Last night, after an AGM that will go down as one of the most chaotic and revealing in the club’s modern history, Celtic have now confirmed what many supporters feared, they intend to draw a line under the entire affair…

No further explanation. No reflection. No accountability. No engagement with the concerns raised by the Celtic Trust. Just a curt statement, numbers on a page, and the words – “This concludes the business of the 2025 AGM.”

2025 AGM Results – Read Here 

The Celtic Trust wrote, after the AGM, to the Company Secretary seeking clarity. They asked why a legitimate procedural motion was ignored. They asked why a public statement falsely suggesting “organised disorder” was issued, pointing the finger at the Trust and the Green Brigade. They asked whether the adjournment was lawful.

Celtic’s response? A list of vote tallies certified by Computershare. A finality. A full stop.

What the numbers show is no surprise, the club’s dominant shareholder, controlling roughly 34% of all votes, and his allies, ensured that every establishment resolution passed and that every proposal for transparency, long-term planning and board reform failed.

Resolutions 16 and 17, from The Celtic Trust — a 3–5 year strategic plan and a board restructure — fell by more than 98%. Not because shareholders oppose these ideas, but because one man and his allies hold the voting power to smother them.

The AGM is “concluded,” Celtic say. For now.

Because if Friday was Celtic Board’s Black Friday, a morning when contempt spilled from the top table, Monday night’s Celtic Fans Collective meeting was the moment the supporters began to craft a response neither the board nor Computershare can certify out of existence.

The Celtic Fans Collective gathered on 24 November for the first time since the AGM, and what emerged was determination.

The anger was there, of course, how could there not be? The chairman refused a procedural motion, adjourned the meeting, returned with threats of closure, allowed Ross Desmond to launch a diatribe against the support, and then ended the AGM before any shareholder could ask a question.

The Trust confirmed they had already written to both the Company Secretary and the CEO seeking explanations and a retraction. The Collective discussed the 5% shareholding needed to requisition an Extraordinary General Meeting, a step long considered impossible, now treated as an achievable strategic goal.

For the first time in many years, supporters are actively organising toward a legally enforceable democratic check on the board. If the board thought Friday would silence the support, Monday proved the opposite.

The meeting turned quickly to the practical, how to build a movement capable of sustaining pressure not for weeks, but for months and years.

A bank account will be operational by 8 December. Organisations are asked to contribute, though no fixed amount is set. The significance is clear, this movement now requires sustainable funding. Research. Legal guidance. Communications. Campaign materials. Event organisation. This is no longer a reactive group, it is becoming a proactive organisation.

Working groups are being strengthened with supporters who hold skills in governance, finance, communications, design, data and more. A mailing list, already large, will expand further.

Future actions were discussed with two core principles – visibility and inclusiveness.

Red card protests look set to continue. A symbolic march from St Mary’s is under discussion. Coordinated banners, either from every CSC at every game, or as a united stand at one chosen fixture, were proposed. Disruptions were mentioned alongside other symbolic actions designed to show the breadth of dissent across the support.

The idea of boycotting the remaining Europa League fixtures was raised. Some argued this is the kind of action that would force the PLC to take supporters seriously, others warned that boycotts require broad unity, careful planning, and clear strategy, otherwise they risk dividing the support or being weaponised by the board. No decision was taken but it remains under consideration.

The Collective recognised the need to sharpen its message. Infographics will be created to show the scale and diversity of the organisations involved. Campaign scarves or tops may be introduced, both as fundraising tools and visible signals of unity inside the stadium.

Ross Desmond’s AGM speech will not be ignored. A petition, open letter or coordinated email campaign may follow, ensuring supporters respond directly to the language used against them.

The “Not Another Penny” campaign, already having an impact, will continue, and could expand to include targeted pressure on sponsors or affiliated companies. Support was widespread, though strategic focus is crucial.

One comment suggested avoiding too much focus on the Green Brigade. Another supporter countered strongly that the Collective’s role is to defend any group targeted for challenging the board. Division suits only the directors. Unity is the support’s strength.

The Collective’s communications strategy is shifting, away from reacting to the board’s narrative and toward shaping the agenda.

The Steering Group will set out a roadmap for the next phase – message, protest, structure, governance analysis. The Trust and the governance subgroup will produce a formal response to the AGM. The “Not Another Penny” campaign will expand. Organisations will begin contributing once the bank account is live.

Into the middle of all this organisation came Celtic’s official statement. A statement that did not address concerns. A statement that did not acknowledge the procedural questions. A statement that did not even pretend to engage with the Trust or shareholders.

It simply listed the poll results, overwhelmingly predictable given the majority shareholder bloc, and declared the AGM closed. That’s it. Nothing more. Not even a sentence of explanation.

If the board hoped this would bring closure, they profoundly misunderstood the moment. What they have done is confirm what supporters have suspected for years, that the AGM is now a hollow ritual, democracy in name only, with outcomes predetermined by a shareholding structure that protects the board from the people who actually fund the club.

But supporters are no longer content to shout from the outside, they are now organising from the inside. They are learning the rules of the PLC. They are exploring the path to 5%. They are preparing for the possibility of an EGM. They are building a structure capable of pressing for transparency, strategy and accountability.

Supporters make reasonable demands, yet Celtic responds with confrontation. Some directors are uneasy at such tactics, but still fall into line. Dialogue is possible, but only if someone inside the board finds the courage to challenge from within and lead the club forward.

Niall J

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