The Night West Ham Played Behind Closed Doors

 West Ham play Castilla behind closed doors in the Cup Winners’ Cup in October 1980 after crowd trouble at the first leg in Madrid. Photograph: David Ashdown/Getty Images
West Ham play Castilla behind closed doors in the Cup Winners’ Cup in October 1980 after crowd trouble at the first leg in Madrid. Photograph: David Ashdown/Getty Images
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The Night West Ham Played Behind Closed Doors

 West Ham play Castilla behind closed doors in the Cup Winners’ Cup in October 1980 after crowd trouble at the first leg in Madrid. Photograph: David Ashdown/Getty Images
West Ham play Castilla behind closed doors in the Cup Winners’ Cup in October 1980 after crowd trouble at the first leg in Madrid. Photograph: David Ashdown/Getty Images

At half-time West Ham’s former chairman Len Cearns was sent on a futile mission by his fellow directors. They wanted him to go down to the home dressing room to ask John Lyall if there was any way his team could possibly remember that the foul language being used in the heat of battle was floating away from the pitch, rattling around the empty terraces and causing some discomfort for the people sitting in the posh seats.

“There was a lot of swearing going on in the game,” Alvin Martin says as he recalls West Ham hosting a European tie behind closed doors in the autumn of 1980. “You don’t realise it. You’re communicating in a factory way.”

It is nearly 40 years since Upton Park’s ghost game and Martin, who played in central defence as West Ham reached the second round of the Cup Winners’ Cup by winning the second leg of their tie against Castilla, chuckles when he is asked if his teammates paid any attention to the chairman’s request. “No. In all the years I played with Trevor Brooking he never used a foul word. That was exceptional. But that’s the way we communicated. You can’t just switch that off.”

Broadcasters might want to keep that in mind as English football grapples with the damage caused by the coronavirus pandemic. It is almost inevitable games will be played behind closed doors if the season resumes and it will be challenging for players to adjust. Martin’s teammate David Cross describes it as an eerie experience and remembers finding it hard to summon the usual intensity against Castilla, Real Madrid’s B team.

“You were conscious of your voice echoing around the stadium,” Cross says. “Voices would bounce off the stands and back to you. You didn’t get that bounce back off the crowd. You had to shout very loud on a Saturday afternoon to make sure one of your teammates 15 yards away could hear you. We were used to talking very loudly on the pitch.

“In training sometimes we’d play 11 v 11. Sometimes in our own stadium. We were used to playing football every day with no fans there. It’s just on matchday your fans gave you that atmosphere. I think it took us 15 to 20 minutes to realise we were in a proper match.”

In West Ham’s case it was a one-off, a punishment by Uefa after crowd trouble marred the first leg at the Bernabéu. For Castilla, who had qualified after losing the Copa del Rey final against Real, the Spanish champions, playing at such a famous ground was meant to be the stuff of dreams. In the stands it was anything but. There were ugly scenes in the away end and there was tragedy after the game when a West Ham fan died after being hit by a bus in the chaos outside the ground.

Uefa responded by fining West Ham £7,750 and ordering them to play their next two European home games at least 187 miles away from Upton Park. Sunderland’s Roker Park was one possibility for the second leg, while Martin remembers talk of the second leg taking place in Middlesbrough. Cross says the players were told they may have to play in France.

After an appeal by West Ham, Uefa decided to stage the game at Upton Park with no supporters present. There was also no live coverage on television and the official attendance was 262. “We would have relied on the fans at Upton Park, especially on a midweek game under the floodlights,” Martin says. Cross was more upbeat. “Playing at Upton Park was still an advantage for us, even if we didn’t have our fans, which is usually worth a goal,” the former striker says. “We were on familiar territory.”

Steve Bacon, West Ham’s former club photographer, was one of the 262. “There were lots of fans milling outside,” he says. “I was in the stadium and because there was no crowd we were able to wander round as we wanted. I went up the back of the North Bank and did the pictures from there. You could hear the players shouting to each other.

“Eddie Baily, one of John Lyall’s backroom staff, was a bit foul-mouthed. I can remember him effing and blinding above anything else in the ground. I could also hear Bryan Butler doing the commentary on BBC radio.”

West Ham had lost the first leg 3-1, but while they were in Division Two, they were dangerous on their day. They had beaten Arsenal in the FA Cup final that year and they saw off Castilla. Geoff Pike pulled an early goal back and although a stunning goal from Bernal, Castilla’s captain, took the game into extra time, a Cross hat-trick sealed a 5-1 win.

“I wonder if it will slow the pace down,” Martin says. “The atmosphere generates adrenaline in a player and everything becomes quicker. Players go that little bit harder into a tackle or run that little bit further and are absolutely aware that every little challenge in the game can determine the result.

“Will we see referees having an easier time? The language between the players and the referee will be much more noticeable. I think you’ll see an improvement in behaviour towards officials.

“For us it was a novelty. But playing behind closed doors will be more difficult over time. These players have been used to playing in front of 60,000 people. It will be something totally unknown to them. But the main thing is everybody will be geared up to getting results. The competitive edge will take over.”

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Saudi Leadership Provides Two Donations Worth SAR150 Mln Through Jood Eskan Platform

Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud and Prince Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince and Prime Minister. (SPA)
Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud and Prince Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince and Prime Minister. (SPA)
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Saudi Leadership Provides Two Donations Worth SAR150 Mln Through Jood Eskan Platform

Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud and Prince Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince and Prime Minister. (SPA)
Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud and Prince Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince and Prime Minister. (SPA)

Custodian of the Two Holy Mosques King Salman bin Abdulaziz Al Saud and Prince Mohammed bin Salman bin Abdulaziz Al Saud, Crown Prince and Prime Minister, have provided two generous donations amounting to SAR150 million through the Jood Eskan platform.

The move aligns with the leadership's commitment to supporting all national efforts and initiatives to provide suitable housing for deserving families.

Minister of Municipalities and Housing and Chairman of the Board of Trustees of the Developmental Housing Foundation (Sakan) Majed Al-Hogail expressed his deep gratitude to the leadership for its unwavering support to all national efforts and initiatives aimed at providing suitable housing for eligible families across the Kingdom.

He noted the effective impact of previous generous donations in achieving the goals of housing development, and motivating individuals and institutions to donate through the Jood Eskan platform that is based on community giving that helps provide decent housing and boosts stability and quality of life for deserving families.


Thousands of Animals, Rare Specimens Stolen from Sudan Museum

Skulls of several mammals before the destruction (Asharq Al-Awsat)
Skulls of several mammals before the destruction (Asharq Al-Awsat)
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Thousands of Animals, Rare Specimens Stolen from Sudan Museum

Skulls of several mammals before the destruction (Asharq Al-Awsat)
Skulls of several mammals before the destruction (Asharq Al-Awsat)

“Everything is over.” With that short and painful phrase, a Sudanese government official summed up the loss of nearly a century and a half of history after war destroyed the headquarters of the Sudan Natural History Museum in central Khartoum, stripping the country of thousands of taxidermied and live endangered animals, as well as rare reference specimens.

In the first days after fighting erupted in April 2023, activists on social media called for food and water to be provided to save the live animals. When that proved impossible, cages were opened, and the animals fled, even though some of the reptiles were venomous snakes.

The museum, officially affiliated with the University of Khartoum, lies about one kilometer from the Sudanese army’s general command headquarters in central Khartoum.

Its close proximity led to severe damage from clashes and shelling between the Sudanese army and the Rapid Support Forces, which later took control of the surrounding area for more than a year.

Dr. Othman Ali Haj Al-Amin, Dean of the Faculty of Science at the University of Khartoum, said: “We lost thousands of taxidermied animals, birds, and reptiles that are more than 150 years old.”

“It is most likely that the live animals were stolen or looted and did not die,” he added. “We did not find remains or skeletons of those animals inside the museum.”

Al-Amin broke down in tears as he described to Asharq Al-Awsat the scale of devastation inflicted on one of the world’s oldest natural history museums.

“We lost about 2,000 taxidermied animal specimens, in addition to more than 600 endangered reference specimens that were on display, and nearly all geological records, including animal, plant, and rock fossils,” he said.

“The greatest loss was around 100 species representing all families of animals, birds, and reptiles that had been cared for and preserved for decades.”

Among them were fossil bird specimens collected between 1885 and 1945 that cannot be replaced, as well as a Kordofan giraffe, an endangered subspecies.

The war also claimed “the oldest crocodile, which had lived in the museum for many years and had been cared for since it was an egg,” along with numerous reptiles, including venomous snakes, scorpions, and a Nile monitor lizard.

A taxidermied lioness was recovered and transferred to the university’s veterinary faculty.

Asharq Al-Awsat learned that the International Committee of the Red Cross attempted in those early days to evacuate civilians, including university students who were trapped inside the museum for weeks, as well as to move live and taxidermied animals. The effort failed due to intense fighting in the heart of Khartoum.

According to the Sudanese official, the preserved specimens were collected in the mid-19th century by British army officers.

During World War II, they were transferred from the Sudan National Museum to the Natural History Museum next to the University of Khartoum, which has managed them since its establishment in 1929.

Al-Amin said the museum housed specimens illustrating biodiversity from across Sudan, including South Sudan before its secession, as well as samples gifted to Sudan by international museums.

The Sudan Natural History Museum included multiple sections, among them halls displaying rare bird species, another devoted to animal skulls preserved for decades, a section for medicinal and aromatic plants, geological rock samples collected from ancient eras and environments, and enclosures for live animals.

The dean said restoring the museum to its original state would require many years of work and significant funding. He voiced pessimism about recovering the rare animals, historical specimens, and old records lost during the war.

Many live animals were likely deliberately killed or died of hunger and thirst, he said, while taxidermied animals and rare rock and herb specimens — painstakingly collected, sorted, and classified over many years by researchers — were looted.

The Natural History Museum was a scientific and cultural institution dedicated to the study of biodiversity and natural specimens, and one of the oldest museums in Sudan.


Nissan CEO to Asharq Al-Awsat: Saudi Arabia Is ‘Golden Jewel’ Driving Regional Growth 

Nissan Chief Executive Ivan Espinosa. (Asharq Al-Awsat)
Nissan Chief Executive Ivan Espinosa. (Asharq Al-Awsat)
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Nissan CEO to Asharq Al-Awsat: Saudi Arabia Is ‘Golden Jewel’ Driving Regional Growth 

Nissan Chief Executive Ivan Espinosa. (Asharq Al-Awsat)
Nissan Chief Executive Ivan Espinosa. (Asharq Al-Awsat)

Nissan Chief Executive Ivan Espinosa has singled out Saudi Arabia as a cornerstone of the automaker’s global ambitions, calling the kingdom and the wider Middle East a “golden jewel” in the company’s international portfolio, driven by strong brand equity, steady profitability, and a deep, loyal customer base.

Speaking to Asharq Al-Awsat, Espinosa said Nissan has long enjoyed a solid foothold in Saudi Arabia and across the region, noting that Middle Eastern markets contribute a significant share of the company’s global earnings.

“We have a large base of supporters and loyal customers in the region, which makes it a pivotal market for both our present and our future,” he stressed.

Speaking during his first visit to the region as Nissan’s president, Espinosa said the company will continue investing in products tailored to local needs.

He cited the Nissan Patrol as a model born and developed to suit Gulf markets, particularly in its latest generations, which benefited from in-depth studies of user behavior and expectations.

He revealed that his visit was not limited to attending the recent Formula E event, but also aimed at gaining a deeper understanding of the Saudi market and strengthening Nissan’s position there. The company is working to expand its lineup and introduce more diverse products to serve a wider range of customers, he added.

Saudi visit

Espinosa described Saudi Arabia as “a wonderful place” where he continues to discover new facets reflecting the depth of its culture and the vibrancy of its society. The positive energy he sensed in the country reflects an ambitious and optimistic spirit, he said.

The Formula E event in which Nissan participated is a clear example of the Kingdom’s dynamism and its growing role in launching globally influential initiatives, underscoring its rising presence and confidence in shaping the future, he remarked.

Espinosa said Saudi Arabia’s ambitions under Vision 2030 intersect strongly with Nissan’s future vision, particularly in autonomous driving, artificial intelligence, and vehicles powered by new energy sources. The company sees promising opportunities for cooperation in the coming years.

With a long history and broad customer base in the Kingdom, Nissan aims to continue meeting expectations with innovative products, he said, noting that Saudi Arabia is a growing market with significant potential in technology and mobility solutions, reinforcing the company’s commitment to long-term investment in the region.

Strategic hub

Espinosa said Nissan is currently implementing its recovery plan, Re:Nissan, while preparing a strategic vision for the next phase. Regions have been classified according to growth priorities, with the Middle East among those given high priority.

He said describing the region as a “golden jewel” reflects the strength of the brand, the company’s long history there, and its solid profitability. Nissan aims to expand its market share through sustainable organic growth, he added.

Formula E

On Nissan’s participation in the Formula E World Championship, which concluded in Jeddah, Espinosa said it reflects the company’s competitive heritage and serves as a platform to showcase its electric vehicle technologies.

The championship serves as a real-world laboratory for transferring technology from race cars to production models.

He pointed to expertise in battery management and traction control derived from the Nissan Leaf, as well as the movement of engineers from the Formula E program into the development of future performance models, strengthening knowledge exchange between the track and the production line.

Three pillars

Espinosa said Nissan’s three-to-five-year plan rests on three pillars.

The first is completing the recovery plan by recalibrating the cost structure. So far, the company has achieved savings of about 160 billion yen, roughly $1 billion, in fixed costs, and launched more than 5,000 initiatives to reduce variable costs with potential savings of up to 240 billion yen, or about $1.5 billion.

Third-quarter results showed operating profit of 17 billion yen, or $114 million, despite tariff-related pressures, reflecting the company’s resilience and improved operational efficiency, he said.

The second pillar focuses on products and technology to accelerate the rollout of new models. The third aims to cement Nissan’s position as a leader in smart vehicles, he added.

Espinosa said the industry's future requires automakers to embrace technology without losing their core identity. Artificial intelligence has become central to design processes, with generative AI significantly shortening early design phases while enhancing creativity without replacing designers.

In autonomous driving, he cited Nissan’s partnership with a British software company that provides self-driving algorithms, while Nissan leverages its vehicle engineering expertise to deliver a natural driving experience that mimics human behavior.

He outlined a longer-term ambition for vehicles to learn their owners' driving styles and adapt their autonomous mode accordingly, whether dynamic or conservative, thereby enhancing trust and reducing anxiety.

Reshaping the industrial base

As part of the Re:Nissan plan, Espinosa said restructuring the industrial base is a key element of the transformation. The company will reduce the number of global plants from 17 to 10 to improve capacity utilization and boost profitability.

Among the most notable steps was the agreement to sell Nissan’s South Africa plant to Chery South Africa. The process was carried out with a high degree of responsibility and precision, he said, stressing that protecting jobs and ensuring employment continuity were core conditions of the deal.

A similar approach was adopted in Japan when the Oppama plant was closed. Nissan began early talks with employees and offered multiple options, including transfers to future operations in Kyushu, opportunities within other group units, and voluntary separation programs with attractive terms when necessary.

Plant reductions are being handled with great care while maintaining uniform global quality standards across production sites, supported by standardized control systems and specialized teams to ensure supply chain stability, particularly for semiconductors and electronic chips, said Espinosa.

Espinosa said the Re:Nissan plan is progressing on schedule, with clear signs of performance improvement paving the way for a smarter and more sustainable growth phase in global markets, led by the Middle East and Saudi Arabia.

Strategic flexibility

On hybrid and electric powertrains, Espinosa said Nissan is keeping pace with customer preferences while maintaining the view that electric vehicles will gradually become the dominant option.

The company offers a range of technologies, including internal combustion engines, e-Power systems, and fully electric vehicles, while shortening model development cycles to improve responsiveness to market demand.

The e-Power technology is expanding globally after its launch in Japan and Europe and is nearing entry into the US market, he went on to say. It will reach the Middle East in due course, particularly in mid-size segments.

Hybrid solutions for larger vehicles are also under study to meet regional towing requirements, he said.