent, in the aggregate, 67% of the voting power of all shareholders. All shares issued by the Company are fully paid.

As
of 30 June 2016, the Company's issued share capital comprised 40,025,280 Class A ordinary shares and 124,000,000 Class B ordinary shares.

F-35

---



Table of Contents

Notes to the consolidated financial statements (Continued)

22 Share-based payments

The Company operates a share-based award plan, the 2012 Equity Incentive Award Plan (the "Equity Plan"), established in 2012. Under the Equity Plan, 16,000,000 shares of our
Class A ordinary shares have initially been reserved for issuance pursuant to a variety of share-based awards, including share options, share appreciation rights, or SARs, restricted share
awards, restricted share unit awards, deferred share awards, deferred share unit awards, dividend equivalent awards, share payment awards and other share-based awards. Of these reserved shares,
15,660,420 remain available for issuance.

Certain
directors and members of executive management have been awarded Class A ordinary shares, pursuant to the Equity Plan. These shares are subject to varying vesting schedules
over multi-year periods. Employees are not entitled to dividends until the awards vest. The fair value of these shares was the quoted market price on the date of award, adjusted where applicable for
expected dividends i.e. the fair value of the awards was reduced. It is assumed that semi-annual dividends will be paid for the foreseeable future and that none of the employees will leave the
Group before the end of the vesting period. The Company may choose whether to settle the awards wholly in shares or reduce the number of shares awarded by a value equal to the recipient's liability to
any income tax and social security contributions that would arise if all the shares due to vest had vested. Accordingly the awards may be either equity-settled or cash-settled.

Movements
in the number of share awards outstanding and therefore potentially issuable as new shares are as follows:

Number of Class A
ordinary sharesAt 1 July 2015


259,155Awarded


186,626Vested


(152,206
)​
​
​
​
​At 30 June 2016


293,575​
​
​
​
​​
​
​
​
​​
​
​
​
​


The
fair value of the shares awarded during the year was $15.75 (£11.81) per share.

For
the year ended 30 June 2016 the Group recognized total expenses related to equity-settled share-based payment transactions of £1,795,000 (2015:
£1,352,000; 2014: £1,138,000) and total expenses related to cash-settled share-based payment transactions of £1,539,000 (2015: £1,239,000; 2014:
£714,000).

F-36

---



Table of Contents

Notes to the consolidated financial statements (Continued)

23 Trade and other payables

2016
£'000

2015
£'000Trade payables


167,733


118,969Other payables


2,865


2,064Accrued expenses


54,756


45,616​
​
​
​
​
​
​
​225,354


166,649Social security and other taxes


15,764


12,712​
​
​
​
​
​
​
​241,118


179,361​
​
​
​
​
​
​
​Less: non-current portion:Trade payables


40,304


46,512Other payables


1,146


1,566​
​
​
​
​
​
​
​Non-current trade and other payables


41,450


48,078​
​
​
​
​
​
​
​Current trade and other payables


199,668


131,283​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


Trade
payables include transfer fees and other associated costs in relation to the acquisition of registrations of £156,292,000 (2015: £114,937,000) of which
£40,304,000 (2015: £46,512,000) is due after more than one year.

The
fair value of trade and other payables is not materially different to their carrying amount.

24 Borrowings

2016
£'000

2015
£'000Senior secured notes due 2027


314,341


265,734Secured term loan facility due 2025


166,018


140,182Secured bank loan due 2018


4,564


4,937Accrued interest on senior secured notes


5,169


114​
​
​
​
​
​
​
​490,092


410,967​
​
​
​
​
​
​
​Less: non-current portion:Senior secured notes due 2027


314,341


265,734Secured term loan facility due 2025


166,018


140,182Secured bank loan due 2018


4,169


4,566​
​
​
​
​
​
​
​Non-current borrowings


484,528


410,482​
​
​
​
​
​
​
​Current borrowings


5,564


485​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


The
senior secured notes due 2027 of £314,341,000 (2015: £265,734,000) is stated net of unamortized issue costs amounting to £4,441,000 (2015:
£4,760,000). The outstanding principal amount of the notes is $425,000,000 (2015: $425,000,000). The notes have a fixed coupon rate of 3.79% per annum and interest is paid semi-annually.
The notes mature on 25 June 2027.

The
Group has the option to redeem the notes in part, in an amount not less than 5% of the aggregate principal amount of the 2027 Notes then outstanding, or in full, at any time at 100%
of the

F-37

---



Table of Contents

Notes to the consolidated financial statements (Continued)

24 Borrowings (Continued)

principal
amount plus a "make-whole" premium of an amount equal to the discounted value (based on the US Treasury rate) of the remaining interest payments due on the notes up to 25 June 2027.

The
notes were issued by our wholly-owned finance subsidiary, MU Finance plc, and are guaranteed by Red Football Limited, Red Football Junior Limited, Manchester United Limited,
and Manchester United Football Club Limited and are secured against substantially all of the assets of those entities and MU Finance plc.

The
secured term loan facility due 2025 of £166,018,000 (2015: £140,182,000) is stated net of unamortized issue costs amounting to £2,749,000 (2015:
£3,021,000). The outstanding principal amount of the loan is $225,000,000 (2015: $225,000,000). The loan now attracts interest of US dollar LIBOR plus an applicable margin of between 1.25%
and 1.75% per annum and interest is paid monthly. The remaining balance of the loan is now repayable on 26 June 2025, although the Group continues to have the option to repay the loan at any
time.

The
loan was provided to our wholly-owned finance subsidiary, MU Finance plc, and is guaranteed by Red Football Limited, Red Football Junior Limited, Manchester United Limited,
Manchester United Football Club Limited and MU Finance plc and is secured against substantially all of the assets of each of those entities.

The
secured bank loan of £4,564,000 (2015: £4,937,000) comprises a bank loan within Alderley Urban Investments Limited, a subsidiary of Manchester United Limited,
that attracts interest of LIBOR + 1% per annum. £920,000 (2015: £1,293,000) is repayable in quarterly installments through to July 2018, with the remaining
balance of £3,644,000 (2015: £3,644,000) being re-payable at par on 9 July 2018. The loan is secured by way of a first legal charge over a Group investment property,
known as the Manchester International Freight Terminal, and the loan is also guaranteed by Manchester United Limited.

The
Group also has an undrawn committed borrowing facility of up to £125,000,000 plus (subject to certain conditions) the ability to incur a further £25,000,000
by way of incremental facilities. The facility terminates on 26 June 2021 (although it may be possible for any incremental facilities to terminate after such date). Drawdowns would attract
interest of LIBOR or EURIBOR plus an applicable margin of between 1.25% and 1.75% per annum (depending on the total net leverage ratio at that time). No drawdowns were made from these facilities
during 2016 or 2015.

The
Group's revolving facility, the secured term loan facility and the note purchase agreement governing the senior secured notes each contain certain covenants, including a financial
maintenance covenant that requires the Group to maintain a consolidated profit/loss for the period before depreciation, amortization of, and profit on disposal of, registrations, exceptional items,
net finance costs and tax ("EBITDA") of not less than £65 million for each 12 month testing period, as well as customary covenants, including (but not limited to)
restrictions on incurring additional indebtedness; paying dividends or making other distributions, repurchasing or redeeming our capital stock or making other restricted payments; selling assets,
including capital stock of restricted subsidiaries; entering into agreements that restrict distributions of restricted subsidiaries; consolidating, merging, selling or otherwise disposing of all or
substantially all assets; entering into sale and leaseback transactions; entering into transactions with affiliates; and incurring liens. As of 30 June 2016, the Group was in compliance with
all covenants under its revolving facility, the secured term loan facility and the note purchase agreement governing the senior secured notes.

F-38

---



Table of Contents

Notes to the consolidated financial statements (Continued)

24 Borrowings (Continued)

Analysis of changes in net debt

Net debt is defined as non-current and current borrowings minus cash and cash equivalents. Net debt is a financial performance
indicator that is used by the Group's management to monitor liquidity risk. The Group believes that net debt is meaningful for investors as it provides a clear overview of the net indebtedness
position of the Group and is used by the Chief Operating Decision Maker in managing the business.

The
following tables provide a reconciliation of the movement in the Group's net debt.

At 1 July
2015
£'000

Cash flows
£'000

Non-cash
movements
£'000

At 30 June
2016
£'000Non-current borrowings


410,482





74,046


484,528Current borrowings


485


(12,622
)

17,701


5,564Less: cash and cash equivalents


(155,752
)

(60,817
)

(12,625
)

(229,194
)​
​
​
​
​
​
​
​
​
​
​
​
​
​255,215


(73,439
)

79,122


260,898​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


Non-cash
movements largely comprise a foreign exchange loss arising on translation of the US dollar denominated secured term loan facility and senior secured notes, amortization of debt
issue costs and the movement on accrued interest on senior secured notes, partially offset by a foreign exchange gain arising on translation of foreign currency denominated cash and cash equivalents.

At 1 July
2014
£'000

Cash flows
£'000

Non-cash
movements
£'000

At 30 June
2015
£'000Non-current borrowings


326,803


48,433


35,246


410,482Current borrowings


15,005


(34,723
)

20,203


485Less: cash and cash equivalents


(66,365
)

(86,251
)

(3,136
)

(155,752
)​
​
​
​
​
​
​
​
​
​
​
​
​
​275,443


(72,541
)

52,313


255,215​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


Non-cash
movements largely comprise a foreign exchange loss arising on translation of the US dollar denominated secured term loan facility and senior secured notes, amortization of debt
issue costs, and the movement on accrued interest on senior secured notes.

F-39

---



Table of Contents

Notes to the consolidated financial statements (Continued)

25 Deferred tax

Deferred tax assets and liabilities are offset where the Group has a legally enforceable right to do so. The following is the analysis of the deferred tax balances (after allowable
offset) for financial reporting purposes:

2016
£'000

2015
£'000US deferred tax assets: Deferred tax assets to be recovered after more
than 12 months


(131,652
)

(121,555
) Deferred tax assets to be recovered within
12 months


(13,808
)

(12,085
)​
​
​
​
​
​
​
​(145,460
)

(133,640
)​
​
​
​
​
​
​
​UK deferred tax liabilities: Deferred tax liabilities to be recovered after
more than 12 months


13,170


16,671 Deferred tax liabilities to be recovered
within 12 months


1,194


640​
​
​
​
​
​
​
​14,364


17,311​
​
​
​
​
​
​
​Net deferred tax asset


(131,096
)

(116,329
)​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


The
movement in US deferred tax assets are as follows:

Foreign
tax credits
£'000

Net
operating
losses
£'000

Unrealized
foreign
exchange
and
derivative
movements
£'000

Intangible
assets
£'000

Other
£'000

Total
£'000At 1 July 2014


(33,062
)

(14,696
)

12,400


(81,780
)

(12,493
)

(129,631
)Expensed/(credited) to income statement (note 10)


3,896


(20,421
)

(1,046
)

12,425


5,972


826Expensed/(credited) to other comprehensive income


6,574





(11,409
)







(4,835
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2015


(22,592
)

(35,117
)

(55
)

(69,355
)

(6,521
)

(133,640
)(Credited)/expensed to income statement (note 10)


(13,834
)

13,459


(7,473
)

8,764


(2,076
)

(1,160
)Expensed/(credited) to other comprehensive income


9,650





(20,310
)







(10,660
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2016


(26,776
)

(21,658
)

(27,838
)

(60,591
)

(8,597
)

(145,460
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​


Deferred
tax assets are recognized only to the extent that it is probable that they will be available for use against future profits and that there will be sufficient future taxable
profit available against which temporary differences can be utilized. At 30 June 2016, the current forecasts indicate that the Group will utilize US foreign tax credits, net operating losses
and other temporary differences and accordingly, the associated deferred tax balances have recognized. US net operating losses can be carried forward up to twenty years and will fully expire if they
are not utilized beforehand. US foreign tax credits can be carried forward up to ten years from the date when they crystallise and offset against future US taxable profits.

F-40

---



Table of Contents

Notes to the consolidated financial statements (Continued)

25 Deferred tax (Continued)

The
movement in UK net deferred tax liabilities are as follows:

Accelerated
tax
depreciation
£'000

Rolled
over gain
on player
disposal
£'000

Non
qualifying
property
£'000

Property
fair
value
adjustment
£'000

Net
operating
losses
£'000

Other
(including
other fair
value
adjustments)
£'000

Total
£'000At 1 July 2014


353


4,328


14,443


17,056


(6,056
)

(1,287
)

28,837(Credited)/expensed to income statement (note 10)


(1,334
)

(1,396
)

(219
)

(290
)

173


(1,886
)

(4,952
)Credited to other comprehensive income

















(6,574
)

(6,574
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2015


(981
)

2,932


14,224


16,766


(5,883
)

(9,747
)

17,311Expensed/(credited) to income statement (note 10)


1,665


326


(1,619
)

(1,937
)

4,088


2,711


5,234Credited to other comprehensive income

















(8,181
)

(8,181
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2016


684


3,258


12,605


14,829


(1,795
)

(15,217
)

14,364​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​


Deferred
tax assets are recognized on losses carried forward only to the extent that it is probable that they will be available for use against future profits and that there will be
sufficient future taxable profit available against which the temporary differences can be utilised. At 30 June 2016 the Group had no
accessible unrecognized deductible temporary differences, UK tax losses or unused tax credits (2015: £nil).

F-41

---



Table of Contents

Notes to the consolidated financial statements (Continued)

26 Cash generated from operations

Notes

2016
£'000

2015
£'000

2014
£'000Profit/(loss) before tax




48,833


(3,567
)

40,503Depreciation

13, 14


10,079


10,324


8,665Impairment

6


6,693





293Amortization

15


88,009


99,687


55,290Loss/(profit) on disposal of intangible assets




9,786


(23,649
)

(6,991
)Net finance costs




20,017


35,215


27,412Loss on disposal of property, plant and equipment




126


5


24Equity-settled share-based payments

22


1,795


1,352


1,138Net foreign exchange differences




570


(584
)

925Fair value adjustments to derivative financial instruments




(8,230
)

5,498


59Reclassified from hedging reserve




1,382


(4,713
)

(1,035
)Increase in inventories




(926
)




(Increase)/decrease in trade and other receivables(1)




(31,741
)

58,503


(59,866
)Increase in trade and other payables and deferred revenue(1)




54,471


16,950


36,762Decrease in provisions










(1,475
)​
​
​
​
​
​
​
​
​
​
​
​
​Cash generated from operations




200,864


195,021


101,704​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​


(1)These
amounts exclude non-cash movements in respect of the acquisition and disposal of registrations resulting
in:
increases to intangible assets and trade and other payables of £98,165,000 (2015: £77,125,000; 2014:
£75,060,000)decreases to intangible assets and trade and other receivables of £47,465,000 (2015: increase to trade and other
receivables of £107,000; 2014: increase to trade and other receivables of £9,812,000)


27 Contingencies

At 30 June 2016, the Group had no material contingent liabilities in respect of legal claims arising in the ordinary course of business. Contingent fees are disclosed in
note 29.2.

28 Operating lease arrangements

28.1 The group as lessee

The Group leases various premises and plant and equipment under non-cancellable operating lease agreements. The majority of the lease agreements are renewable at
the end of the lease period at market rate. The operating lease expenditure charged to the income statement during the year is

F-42

---



Table of Contents

Notes to the consolidated financial statements (Continued)

28 Operating lease arrangements (Continued)

disclosed
in note 5. The future aggregate minimum lease payments under non-cancellable operating leases are as follows:

2016
£'000

2015
£'000No later than 1 year


2,635


2,258Later than 1 year and no later than 5 years


4,688


1,864Later than 5 years


4,028


4,109​
​
​
​
​
​
​
​11,351


8,231​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


28.2 The group as lessor

The Group leases out its investment properties. The future aggregate minimum rentals receivable under non-cancellable operating leases are as follows:

2016
£'000

2015
£'000No later than 1 year


1,434


1,263Later than 1 year and no later than 5 years


2,641


3,346Later than 5 years


9,953


10,312​
​
​
​
​
​
​
​14,028


14,921​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


29 Capital commitments and contingent fees

29.1 Capital commitments

As of 30 June 2016, the Group had capital commitments relating to property, plant and equipment amounting to £5.4 million (2015:
£0.2 million) and to other intangible assets amounting to £nil (2015: £nil).

29.2 Contingent fees

Under the terms of certain contracts with other football clubs and agents in respect of player transfers, additional amounts, in excess of the amounts included in
the cost of registrations, would be payable by the Group if certain substantive performance conditions are met. These excess amounts are only recognized within the cost of registrations when the
Company considers that it is probable that the condition related to the payment will be achieved. The maximum additional amounts that could be payable is £41,582,000 (2015:
£26,271,000). No material adjustment was required to the amounts included in the cost of registrations during the year (2015 and 2014: no material adjustments) and consequently there was
no material impact on the amortization of registration charges in the income statement (2015 and 2014: no material impact).

F-43

---



Table of Contents

Notes to the consolidated financial statements (Continued)

29 Capital commitments and contingent fees (Continued)

As
of 30 June 2016 the potential amount payable by type of condition and category of player was:

First team
squad
£'000

Other
£'000

Total
£'000Type of condition:MUFC appearances/team success/new contract


26,133


4,462


30,595International appearances


10,827


160


10,987​
​
​
​
​
​
​
​
​
​
​36,960


4,622


41,582​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


As
of 30 June 2015 the potential amount payable by type of condition and category of player was:

First team
squad
£'000

Other
£'000

Total
£'000Type of condition:MUFC appearances/team success/new contract


19,526


3,410


22,936International appearances


3,200


135


3,335​
​
​
​
​
​
​
​
​
​
​22,726


3,545


26,271​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


Similarly,
under the terms of contracts with other football clubs for player transfers, additional amounts would be payable to the Group if certain specific performance conditions are
met. In accordance with the recognition criteria for contingent assets, such amounts are only disclosed by the Group when probable and recognized when virtually certain. As of 30 June 2016, the
amount of such receipt considered to be probable was £1.6 million (2015: £2.2 million).

30 Pension arrangements

30.1 Defined benefit scheme

The Group participates in the Football League Pension and Life Assurance Scheme ('the Scheme'). The Scheme is a funded multi-employer defined benefit scheme, with
92 participating employers, and where members may have periods of service attributable to several participating employers. The Group is unable to identify its share of the assets and liabilities of
the Scheme and therefore accounts for its contributions as if they were paid to a defined contribution scheme. The Group has received confirmation that the assets and liabilities of the Scheme cannot
be split between the participating employers. The Group is advised only of the additional contributions it is required to pay to make good the deficit. These contributions could increase in the future
if one or more of the participating employers exits the Scheme.

The
last triennial actuarial valuation of the Scheme was carried out at 31 August 2014 where the total deficit on the ongoing valuation basis was £21.8 million.
The accrual of benefits ceased within the Scheme on 31 August 1999, therefore there are no contributions relating to current accrual. The Group pays monthly contributions based on a notional
split of the total expenses and deficit contributions of the Scheme.

A
charge of £nil (2015: £1,247,000; 2014: £nil) has been made to the income statement during the year, representing the present value of the
additional contributions the Group is expected to pay to remedy the revised deficit of the Scheme.

F-44

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Table of Contents

Notes to the consolidated financial statements (Continued)

30 Pension arrangements (Continued)

The Group currently pays total contributions of £437,000 per annum and, based on the actuarial valuation assumptions, will be sufficient to pay off the deficit by
28 February 2020.

As
of 30 June 2016, the present value of the Group's outstanding contributions (i.e. its future liability) is £1,566,000. This amounts to £420,000
(2015: £414,000) due within one year and £1,146,000 (2015: £1,566,000) due after more than one year and is included within other payables.

The
funding objective of the Trustees of the Scheme is to have sufficient assets to meet the Technical Provisions of the Scheme. In order to remove the deficit revealed at the previous
actuarial valuation (dated 31 August 2014), deficit contributions are payable by all participating clubs. Payments are made
in accordance with a pension contribution schedule. As the Scheme is closed to accrual, there are no additional costs associated with the accruing of members' future benefits. In the case of a club
being relegated from the Football League and being unable to settle its debt then the remaining clubs may, in exceptional circumstances, have to share the deficit.

Upon
the wind-up of the Scheme with a surplus, any surplus will be used to augment benefits. Under the more likely scenario of there being a deficit, this will be split amongst the clubs
in line with their contribution schedule. Should an individual club choose to leave the Scheme, they would be required to pay their share of the deficit based on a proxy buyout basis
(i.e. valuing the benefits on a basis consistent with buying out the benefits with an insurance company).

30.2 Defined contribution schemes

Contributions made to defined contribution pension arrangements are charged to the income statement in the period in which they become payable and for the year
ended 30 June 2016 amounted to £2,427,000 (2015: £2,464,000; 2014: £2,382,000). As at 30 June 2016, contributions of £247,000 (2015:
£283,000) due in respect of the current reporting period had not been paid over to the pension schemes.

The
assets of all pension schemes to which the Group contributes are held separately from the Group in independently administered funds.

31 Financial risk management

31.1 Financial risk factors

The Group's activities expose it to a variety of financial risks: market risk (including currency risk and interest rate risk), credit risk and liquidity risk.

The
policy for each of the above risks is described in more detail below.

a)    Market risk

Currency risk

The Group is exposed to the following currency risks:



F-45

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Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)



It
is the policy of the Group to enter into forward foreign exchange contracts to cover specific foreign currency payments and receipts. The following table details the forward foreign
currency contracts outstanding at the balance sheet date:

2016

2015Average
exchange
rate

Foreign
currency
€'000

Notional
value
£'000

Fair
value
£'000

Average
exchange
rate

Foreign
currency
€'000

Notional
value
£'000

Fair
value
£'000Buy Euro


1.3122


(83,667
)

(63,758
)

6,391


1.2676


(73,375
)

(57,887
)

(5,557
)Sell Euro


1.3426


39,000


29,048


(3,718
)













The
carrying amounts of the Group's foreign currency denominated monetary assets and monetary liabilities are as follows:

2016

2015Euro
€'000

US Dollar
$'000

Euro
€'000

US Dollar
$'000Monetary assets


116,596


265,565


15,437


214,317Monetary liabilities


(142,406
)

(661,324
)

(83,932
)

(651,029
)​
​
​
​
​
​
​
​
​
​
​
​
​
​(25,810
)

(395,759
)

(68,495
)

(436,712
)​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


At
30 June 2016:



F-46

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)



The
Group also has a number of embedded foreign exchange derivatives in host Commercial revenue contracts. These are recognized separately in the financial statements at fair value since
they are not closely related to the host contract. As of 30 June 2016 the fair value of such derivatives was a net asset of £5,248,000 (2015: net liability of £40,000).

Interest rate risk

The Group has no significant interest bearing assets other than cash on deposit which attracts interest at a small margin above UK base
rates.

The
Group's interest rate risk arises from its borrowings. Borrowings issued at variable interest rates expose the Group to cash flow interest rate risk. Borrowings issued at fixed rates
expose the Group to fair value interest rate risk. The Group's borrowings are denominated in US dollar and pounds sterling. Full details of the Group's borrowings and associated interest rates can be
found in note 24.

The
Group manages its cash flow interest rate risk where appropriate using interest rate swaps at contract lengths consistent with the repayment schedule of the borrowings. Such interest
rate swaps
have the economic effect of converting borrowings from floating rates to fixed rates. Consequently, the impact on equity and post-tax profit of a 1.0% shift in interest rates would not be material to
any periods presented.

The
Group has entered into a number of swap agreements. Details of the interest rate swaps committed to at the balance sheet date are provided in note 31.2 below.

b)    Credit risk

Credit risk is managed on a Group basis and arises from favorable derivative financial instruments, trade and other receivables (excluding prepayments) and cash
and cash equivalents. Management does not expect any material losses from non-performance by these counterparties.

A
substantial majority of the Group's Broadcasting revenue is derived from media contracts negotiated by the Premier League and UEFA with media distributors, and although the Premier
League obtains guarantees to support certain of its media contracts, typically in the form of letters of credit issued by commercial banks, it remains the Group's single largest credit exposure. The
Group derives commercial and sponsorship revenue from certain corporate sponsors, including global, regional, mobile, media and supplier sponsors in respect of which the Group may manage its credit
risk by seeking advance payments, installments and/or bank guarantees where appropriate. The substantial majority of this revenue is derived from a limited number of sources. The Group is also exposed
to

F-47

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Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

other
football clubs globally for the payment of transfer fees on players. Depending on the transaction, some of these fees are paid to the Group in installments. The Group tries to manage its credit
risk with respect to those clubs by requiring payments in advance or, in the case of payments on installment, requiring bank guarantees on such payments in certain circumstances. However, the Group
cannot ensure these efforts will eliminate its credit exposure to other clubs. A change in credit quality at one of the media broadcasters for the Premier League or UEFA, one of the Group's sponsors
or a club to whom the Group has sold a player can increase the risk that such counterparty is unable or unwilling to pay amounts owed to the Group. Derivative financial instruments and cash and cash
equivalents are placed with counterparties with a minimum Moody's rating of Aa3.

Credit
terms offered by the Group vary depending on the type of sale. For seasonal match day facilities and sponsorship contracts, payment is usually required in advance of the season to
which the sale relates. For other sales the credit terms typically range from 14 - 30 days, although specific agreements
may be negotiated in individual contracts with terms beyond 30 days. For player transfer activities, credit terms are determined on a contract by contract basis. Of the net total trade
receivable balance of £109,791,000 (2015: £47,849,000), £46,646,000 (2015: £20,693,000) relates to amounts receivable from various other football clubs
in relation to player trading.

As
of 30 June 2016, trade receivables of £90,304,000 (2015: £36,515,000) were neither past due nor impaired. Management considers that, based on historical
information about default rates and the current strength of relationships (a number of which are recurring long term relationships) the credit quality of trade receivables that are neither past due
nor impaired is good.

As
of 30 June 2016, trade receivables of £19,487,000 (2015: £15,231,000) were past due but not impaired. These relate to independent customers for whom
there is no recent history of default. The ageing analysis of these trade receivables is as follows:

2016
£'000

2015
£'000Up to 3 months past due


14,283


9,619Over 3 months past due


5,204


5,612​
​
​
​
​
​
​
​19,487


15,231​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


As
of 30 June 2016, trade receivables of £6,451,000 (2015: £3,897,000) were impaired and provided for. The individually impaired receivables largely relate
to a transfer fee receivable of £2,082,000 (€2,500,000) (2015: £1,773,000
(€2,500,000)) due from one football club. The ageing of these receivables, based on due date, is as follows:

2016
£'000

2015
£'000Up to 3 months





104Over 3 months


6,451


3,793​
​
​
​
​
​
​
​6,451


3,897​
​
​
​
​
​
​
​


F-48

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

Movements on the provision for impairment of trade receivables are as follows:

2016
£'000

2015
£'000Brought forward


3,897


4,759Provision for receivables impairment


3,680


593Receivables written off during the year as uncollectible





(16
)Unused amounts reversed


(1,126
)

(1,439
)​
​
​
​
​
​
​
​Carried forward


6,451


3,897​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


c)     Liquidity risk

The Group's policy is to maintain a balance of continuity of funding and flexibility through the use of secured term loan facilities, senior secured notes and
other borrowings as applicable. The annual cash flow is cyclical in nature with a significant portion of cash inflows being received prior to the start of the playing season. Ultimate responsibility
for liquidity risk management rests with the executive directors of Manchester United plc. The directors use management information tools including budgets and cash flow forecasts to constantly
monitor and manage current and future liquidity.

Cash
flow forecasting is performed on a regular basis which includes rolling forecasts of the Group's liquidity requirements to ensure that the Group has sufficient cash to meet
operational needs while maintaining sufficient headroom on its undrawn committed borrowing facilities at all times so that the Group does not breach borrowing limits or covenants on any of its
borrowing facilities. The Group's borrowing facilities are described in note 24. Financing facilities have been agreed at appropriate levels having regard to the Group's operating cash flows
and future development plans.

Surplus
cash held by the operating entities over and above that required for working capital management are invested by Group finance in interest bearing current accounts or money market
deposits. As of 30 June 2016, the Group held cash and cash equivalents of £229,194,000 (2015: £155,752,000).

The
table below analyses the Group's non-derivative financial liabilities and net-settled derivative financial liabilities into relevant maturity groupings based on the remaining period
at the balance sheet date to the contractual maturity date. The amounts disclosed in the table are the contractual

F-49

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

undiscounted
cash flows including interest and therefore differs from the carrying amounts in the consolidated balance sheet.

Less than
1 year
£'000

Between
1 and 2 years
£'000

Between
2 and 5 years
£'000

Over
5 years
£'000Trade and other payables excluding social security and other taxes(1)


205,831


18,811


2,043


Borrowings


18,967


18,990


40,753


519,921​
​
​
​
​
​
​
​
​
​
​
​
​
​224,798


37,801


42,796


519,921Non-trading(2) and net settled derivative financial instruments:cash outflow


6,685


4,812


7,770


7,770cash inflow


(5,692
)

(708
)




​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2016


225,791


41,905


50,566


527,691​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​Trade and other payables excluding social security and other taxes(1)


118,898


43,104


6,753


Borrowings


16,418


16,442


51,637


512,682​
​
​
​
​
​
​
​
​
​
​
​
​
​135,316


59,546


58,390


512,682Non-trading(2) and net settled derivative financial instruments:cash outflow


3,321


3,318


9,904


16,483​
​
​
​
​
​
​
​
​
​
​
​
​
​At 30 June 2015


138,637


62,864


68,294


529,165​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


(1)Social
security and other taxes are excluded from trade and other payables balance, as this analysis is required only for financial instruments.(2)Non-trading
derivatives are included at their fair value at the balance sheet date.


31.2 Hedging activities

The Group uses derivative financial instruments to hedge certain exposures, and has designated certain derivatives as hedges of cash flows (cash flow hedge).

The
Group hedges the foreign exchange risk on contracted future US dollar revenues whenever possible using the Group's US dollar net borrowings as the hedging instrument. The foreign
exchange gains or losses arising on re-translation of the Group's US dollar net borrowings used in the hedge are initially recognized in other comprehensive income, rather than being recognized in the
income
statement immediately. Amounts previously recognized in other comprehensive income and accumulated in the hedging reserve are subsequently reclassified into the income statement in the same accounting
period, and within the same income statement line (i.e. Commercial revenue), as the underlying future US dollar revenues, which given the varying lengths of the commercial revenue contracts
will be between July 2016 to June 2021. The foreign exchange gains or losses arising on re-translation of the Group's unhedged US dollar borrowings are recognized in the income statement

F-50

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

immediately
(within net finance costs). The table below details the net borrowings being hedged at the balance sheet date:

2016
$'000

2015
$'000USD borrowings


650,000


650,000USD cash


(100,800
)

(138,500
)​
​
​
​
​
​
​
​Net USD debt


549,200


511,500Hedged future USD revenues


(394,690
)

(470,404
)​
​
​
​
​
​
​
​Unhedged USD borrowings


154,510


41,096​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​Closing USD exchange rate ($: £)


1.3332


1.5712​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


The
Group hedges its cash flow interest rate risk where appropriate using interest rate swaps at contract lengths consistent with the repayment schedule of the borrowings. Such interest
rate swaps have the economic effect of converting borrowings from floating rates to fixed rates. The effective portion of changes in the fair value of the interest rate swap are initially recognized
in other comprehensive income, rather than being recognized in the income statement immediately. Amounts previously recognized in other comprehensive income and accumulated in the hedging reserve are
subsequently reclassified into the income statement in the same accounting period, and within the same income statement line (i.e. finance costs), as the underlying interest payments, which
given the term of the swap will be between July 2016 to June 2024. The following table details the interest rate swaps at the balance sheet date that are used to hedge borrowings:

2016

2015Principal value of loan outstanding ($'000)

225,000

225,000Rate received

1 month $ LIBOR

1 month $ LIBORRate paid

Fixed 2.032%

Fixed 2.032%Expiry date

30 June 2024

30 June 2024


As
of 30 June 2016 the fair value of the above interest rate swaps was a liability of £9,710,000 (2015: liability of £111,000).

F-51

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

Details
of movements on the hedging reserve are as follows:

Future
US dollar
revenues
£'000

Interest
rate
swap
£'000

Total,
before tax
£'000

Tax
£'000

Total,
after tax
£'000Balance at 1 July 2014


40,021


(147
)

39,874


(13,956
)

25,918​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Foreign exchange loss on hedged US dollar net borrowings


(27,925
)




(27,925
)

9,774


(18,151
)Reclassified to income statement


(4,713
)

2,060


(2,653
)

930


(1,723
)Fair value movement





(2,024
)

(2,024
)

709


(1,315
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Movement recognized in other comprehensive income


(32,638
)

36


(32,602
)

11,413


(21,189
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2015


7,383


(111
)

7,272


(2,543
)

4,729​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Foreign exchange loss on hedged US dollar net borrowings


(49,808
)




(49,808
)

17,431


(32,377
)Reclassified to income statement


1,382


2,665


4,047


(1,416
)

2,631Fair value movement





(12,264
)

(12,264
)

4,292


(7,972
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Movement recognized in other comprehensive income


(48,426
)

(9,599
)

(58,025
)

20,307


(37,718
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2016


(41,043
)

(9,710
)

(50,753
)

17,764


(32,989
)​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​
​


Based
on exchange rates existing as of 30 June 2016, a 10% appreciation of the UK pounds sterling compared to the US dollar would have resulted in a credit to the hedging reserve
in respect of future US dollar revenues of approximately £26,913,000 (2015: £27,217,000). Conversely, a 10% depreciation of the UK pounds sterling compared to the US dollar
would have resulted in a debit to the hedging reserve in respect of US dollar future revenues of approximately £32,894,000 (2015: £33,266,000).

31.3 Capital risk management

The Group manages its capital to ensure that entities in the Group will be able to continue as going concerns while maximising the return to shareholders through
the optimisation of the debt and equity balance. Capital is calculated as "equity attributable to owners of the parent" as shown in the balance sheet plus net debt. Net debt is calculated as total
borrowings (including "current and non-current borrowings" as shown in the balance sheet) less cash and cash equivalents and is used by management in monitoring the net indebtedness of the Group. A
reconciliation of net debt is shown in note 24.

As
of 30 June 2016, the Group had total borrowings of £490.1 million (2015: £411.0 million). As described in note 24 above, the
Group's revolving facility, the secured term loan facility and the note purchase agreement governing the 2027 Notes each contain certain covenants that restrict the activities of Red Football Limited
and its subsidiaries. As of 30 June 2016, the Group was in compliance with all covenants under its revolving facility, the secured term loan facility and the note purchase agreement governing
the 2027 Notes.

F-52

---



Table of Contents

Notes to the consolidated financial statements (Continued)

31 Financial risk management (Continued)

31.4 Fair value estimation

The following table presents the financial instruments carried at fair value. The different levels used in measuring fair value have been defined as
follows:



2016
£'000

2015
£'000AssetsDerivative financial assets at fair value through profit or loss (note 18):Embedded foreign exchange derivatives


5,248


27Forward foreign exchange contracts


6,400


LiabilitiesDerivative financial liabilities designated as cash flow hedges (note 18):Interest rate swaps


(9,710
)

(111
)Derivative financial liabilities at fair value through profit or loss (note 18):Embedded foreign exchange derivatives





(67
)Forward foreign exchange contracts


(3,727
)

(5,557
)​
​
​
​
​
​
​
​(1,789
)

(5,708
)​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


The
fair value of financial instruments that are not traded in an active market is determined by using valuation techniques. These valuation techniques maximise the use of observable
market data where it is available and rely as little as possible on entity specific estimates. If all significant inputs required to fair value an instrument are observable, the instrument is
categorised as Level 2.

All
of the financial instruments detailed above are categorised as Level 2. Specific valuation techniques used include:



F-53

---





Table of Contents

Notes to the consolidated financial statements (Continued)

32 Related party transactions

The immediate parent undertaking of Manchester United plc is Red Football LLC, a company incorporated in the state of Delaware. The ultimate parent undertaking and
controlling party is Red Football Limited Partnership, a limited partnership formed in the state of Nevada, United States of America whose general partner is Red Football General Partner, Inc.,
a corporation formed in the state of Nevada, United States of America. Red Football Limited Partnership and Red Football General Partner, Inc. are controlled by family trusts affiliated with
the Glazer family.

Mr. Kevin
Glazer, a director of the Company, and certain members of his immediate family held an interest in the Group's US dollar denominated senior secured notes due 2017,
however, they ceased to hold any the notes on 26 June 2015 when the notes were repaid in full. The US dollar denominated notes had a fixed coupon rate of 8.375%. Interest payable to
Mr. Kevin Glazer and certain members of his immediate family during the year amounted to £nil (2015: £302,000;
2014: £372,000) of which £nil (2015: £nil; 2014: £146,000) was accrued at the year end.

33 Subsidiaries

The following companies are the subsidiary undertakings of the Company as of 30 June 2016:

Subsidiaries

Principal activity

Issued share capital

Description of share
classes ownedRed Football Finance Limited*

Finance company

USD 0.01

100% OrdinaryRed Football Holdings Limited*

Holding company

GBP 150,000,001

100% OrdinaryRed Football Shareholder Limited

Holding company

GBP 99

100% OrdinaryRed Football Joint Venture Limited

Holding company

GBP 99

100% OrdinaryRed Football Limited

Holding company

GBP 99

100% OrdinaryRed Football Junior Limited

Holding company

GBP 100

100% OrdinaryManchester United Limited

Commercial company

GBP 26,519,248

100% OrdinaryAlderley Urban Investments Limited

Property investment

GBP 2

100% OrdinaryManchester United Commercial Enterprises (Ireland) Limited

Property investment

EUR 13

100% OrdinaryManchester United Football Club Limited

Professional football club

GBP 1,008,546

100% OrdinaryManchester United Interactive Limited

Media company

GBP 10,000

100% OrdinaryMU Commercial Holdings Limited

Holding company

GBP 101

100% OrdinaryMU Commercial Holdings Junior Limited

Holding company

GBP 101

100% OrdinaryMU Finance plc

Debt-holding company

GBP 15,000,000

100% OrdinaryMU RAML Limited

Retail and licensing company

GBP 100

100% OrdinaryMUTV Limited

Subscription TV channel

GBP 2,401

100% Ordinary


*Direct
investment of Manchester United plc, others are held by subsidiary undertakings.


All
of the above are incorporated and operate in England and Wales, with the exception of Red Football Finance Limited which is incorporated and operates in the Cayman Islands and
Manchester United Commercial Enterprises (Ireland) Limited which is incorporated and operates in Ireland. The registered office or principal executive office of all the above, with the exception of
Manchester United

F-54

---



Table of Contents

Notes to the consolidated financial statements (Continued)

33 Subsidiaries (Continued)

Commercial
Enterprises (Ireland) Limited, is Sir Matt Busby Way, Old Trafford, Manchester, M16 0RA, United Kingdom. The registered office of Manchester United Commercial Enterprises (Ireland)
Limited is 4th Floor, 8-34 Percy Place, Ballsbridge, Dublin 4, Republic of Ireland.

34 Events after the balance sheet date

The playing registrations of certain footballers have been disposed of, subsequent to 30 June 2016, for
total proceeds, net of associated costs, of £7,717,000. The associated net book value was £126,000.

Subsequent
to 30 June 2016 the playing registrations of certain players were acquired or extended for a total consideration, including associated costs, of
£160,565,000. No payments are due over 5 years.

35 Additional informationFinancial Statement Schedule I

Schedule I has been provided pursuant to the requirements of Securities and Exchange Commission ("SEC") Regulation S-X Rule 12-04(a), which require condensed
financial information as to financial position, cash flows and results of operations of a parent company as of the same dates and for the same periods for which audited consolidated financial
statements have been presented, as the restricted net assets of Manchester United plc's consolidated subsidiaries as of 30 June 2016 exceeded the 25% threshold.

As
of 30 June 2016, the Group had total borrowings of £490.1 million (2015: £411.0 million). As described in note 24 above, the
Group's revolving facility, the secured term loan facility and the note purchase agreement governing the 2027 Notes each contain certain covenants that restrict the activities of Red Football Limited
and its subsidiaries, including restricted payment covenants. The restricted payment covenants allow dividends in certain circumstances, including to the extent dividends do not exceed 50% of the
cumulative consolidated net income of Red Football Limited and its restricted subsidiaries, provided there is no event of default and Red Football Limited is able to meet the principal and interest
payments on its debt under a fixed charge coverage test. As of 30 June 2016, the Group was in compliance with the restricted payment covenants and all other covenants under its revolving
facility, the secured term loan facility and the note purchase agreement governing the 2027 Notes.

Certain
information and footnote disclosures normally included in financial statements prepared in accordance with International Financial Reporting Standards have been condensed or
omitted. The footnote disclosures contain supplemental information only and, as such, these statements should be read in conjunction with the notes to the accompanying consolidated financial
statements.

The
condensed financial information has been prepared using the same accounting policies as set out in the consolidated financial statements, except that investments in subsidiaries are
included at cost less any provision for impairment in value.

As
of 30 June 2016, 2015 and 2014 there were no material contingencies, significant provisions of long-term obligations, mandatory dividend or redemption requirements of
redeemable stocks or guarantees of the Company, except for those which have been separately disclosed in the consolidated financial statements, if any.

During
the year ended 30 June 2016, cash dividends of £0.12 per share were declared and paid by the Company. During the years ended 30 June 2015 and 2014, no
cash dividends were declared and paid by the Company.

F-55

---



Table of Contents

Notes to the consolidated financial statements (Continued)

35 Additional informationFinancial Statement Schedule I (Continued)

Condensed income statement of the Company

Year ended 30 June2016
£'000

2015
£'000

2014
£'000Revenue








Operating expenses


(84
)

(144
)

(682
)Exceptional items





(1,089
)

​
​
​
​
​
​
​
​
​
​
​Operating loss


(84
)

(1,233
)

(682
)Finance costs








(15
)Income from shares in group undertakings


20,084





​
​
​
​
​
​
​
​
​
​
​Profit/(loss) on ordinary activities before tax


20,000


(1,233
)

(697
)Tax expense








​
​
​
​
​
​
​
​
​
​
​Profit/(loss) for the year


20,000


(1,233
)

(697
)​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


There
were no items of other comprehensive loss or income in the years ended 30 June 2016, 2015 or 2014 and therefore no statement of comprehensive income has been presented.

Condensed balance sheet of the Company

As of 30 June2016
£'000

2015
£'000ASSETSNon-current assetsInvestment in subsidiaries


319,265


319,265​
​
​
​
​
​
​
​319,265


319,265​
​
​
​
​
​
​
​Current assetsCurrent tax receivable


124


Cash and cash equivalents


221


224​
​
​
​
​
​
​
​345


224​
​
​
​
​
​
​
​Total assets


319,610


319,489​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​EQUITY AND LIABILITIESEquityShare capital


52


52Share premium


68,822


68,822Retained earnings


248,140


246,429​
​
​
​
​
​
​
​317,014


315,303​
​
​
​
​
​
​
​Current liabilitiesOther payables


2,596


4,186​
​
​
​
​
​
​
​2,596


4,186​
​
​
​
​
​
​
​Total equity and liabilities


319,610


319,489​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​


F-56

---



Table of Contents

Notes to the consolidated financial statements (Continued)

35 Additional informationFinancial Statement Schedule I (Continued)

Condensed statement of changes in equity of the Company

Share
capital
£'000

Share
premium
£'000

Retained
earnings
£'000

Total equity
£'000Balance at 1 July 2013


52


68,822


245,869


314,743​
​
​
​
​
​
​
​
​
​
​
​
​
​Loss for the year








(697
)

(697
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive income for the year








(697
)

(697
)Equity-settled share based payments








1,138


1,138​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2014


52


68,822


246,310


315,184​
​
​
​
​
​
​
​
​
​
​
​
​
​Loss for the year








(1,233
)

(1,233
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive loss for the year








(1,233
)

(1,233
)Equity-settled share based payments








1,352


1,352​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2015


52


68,822


246,429


315,303​
​
​
​
​
​
​
​
​
​
​
​
​
​Profit for the year








20,000


20,000​
​
​
​
​
​
​
​
​
​
​
​
​
​Total comprehensive loss for the yearEquity-settled share based payments








1,795


1,795Dividends paid








(20,084
)

(20,084
)​
​
​
​
​
​
​
​
​
​
​
​
​
​Balance at 30 June 2016


52


68,822


248,140


317,014​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​
​
​
​


Condensed statement of cash flows of the Company

Year ended 30 June2016
£'000

2015
£'000

2014
£'000Cash flows from operating activitiesProfit/(loss) before tax


20,000


(1,233
)

(697
)Net finance costs








15Equity-settled share-based payments


1,795


1,352


1,138Increase in other receivables


(124
)




Decrease in other payables


(1,590
)

(101
)

(467
)​
​
​
​
​
​
​
​
​
​
​Cash generated from/(used in) operations


20,081


18


(11
)Interest paid








(15
)​
​
​
​
​
​
​
​
​
​
​Net cash generated from/(used in) operating activities


20,081


18


(26
)​
​
​
​
​
​
​
​
​
​
​Cash flows from financing activitiesDividends paid


(20,084
)




​
​
​
​
​
​
​
​
​
​
​Net cash generated from/(used in) financing activities


(20,084
)




​
​
​
​
​
​
​
​
​
​
​Net (decrease)/increase in cash and cash equivalents


(3
)

18


(26
)Cash and cash equivalents at beginning of year


224


206


232​
​
​
​
​
​
​
​
​
​
​Cash and cash equivalents at end of year


221


224


206​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


F-57

---



Table of Contents

Notes to the consolidated financial statements (Continued)

35 Additional informationFinancial Statement Schedule I (Continued)

The
following reconciliations are provided as additional information to satisfy the Schedule I SEC requirements for parent-only financial information.

2016
£'000

2015
£'000

2014
£'000IFRS (loss)/profit reconciliation:Parent onlyIFRS profit/(loss) for the year


20,000


(1,233
)

(697
)Additional profit if subsidiaries had been accounted for on the equity method of accounting as opposed to cost


16,371


338


24,532​
​
​
​
​
​
​
​
​
​
​Consolidated IFRS profit/(loss) for the year


36,371


(895
)

23,835​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​IFRS equity reconciliation:Parent onlyIFRS equity


317,014


315,303


315,184Additional profit if subsidiaries had been accounted for on the equity method of accounting as opposed to cost


141,268


162,615


183,466​
​
​
​
​
​
​
​
​
​
​ConsolidatedIFRS equity


458,282


477,918


498,650​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​​
​
​
​
​
​
​
​
​
​
​


F-58

---





Table of Contents

SIGNATURES

The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and
authorized the undersigned to sign this annual report on its behalf.

Manchester United plc
(Registrant)Date: 15 September 2016

By:

/s/ EDWARD WOODWARDName:

Edward WoodwardTitle:

Executive Vice Chairman


---





Table of Contents

EXHIBITS

1.1

Amended and Restated Memorandum and Articles of Association of Manchester United plc dated as of 8 August 2012 (included as Exhibit 3.1 to our Registration Statement on Form F-1/A (File
No. 333-182535), filed with the SEC on 30 July 2012, as amended).2.1

Specimen Ordinary Share Certificate of Manchester United plc (included as Exhibit 4.1 to our Registration Statement on Form F-1/A (File No. 333-182535), filed with the SEC on 30 July 2012, as
amended).4.1

Agreement, dated 19 May 2008, between The Royal Bank of Scotland plc, as agent for National Westminster Bank plc, and Alderley Urban Investments (included as Exhibit 10.3 to our Registration
Statement on Form F-1/A (File No. 333-182535), filed with the SEC on 16 July 2012, as amended).4.2

Amendment and Restatement Agreement relating to the Secured Term Facility, dated 11 August 2014, between Red Football Limited and Bank of America, N.A., as Agent and Original Lender (included as Exhibit 4.1
to our Report on Form 6-K (File No. 001-35627), filed with the SEC on 12 August 2014).4.3

Amendment and Restatement Agreement relating to the Secured Term Facility, dated 15 May 2015, among Red Football Limited, Bank of America, N.A., as Original Agent, and Bank of America Merrill Lynch International
Limited, as Agent and Lender (included as Exhibit 10.1 to our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.4

Revolving Facilities Agreement, dated 22 May 2015, among Red Football Limited, MU Finance plc, the guarantors party thereto, Bank of America, N.A., as Arranger, the Original Lenders named therein, and Bank
of America Merrill Lynch International Limited, as Agent and Security Trustee (included as Exhibit 10.2 to our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.5

Note Purchase Agreement, dated 27 May 2015, among MU Finance plc, the guarantors party thereto, the purchasers listed therein and the Bank of New York Mellon, as Paying Agent (included as Exhibit 4.3 to
our Registration Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.6

Term Facility Amendment Letter, dated 26 June 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 10.3 to our Registration
Statement on Form F-3 (File No. 333-206985), filed with the SEC on 17 September 2015).4.7

Second Term Facility Amendment Letter, dated 11 September 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 4.7 to our
Annual Report on Form 20-F (File No. 333-183277), filed with the SEC on 15 October 2015).4.8

Revolving Facilities Amendment Letter, dated 7 October 2015, between Red Football Limited and Bank of America Merrill Lynch International Limited, as Agent and Lender (included as Exhibit 4.8 to our Annual Report
on Form 20-F (File No. 333-183277), filed with the SEC on 15 October 2015).4.9

2012 Equity Incentive Award Plan (included as Exhibit 4.2 to our Registration Statement on Form S-8 (File No. 333-183277), filed with the SEC on 13 August 2012).4.10

Premier League Handbook, Season 2015/16 (included as Exhibit 4.11 to our Annual Report on Form 20-F (File No. 001-35627), filed with the SEC on 15 October 2015).4.11

Premier League Handbook, Season 2016/17.


---



Table of Contents

8.1

List of significant subsidiaries (included in note 33 to our audited consolidated financial statements included in this Annual Report).12.1

Rule 13a-14(a)/15d-14(a) Certification of Principal Executive Officer.12.2

Rule 13a-14(a)/15d-14(a) Certification of Principal Financial Officer.13.1

Certification of Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.13.2

Certification of Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002.15.1

Consent of PricewaterhouseCoopers LLP.


---