INTEGRATED REPORT 2019/2020

STANDS FOR EQUALITY Contents

Foreword

Making our voice heard Foreword Making our voice heard against social ills About our against social ills integrated report THE PLAYING FIELD IS A MICROCOSM OF SOCIETY Who we are

The great Nelson Mandela once said ‘thus shall we effects of the COVID-19 pandemic, it is imperative As a man, as a husband and as a father, I am appalled at what is no less than a war Presidents statement live, because we will have created a society which that we help where we can, to support the many being waged against the women and children of our country. At a time when the recognises that all people are born equal, with each people who are suffering from extreme poverty as pandemic has left us all feeling vulnerable and uncertain, violence is being unleashed entitled in equal measure to life, liberty, prosperity, their livelihoods are threatened. on women and children with a brutality that defies comprehension. Board of Directors human rights and good governance.’ President Cyril Ramaphosa Our preceding integrated report focused on CSA’s Acting Chief Executive’s These profound words resonate with CSA’s ethos, commitment to advancing women in cricket. We report which was founded on the principles of diversity, watched with pride as our CSA’s national Women’s We strongly echo the President’s outrage at gender- violence and discrimination nationwide, while non-racialism and inclusion. Both on and off the team had an incredibly successful year. Our skills based violence and the rising number of violent simultaneously raising funds to provide relief for Executive management field, CSA strives for inclusion and the recognition development work from grassroots to professional crimes perpetrated against women in South Africa. those in the cricket industry affected by COVID-19 of people who have historically been excluded from levels, indicates that we are progressing in The media’s intense profiling of these events has and other worthy causes. Strategic overview the game of cricket and, indeed, out of mainstream empowering the next generation of sporting heightened the public’s awareness of gender-based society. If we can demonstrate that everyone has heroes. This year’s integrated report highlights violence and the need to speak up and say no more! To give a voice to our stand against the racism a place on and off the cricket field, and that hard how CSA is using its voice to take a stand against impacting our nation and to demonstrate a Chief Financial Officer’s review work and equal opportunity can assist anyone to the scourge of gender-based violence and racism. Statistically, South Africa has a five times greater united front, we also proudly supported the succeed, then we will have achieved the highest We have also used our cricketing platform to raise incidence of gender-based violence than the global Anti-Racism Network of South Africa’s (ARNSA) Summary financial goal of CSA, which is to unite the nation. funds and provide relief for those in the cricket average. It is so pervasive within our society that Anti-Racism Week that is held annually in South statements industry affected by COVID-19. 41% of the rape statistics involve child victims. Africa during Human Rights month from March As citizens we believe that sport is an integral part Tragically, only one in nine rape cases is reported, 14 – 21. This culminates on Human Rights Day Audit and Risk Committee report of all people’s lives in South Africa. CSA has the I trust you will enjoy reading this report and stay of which just 4% are prosecuted. and the International Day for the Elimination ideal platform to take a stand against the social ills safe! of Racial Discrimination. This initiative creates Business model and that plague our nation, which include gender-based So, what does this have to do with cricket? public awareness about racism and how it affects value creation violence, racism and inequality as well as poverty. Everything. CSA does not only promote cricket individuals and broader society (see page 77). It is not enough to be non-racist and non-abusive: as a sport, we champion the way sport brings Governance we must be actively anti-racist and anti-abuse. At Chris Nenzani people together and provides equal opportunities Through our participation in these events, we this difficult time, when the world grapples with the CSA President for all. Our message to South Africans has always believe that together, we can make a difference. been that we are on the same team regardless As American feminist and political activist Gloria CSA representation of gender, race, religion or sexual orientation. Steinem once said: ‘the story of women’s struggle OUR VISION This also resonates with our mission of creating a for equality belong to no single feminist…but to the Abbreviations CSA’s vision is to make cricket a truly national sport of winners. This has two elements to it: one-team culture. One such opportunity was the collective efforts of all who care about human rights.’ • To ensure that cricket is supported by the majority of South Africans and available to all who want to Solidarity Cup 3 Team Cricket (3TC) event (see page play it. 90) that took place on Mandela Day (18 July). This Forward-looking information • To pursue excellence at all levels of the game. event provided us with an opportunity to create awareness around the spread of gender-based Contact details ii iii CSA awards Contents

Foreword Official gender-based violence statistics Making our voice heard Sexual offences for contact crimes amounted to 66 992 in 2009/10 and there has been an insignificant Contents against social ills reduction to 52 420 in 2018/19 (breakdown: 41 583 rape, 7 437 sexual assault, 2 146 attempted sexual offences and 1 254 contact sexual offences). About our integrated report

A comp st aris gge on Who we are bi by 3.9 for he %,s th r t ex e fa o b u th y t y 3 al re b nt .9% a e e ss re nt . an a ye Presidents statement a i m d u a e h r c lt r Foreword...... ii Business model and value creation ...... 43 c it a o b s n w h n y s y t h le lt il a 9 d c . o io u t 6 w Making our voice heard against social ills...... iii Financial capital...... 46 v a o s % s b e s c s x , Board of Directors i s a t t a u u h s t o o a t a About our integrated report ...... 2 Human capital...... 50 e t i l e t r o m r m s e r f a o s f p p o e d t t Who we are...... 4 Manufactured capital...... 80 t i n e Acting Chief Executive’s e

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I c n ti t s Strategy ...... 20 Remuneration overview...... 104 Chief Financial Officer’s e e rm review s om o , d Material matters ...... 22 Social and Ethics Committee report ...... 109 f c s au me vi sa cri is ole tive act d Summary financial nc factors for cont an Salient features...... 23 CSA representation...... 112 e ac 000 statements counte ost 22 th d for alm ll. Corporate risk management...... 25 Abbreviations...... 113 e fou vera rth highest factor o Chief Financial Officer’s review ...... 30 Forward-looking statements...... 113 Audit and Risk Committee report Summary financial statements...... 32 Contact details...... 113 We pledge our support for government’s Audit and Risk Committee Report...... 39 CSA awards...... 114 Business model and social advocacy programmes and value creation encourage everyone to make use of the available helplines in need. Governance

CSA representation http://gbv.org.za/: If your life is in danger or you know of someone who is in Legend Strategic objectives Six Capitals danger, please contact our help line and we will assist you immediately. Substantially Achieved Excellence Financial 6 Abbreviations CALL NOW 0800 428 428 Emergency Line Substantial Progress Development Human Limited progress/Objective not yet achieved Sustainability Manufactured (PLEASE CALL ME) *120* 7867# supported by a USSD Forward-looking Transformation Intellectual information Skype address – Helpme GBV for members of deaf community Brand promotion and marketing Social and relationship Natural SMS ‘help’ to 31531 for persons with disability Contact details iv 1 CSA awards Contents

Foreword alignment to the organisation’s strategic objectives Financial Reporting Standards (IFRS), and in CSA embraces and applies the principles of the and risk management framework. the manner required by the Companies Act 71 Report on Corporate Governance for South Africa Making our voice heard About our of 2008 of South Africa. The full set of annual (King IV™) on corporate governance. Specific areas against social ills financial statements is available at CSA’s offices. of non-adherence are detailed on page 94 and CSA’s material issues About our The external auditors, PricewaterhouseCoopers our standalone King IV™ application register is • Financial sustainability integrated report integrated Inc., expressed an unmodified opinion for the available on our corporate website. The Board and • Talent identification, retention and development year under review, which is included in this its committees, management, internal and external • Transformation Who we are • Brand and reputation integrated report on page 32. The table below assurance providers are key assurance providers report shows the aspects that were assured as well who ensure the continuity of an effective control • Improved governance and accountability as the external assurance providers. Based on environment. The Board is assisted by the Audit Presidents statement the review and recommendations of the Audit and Risk Committee, which approves the internal Stakeholders and Risk Committee, the Board of the Directors and external audit plans. This ensures that the key Introduction Stakeholder engagement is fundamental to CSA (Board) has approved the annual financial risk areas faced by CSA are constantly monitored Board of Directors Welcome to CSA’s 2019/20 integrated report as and our diverse range of stakeholders require statements. and adequately addressed. we continue to unite in building the nation through interaction through various mediums. This report Acting Chief Executive’s cricket. is one method of engaging with our stakeholders Assurance reports considered by the CSA Board Committees report and we encourage stakeholders to view our Aspect Requirements Status Assurance provider stakeholder engagement section on page 84. Executive management Scope and boundary Fair presentation in all material aspects of External audit report Assured PricewaterhouseCoopers Inc. This report is for all our stakeholders and We welcome feedback from stakeholders on this annual financial statements covers the financial period 1 May 2019 to report. This report can be accessed on our website, Transformation B-BBEE compliance B-BBEE verification report Assured Express Verification Processes Strategic overview 30 April 2020, however, material events occurring www.cricket.co.za as at the date of this report are also included in the report. Our report is primarily guided by the Combined assurance Chief Financial Officer’s review International Integrated Reporting Council’s (IIRC) The summary financial statements have been Statement from the Board of Directors The Board acknowledges its responsibility for the integrity of CSA’s integrated report and has applied recommendations for integrated reporting and prepared from CSA’s audited annual financial Summary financial addresses the performance of CSA in the delivery statements in accordance with International its collective mind to the report’s content, preparation and presentation. The Board was also guided statements of its mandate. In communicating our business by the Audit and Risk Committee’s review of the integrated report. The Board is of the opinion that this model and value creation, we have considered the integrated report addresses all material matters and fairly presents the integrated performance of CSA. Audit and Risk Committee report six capitals, being financial, human, manufactured, intellectual, social and relationship, and natural Business model and capital. Our performance overview is structured value creation according to these six capitals. This illustrates our Stakeholders Strategy ability to use these capitals in a balanced manner Chris Nenzani Beresford Williams Governance through our business activities and create value President Vice-President over time for our stakeholders. CSA Value creation INTEGRATED Risks CSA representation Materiality THINKING CSA’s material matters are those significant Transformation statement Transformation is about improved access, fair opportunity and support for all South Africans, within Abbreviations matters that, if not effectively managed, could and beyond the boundaries of the cricket field. It is also about the sustainability of financial revenue, fundamentally impact CSA’s ability to create Material matters Opportunities intellectual capital, human capital and talent in the workplace and on the field. This ensures CSA’s and sustain value. CSA has determined that the Forward-looking sustainability, relevance and competitive edge. CSA believes in systematic transformation from information material matters alongside remain relevant for grassroots as an entry point and throughout its cricketing structures. the current reporting period. They also ensure Contact details

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Foreword

Making our voice heard WHO WE ARE against social ills

About our integrated report

CSA is the custodian of cricket in South Africa and Who we are was established in 1991 (previously known as the United Cricket Board of South Africa) as a non- profit company. It is an affiliate of the South African Presidents statement Sports Confederation and Olympic Committee (SASCOC) and a full member of the International Cricket Council (ICC). Board of Directors

As the national governing body for the sport of Acting Chief Executive’s cricket in South Africa, CSA administers all aspects report of South African cricket, men and women, both in the professional and amateur spheres. Executive management

CSA’s intention and purpose is to deploy its capital Strategic overview and income, from whatever sources, solely towards the promotion of its objectives and the advancement of cricket in South Africa. This contributes towards Chief Financial Officer’s review the sustainability and growth of cricket. Summary financial CSA breaks boundaries on and off the statements field by uniting our nation through the love of the sport. Our cricket fans and Audit and Risk Committee report teams represent our rainbow nation because THAT’S OUR GAME! Business model and value creation

Organisational structure Governance CSA has four membership categories (Affiliate, Associate, Ancillary and Life Member) with specified rights attributed to each category. These CSA representation four categories are split into a class of voting and non-voting members. Abbreviations amateur and senior provincial cricket in their CSA has 12 Affiliates and 2 Associates who own regions and through their franchises, administer the six professional franchises: Cape Cobras, professional cricket. Affiliates and Associates Forward-looking information Dolphins, Warriors, Knights, Highveld Lions and are collectively referred to as Members. CSA is Titans. These Affiliates and Associates administer ultimately governed by the Members’ Council. Contact details

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Foreword SACA is back on track. These engagements every part of South Africa, into talented cricketers resulted in the CSA Members’ Council rescinding through our Regional Performance Centre (RPC) Making our voice heard its decision to restructure South Africa’s Programme. We cannot stress enough how against social ills domestic cricket to a 12-affiliate first-class Standard Bank’s investments have impacted structure. Rather, CSA and SACA have agreed to developmental cricket in South Africa – we will About our integrated report PRESIDENT’S a roadmap consultation process going forward. forever be grateful to them. Please refer to page SACA has in turn withdrawn its High Court 11 for details on how this sponsorship made a Who we are application to review the Members Council’s difference in the lives of talented young cricketers. STATEMENT decision to restructure domestic cricket. Positively, CSA has brought in Betway as a Test Presidents statement Changing leadership and One Day International (ODI) sponsor. Betway There was a leadership change during the period first joined the CSA family during the inaugural Overview working closely with SACA to restore the public’s under review. The Chief Executive, Thabang MSL competition in 2018 and we are pleased that Board of Directors It has become almost common cause and potential investors’ faith in CSA. Moroe, was suspended in December 2019 just they have extended their involvement in cricket. to acknowledge that we are all living in as the 2019/20 season was reaching its high CSA remains focused on sourcing a flagship Acting Chief Executive’s challenging times. On the social and economic Despite the challenges facing CSA, I must point with the Mzansi Super League (MSL). Proteas Men’s team title sponsor and we are report front, the global COVID-19 pandemic has commend management on the strategic progress Further, the England tourists were about to grateful that Momentum remained within the devastated the world as people either succumb made during the period under review, which arrive for the first half of the home international sponsorship roster as the Proteas Women’s team Executive management to the virus or learn to live in this ‘new normal’. is elaborated on in the acting Chief Executive’s summer tournament. The acting Chief Executive title sponsor. The pandemic could not have come at a worse report on page 15. Upon reflection of CSA’s was appointed and tasked with stabilising the Strategic overview time for South Africa: our economy was already existing strategy, the Board has approved a organisation during a period of unprecedented Board resignations in a technical recession, with muted growth revised strategy that consists of three strategic negative reaction from various stakeholders. With the resignation of four directors in across many of our key sectors. With the advent pillars – access, excellence and sustainability, December 2019, three of whom were Chief Financial Officer’s Independent Directors, the Board composition review of COVID-19, we are entering a much deeper which will be embedded throughout the While it is regrettable that resolving the Chief was impacted and the remaining Board members recession, with predictions of a bleak global organisation’s operations going forward (see Executive’s suspension was delayed, the had to take on additional duties until new Board Summary financial economic outlook reminiscent of the 1920s page 21). This revised strategy also includes suspension of other senior executives has largely statements members were appointed, which was not Great Depression. seven focus areas for the period 2020 to 2024, been resolved, except for the appeal of one ideal from a governance perspective. Marius which resonate with CSA’s vision of making employee. Audit and Risk Schoeman chaired the Audit and Risk and Human Committee report CSA has also experienced a turbulent year that cricket a truly national sport of winners. In Resources and Remuneration Committees resulted in severe damage to the organisation’s addition to CSA’s business strategy, the Board Standard Bank sponsorship while Professor Steve Cornelius chaired the Business model and reputation and brand. The main reasons included also approved CSA’s four-point strategy in Standard Bank did not renew the national Men’s Finance and Commercial and Social and Ethics value creation the very public dispute with the South Africa response to the COVID-19 pandemic. Please refer team sponsorship of R80-100 million per annum. Committees. Both Directors were also involved Cricketers’ Association (SACA) regarding the to the acting Chief Executive’s review page 16 and This 18-year partnership, first established in 1998, in ad hoc committees (Richardson and Forensic Governance proposed restructure of domestic cricket, the page 21 for details on these strategies. saw Standard Bank exit after 14 years in 2011, Tender Adjudication Committees) and provided suspension of the Chief Executive and several but they returned to cricket in 2016 until their support to the acting Chief Executive from time other senior executives, the loss of sponsors SACA dispute contract expired in April 2020. Standard Bank has to time. This situation was rectified in May 2020 CSA representation and several resignations by Board members. Cricket players remain key stakeholders in been a remarkable commercial partner to CSA when three Independent Directors and one The organisation rallied to ensure these matters the game, and together with SACA, we are and their presence in South African cricket will Non-independent Director were appointed to the Abbreviations were appropriately addressed, as elaborated in committed to protecting their interests when be sorely missed, not only because of the mighty Board and its various sub-committees. The new my statement. I must commend Dr Jacques Faul, dealing with challenges. I am therefore pleased Standard Bank shield on the Proteas Men’s Board members have strong leadership, cricket our acting Chief Executive, and Graeme Smith, to confirm that, following proactive and extensive chests, but because that shield symbolises how administration and financial expertise, and I look Forward-looking information our Director of Cricket, who have both been engagement, our partnership relationship with CSA has been able to nurture young talent, from forward to their contribution going forward.

Contact details

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Foreword Financial performance 5 December 2019), Dawn Mokhobo (resigned and Clubs. More detail on how CSA continues to impaired and consider a restoration fund to redress While CSA faced many obstacles on and off the 6 December 2019) and Jack Madiseng (resigned incorporate the EPG recommendations to further the wrongs that were committed. CSA will also Making our voice heard field, it was pleasing to note that the organisation 11 December 2019). improve transformation performance, is shown on promote its Diversity, Inclusion and Belonging against social ills recorded a net profit of R50 million against a page 74. programme to ensure that social cohesion and About our budgeted net loss of R67 million. As a significant Progress made regarding CSA’s organisational integration of all in cricket, is based on mutual integrated report portion of CSA’s income is US$-based, the design review process was encouraging, with Cricket is an ideal platform to promote and respect and dignity for all. weakening of the rand had a positive impact on the dedicated positions of a Director of Cricket strengthen diversity within South Africa. On the Who we are our foreign-currency denominated income. CSA’s (Graeme Smith) and a Chief Medical Officer (Dr cricket field, we have witnessed many heart- Stakeholder relations cash position remains favourable at R173 million Shuaib Manjra) being filled. The Board is confident warming moments where players have blossomed The Board takes the safeguarding of cricket (2019/20: R349 million), with investments at that these individuals will positively impact the and flattened the gender and racial barriers that interests very seriously. Our open-door Presidents statement R361 million (2019/20: R297 million). national teams, and that the organisational design South Africa’s history placed in their path. At engagement policy with key stakeholders is at enhancements will strengthen CSA towards the Board level we have 25% and 50% women and the forefront of the Board’s agenda. This includes The austerity plan embarked on to reduce the achievement of its strategic objectives. black African representation respectively, and we interactions with Members, SASCOC, Sports Board of Directors initially forecasted financial loss of R654 million for attained a Level 4 B-BBEE rating. and Recreation South Africa (SRSA) and our this four-year cycle (2018/19 – 2021/22) continues Transformation performance sponsors. Acting Chief Executive’s to yield positive results, with current projections CSA believes in systematic transformation The optics of demographic representation, as a report of half the initial forecasted loss. Management from grassroots to national level on and off the stand-alone, can never be relegated to a process Due to COVID-19, our stakeholder engagements remains focused on cost containment and cricket field, which includes our governance, of structural integration. Such an approach comes were extended to other government departments, Executive management diversifying revenue streams to ensure financial administration, culture and diversity, fans and at the expense of the true unity of hearts and including the Department of Cooperative sustainability. While costs were contained, we supplier base. We remain committed to continually minds of all involved in our game of cricket. The Governance and Traditional Affairs (COGTA) and Strategic overview realise that the impact of COVID-19 lockdown improve transformation on all levels. brutal revelations, by our players and coaches, on the Department of Sports, Arts and Culture (DSAC) regulations on sporting events may limit our ability the demeaning treatment and marginalisation at who all provided guidance regarding the necessary to host tournaments such as the 2020 MSL. the hands of fellow team mates while sharing our protocols to enable CSA to return to train, return Chief Financial Officer’s National Men’s team transformation targets review (average minimum): emotion evoking national symbols, like the flag to play and return to work. These departments and anthem, charge us to address the deep rooted also provided valuable input into the Solidarity Cup Corporate governance Actual 22% black African players vs targeted 22% Summary financial Despite the governance challenges facing CSA, Actual 44% black players vs targeted 50% challenges of racism, marginalisation and privilege that was hosted on Mandela Day, 18 July (see page statements the Board remains committed to adhering to the that exist within cricket. The players and coaches 90 for further details). This initiative forms part National Women’s team transformation King IV principles in pursuit of best corporate unequivocally demonstrated their abhorrence by of CSA’s COVID-19 strategy of using our voice to Audit and Risk targets (average minimum): Committee report governance. We welcomed the appointment of taking up the responsibility to expose modern day endorse COVID-19 protocols as well as to inspire Actual 21% black African players vs targeted 24% three Independent Directors, namely Vuyokazi practices of injustice and inequality by aligning cricket enthusiasts nationwide. Actual 48% black players vs targeted 50% Business model and Memani-Sedile, Dheven Dharmalingam and themselves with the #blacklivesmatter across • Black players include Coloured and Indian players value creation Dr Eugenia Kula-Ameyaw, all effective from racial lines. During the year under review, CSA endured 18 May 2020. In addition, we welcomed John negative publicity that seriously damaged Governance Mogodi as a Non-independent Director, whose The Eminent Persons Group (EPG) on South CSA subscribes to the universal human rights its reputation. The Board acknowledges its appointment was effective 23 May 2020. These Africa’s transformation status in sport revealed that principles of justice, fairness and equality as shortcomings in managing some of these appointments together with the remaining CSA achieved an average score of 71%, showing a enshrined in South Africa’s Constitution. CSA challenges, as mentioned in my overview. CSA representation Board members bodes well for strong, decisive marginal improvement on the prior years’ average therefore developed its response to this scourge However, it would have been irresponsible of the leadership going forward. score of 68%. Access to cricket at entry level is by adopting its Social Justice and Nation Building Board to step down towards the end of 2019, as Abbreviations particularly important and CSA acknowledges (SJN) project. This project will have at its core, the we needed to take responsibility and resolve the I would also like to thank the outgoing Board the importance of educators and committed appointment of an independent Transformation challenges facing the organisation. To mend and members for their invaluable contributions. These individuals at Schools and Club levels. Participation Ombudsman, engagement with all who were improve stakeholder relations, management Forward-looking information include Professor Shirley Zinn (resigned here continues to gain traction, assisted by our affronted by unjust actions, develop a healing has implemented a more scientific and inclusive 2 December 2019), Mohamed Iqbal Khan (resigned investment in cricket development for Schools process, restore the dignity of players where it is stakeholder engagement approach that balances Contact details

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Foreword key stakeholder interests and expectations in the The Board will continue with clear directives to best interests of CSA. Further detail on this new embrace CSA’s revised strategy and achieve our Making our voice heard stakeholder engagement approach is outlined on strategic objectives, with a focus on transformation, against social ills page 84. financial sustainability and the health and safety About our of employees and players. We will also enhance integrated report Gone but not forgotten governance best practices, improve transformation During our current reporting period we said outcomes and increase access to the game. This Who we are farewell to 17 inspiring individuals, listed below, will enable us to excel on and off the field, to The true value of Standard Bank’s cricket sponsorship who have dedicated themselves to a specific cause. achieve our vision of making cricket a truly national On behalf of CSA, I extend our deepest sympathies sport of winners and delivering outstanding and “We are extremely grateful to Standard Bank for everything they have done over the Presidents statement to the family, friends and colleagues of these memorable events. past four years and in their previous sponsorship period which dates back to 1998. They inspiring individuals. Appreciation have been part of the CSA family for a long time and we have valued the support and Board of Directors friendship they have given us.” Rodney Falkson 9 August 2019 As I bid farewell to CSA, I extend my thanks and Dr Jacques Faul, acting CSA Chief Executive. John Ferrandi 16 September 2019 appreciation to the Member Presidents and the Acting Chief Executive’s Brian Basson 30 August 2019 Board of Directors for their support and guidance report John Eaton 19 September 2019 over my seven-year tenure. The new President, Gregory Mahlokwana is one of less than half-a- Operations Manager. Gregory now has a Patrick Cornell 24 February 2020 who will be elected at the AGM, will be supported dozen first-class cricketers in the history of the Momentum Multiply Titans contract as a Executive management Anton Procter 21 March 2020 by a team who take pride in creating a one-team game, who has brought his ambidextrous skills to franchise regular and the sky is literally the limit Rani Hendricks 21 March 2020 culture. the highest domestic or international level with his with SA “A” and the Proteas assuredly on his Strategic overview Julian Thornton 24 March 2020 ability to bowl left-arm and right-arm finger spin radar. Noel Brache 24 March 2020 Thanks, is also extended to CSA’s management with equal skill and dexterity. William Kriel 31 March 2020 and staff who continued to drive CSA’s performance Another notable success is Tyrece Karelse who Chief Financial Officer’s review Peter Walker 4 April 2020 and strategy through these turbulent times. The The richness he brings to the game – not to first represented the South Western Districts Jackie du Preez 8 April 2020 executive management team and staff are at the mention the tactical value – was underlined senior provincial team at the age of 17 and Summary financial Mike Stallenberg 2 May 2020 heart of the organisation’s ethos. Thank you to our during the most recent MSL when, playing for gained selection for the U19 Proteas for the statements Keith Conner 8 May 2020 national teams, commercial partners and fans, the Cape Town Blitz against the Durban Heat, he recent ICC U19 World Cup which was played Ewie Cronje 11 May 2020 and the Minister and Deputy Minister of Sport and first dismissed Sarel Erwee and then Dane Vilas, on home soil. Nathan Jacobs from the Boland, Audit and Risk Committee report Kenneth Balepile 30 May 2020 Recreation. Also, thank you especially to all our bowling with alternate arms. who was selected for SA Schools Colts at the Sipho Metula 30 May 2020 volunteers who work tirelessly to make our vision end of last year, falls into the same category. Business model and a reality. Gregory first came to light in 2007 when he value creation represented Northerns Cricket Union at the U13 What has become a regular trend is for players Looking ahead interprovincial week, which was then also under to be awarded bursaries to elite cricket schools, Governance Over and above the dire economic outlook, no one the Standard Bank umbrella during a previous whose talents would not have been identified had can predict the full extent of the COVID-19 impact sponsorship contract. What is particularly they not gone through the RPC structures. on South Africa and CSA. Now more than ever, Chris Nenzani significant is that he never went to an elite cricket CSA representation we need to unite as a nation and organisation President school or even a focus cricket school but attended The burgeoning list of players in this category and remain resilient in the face of such adversity. Chipa-Tabane High School and became part of the who have all gone on to gain national colours Abbreviations I remain confident that CSA’s leadership Prior to the Integrated Report being signed off, Chris Nenzani Mamelodi RPC programme and represented the at either SA Schools or SA U19 level includes resigned on 16 August 2020 and Beresford Williams was appointed will continue to work tirelessly towards the acting CSA President. The Board would like to thank Chris Nenzani Mamelodi Cricket Club. Emanuel Motswiri, Levert Manje (both Gauteng), achievement of CSA’s strategic objectives. for his contribution to CSA. Odirile Modimokoane (North West), Pheko Forward-looking information From there he came under the mentorship Moletsane (Free State) and Emihle Mgoqi of Johan Muller, the then Northerns Cricket (Border). Contact details

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Foreword Board member Age Experience/expertise Board committees Independent Directors: The Independent Directors were nominated for appointment by an independent Nominations Committee Making our voice heard BOARD OF DIRECTORS and appointed by the CSA Members’ Council. against social ills Mohamed Iqbal Khan 53 • Financial, audit and business expertise A&R, F&CC About our Resigned • Extensive operational experience integrated report Tabled below is a summary of CSA’s Board of Directors during the financial year and as at the date of this 5 December 2019 • Extensive leadership experience on various boards report and board committee membership. Dawn Mokhobo 70 • Leading businesswoman in corporate South Africa A&R, Remco, TC Resigned • Extensive business expertise spanning across public, private and Who we are Board member Age Experience/expertise Board committees 6 December 2019 parastatal sectors • Extensive leadership experience on various boards Non-independent Directors: The Non-independent Directors are appointed by the Members’ Council consisting of Members’ Presidents statement Presidents. Professor Shirley Zinn 59 • Professor (Extraordinaire) of Human Resources Management: Remco, SEC Resigned Faculty of Economic and Management Sciences – Graduate Chris Nenzani 1 57 • Education specialist 2 December 2019 School, University of Pretoria President • Extensive leadership experience in cricket administration • Extensive human resources experience Board of Directors • Local and international knowledge and experience on various • Extensive leadership on various boards cricket committees • Businesswoman in corporate South Africa Acting Chief Executive’s • Serves on the ICC Board of Directors Professor Steve Cornelius 2 50 • Extensive legal expertise A&R, F&CC (From report Beresford Williams 56 • Cricket administrative experience with a focus on being a F&CC, CC, Remco, • International renowned researcher February 2020-May Vice-President treasurer SEC (until May 2020) • Serves on the editorial advisory boards of the International 2020) SEC, Remco Executive management • Leadership experience at Western Province Cricket Association Sports Law Journal and International Sports Law Review and Western Cape Cricket Pandektis Zola Thamae • President of Free State Cricket Union CC, CPC, SEC 56 Marius Schoeman 55 • Chartered Director (S4) A&R, F&CC, SEC, TC, Strategic overview • Advocate for girl’s cricket in disadvantaged areas Appointed • Governance, risk and assurance expertise NC, RC • Extensive cricket administrative experience and Cricket World 07 September 2019 • Finance and accounting Cup management • Extensive leadership on various boards Chief Financial Officer’s • Leadership experience in the community sport at the Department review of Sport, Art, Culture and Recreations in the Free State Vuyokazi Memani-Sedile 54 • Finance and accounting CC, A&R, Remco, SEC Appointed • Extensive leadership on various boards Tebogo Siko 40 • President of Northerns Cricket Union and Member of Northerns CC, F&CC, TC 18 May 2020 Summary financial Appointed Cricket Union Transformation Committee in 2013 statements 7 September 2019 • Adept in stakeholder relations, governance and administration, Mr Dheven Dharmalingam 55 • Finance taxation and insurance CC, F&CC, A&R, TC also served on the Northerns Cricket Union Transformation Appointed • Extensive leadership experience on various boards Audit and Risk Committee in 2013 18 May 2020 • First-hand experience in strategy and policy setting, group Committee report • Information Technology Solutions expertise treasury management, fund raising, due diligence, negotiating international legal and financing contracts, investor roadshows Business model and Tando Ganda 51 • Educational specialist CC, CPC, Remco and JSE requirements Term ended • Schools’ coaching experience in the Eastern Cape value creation 7 September 2019 • Leadership experience on the Border Cricket Board Dr Eugenia Kula-Ameyaw 55 • Social entrepreneur and strategist CC, F&CC, SEC, TC, Appointed • Extensive leadership on various boards Remco Donovan May 56 • Leadership experience on the Eastern Province Cricket Board SEC, Remco, CC, NC, 18 May 2020 • Financial expertise Governance • Executive leadership experience in various sectors A&R 2 Resigned effective 21 August 2020. Jack Madiseng 45 • Sales, marketing and business development F&CC Resigned • Project and programme management CSA representation 11 December 2019 • Board and leadership experience at Imperial Advance (Pty) Ltd, Standing Board Committees Remco – Remuneration and Human Resources Central Gauteng Lions and Lions Cricket (Pty) Ltd A&R – Audit and Risk Committee Committee F&CC – Finance and Commercial Committee TC – Transformation Committee Abbreviations Angelo Carolissen 59 • Extensive sales experience CPC, F&CC (until CC – Cricket Committee NC – Nominations Committee • Leadership experience on the Boland Cricket Board June 2020), TC SEC – Social and Ethics Committee Task Team Forward-looking John Mogodi 37 • Extensive financial and audit management expertise A&R, F&CC, Remco CPC – Cricket Pipeline Committee RC – Richardson Committee information Appointed • Cricket administration 23 May 2020 1 Resigned effective 16 August 2020. Contact details

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Foreword find an appropriate window in the international The challenges mentioned above have included cricket calendar to stage matches. us taking disciplinary action against several Making our voice heard Acting Chief senior staff. I am confident we now have the against social ills Rebuilding stakeholder relations right people in place, and everyone understands Stakeholder management is a vital component they must be quick learners, so that CSA’s About our integrated report Executive’s in retaining current key partnerships and effectiveness and responsiveness is restored. restoring relationships that have become I pay particular tribute to our Chief Medical Who we are problematic due to the management crisis Officer, Dr Shuaib Manjra, who along with his report in 2019/2020. We have now established a support staff have been outstanding in dealing working relationship with SACA, and they retain with key issues in getting us to a position where Presidents statement representation on key Board sub-committees we have been able to return to training and HIGHLIGHTS CHALLENGES (Finance and Commercial Committee and the playing. Cricket Committee). I am pleased to report that Board of Directors Proteas Women’s team scored an historic clean-sweep victory Restoring fractured relations with key stakeholders over New Zealand in an ODI Series abroad SACA withdrew their High Court application We have also been through challenging times following the CSA Members’ Council decision financially and these have been exacerbated by Acting Chief Executive’s Proteas Men’s team were victorious with a clean sweep in the Dealing with operational and financial challenges report Momentum ODI series against Australia emanating from COVID-19 and the ongoing tough to rescind the previous decision taken to the impact of the coronavirus on our commercial economic climate restructure domestic cricket to a 12-affiliate partners. Under the circumstances we have done Filled strategic posts to strengthen leadership – Director of Losing the Proteas Men’s title sponsor Standard Bank first-class structure. While I was personally well to contain our expenses, retain some key Executive management Cricket and Chief Medical Officer accessible and as transparent as possible in sponsors and attract some new ones. While the Enhanced our stakeholder management approach Determining clarity on CSA’s Future Tours Programme proactively engaging with our key partners, financial outlook has improved, the domestic Strategic overview (FTP) content including the media, CSA’s relationship with cricket restructuring process remains a work The Solidarity Cup Racism allegations by ex-players the media will take time to restore. To boost in progress and should positively impact on our stakeholder management, we introduced a more bottom line. I would like to thank our consultant, Chief Financial Officer’s review scientific approach that includes mapping and David Richardson, for the work he has done in OVERVIEW Dealing with COVID-19 engagement strategies for all important role leading this process. Summary financial This has been an incredibly challenging year The coronavirus pandemic put the entire players, as elaborated on page 84. statements for CSA on the operational front and many of world on the backfoot and its impact on cricket these challenges will continue to impact on our and the world of sport has been enormous. COVID-19 has left us with a world that some STRATEGIC PERFORMANCE Audit and Risk Committee report business in the year ahead. I would like to focus There was, for example, no live sport on TV have called the ‘new normal’, one we know very In addition to CSA’s strategy, we implemented a on three particular areas. for three months. We were fortunate that little about. While CSA immediately terminated four-pillar COVID-19 strategy (tabled overleaf) to Business model and COVID-19 arrived in South Africa towards the all forms of cricket in South Africa for 60 days guide us through these uncertain times. value creation Implementing a new organisational design end of our cricket season, which meant that following the South Africa President’s address We began rolling out the new organisational our key income streams from TV coverage in March 2020, there is every indication that our While facing these unprecedented times CSA Governance design that had unintended consequences as were not affected and it was only the domestic international season should resume effectively. continued to drive the five strategic pillars acting officials took charge of key portfolios for programme that had to be somewhat curtailed. In addition, the Department of Sport and (excellence, development, sustainability, our demanding tour to India, namely Director Nevertheless, we had to rally to implement Recreation gave the go ahead for CSA’s High- transformation and brand promotion). Our CSA representation of Cricket, Team Director (Head Coach) and measures to counter the pandemic and ensure Performance squad to resume training at the progress against these pillars is discussed below. Independent Selector. There was a race against the safety of all staff and players. CSA conducted end of June 2020. The squad includes Proteas Going forward, CSA will be implementing its new Abbreviations time to appoint permanent people into these a full risk assessment on the virus’s impact on players and players on the fringes of the national strategy, which includes three strategic pillars roles (including support staff) with barely a week our operations, including the current domestic team. Players will train in small monitored (access, excellence and sustainability) and seven to go before the Test series against England season. Following this, we have initiated groups close to where their franchise teams are focus areas. This revised strategy is outlined on Forward-looking information started. engagements with our key cricket partners to based and will adhere to regulated protocols. page 21.

Contact details

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Foreword CSA’s COVID-19 strategy PROTEAS MEN MOMENTUM WOMEN RACIAL PROFILE RACIAL PROFILE sponsorship pool. We also need clarity on our Pillar 1: This is the most important pillar and resulted in recalling the Proteas from India. Further to share of the ICC pool as well as our FTP. At this Making our voice heard Safety this was the development of our return to training, playing and working protocols. report date, the FTP was under review following the against social ills Pillar 2: This includes using the voices of our stars to send out coordinated 25% 29% general uncertainty caused by the postponement About our Using our voice messages to all South Africans in fighting the pandemic. Further, a (4/16) (4/14) and cancellation of tours due to the COVID-19 50% 50% integrated report Solidarity Cup initiative was launched on 18 July 2020 where 24 top (8/16) (7/14) pandemic. South African cricketers were divided into three teams, playing two 25% 21% halves in one match. Funds raised from this event were invested in a (4/16) (3/14) Who we are Hardship Fund to support the cricket community affected by COVID-19 Women’s cricket continues to gain momentum as a (see page 90 for more details). viable product, and this has the potential to become Black African Black (Coloured and Indian) White Pillar 3: This pillar required a structured engagement approach with stakeholders to relay progress an important income stream for us. Presidents statement Engaging with our stakeholders reports and further engage with them on their concerns. Pillar 4: This involves scenario planning to mitigate the negative financial impact of COVID-19 and Significant measurements have been introduced Developing new income streams is the key going Planning guide us on various ongoing activities. to increase the operational excellence and forward. Board of Directors effectiveness of the organisation. This includes the tracking and improving of our responsiveness in Full details of CSA’s financial performance can be Acting Chief Executive’s EXCELLENCE extended period. They are all true legends of the the administration of CSA. found in the Chief Financial Officer’s report on report For the first time in our young history, our game. We must also mention Faf du Plessis, who page 30. Momentum Proteas Women outperformed our has handed over the leadership reins after leading DEVELOPMENT Executive management Proteas Men. They reached the semi-final of the the Proteas with distinction for a long time. He is CSA continues to invest significantly in TRANSFORMATION ICC Women’s T20 World Cup in Australia, where the only South African captain to have home and development, allocating R385 million in 2019/20 CSA achieved the targets set for us by the Strategic overview they gave the eventual champions, Australia, away victories over Australia in both the Test and (2018/19: R329 million). Our development focus is SRSA EPG in their latest report, however, we their hardest match of the tournament and ODI formats. on the youth, Schools, the RPCs and community acknowledge that transformation is progressing beat England for the first time in an ICC event. Hubs as well as fostering increased commitment slowly. Our dependence on elite cricket schools Chief Financial Officer’s review They also produced one of the rising stars of It was inspiring that we won the first Test match to women’s cricket across all playing formats. remains a challenge and we will work closely with world cricket, Laura Wolvaardt, and scored an against England, barely a week after Graeme We will maintain our financial commitment to the SRSA and the DBE to provide much-needed Summary financial historic clean-sweep victory over New Zealand Smith (still an acting appointment at that stage) women’s cricket, which continues to grow and facilities and coaching expertise in townships statements in an ODI Series in New Zealand that preceded and Mark Boucher had been appointed Director strengthen. A highlight in the 2019/20 season and rural areas. The lack of progress in this area the World Cup. We look forward to the 2021 ICC of Cricket and Head Coach respectively. The hard was the appointment of Dinesha Devnarain, our prevents us from unlocking the enormous potential Audit and Risk Committee report Women’s World Cup in New Zealand with justified work put in by all concerned proved victorious first national U19 Women’s coach. Her role will in our country. confidence under the inspiring leadership of Dane with a clean sweep in the Momentum ODI Series be important in identifying players with potential Business model and van Niekerk. against Australia. It was a fitting climax to the and nurturing that talent in a high-performance As elaborated in the President’s statement on value creation home season under difficult circumstances and environment. page 9, CSA launched the Cricket for Social Our Proteas Men had enormous odds stacked demonstrated the tenacious character of the Men’s Justice and Nation Building (SJN) project, which Governance against them, first on the tour to India and then in national team. Another key area is the focus on the development aims to eradicate any racism, discrimination, or the home series against England and Australia. of black African batsmen. Although progress feelings of exclusion from cricket. As part of this Some key positions were being occupied by CSA has awarded national contracts to 16 Men’s here remains slow, I must highlight that Wandile project, CSA has established an Independent CSA representation acting officials, and several high-profile players players and 14 Women’s players to maintain our Makwetu finished fourth on the franchise four-day Transformation Ombudsman, whose core also retired from the game. Hashim Amla called national squads across the various formats. This averages and Tony de Zorzi finished 11th. function will include the independent Abbreviations it a day in August 2019 and Vernon Philander enables us to contract both our Test players as well management of the complaints system, retired at the end of the home season. Dale Steyn as those who are limited overs specialists. We have SUSTAINABILITY convening a national SJN Imbizo and providing also bade farewell to Test cricket because of an decided to keep the 17th Men’s contract open for The financial sustainability of CSA and its Members a success measurement instrument on the Forward-looking information injury. I would like to pay a tribute to these three the moment and players can qualify for it through has been impacted by the declining revenue extent of CSA’s transformation programmes individuals who have served cricket so well over an performance. available from television broadcasters and the successes. Contact details

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Foreword BRAND PROMOTION pandemic and we expect live sporting events to Social media is becoming more significant open cautiously while the world races to find a Making our voice heard in promoting our brand. I am grateful to the vaccine. EXECUTIVE MANAGEMENT against social ills assistance CSA received from its sponsors in About our this regard. The KFC Mini-Cricket Programme OUTLOOK integrated report also remains one of our key driving forces. The The Board and executive management will be Tabled below is a summary of CSA’s Executive Committee as at report date. latest EPG report on transformation indicates that tasked with implementing CSA’s revised strategy Who we are mini-cricket is being played in 25 percent of our for the next five years (2020 – 2024), ensuring Exco Age Position Experience/expertise primary schools compared to nine percent at high the competitiveness of our Protea teams and the Dr Jacques Faul1 51 Acting Chief Executive • Extensive leadership in professional sports administration for 15 years school level. This demonstrates the Programme’s sustainability of our business. • Stakeholder relationship management Presidents statement importance from a social responsibility and Thabang Moroe2 37 Chief Executive • Non-independent director experience transformation perspective, where most of our • Extensive leadership experience in cricket and corporate coaches are women. • Cricket development expertise on various cricket committees Board of Directors Naasei Appiah3 44 Chief Operating Officer • Financial and auditing expertise • Governance, operational and administrative expertise Our challenge remains in attracting fans to the Acting Chief Executive’s Dr Jacques Faul • Commercial, leadership and business experience stadiums at a time when there are so many report CSA acting Chief Executive Graeme Smith 39 Director of Cricket • Extensive high-level cricket expertise - represented South Africa digital platforms available and such diverse internationally and domestically spanning 22 years entertainment markets available – like e-sports, • Leadership experience - CSA leadership consultant, brand ambassador Executive management which has seen a significant pickup during the Prior to the Integrated Report being signed off, Jacques Faul and speaker resigned as acting Chief Executive on 16 August 2020 and lockdown period. Getting fans into stadium • Marketing and commercial expertise Kugandrie Govender was appointed acting CSA Chief Executive. Strategic overview seats is doubly challenging during the current The Board would like to thank Jacques for his contribution to CSA. Max Jordaan 63 Transformation and • Educational, government liaison expertise Member Relations • Extensive local and international cricket administration expertise with a Executive focus on national transformation Chief Financial Officer’s • Leadership experience review Edward Khoza 41 Cricket Services • Extensive experience in development and professional cricket Manager – acting administration Summary financial Head of Cricket • Managing financial budgets statements Pathways • Strategic stakeholder relationships Kugandrie Govender 46 Chief Commercial • Extensive experience in various marketing and media disciplines Audit and Risk Officer • International and local experience in events, including the FIFA World Cup Committee report and the Soweto Marathon • Leadership experience in marketing Business model and Pholetsi Moseki 44 Chief Financial Officer • Vast experience in accounting standards and legislation including IFRS, value creation the Companies Act and related Acts and guidelines • Extensive financial and risk management experience • Skilled in systems implementation Governance • Leadership experience in private and public sectors • Extensive stakeholder management experience Welsh Gwaza 41 Company Secretary • Extensive legal and governance experience CSA representation OUR VALUES • Key counsel to the Board, Members Council and Chief Executive on strategic objectives CSA is committed to living by the following values: Chantal Moon 42 Head HR (Consultant) • 19 years of full Human Resources experience Abbreviations • Honesty and integrity – we tell the truth and act consistently on a set of ethical principles. • Extensive experience in various disciplines of Human Resources with • Professionalism and diligence – we strive to perform at the highest level of excellence. a strong focus on talent management, learning and development and • Mutual respect and fairness – we acknowledge the rights and dignity of others and treat those we organisational restructuring Forward-looking information engage with equitably. • Extensive experience in facilitation (training and conflict resolution) 1 Resigned effective 16 August 2020. 2 Suspended from 5 December 2019. 3 Suspended from 29 October 2019. Contact details

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Foreword REVISED STRATEGY 2020-2024

Making our voice heard STRATEGIC against social ills

About our OVERVIEW integrated report

Who we are

Strategy (see page 21) and the establishment of seven Presidents statement A clearly defined strategy enables CSA to achieve strategic focus areas for 2020 – 2024 (see page 22). its vision and mission, manage risks and identify opportunities. During the year under review, CSA’s For the 2019/20 reporting period, we have reported Board of Directors strategy was revised to better reflect our current CSA’s progress against the previous strategic operating landscape and ensure we are well pillars: excellence, development, transformation, Acting Chief Executive’s positioned to realise our vision and mission and sustainability and brand promotion. CSA’s previous report address challenges facing the organisation. This and revised 2020 – 2024 strategy is depicted on process resulted in a new set of strategic pillars page 21. Executive management

Strategic focus areas Strategic overview Our strategic pillars are driven by our aspiration measure our progress against these strategic STRATEGY FOR 2019/2020 to be the most successful and sustainable pillars through the corporate scorecard, which is MATION GOVER Chief Financial Officer’s NSFOR NANCE organisation in the cricket playing world. We will used to evaluate company-wide performance. TRA review

R DEVELOPMENT ISK STRATEGY FOR 2019/2020 Summary financial RS S DE statements OL H KE A CSA Centre of Excellence V ST Provincial and National Academies A Audit and Risk LU E Competitions | PPP/PDPs | RPCs & Hubs S Committee report

Schools and Club Cricket

S Business model and E Grassroots IV value creation T V I C Nuture and grow S E I J O B N O Media rights SUPPORT Talent identification and retention FUNDING | Governance C I CSA Administration Sponsorship M G E I Umpires ICC distribution S T S A Coaches CLT20 I O R T Stadiums Other income N CSA representation S PROTEAS WOMEN AND MEN Government and Lotto grants

Abbreviations

Forward-looking information

Contact details

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Foreword FOCUS AREAS 2020-2024 Salient features The salient features tabled below are important for CSA to measure its progress against strategy. Making our voice heard against social ills Key performance indicators Unit 2019/20 Target Progress 2018/19 About our Financial integrated report – Total revenue R’m 1 074 Note 1 Not applicable 929 – Cricket development expenditure R’m 385 Note 1 Not applicable 329 Who we are Cricket participation, support and infrastructure – KFC Mini-Cricket participants No. 126 642 Note 1 6 124 009 Presidents statement

– Players attending Provincial Academies No. 72 Note 1 101

– Focus Schools supported by CSA No. 33 32 6 32 Board of Directors

– Coaches No. 18 818 Note 1 16 556 6 Acting Chief Executive’s – Hubs and RPCs1 No. 69 69 6 67 report

High performance Executive management National team: % – Generic black representation (Coloured and Indian) 49 60 52 Material matters – Black African representation 22 25 6 23 Strategic overview CSA defines a material matter as an issue that, risks facing CSA (see page 26) and the connection – National team: Black African batsmen No. 2 Note 1 6 2 if not effectively managed, could fundamentally to our strategic pillars, CSA concluded that the Chief Financial Officer’s – Youth cricket (schools): Black African players per No. 3.51 3 6 3 review impact CSA’s ability to create value over the short, current material matters are still relevant for this provincial team medium or long term. Following consideration of reporting period. High school cricket No. Summary financial • Teams 3,399 2 313 6 4 171 statements Material matter Link to 2019/20 strategic pillars Link to 2020 – 2024 strategic pillars • Coaches 2,090 Note 1 6 1 677 • Facilities 1,144 634 6 684 Audit and Risk

Financial sustainability Sustainability Sustainability, excellence BRAND PROMOTION Committee report • High schools 1,101 1059 6 1 023 Talent identification, retention and Excellence, development, Excellence, access sustainability development transformation, sustainability Primary schools’ cricket (excluding KFC Schools) No. Business model and • Teams 5,507 Note 1 5 660 value creation Transformation Transformation, sustainability Access, sustainability • Coaches 3,039 Note 1 5 298 Brand and reputation Sustainability, transformation Sustainability, access, excellence • Facilities 1 518 1 397 6 1 122 6 Governance Improved governance and accountability Excellence, transformation Excellence, sustainability • Primary schools 1,868 1 617 1 797 SA U19: Black African players within SA U19 % 40 36 6 35 CSA representation Progress against our strategic pillars is result of its FTP content, as well as concluding highlighted throughout this report, with a the organisational design review outcomes (see Abbreviations high-level overview outlined in the acting Chief page 14 and 69). To address CSA’s financial Legend Executive’s report (see page 15). A key strategic sustainability challenge, a recovery plan was focus during the year under review was CSA’s approved by the Board and implementation has 6 Substantially Achieved Forward-looking information financial sustainability in the current operating commenced. Substantial Progress environment, the challenges facing CSA as a Limited progress/Objective not yet achieved Contact details

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Foreword Key performance indicators Unit 2019/20 Target Progress 2018/19 Corporate risk management Club cricket: No. Making our voice heard • Black African (Community T20 Cup) 2 2 6 2 Enterprise risk management approach against social ills • Black African (Club Champs) 2 2 6 2 CSA’s revised enterprise risk management approach outlines the organisation’s commitment to identifying, About our • Players 32 241 27 800 6 37 866 analysing, assessing and mitigating risks that can negatively impact the pursuit of our strategic goals. These integrated report • Coaches 1,324 Note 1 1 676 risks arise from a combination of internal and external factors, potential events and stakeholders. Risks can 6 • Facilities 871 725 902 also present as missed opportunities that may have enhanced the organisation’s performance. CSA’s risks • Clubs 6 Who we are 846 843 823 are categorised according to strategic risk, financial risk, governance risk, operational risk and IT governance Franchise cricket: Black players per team2 No. 6 6 6 6 risk as detailed below. SA ”A” Programme: % Presidents statement • Black players (Coloured and Indian) 55 60 60 Risk category Description 6 • Black African players 30 30 22 Strategic Risks that have the potential to impact, either positively or negatively, on delivery of CSA’s strategy. Board of Directors Coach education: Black African coaches within CSA + % 66 52 6 66 Financial Risks with the potential to affect CSA’s financial sustainability and/or delivery on financial objectives. Member structures Governance Risks that have the potential to impact CSA’s governance, either positively or negatively. Acting Chief Executive’s Governance and transformation Operational Risks that have the potential to impact, either positively or negatively, on CSA’s business plan delivery. report EPG score3 % 71 50 6 68 IT Governance Risks that have the potential to impact, either positively or negatively, on CSA’s IT objectives and continuity. BEE score Level Level 4 Level 4 Level 3 Executive management

Quality of opportunity Risk governance Combined assurance model Strategic overview – Franchise % 34 Note 1 36 The Board bears overall responsibility for CSA’s A combined risk assurance model (see below) is – Provincial % 27 Note 1 25 risk management. CSA’s Audit and Risk Committee implemented where risks are constantly monitored assists the Board in discharging its duties. and managed, internally and externally, throughout Chief Financial Officer’s review CSA Board black representation During the year under review, the Audit and Risk the financial year. – Independent % 42 80 80 Committee is satisfied that the group’s enterprise Summary financial risk management approach and process is effective statements – Non-independent4 % 58 80 100 in managing CSA’s risks and was consistently EXTERNAL AUDIT – Women % 25 25 6 25 applied. Audit and Risk Committee report CSA Exco representation – Black (Black African, Coloured and Indian) % 86 60 6 86 INTERNAL AUDIT Business model and – Women 14 Note 1 6 14 value creation

CSA staff demographic % Governance – Black African 56 55 EPG 56 MANAGEMENT – White 19 27 EPG 20 CSA representation – Coloured and Indian (black) 25 18 EPG 24 Geopolitical alignment (nine provinces) No. 9 aligned 9 aligned 6 9 aligned Abbreviations

1 Hubs and RPCs are positioned when and where needed. 2 Average number. Forward-looking 3 CSA is scored by the EPG a year in arrears. The 2019/20 score is an internal conservative estimate. 4 Elected through a democratic process. information EPG Eminent Persons Group targets. Note 1: No targets. Contact details

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Foreword Strategic Control Residual Risk management process these actions, monitoring progress and regularly Risk description Mitigating actions objective effectiveness risk Each department is responsible for identifying its reporting to the Governance Risk and Compliance Making our voice heard inherent risks in terms of impact/consequences department. All departmental risks are • Lack of processes to assess • Ensure that processes and tools required to Sustainability Weak Extreme against social ills and likelihood/causes, along with the effectiveness consolidated, ranked and regularly presented to the and evaluate compliance monitor members’ compliance with, in the status of members. minimum, and that CSA requirements are About our of mitigating actions and controls in place. Audit and Risk Committee by the Governance Risk enhanced. integrated report CSA’s systematic enterprise risk management and Compliance department, who provide oversight • Constant monitoring and tracking of process results in a residual risk exposure, of CSA’s enterprise risk management approach compliance status of members. Who we are with required actions to manage the risk and and process. The Audit and Risk Chairman provides • Institute an assessment/criminal/credit checks on a tranche of skills on a rotational improve performance. A designated employee feedback on CSA’s risks and opportunities to the basis annually. per department is responsible for implementing Board after each meeting. • Formulation of a centralised member Presidents statement compliance department. Analyse and Regularly Audit and Risk • Lack of Board succession • Communication of the succession plan that Sustainability Weak Extreme Identify assess the Implement Consolidate Monitor and report risks Interrogate planning. includes: Board of Directors the risk per risk iro mitigating and rank all review all to Audit risks + chair – Appropriate exit and integration plans. department likelihood actions risks risks and Risk reports to and impact Committee Board – Building the successor’s business and Acting Chief Executive’s leadership skill. report – Identification of individuals who will replace current board members when Critical risks tenures are up or when Board members Executive management CSA’s critical risks are detailed below. They are regularly reviewed, updated and reassessed to ensure that resign. – Ensuring Nomco’s mandate is implemented management of these risks enables the organisation to support its strategic objectives. These risks are regarding skills required at Board. Strategic overview monitored across CSA’s risk categories as tabled on page 25. • Breach of information • To provide Board and staff training on data Excellence Weak Extreme security and loss of privacy, security and protection and the Chief Financial Officer’s STRATEGIC RISK OBJECTIVE: ENHANCE ORGANISATIONAL GOVERNANCE confidential and business application of legislation such as POPI and review sensitive information the organisation’s various data related CSA’s level of control: Low (inappropriate disclosures policies. Primary Board committee(s): Summary financial Audit and Risk of critical information to Key stakeholders: statements Sponsors, CSA Members, SACA, SRSA, ICC and fellow ICC members outsiders by staff and Board Strategic Control Residual members). Risk description Mitigating actions Audit and Risk objective effectiveness risk STRATEGIC RISK OBJECTIVE: FINANCIAL SUSTAINABILITY Committee report • Inability to manage conflict • Disclosure of employee/Board interests Excellence Satisfactory High CSA’s level of control: Medium of interests. to the secretariat and ongoing Board and Primary Board committee(s): Finance and Commercial Business model and committee standing agenda item. Key stakeholders: Sponsors, CSA Members, SACA, Employees, Suppliers, Players value creation • Reminder to update register of interests. • Staff and Board member induction and Strategic Control Residual Risk description Mitigating actions training. objective effectiveness risk Governance • Training on ethics is periodically provided • Loss of Sponsorship (non- • Continual management by the organisation Sustainability, Medium High to Board and a project regarding the review renewal). of governance with a focus on education and brand promotion and application of the CSA Code of Ethics is consequences for transgression (a zero- CSA representation underway. tolerance approach). • Threat to the independence • Ensure the Board is fully manned to enable Excellence Weak High • High-Performance Programmes must include of Independent Directors Independent members to maintain an player education on financial consequences of Abbreviations due to over exposure on acceptable level of independence from poor-quality performances. Board Committees and ad CSA’s operations. • Software programme to effectively manage Forward-looking hoc Committees. sponsorship contracts. information • Flexibility in sponsorship price and contract terms. Contact details

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Foreword STRATEGIC RISK OBJECTIVE: OBTAIN TRANSFORMATION TARGETS FINANCIAL RISK OBJECTIVE: MEMBERS CSA’s level of control: Medium CSA’s level of control: Medium Making our voice heard Primary Board committee(s): Transformation Primary Board committee(s): Audit and Risk, Finance and Commercial and Cricket against social ills Key stakeholders: CSA Members, SRSA, Employees, Government and associated entities, Players, SACA Key stakeholders: Players, CSA Members, Employees About our Strategic Control Residual Strategic Control Residual Risk description Mitigating actions Risk description Mitigating actions integrated report objective effectiveness risk objective effectiveness risk • Non-adherence to • Application of funding monitoring. Transformation Medium High • Funds transferred • Monitoring of monthly/annual submitted Sustainability Medium High CSA undertakings with • No funding for Members not meeting EPG to Members may be management accounts. Who we are the Minister of Sport good standing standards (60%). used for unintended • Reviewing and interrogating annual budgets. and Recreation on • Tranche payments. purposes (member • Governance and compliance training for staff transformation in cricket maladministration). and Board members. Presidents statement that can lead to withdrawal FINANCIAL RISK OBJECTIVE: CRICKET DEVELOPMENT privileges accorded to National Federations. CSA’s level of control: Medium Board of Directors Primary Board committee(s): Cricket, Audit and Risk STRATEGIC RISK OBJECTIVE: MAINTAIN AND ENHANCE BUSINESS PROCESSES TO OPTIMISE STRATEGIC DELIVERY Key stakeholders: Players, CSA Members, SRSA, Sponsors ACROSS THE ORGANISATION Strategic Control Residual Acting Chief Executive’s Risk description Mitigating actions CSA’s level of control: Medium objective effectiveness risk report Primary Board committee(s): Human Resources and Remuneration • Members’ going concern. • Monitoring of monthly/annual submitted Sustainability Medium High Key stakeholders: CSA Members, Employees, Suppliers, Government and associated entities, Players, SACA management accounts. Executive management Strategic Control Residual • Reviewing and interrogating annual budgets. Risk description Mitigating actions objective effectiveness risk • Governance and compliance training for staff and Board Members. • Misalignment between • Three-year strategic planning cycles. Sustainability Weak High Strategic overview • Commercial/Marketing support to Members. business strategy and HR • Robust governance and oversight structures. strategy. • Creating a divisional balanced scorecard with FINANCIAL RISK OBJECTIVE: MONITOR CREDIT CARD EXPENDITURE Chief Financial Officer’s clearly defined measures in support of the CSA’s level of control: Medium review organisational scorecard. Primary Board committee(s): Audit and Risk, Finance and Commercial Key stakeholders: Employees, Sponsors Summary financial Strategic Control Residual statements Risk description Mitigating actions FINANCIAL RISK OBJECTIVE: FINANCIAL SUSTAINABILITY objective effectiveness risk Audit and Risk CSA’s level of control: Medium • Personal expenditure on • Credit card and cell phone policies to be Sustainability Weak High Committee report Primary Board committee(s): Finance and Commercial credit card, mismanagement updated. Key stakeholders: CSA Members, Employees, Suppliers, Players, SACA of cell phone usage. • Review of current users/beneficiaries for Business model and Strategic Control Residual appropriateness. Risk description Mitigating actions • Review and monitoring of usage. value creation objective effectiveness risk FINANCIAL RISK OBJECTIVE: MAINTAIN SPONSORSHIPS AND REVENUE STREAMS (BROADCAST AND SPONSORSHIP) • Forecast budget for the next • Prudent cash flow management. Sustainability Medium High Governance four-year financial cycle • Constant review, monitoring and reporting of CSA’s level of control: Low unable to break even. management accounts. Primary Board committee(s): Finance and Commercial • Cost control/optimisation and ensuring Key stakeholders: Employees, CSA Members, Sponsors, Media, Players CSA representation adherence to budget. Strategic Control Residual • Optimal working capital management. Risk description Mitigating actions objective effectiveness risk • Existing revenue streams • Continuous and robust staff performance Sustainability Medium High Abbreviations under severe market assessment. pressures which may lead to • Third-party suppliers SLA agreements with Forward-looking financial stress, inability to firmer penalty clauses for non-delivery. information meet project targets, sales • Ensure force majeure clause in contracts staff turnover provide for all possible eventualities. Contact details

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Foreword Expenditure While the impact of the COVID-19 pandemic has CSA’s expenditure decreased slightly to made it challenging to perform a going concern Making our voice heard CHIEF R1 194 million (2018/9: R1 216 million) in the assessment, CSA has sufficient reserves, against social ills current financial period, with the main expense supported by a strong cash position to meet its About our items being professional cricket at R627 million operational needs, as well as obligations for the integrated report FINANCIAL (2018/19: R720 million) and amateur cricket at foreseeable future. The going concern assessment R385 million (2018/19: R329 million). Due to the was performed for the next 12 months, as well as Who we are nature of the business, expenditure is mainly the four-year cycle. OFFICER’S fixed and not aligned with fluctuating revenues. Most of these costs are committed to cricket Financial outlook Presidents statement REVIEW development through our Members to ensure The cricket ecosystem in South Africa (both CSA delivery of cricket to all South Africans. Whereas and Members) will need to adapt to the current a significant portion of revenues are largely environment, and accept that all of us will be Board of Directors US$-denominated, costs are largely rand based. expected to do more with not only less, but probably Overview However, it is noteworthy that our expenditure reducing resources (sponsorships, broadcast rights Acting Chief Executive’s CSA’s business model operates in four-year cycles streams remain under severe pressure against decreased despite the substantial increase in fees, grants/distributions, etc.) report which includes one ICC Cricket World Cup event. a backdrop of an economy that is expected to revenue. This can be credited to the buy-in from This 2019/20 financial period is the second year contract by anything between 7-10% this year. all on austerity measures implemented to attain Therefore, continued focus on revenue protection, Executive management in a financial cycle that will end in 2021/22 and With private sector revenue compressions and financial sustainability. retention and diversification, as well as cost focus remains on providing cricket access to all a changing broadcast landscape, it is going to containment and management will be key. The Strategic overview South Africans. Our business is sustained largely be a difficult period for the sports fraternity. In Going concern new domestic cricket structure is expected to by the Men’s national team through broadcast and addition, Standard Bank did not renew its headline CSA appreciates that in the current budget cycle commence in 2021/22, and it is imperative that it sponsorship revenues, which funds a significant sponsorship of the Men’s national team and the a concerted effort must be made to ensure its helps improve efficiencies in the domestic system Chief Financial Officer’s review portion of the cricket business, including our proliferation of T20 leagues worldwide continues to financial stability and maintain public interest in and contributes to Members’ sustainability. We will development programmes. The welcome improving take revenue out of the bilateral revenue pot. cricket. On the going concern assumption, due care continue engagements with international bilateral Summary financial profile of Women’s cricket is expected to eventually must be given to the next 12 months’ period and cricket stakeholders to increase the home-bound statements result in the Women’s game achieving its long- Current financial period the four-year financial cycle (2018/19 – 2021/22). content of the FTP. overdue commercial rating and valuation. An actual net profit of R50 million Management is focused on realising an aggregate Audit and Risk Committee report (2018/19: R200 million net loss) has been realised break-even position or better over a four-year CSA’s recovery plan for the initially forecasted in the current financial period ending 30 April cycle. Business model and R654 million loss for the current cycle (2018/19 2020, against a budgeted loss of R67 million. This value creation – 2021/22) was a priority for the executive profit was largely attributed to the positive impact Since CSA’s income statement comprises mostly Pholetsi Moseki management team, as we focused on protecting of the weakening rand on our foreign-currency cash income and expenditure, generally a recorded CA(SA) Governance and growing revenues while being prudent with denominated income, as a significant portion of profit improves the liquidity and solvency position of Chief Financial Officer expenditure. This single-mindedness has resulted CSA’s income is US dollar-denominated (US$). the company, while an inverse impact occurs when 25 August 2020 in current projections of less than half the initially a financial loss is recorded. As at 30 April 2020, CSA representation forecasted loss for this cycle. Revenue was R145 million higher for the current CSA’s cash position was R174 million (2018/19: financial period at R1 074 million R349 million), a 50% decrease on the comparative Abbreviations The biggest headwind to these current projections (2018/19: R929 million) due to the quality of our period. It is important to highlight that there was will no doubt be brought about by the COVID-19 inbound tours. There was a substantial increase in a significant US$-denominated receivable at year pandemic that is dissipating our economy, that gate takings and media rights as a result of hosting end, that was settled post year-end. Investments Forward-looking information was already on its knees. This will bring immense a full tour by England, and the limited overs series were R361 million (2018/19: R297 million), up 22% financial challenges to the fore. Our revenue against Australia. comparatively. Contact details

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Foreword SUMMARY FINANCIAL STATEMENTS PREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPC Making our voice heard Summary financial FOR THE YEAR ENDED 30 APRIL 2020 against social ills About our Company Company statements SUMMARY CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER integrated report COMPREHENSIVE INCOME 2020 2019 R’000 R’000 Who we are Revenue 1 074 063 929 492 INDEPENDENT AUDITOR’S REPORT ON THE procedures, which were conducted in accordance Amateur cricket 29 097 30 362 SUMMARY FINANCIAL STATEMENTS TO THE with International Standard on Auditing (ISA) 810, Presidents statement DIRECTORS OF CRICKET SOUTH AFRICA NPC “Engagements to Report on Summary Financial Professional cricket 1 044 966 899 130 Statements.” Expenses (1 193 672) (1 215 801) The summary financial statements, set out on Board of Directors pages 33 to 36, which comprise the summary Opinion Central cost (147 854) (126 880) statement of financial position as at 30 April 2020, In our opinion, the summary financial statements Amateur cricket (384 701) (329 064) and the summary statements of profit and loss and derived from the audited financial statements of Acting Chief Executive’s other comprehensive income, changes in equity Cricket South Africa NPC for the year ended 30 Professional cricket (626 683) (720 472) report April 2020 are consistent, in all material respects, and cash flows for the year then ended, and related National team (34 434) (39 385) notes, are derived from the audited financial with those financial statements, in accordance with Executive management statements of Cricket South Africa NPC for the year IFRS and the requirements of the Companies Act Operating profit/(loss) (119 609) (286 309) ended 30 April 2020. We expressed an unmodified of South Africa as applicable to summary financial Investment income 16 337 29 012 audit opinion on those financial statements in our statements. Strategic overview report dated 28 August 2020. Our auditor’s report Net foreign exchange gain 89 387 17 506 on the audited financial statements contained an Other Reports Required by the Companies Act Fair value adjustments 64 147 39 776 Other Matter paragraph: “Other Reports Required The “Other Reports Required by the Companies Chief Financial Officer’s Profit/(Loss) before taxation 50 262 (200 015) by the Companies Act” (refer below). Act” paragraph in our audit report dated review 28 August 2020 states that as part of our audit of Taxation the consolidated financial statements for the year The summary financial statements do not Profit/ (Loss) for the year 50 262 (200 015) Summary financial contain all the disclosures required by ended 30 April 2020, we have read the Directors’ statements International Financial Reporting Standards Report and the Audit Committee’s Report for the Other comprehensive income and the requirements of the Companies Act of purpose of identifying whether there are material TOTAL COMPREHENSIVE INCOME/(LOSS) FOR THE YEAR 50 262 (200 015) Audit and Risk South Africa as applicable to annual financial inconsistencies between these reports and the Committee report statements. Reading the summary consolidated audited financial statements. These reports are financial statements, therefore, is not a substitute the responsibility of the respective preparers. Business model and for reading the audited consolidated financial The paragraph also states that, based on reading value creation statements of Cricket South Africa NPC. these reports, we have not identified material inconsistencies between these reports and the Directors’ Responsibility for the Summary Financial audited financial statements. The paragraph Governance Statements furthermore states that we have not audited these The directors are responsible for the preparation of reports and accordingly do not express an opinion a summary of the audited financial statements in on these reports. The paragraph does not have an CSA representation accordance with IAS 34 Interim Financial Reporting effect on the summary financial statements or our and the requirements of the Companies Act of opinion thereon. South Africa as applicable to summary financial Abbreviations statements. PricewaterhouseCoopers Inc. Forward-looking Auditor’s Responsibility Director: S DIKANA Registered Auditor information Our responsibility is to express an opinion on Johannesburg the summary financial statements based on our Date: 28 August 2020 Contact details

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Foreword SUMMARY FINANCIAL STATEMENTS SUMMARY FINANCIAL STATEMENTS PREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPC PREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPC Making our voice heard FOR THE YEAR ENDED 30 APRIL 2020 FOR THE YEAR ENDED 30 APRIL 2020 against social ills

About our Company Company 2020 2019 SUMMARY STATEMENT OF CASH FLOWS integrated report SUMMARY CONSOLIDATED STATEMENT OF FINANCIAL POSITION 2020 2019 R’000 R’000 R’000 R’000 Profit/ (Loss)before taxation 50 262 (200 015) Who we are ASSETS Sum of non-cash adjustments with investment income (45 759) (19 636) Non-current assets 433 555 507 189 Working capital movements (136 030) (52 462) Presidents statement Current assets excluding cash and cash equivalents 484 792 324 206 Net cash outflow from operating activities (131 527) (228 483) Cash and cash equivalents 173 805 348 874 Net cash outflow from investing activities (43 542) (5 527) Board of Directors TOTAL ASSETS 1 092 152 1 180 269 Net cash flow from financing activities - -

Net decrease in cash and cash equivalents (175 069) (277 640) Acting Chief Executive’s EQUITY AND LIABILITIES Cash and cash equivalents at beginning of the year 348 874 626 514 report RESERVES 906 692 856 430 CASH AND CASH EQUIVALENTS AT END OF THE YEAR 173 805 348 874 Retained earnings 906 692 856 430 Executive management

LIABILITIES 185 460 323 839 Strategic overview NOTES TO SUMMARY FINANCIAL STATEMENTS as a minimum, contain the information required by Non-Current liabilities IAS 34 Interim Financial Reporting. Current liabilities 185 460 323 839 Chief Financial Officer’s review 1 NATURE OF BUSINESS AND OPERATIONS The accounting policies applied in the preparation The main business of Cricket South Africa NPC (the TOTAL EQUITY AND LIABILITIES 1 092 152 1 180 269 of the financial statements, from which the Summary financial “company”) is custodianship of all cricket activities summary financial statements were derived, statements which ultimately advance amateur and professional are in terms of International Financial Reporting cricket in South Africa. Standards and are consistent with the accounting Audit and Risk Committee report Retained policies applied in the preparation of the previous 2 BASIS OF PREPARATION annual financial statements. SUMMARY CONSOLIDATED STATEMENT OF CHANGES IN EQUITY Earnings Business model and R’000 Summary financial statements value creation The summary financial statements are prepared Annual financial statements (full AFS) Balance as at 30 April 2018 1 056 445 in accordance with the requirements of the The annual financial statements have been Total comprehensive loss for the year (200 015) Governance Companies Act applicable to summary financial prepared in accordance with International Financial Balance as at 30 April 2019 856 430 statements. The Companies Act requires summary Reporting Standards, and in the manner required Total comprehensive Profit for the year 50 262 financial statement reports to be prepared in by the Companies Act of South Africa. CSA representation Balance as at 30 April 2020 906 692 accordance with the framework concepts and the measurement and recognition requirements The financial statements have been prepared Abbreviations of International Financial Reporting Standards under the historical cost basis, except for certain (IFRS) and the SAICA Financial Reporting Guides financial instruments carried at fair value, and Forward-looking as issued by the Accounting Practices Committee non-current assets which are held at the lower of information and Financial Pronouncements as issued by the carrying value and fair value less costs to sell, as Financial Reporting Standards Council and to also, applicable. Contact details

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Foreword SUMMARY FINANCIAL STATEMENTS SUPPLEMENTARY INFORMATION PREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPC Making our voice heard FOR THE YEAR ENDED 30 APRIL 2020 CRICKET SOUTH AFRICA RELATED MEMBERS / BODIES/ STRUCTURES / *SUBSIDIARY against social ills

About our The preparation of financial statements requires the year were at arm’s length unless otherwise Name Geo-political Boundary Franchise Teams CSA Accredited Playing Venues integrated report the use of estimates and assumptions that affect disclosed. CSA’s related parties comprise of its Boland Boland Park – Paarl the reported values of assets and liabilities, and Board of Directors; Prescribed Officers; Affiliate, South Western Districts Western Cape Cape Cobras Recreational Ground – Oudtshoorn Who we are disclosures of contingent assets and liabilities Associate and Ancillary Members; Cricket Stadium Western Province Cricket PPC Newlands – Cape Town at the date of the financial statements and the entities; and Franchises. Refer to note 16 of the Eastern Cricket Sahara Willowmoore Park – Benoni reported amounts of revenues and expenses during full annual financial statements for further details Gauteng Unlimited Titans Presidents statement the reported period. Although these estimates are related to transactions entered into between Northerns Cricket SuperSport Park – Centurion based on management’s best knowledge of current CSA and its related parties. Furthermore, details Free State Cricket Free State Mangaung Oval – Bloemfontein Knights Board of Directors events and actions, actual results may ultimately pertaining to loan balances between CSA and its Northern Cape Cricket Northern Cape Diamond Oval – Kimberley differ from those estimates. related parties is disclosed in note 5 of the full Border Cricket Buffalo Park – East London annual financial statements. [12] Members Affiliate Eastern Cape Warriors Acting Chief Executive’s Eastern Province Cricket St George’s – Port Elizabeth The estimates and underlying assumptions report Gauteng Cricket Gauteng Bidvest Wanderers Stadium – Johannesburg are reviewed on an ongoing basis. Revisions to 6 DISCLOSURE OF FINANCIAL INSTRUMENTS Imperial Lions accounting estimates are recognised in the period The company has long and short term structured North West Cricket North West Senwes Park – Potchefstroom Executive management in which the estimate is revised if the revision investment products with Momentum Holdings and Sahara Stadium Kingsmead – Durban Kwa-Zulu Natal Cricket Kwa-Zulu Natal Sunfoil Dolphins affects only that period or in the period of the Investec Bank. These investments are designated Pietermaritzburg Oval – Pietermaritzburg Strategic overview revision and future periods if the revision affects to be measured at fair value, with changes

both current and future periods. recognised in profit or loss. The fair value of these Name Geo-political Boundary investments is determined at a Level 1, which is Chief Financial Officer’s Limpopo Impala Cricket Limpopo review 3 DISCLOSURES RELATING TO THE ANNUAL directly linked to observable market data linked to Associate

Members [2] Members Mpumalanga Cricket Mpumalanga FINANCIAL STATEMENTS the positive growth of the MSCI World Index and Summary financial The significant accounting policies and detailed FTSE/JSE Africa Top 40 Price Return Index. Refer statements notes to the annual financial statements to note 4 of the full annual financial statements for Affiliate Members Associate Members Franchise Teams are disclosed in the audited annual financial detailed disclosure of CSA’s investments. Audit and Risk The twelve entities that serve as the The two cricket entities, other than an The representative teams owned Committee report statements which are available at the offices of the custodians of amateur cricket in Affiliate Member or Associate Province, by the Affiliate Members and which company or on the Cricket South Africa website each of the specified regions in South which meets the relevant criteria as participates in professional domestic Business model and www.cricket.co.za. Africa as determined by the Members determined by Cricket South Africa cricket under the auspices of Cricket value creation Council from time to time. The from time to time. These entities serve South Africa. The current structure 4 DISCLOSURE OF CHANGE IN DIRECTORS B Williams President of each Affiliate is a member as the custodians of amateur cricket in consists of six Franchise teams. Governance On 1 December 2019, Dr J Faul was appointed Chair – Board of Directors of the Company’s Members Council a specified area within South Africa. (“Shareholder group”). as Acting CE. Refer to the full annual financial 25 August 2020 statements where the Directors’ Report provides CSA representation details related to the entire list of directors as well as changes in directors. Abbreviations

5 DISCLOSURE OF RELATED PARTIES CSA enters into various related party transactions D Dharmalingam Forward-looking information in the ordinary course of business. Transactions Chair – Finance & Commercial Committee and balances between related parties during 25 August 2020 Contact details

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Foreword SUMMARY FINANCIAL STATEMENTS PREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPC Making our voice heard FOR THE YEAR ENDED 30 APRIL 2020 Audit and Risk against social ills

About our integrated report FOUR YEAR FINANCIAL PLAN – 1 MAY 2018 TO 30 APRIL 2022 Committee Report

Who we are Apart from the annual budgets and actual results, CSA prepares budgets and operates its business on the basis of a 4-year financial planning cycle to take account of the decidedly variable revenue flows that arise from the divergent inbound international tours to South Africa each year. The 4-year cycle allows CSA to The Audit and Risk Committee has pleasure in Act and the Terms of Reference of the Audit Presidents statement plan programmes more sustainably and evaluate its finances more meaningfully. This is why annual results submitting their report, which has been approved and Risk Committee from December 2018 should be viewed in the context of the 4-year cycle. The table below depicts CSA’s financial results over the by the Board of Directors (“the Board”) and has to September 2019 in that the Audit and Risk 4-year cycle. been prepared in line with the South African Committee did not have the required minimum Board of Directors Companies Act no 71 of 2008 and incorporating three members. 2020 2019 2018 2017 the recommendations of the King IV™ code of Acting Chief Executive’s report DESCRIPTION Actual Actual Actual Actual Corporate Governance that applies to all entity Four meetings were held during the past R’000 R’000 R’000 R’000 structures. Cricket South Africa NPC (“CSA”) financial year and attendance of meetings is set recognises the importance of the Corporate out below. Executive management Revenue 1 074 063 929 492 1 526 393 674 935 Governance principles as espoused in the South Expenses (1 193 672) (1 215 801) (1 215 363) (910 392) African Companies Act and the Principles of Member Meetings attended Strategic overview Financial income 169 871 86 294 42 655 76 647 King IV™. Marius Schoeman (Chairman)1 3/3 Net profit (loss) 50 262 (200 015) 353 685 (158 810) Mohamed Iqbal Khan (Resigned)2 2/2 1. Members of the Audit and Risk Committee and Chief Financial Officer’s 3 review The unaudited supplementary information does not form part of the summary financial statements and is attendance of meetings Professor Shirley Zinn 0/1 D Mokhobo4 0/1 presented as additional information. The Board has determined that Audit and Risk Summary financial Committee shall consist of no less than three and Donovan May 4/4 statements no more than four members, two of which must Professor Stephanus Cornelius 4/4 be independent, non-executive directors and must Audit and Risk 1 Appointed 6 September 2019 Committee report meet at least four times per annum. Committee 2 Chairman until 6th September 2019 - Resigned 6 December 2019 3 Appointed 2 November 2019 - Resigned 2 December 2019 members, as a whole, are required to have the 4 Appointed 2 November 2019 - Resigned 6 December 2019 Business model and necessary financial literacy skills and experience to value creation execute their duties effectively. 2. Attendance The Chief Executive, Chief Financial Officer, and Governance The Board determines the period for which the one nominated CSA Council Member attended all Chairperson and committee members shall hold meetings of the Audit and Risk Committee. Other office, which period cannot exceed six consecutive relevant senior managers and executives attend CSA representation years. A committee member, who holds office as a meetings by invitation. Director of the Board, will automatically cease to be Abbreviations a member of the committee upon resignation from 3. Appointment and attendance of external the Board . auditors The Audit and Risk Committee recommended for Forward-looking information The Audit and Risk Committee noted that CSA approval the appointment of PwC as CSA’s external was in breach of Section 94 of the Companies auditors for the financial year ending 30 April 2020 Contact details

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Foreword to the Members Council at the AGM held on the final stages of appointing a credible service The committee is satisfied, and the Board has 7. In-Committee meetings 7 September 2019. The Audit and Risk Committee provider for the Internal Audit Function. CSA, concurred that, for the 2019/20 financial year, the The Audit and Risk Committee Terms of Reference Making our voice heard considered the independence of PwC and were together with the service provider will prepare committee has performed the functions required provide for confidential meetings between against social ills satisfied. an annual audit plan with the objective to review to be performed by an Audit and Risk Committee committee members and the internal and external About our the effectiveness of internal controls The internal as set out in the Companies Act and its Terms auditors. integrated report 4. Risk management audit function reports functionally to the Chair of of Reference. These duties were discharged as The Board has incorporated risk management Audit and Risk Committee and administratively follows: 8. Expertise and experience of the Chief Financial Who we are within the ambit of the responsibilities of Audit to the Chief Financial Officer. The Internal Officer and the finance function and Risk Committee. Audit and Risk Committee Audit assignments exclude internal audit work • Reviewed CSA Annual Financial Statements Audit and Risk Committee has satisfied itself that has oversight of the Risk Management Function conducted at Member level. and the Integrated Report, culminating in a the Chief Financial Officer, Pholetsi Moseki (CA) SA Presidents statement of CSA and have noted the key risk areas that are recommendation to the Board to adopt them. In has the requisite expertise and experience to lead monitored through the activities of management. 6. Functions of the Audit and Risk Committee and the course of its review, the Committee: and manage the finance function. In addition, the Audit and Risk Committee monitors that risks are discharge of its responsibilities – Took appropriate steps to ensure the annual committee has satisfied itself that the composition, Board of Directors managed and ensure that risks are prioritised and financial statements were prepared in experience and skills set of the finance function assessed accordingly. Audit and Risk Committee Audit and Risk Committee has powers to make accordance with IFRS and the requirements of met CSA’s requirements. Acting Chief Executive’s has identified the need to improve Enterprise Risk decisions in relation to its statutory duties and is the Companies Act; report Management Maturity within CSA and continue accountable to both the Board and the Members – Considered and, where appropriate, made 9. Conclusion to monitor management’s implementation of Council in this regard. Any further duties assigned recommendations on internal financial I would like to extend my appreciation to the Executive management improved risk management framework across CSA. to it by the Board require Audit and Risk Committee controls; committee members, Mr Donovan May, Professor to make recommendations to the Board for – Dealt with any concerns or complaints on Steve Cornelius and Mr Beresford Williams, as Strategic overview 5. Internal Financial Controls approval unless the Board has delegated specific accounting policies, internal audit, the auditing well as the permanent invitees, for their valuable The Audit and Risk Committee has oversight of authority to Audit and Risk Committee. or content of annual financial statements, and contribution. The Audit and Risk Committee CSA’s annual financial statements and reporting internal financial controls; and effectiveness has been complimented with the Chief Financial Officer’s review processes, including the systems of internal The Audit and Risk Committee has reviewed its – Reviewed matters that could have a significant skills of Ms Vuyokazi Memani-Sedile and Mr financial controls. Management provides Audit and Terms of Reference as approved by the Board, impact on the organisation’s annual financial Dheven Dharmalingam, who were appointed Summary financial Risk Committee and the Board with assurance that which sets out its duties and responsibilities as statements. after the financial year end. We welcome Mr statements it has implemented and monitored the necessary prescribed by the Companies Act and incorporating • Reviewed the external audit report on the annual John Mogodi who replaced outgoing member Mr internal controls. While Audit and Risk Committee additional duties delegated to it, by the Board. financial statements; Beresford Williams. Audit and Risk Committee report is tasked with the responsibility for ensuring Audit and Risk Committee will ensure that CSA • Reviewed the quarterly management accounts; that CSA’s Internal Audit function is independent implements an effective a combined assurance • Reviewed risk management reports and, where My appreciation to the Members’ Council and CSA Business model and and has the necessary resources, standing and model, which seeks to match the risk areas relevant, made recommendations to the Board; Board for entrusting me with the duty of leading value creation authority in the organisation to discharge its duties, affecting CSA with the assurance obtained from • Considered reports relating to legal compliance the CSA Audit and Risk Committee. the role of Internal Audit has been vacant since management and internal and external assurance and litigation, reported cases of fraud, and Governance April 2019. CSA’s Compliance and Risk function has providers. The committee has evaluated the Annual whistle­blowing; provided limited level of assurance. Management Financial Statements of CSA for the 2019/20 • Approved the audit fees and engagement terms has provided Audit and Risk Committee with financial year and, based on the information of the external auditor; CSA representation Control Environment Assessment and Internal provided to the Audit and Risk Committee, consider • Determined the nature and extent of allowable Control Self-Assessment for the financial year, that CSA complies in all material respects with non-audit services and approved contract terms Abbreviations covering various key processes in order to provide the requirements of the Companies Act and for nonaudit­ services by the external auditor; and MW Schoeman CA(SA) CD(SA) Audit and Risk Committee with Level 1 Assurance. International Financial Reporting Standards • Considered and supported the going concern Chairman: Audit and Risk Committee This Level 1 Assurance confirms that management (“IFRS”). The Committee has recommended the status of CSA. 25 August 2020 Forward-looking information has ensured that minimum controls are in place Annual Financial Statements to the Board for and operating effectively as designed. CSA is in approval. Contact details

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Foreword

Making our voice heard BUSINESS MODEL AND against social ills

About our VALUE CREATION integrated report

Who we are

Business model accommodation and popular South African tourist Presidents statement CSA’s core business is the custodianship of all destinations. Local fans also support economic cricket activities in South Africa, advancing both value through food and beverage spend. amateur and professional cricket. However, we Board of Directors believe cricket is more than just a game: it assists Social value creation is a significant outcome of in crossing boundaries on and off the field and CSA’s business activities, delivering on our vision of Acting Chief Executive’s contributes to the social causes and transformation ensuring that cricket is supported by most South report of our society. CSA’s inputs and business activities Africans and available to those who want to play work together to produce outputs and outcomes, the game. By using its voice, the CSA platform is Executive management that create value for its stakeholders while ideally placed to take a stand against racism and to assuring alignment to our vision and mission. promote inclusion. Strategic overview

Value creation Transformation value creation is a non-negotiable CSA creates value by using its capital resources imperative in redressing the imbalances of the Chief Financial Officer’s review in a way that is balanced and guided by its past, creating active lifestyles and ensuring a strategic pillars, taking its various stakeholders’ winning sporting nation. It also enables growth of Summary financial considerations into account. the game through CSA’s talent pipeline, from mini- statements cricket to international participation. Through CSA’s Financial value creation is vital to our financial cricket development initiatives, it has widened its Audit and Risk Committee report sustainability and enables us to create additional reach to create better access and opportunities to areas of value and support to our Members the many talented South Africans. Business model and through activity-based distributions. CSA uses value creation various revenue sources to create financial value Commercial value creation is important for our and explore alternative revenue streams. commercial partners who invest significantly in Governance CSA to help us achieve our strategic objectives. Economic value is created for South Africa through Our commercial partners derive returns on this hosting international and franchise cricket games. investment through awareness and marketing CSA representation International fans who travel to support their campaigns across various platforms including TV, teams spend their money on food, beverage, radio, Facebook, Twitter, YouTube, and Instagram. Abbreviations

Forward-looking information

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Foreword VISION: TO MAKE CRICKET A TRULY NATIONAL SPORT OF WINNERS VISION: TO MAKE CRICKET A TRULY NATIONAL SPORT OF WINNERS Making our voice heard INPUTS: against social ills BALANCING THE USE OF THE SIX CAPITAL RESOURCES OUTCOMES: CREATING STAKEHOLDER VALUE AND INCLUSIVE NATION BUILDING THROUGH THE GAME OF CRICKET About our integrated report Financial Human Manufactured Intellectual Social and Natural EXCELLENCE capital capital capital capital relationship capital capital Who we are Funding / Employees / Players (Proteas, Amateurs, Professionals) World-class stadiums / Proteas ranking Hubs + RPCs / Cricket Academies /HPCs Men Women Presidents statement ODI – rank #4 (2018/19: #4) ODI – rank #5 (2018/19: #5) T20 – rank #5 (2018/19: #5) T20 – rank #5 (2018/19: #6) Test – rank #6 (2018/19: #3) Board of Directors BUSINESS ACTIVITIES: MANAGING OUR CAPITAL INPUTS THROUGH OUR BUSINESS ACTIVITIES AND SUPPORT SERVICES Acting Chief Executive’s DEVELOPMENT Thought Marketing + Regulations + Cricket report Transformation leadership Branding standards services ›126 000 children have benefited through the KFC Mini-Cricket Programme MISSION: TO CREATE ONE-TEAM CULTURE MISSION: TO CREATE ONE-TEAM CULTURE Commercial High-Performance Programmes Executive management Technology Governance, Risk, Legal + Compliance TRANSFORMATION Finance Strategic overview Stakeholder relations EPG score 71% (2018/19: 68%) INTERNAL PROCESSES Strategy management + Assurance 83% Black Board members (2018/19: 91%) – women 25% (2018/19: three) Chief Financial Officer’s 81% Black CSA staff (2018/19: 80%) review

8 Black Proteas Men’s players (2018/19: 12) Summary financial statements SUSTAINABILITY OUTPUTS: Audit and Risk CREATING SPECIFIC PRODUCTS AND SERVICES THROUGH THE DEPLOYMENT OF THE SIX CAPITALS AND Committee report OUR BUSINESS ACTIVITIES Cricket franchises World-class umpires CRICKET ADMINSTRATION Business model and Professional cricketers Proteas Men’s Team Amateur cricketers Franchises Accredited coaches value creation Proteas Women’s Team U19 (men) Schools and club cricket SA “A” Team U16 (boys and girls) KFC Mini-Cricket Governance U13 (boys and girls)

VALUES: HONESTY + INTEGRITY / PROFESSIONALISM DILIGENCE MUTUAL RESPECT FAIRNESS VALUES: Schools and Clubs (boys and girls) HONESTY + INTEGRITY / PROFESSIONALISM DILIGENCE MUTUAL RESPECT FAIRNESS VALUES: BRAND PROMOTION Mini-cricket (boys and girls) CSA representation Facilities RPCs and Hubs Match officials Coaches Cricket support staff Director of Cricket Proteas Men’s and Women’s Mzansi Super League to promote cricket to fans who thrive on the fast- Academies Umpires Chief Medical Officer teams…#ProteaFire, paced game and its enriched entertainment value Abbreviations Centre of Excellence Scorers #Alwaysrising, That’s our Game The Solidarity Cup for unity KFC Mini-Cricket to inspire young The PinkDay Drive for breast CSA is committed to ensuring sustainability for talented cricket players, acknowledging its successes are against our nation’s social ills – talented cricketers at grassroots cancer awareness Forward-looking learning from challenges to make our vision a reality. CSA strives for excellence and aims to be the most gender-based violence, racism level information sustainable and successful cricket federation worldwide and poverty Note: Black includes Black African, Coloured and Indian. Contact details

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Foreword CSA’s revenue model depends largely on inbound R180 million (2018/19 R235 million). The title tours (media rights and sponsorships) and ICC sponsor property is currently vacant after the Making our voice heard FINANCIAL CAPITAL against social ills distributions, which made up 92% (2018/19: 86%) previous sponsorship was not renewed at the end of the organisation’s total revenue. Our revenue of the financial year. About our model ensures we provide high quality, sustainable integrated report services without compromising the long-term Stadium revenues Financial capital resources are critical for CSA to fund its business activities and are needs of our cricket development programmes. While CSA does not own the 13 stadiums where largely raised through media rights, sponsorships, ICC distributions, investment income, Who we are CSA sells certain commercial rights and shares the cricket activities take place, it shares the income government and lotto grants, international gate ticket takings and other income. revenue with its Members and stadium owners/ generated by these stadiums according to an operators. agreed model, whereby CSA receives 20% of Presidents statement CSA’s financial viability is material to the organisation’s long-term sustainability, especially in implementing the income and the stadium operators (CSA’s our cricket activities. CSA continues to navigate through tough economic conditions to maintain its positive Proteas ranking as at 30 April Members) receive 80%. CSA actively engages with financial position. CSA’s fluctuating revenue model is primarily regulated through the organisation’s four- Men’s Women’s Members in respect of material upgrades required, Board of Directors year planning and budget cycle. 2017 2018 2019 2020 2019 2020 as funding these upgrades is a joint responsibility. CSA contributes to stadium maintenance costs Acting Chief Executive’s Test rank #1 #2 #3 #6 PROGRESS AGAINST STRATEGIC PILLARS annually, which includes the upkeep of the field report ODI rank #2 #4 #4 #4 #5 #5 of play, spectator seating and amenities, and the Excellence Development Sustainability Transformation Brand promotion T20 rank #3 #6 #5 #5 #6 #5 external precinct. Executive management The Proteas Women’s Cricket development Cash reserves and Continued financial Betway extended its team maintained their investment of R385 million investments remain investment in sponsorship to Test It is essential that the Proteas remain in the top Stadiums earn income from a variety of sources ODI ranking of 5th and (2018/19: R329 million) firm closing at a cricket assisted in and ODI series sponsor. Strategic overview tier of international cricket to generate maximum – including suite rentals, season tickets and improved their T20 assisted with player total of R535 million transforming and revenue from media rights and sponsorships. ranking from 6th to 5th. development throughout the (2018/19: R646 million. growing the game. match-day tickets, hospitality packages, beverage Chief Financial Officer’s talent pipeline. sales, rental earned from concessionary stands, review Media rights stadium naming rights, in-stadium advertising, REVENUE MODEL Media rights income is derived from international licensing and merchandising, and venue hire for Summary financial Revenue streams and domestic media rights sales. Domestically, non-cricket matches. Stadium revenues depend on statements CSA’s broadcasting revenue is derived from Pay TV the cricketing season, which runs for six months Audit and Risk 1 (DStv) and Free-to-Air TV (SABC). Internationally, per year. 7 7 Committee report 1 CSA’s media rights revenue is managed by agents 6 and revenue is received in foreign currency (USD). ICC Business model and During the financial year, media rights revenue CSA is a full member of the ICC and therefore value creation increased to R534 million (2018/19: R405 million) receives distributions based on the ICC share due to the quality of inbound tours. CSA hosted model. During the financial year, ICC distributions Governance 25 17 extremely successful tours featuring England (full of R273 million (2018/19: R155 million) were 43 2019/20 50 2018/2019 tour – 4x Tests, 3x ODIs, 3x T20s) and Australia received. For the 2019/20 financial year, (3x ODIs, 3x T20s), with corresponding significant distributions included World Cup participation fees CSA representation media rights value. (Proteas Men’s and Women’s teams and the U19 team) and the ICC U19 World Cup hosting fees. Abbreviations Sponsorships CSA sponsorships are divided into three categories, Other 17 26 namely – (1) title, event, official suppliers, (2) The balance of revenue of R86 million (2018/19: Forward-looking information broadcasters and (3) grassroots sponsors. R135 million) was mainly derived from international Media rights Sponsorship ICC distribution Champions League T20 (CLT20) Other income Government and lotto grants Sponsorship revenue for the financial year was gate ticket takings, stadium commercial rights and Contact details

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Foreword government/lotto grants. Included in other income Member incentive scorecard Members scorecard for the prior financial year was the final realised In addition to the Operating Model, CSA has an Operational score Incentive score EPG score Making our voice heard Member revenue from the Champions League T20 (CLT20). enhanced Member incentive scorecard, which (out of 100) (out of 100) (out of 100) against social ills consists of a performance feedback system that KZN 82,46 83,49 68,50 About our OPERATING MODEL rewards Members who exceed the basic delivery Boland 71,90 82,49 62,40 integrated report CSA’s Strategic Operational Model focuses on the requirements of CSA’s Operating Model funding Northerns 83,17 81,88 51,60 way amateur and senior provincial cricket is funded objectives. In the current financial year, the Who we are and managed. The funding methodology is activity- scorecard was divided into three sections, namely South Western Districts 83,55 80,03 67,40 based and built around historical management, – compliance and incentive sections from prior Western Province 82,67 77,52 63,80 operational structures and operations driven years, with the addition of an EPG section. This Gauteng 77,68 75,83 55,60 Presidents statement by CSA’s Presidential Plan. Members’ cash is to enhance the focus on strategic objectives Limpopo 66,17 62,33 40,00 requirements are computed and funded over 14 for the year. Members were expected to achieve North West 76,46 54,75 33,00 annual payments. 60% on both the compliance and EPG sections to Board of Directors Northern Cape 76,92 54,18 50,00 be considered for the incentive scoring section. Members self-evaluate, providing supporting Easterns 73,44 46,62 33,60 Acting Chief Executive’s documentation to CSA for review and validation. Free State 76,21 42,70 41,00 report Three different incentives are payable: overall Border 70,85 40,75 53,00 Executive management winners, select programme and functions, and Mpumalanga 75,19 40,67 36,22 most improved Member. Eastern Province 76,36 39,37 44,20 Strategic overview

Period 1 to 2 Paid to Members monthly. During the year under review, CSA’s on-field Outlook Chief Financial Officer’s review individual performance measurement ensures that • Continuing to focus on our austerity plan to the focus is on producing players for the cricket ensure financial sustainability in this era of the Paid after completion of administration procedures, such as confirming league fixtures and the existence Summary financial Period 13 of facilities, programmes and structures. system. The compliance section of governance, COVID-19 pandemic. statements administration and cricket programmes had • Improving the incentive scorecard performance an overall performance score of 76% (2018/19: measures giving more weighting to governance, Audit and Risk Paid after the cricket season concludes and only once all reports and supporting information have been Period 14 Committee report received and evaluated. This evaluation could result in partial payment or forfeiture of this amount. 78.64%) across Members. The incentive area financial sustainability, and transformation. attained a score of 61% (2018/19: 68.37%), while • Expediting the review of the current Member Business model and the EPG section attained a score of 50% (2018/19: Operational Model Agreement to prepare and The Presidential Plan forms the basis of the funding methodology and aligns with CSA’s strategic pillars: excellence, value creation development, sustainability, transformation and brand promotion. n/a). Using the new performance measure, two ensure Members are ready operationally. Members (KZN and South Western Districts) The new domestic structure is expected to Governance scored above 75% on the overall scorecard commence in 2021/22. (2018/19: seven). Limpopo Cricket was the most • With the current pandemic-enforced lockdowns improved affiliate among the Members. expected to impact game attendances, CSA is CSA representation investigating creative methods to engage with our fans, including the possibility of monetising Abbreviations those engagements and fan-loyalty. • Implementing a governance review process, which includes a review of CSA’s Memorandum Forward-looking information of Incorporation (MoI).

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Foreword CRICKET ACTIVITIES Creating access and identifying, developing and retaining talent are the key determinants of a successful Making our voice heard HUMAN CAPITAL against social ills cricket pipeline. These elements are linked to CSA’s strategic objectives and central to the quality and success of the Proteas’ national cricket teams. About our integrated report Besides CSA’s strategic objectives, the cricket services department also focuses on specific areas to ensure Human capital resources include permanent and fixed-term staff (contracted players, outcomes (see below) are achieved throughout the cricket pipeline (see page 52). team management and consultants) and independent contractors. Financial and Who we are manufactured capital resources are used to develop and upskill our cricket talent and staff, who are our ambassadors promoting the CSA brand. Transformation is intertwined Cricket services focus areas Outcomes with all cricket and development focus areas as well as with administrative staff. Produce quality players prepared for the pressures of Winning performances of the Proteas teams. Presidents statement international competition. Effectively implement the Player Performance Plan (PPP). Improved world-class performances of players at a professional level addressing the ‘performance gaps’ of the identified players Board of Directors PROGRESS AGAINST STRATEGIC OBJECTIVES with a specific focus on black African players. Integrated approach by CSA and its Members to achieve the Improved implementation and accountability at CSA and Member Acting Chief Executive’s vision and strategy/goals of CSA. levels. report Excellence Development Sustainability Transformation Brand promotion Implement the SRSA/DBE Operational Agreement at ground Improve access to playing cricket in disadvantaged areas. Momentum Proteas R385 million The Schools System Continued financial The 2019/20 season level. Executive management reached the semi- (2018/19: R329 Review report was investment in cricket saw Standard Bank finals of the ICC million) committed to concluded, aiming to development sponsorship towards the Accurate and effective CSA data management system. Accurate and strategic reporting to relevant stakeholders as well as Women’s T20 World cricket development. address the growth assisted in Proteas and CSA’s RPC assisting in strategic planning. Strategic overview Cup. and sustainability of transforming Programme coming to talent through Schools. and growing the an end, inaddition to the CRICKET PIPELINE MODEL game. Proteas’ title sponsor. The Cricket Pipeline Model’s objective is to create a seamless and effective pathway for everyone who wants Chief Financial Officer’s review Proteas Women’s Successfully piloted a Implemented CSA’s Maintained the nine to play the game, by offering them access to the sport and developing and retaining talent. This enables team gained modified game to organisational profiled Momentum CSA to produce players that will make South Africa the best cricketing nation. The PPP aims to close player automatic retain and develop design to reflect Friendship matches Summary financial qualification to the cricket players in an organisational played between performance gaps, develop players into better people, and create career opportunities for life after cricket. statements 2021 ICC Women’s areas where facilities structure to enable traditional cricket schools World Cup and remain a challenge. delivery of CSA’s and RPCs. The girls’ and women’s cricket pipeline are part of CSA’s mainstream pipeline. However, different challenges Audit and Risk finished rd3 in A new model will be strategy – appointment Committee report in attracting, growing and retaining talent require some adaptations, as depicted overleaf. the ICC Women’s rolled out in 2020/21 of Director of Cricket Championship season. and Chief Medical Business model and Standings for the Officer. value creation period 2017-2020.

Standard Bank Seven debutants in the Governance Proteas ended the Standard Bank Proteas year on a high, achieved noticeable beating Australia 3-0 performances: CSA representation in the ODI series, DM Dupavillon (ODI), despite a challenging BC Fortuin (ODI and 2019/20 season. T20), GF Linde (Test), PJ Malan (Test), Abbreviations S Muthusamy (Test), PJ van Biljon (T20) and Forward-looking K Verreynne (ODI). information

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Foreword MEN’S PIPELINE ACCESS 126 642 have enjoyed exposure to the KFC 5 Mini-cricket and Schools Cricket Mini-Cricket Programme, playing over 63 663 Making our voice heard To ensure a sustainable cricket pipeline, CSA matches. This resulted in the participation of against social ills SA “A” attracts talent at grassroots level through initiatives 6 617 schools and 13 673 volunteer coaches. Prepare Franchise cricketers for International competition 4 Programme Prepare cricket players to About our transition out of the game like KFC Mini-Cricket and Schools Cricket. The 122 schools Franchise 5 An additional across the country integrated report Cricket CSA Hubs and RPCs further develop talented joined the KFC Mini-Cricket Programme during National Academy & players from disadvantaged areas in partnership the 2019/20 season. Prepare Senior Provincial players for Professional cricket 3 Emerging Team Programmes Who we are 5 with schools, clubs and local government. This Three lucky KFC Mini-Cricket teams from Senior Provincial Cricket is augmented by CSA’s RPC Programme, which Nomandi Junior Secondary School, Bayview Provincial / Regional Academies / Club Cricket allows players to participate in the CSA National Primary School and Amstelhof Primary School Presidents statement “Bottle Neck” – Retain and Develop 2 Tertiary Cricket / Future Cup / RPC & Hubs Cricket Weeks. won an opportunity to join their Protea’s heroes. SA U/19 Growth strategy of Focus Schools with 75% black Board of Directors During the year under review, Focus Schools African students: Talent Acceleration Programme increased to 33 (2018/19: 32), which was part of the 2016/17: 16 Softball to hardball – strategy that was adopted in 2016. Focus Schools Acting Chief Executive’s Attract, Retain and Develop 1 Schools Cricket / RPC & Hubs are generally former ‘Model C’ schools with 2017/18: 30 report KFC Mini-Cricket / RPC & Hubs existing cricket infrastructure, and a transformed 2018/19: 32 demographic profile of over 70%, namely a critical Executive management 2019/20: 33 WOMEN’S PIPELINE mass of black (Coloured and Indian) and black African children already attending the school. 640 schools participated in the CSA Schools 5 T20 Challenge. Strategic overview The purpose of this approach is to refocus these schools on cricket, while providing assistance in SA Emerging Team refurbishing facilities and enhancing coaching. Chief Financial Officer’s Prepare and monitor the holistic development players Prepare cricket players to review for International competition 4 5 transition out of the game National Academy Programme Focus Schools’ strategy Summary financial statements National Camps 5 Existing Schools Disadvantaged Dormant and Established/Traditional National Girls U/19 and Schools Small Cricket Schools Cricket Schools Audit and Risk Talent ID – Retain and Develop 3 Provincial Women’s Cricket Committee report TAP Programme – Regional camps and festivals (under 13 and 16) Business model and New/ “Grow the base” – 2 Focus value creation Attract, Retain and Develop Club Cricket / RPC & Hubs CSA Programmes emerging Blue Chip Schools Schools Schools (Hubs) programme Softball to hardball – Schools Cricket / RPC & Hubs Governance Attract, Retain and Develop 1

KFC Mini-Cricket / RPC & Hubs Access and Growth Increase CoE’s Influence change CSA representation ACCESS, TALENT IDENTIFICATION, DEVELOPMENT AND RETENTION CSA Intervention Player Performance Plan Abbreviations Creating access and identifying, developing and retaining talent are all interlinked, and CSA’s cricket pipeline supports these critical steps at all stages. The inherent bottleneck from modified cricket to hardball, which requires more resources in equipment, facilities and coaching, remains a challenge. CSA is creating another Provincial Forward-looking HP Groups age group teams information modified format aimed at players who have transitioned from KFC Mini-Cricket but the programme rollout U13, U15, U17, U18 was postponed to the year 2021 due to the COVID-19 pandemic. Contact details

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Foreword Province School The absence of school sport and adequate Club cricket Momentum Proteas reached the semi-finals of New Orleans sporting facilities remains a challenge in A strong club cricket system provides playing the ICC Women’s T20 World Cup. Making our voice heard Boland De Villiers Graaff identifying, nurturing and advancing talent in opportunities to those within a community. The against social ills Momentum Proteas finished third in the ICC Western Cape Sports School disadvantaged areas. CSA has a unique Cricket fourth edition of the Multiply T20 Community Cup Women’s Championship Standings for the period About our Dale College Resource Database for schools and clubs, was rained out in Pretoria during December 2019. 2017-2020. integrated report Dale Junior enabling the organisation to work towards The Multiply Community Club Championship Proteas Women’s players ranked in the top 10 Queens College finalising a facilities plan to engage government continues to be a huge success at Member level Border bowling, batting and allrounder rankings: Who we are Queens Primary and other stakeholders on facility improvements and provides community-based clubs (non- • Lizelle Lee ranked 8th in the ODI Batting Cambridge and access to cricket in disadvantaged areas. tertiary clubs) with a goal to aspire to. With the Rankings. 12 CSA Members implemented the dormant introduction of the Blue Flag Club status (90% on Hudson Park • Laura Wolvaardt ranked 9th in the ODI Batting Presidents statement schools’ initiative as part of CSA’s Schools the Club Quality Index) clubs that qualify for the Easterns Benoni High School Rankings. Strategy. Boland entered into co-operation championship and have this status will receive Muir College • Marizanne Kapp ranked 2nd in the ODI Bowling Eastern Province agreements to assist with maintenance an incentive that can be invested for club cricket Board of Directors Graeme College Rankings. programmes in three local Municipalities in their related initiatives. A ‘Blue Flag’ status club is a CSA • Shabnim Ismail ranked 4th in the ODI Bowling HTS Louis Botha (BFN) area of jurisdiction. These include Matzikama initiative recognising clubs that drive the objectives Rankings. Acting Chief Executive’s Free State Welkom High School and awaiting agreement from Langeberg and aims of the Presidential Plan. The criteria used • Marizanne Kapp ranked 3rd in the ODI report St Dominiques (Ashton), Agulhas. A MoU arrangement is in place to ascertain the status of such a club is based on Allrounder Rankings. Queens High School • Dane van Niekerk ranked 5th in the ODI with Drakenstein in respect of upgrades and administrative capabilities, adequate facilities, a Executive management Allrounder Rankings. Central Gauteng Lions Queens High School (Girls) maintenance. This strategy aims to reintegrate minimum number of teams, representation and • Shabnim Ismail ranked 3rd in the T20 Krugersdorp High schools back into the game of cricket in instances suitably qualified coaches. International Bowling Rankings. Strategic overview KwaZulu Natal Umlazi Comtech where the schools have the infrastructure but • Dane van Niekerk ranked 6th in the T20 KwaZulu Natal Inland Weston Agricultural School stopped playing cricket. The Momentum National Club Championship, International Allrounder Rankings. Chief Financial Officer’s Mpumalanga Nelspruit Primary which is the 50 over tournament, was cancelled Four Proteas Men’s players ranked in the top 10 review Field College A Schools Cricket review was conducted in the due to COVID-19. of the ICC rankings across all formats: North West Potchefstroom Boys High prior period to determine how to enhance talent • Kagiso Rabada ranked 6th in the Test Bowling Summary financial identification at that level. Below are some Women’s cricket statements Prestige College Rankings. Northerns Lynwood Ridge Primary School of the strategic recommendations that were Women’s cricket creates an environment that • Faf du Plessis ranked 5th in the ODI Batting Audit and Risk Uitsig implemented. attracts and retains women cricketers from U13 to Rankings. Committee report Kimberley Boys High • Creating a participative cricket structure and provincial level. The objective is for all Members to • Quinton de Kock ranked 10th in the ODI Batting implementing gaps identified in the School have U13, U16, U19 and club cricket structures in Rankings. Northern Cape St Patricks Business model and Quality Index delivered: place. A CSA women’s provincial competition is in • Kagiso Rabada ranked 5th in the ODI Bowling Kathu High School value creation – Over 250 unique schools supplied players for place for participation on a senior cricket level. Rankings. Imizamo Yethu • Tabraiz Shamsi ranked 5th in the T20 South Western District the provincial age group weeks. PW Botha Technical College International Bowling Rankings. Governance – A U19 World Cup squads featured players from Western Cape Sports School Western Province 13 different unique schools. Launched the Women’s Super League with Belville Technical High School • Equalising gender opportunities female match officials (match referee and CSA representation standing umpires). – Dinesha Devanarain was appointed National The Focus Schools’ initiative continues to yield Academy and SA U19 Women’s Coach. Increased the National Women’s League Abbreviations positive results for the CSA pipeline at Member – Talent Acceleration Programme (TAP) for girls matches from a single to a double round. level (see above). There is a significant spread in will be introduced for the first time in line with the number of schools that produced 97 identified boys’ pathway. Forward-looking information provincial age group cricketers for the 2019/20 – Possible participation in the inaugural ICC U19 season. Women’s T20 World Cup in 2021. Contact details

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Foreword IDENTIFICATION Momentum 2 Excellence, and the Sunfoil Education Proteas Women’s team in action CSA’s various talent identification initiatives include Trust programmes. Making our voice heard the Hubs and RPCs to tertiary cricket. These against social ills Laura Wolvaardt was selected for the ICC Women’s T20 World Cup 2020 – Team are well supported by the TAP and the High- Talent Acceleration Programme About our of the Tournament. She scored 94 runs, batted just two innings, but did enough Performance Programme. A system of franchise TAP camps test player cricket skills, acumen and integrated report to earn a place in the Team of the Tournament. Laura achieved 53 runs against scouts plays an important and successful role in fitness levels. About 175 players are introduced Pakistan, taking South Africa to the semi-finals, and she hit 41 runs against the TAP, supported by the system of provincial to the TAP annually within the U17 and U19 age Who we are Australia. coaches (framework coaches) and selectors to groups. During the year under review, regional identify talent throughout its pipeline. U17 TAP camps from six franchises exposed 150 In recognition of her achievements, Laura won three CSA awards, namely, SA identified players to the programme. The top 25 Presidents statement Women’s Players Player of the Year, SA Women’s Cricketer of the Year and the Hubs and RPCS identified players were then invited to a national Women’s ODI Cricketer of the Year. The Hubs and RPCs are critical to the cricket camp as part of our general monitoring cycle. pipeline, improving cricket standards and Following these programmes, 28 players were Board of Directors Mignon du Preez became the first South African woman to play 100 T20 increasing the number of cricket matches played in selected to represent South Africa at the U19 level Internationals when the Momentum Proteas Women took on England in the ICC disadvantaged areas. for the following series listed below. Acting Chief Executive’s Women’s T20 World Cup. This achievement adds to the 130 ODI matches she • Seven match ODI series against Pakistan U19. report has already played for the Proteas. • ODI Quadrangular that included India, New Growth strategy of Hubs and RPCs Zealand and Zimbabwe U19 teams. Executive management 2016/17: 62 Momentum Proteas had a historic series win away to New Zealand in January • Three match ODI series against India U19 before 2017/18: 67 2020 where they walked away with a 3–0 whitewash. Their last series of the season the ICC U19 World Cup. 2018/19: 67 Strategic overview against the ICC Women’s T20 World Cup Champions Australia was cancelled due to the COVID-19 pandemic. 2019/20: 69 Players from Hubs and RPCs produced for The players below were part of the 2017/2018 Momentum Proteas finished third in the ICC Women’s Championship standings for the period 2017 – 2020 various national tournaments: season U17 TAP programme and represented the Chief Financial Officer’s review and reached the semi-finals of the ICC Women’s T20 World Cup that was held in Australia. 2016/17: 138 SA U19 programme during the 2019/20 season. 2017/18: 234 Summary financial Dane Van Niekerk of South Africa poses with the Player of the Match award after the ICC Women’s T20 2018/19: 266 Khanya Cotan Heinrich Pieterse statements 2019/20: 337 Cricket World Cup match between England and South Africa at the WACA in February 2020 in Perth, Ruan Terblanche Lifa Ntanzi Australia. Luke Beaufort Odirile Modimokoane Audit and Risk Committee report The Hubs are central places for cricket among Tiaan Van Vuuren Jonathon Bird disadvantaged schools. These local leagues Ruan Cronje Nonelela Yikha Business model and help the Hub coach identify players for further Pheko Moletsane Jack Lees value creation development. The Hubs also compete in an inter- Bryce Parsons Hub league and the RPC coach identifies the best Governance players to be further developed at the RPC level in CSA also hosted a national U16 TAP camp focusing each age group. Each RPC team then plays in the on the development black African players. Up to highest possible mainstream schools’ league. This 25 players are assessed and given tools to improve CSA representation programme continues to yield positive results and their game, after which they could be invited to creates opportunities for individual players. Some attend the Regional U17 camps and or the National Abbreviations 70 talented players are given opportunities to study U17 camp. This camp has shown remarkable at some of South Africa’s top schools. This was results since its inception. The 2017 U16 TAP made possible through different bursary platforms camp paved the way for six identified players (see Forward-looking information during the Standard Bank RPC programme’s overleaf) who were represented in the SA U19 team 2019/20 season, such as the CSA Bursary, during the 2019/20 season. Contact details

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Foreword Levert Manje Odirile Modimokoane CSA has various development programmes and DEVELOPMENT AND EXPENDITURE ALLOCATION To boost CSA’s retention abilities, the Senior Lifa Ntanzi Siyabulela Plaatjie initiatives to produce talented individuals who Provincial cricket level was enhanced to make Making our voice heard 9,80 against social ills Mondli Khumalo Khanya Cotani move through the cricket pipeline. These include 15,69 it professional. Each of the 13 Senior Provincial 1,17 Provincial Academies, National High-Performance 0,61 teams is awarded 11 Senior Provincial contracts, About our Programmes (discussed on page 60), the PPP 5,91 which include additional benefits such as medical integrated report Tertiary cricket and associated Player Development Plans 1,09 aid and bursary options. Limpopo and Mpumalanga Tertiary cricket helps to retain and develop talented (PDP), underscored by cricket competitions held 9,47 are awarded 15 Senior Provincial contracts and are 5,88 Who we are players who have finished school. CSA has a strong throughout the cricket season. CSA’s Centre of eligible for first-class cricket status. These players working relationship with all South Africa’s tertiary Excellence is used for some of these development 2019/2020 receive life skills training as they advance through R384 699 institutions to access their facility infrastructure programmes. The Hubs and RPCs (discussed on the cricket pipeline. 7,18 Presidents statement and coaches and find talented players for its page 57) also assist in developing talent through 7,55 scholarship programme. These tertiary institutions the pipeline. 0,74 The support staff of each Senior Provincial team 1,23 Board of Directors provide opportunities for scientific research around 2,78 must at least have the following to assist in cricket players, which aligns to CSA’s ‘excellence’ 10,28 achieving the objectives of the PPP: head coach, Following the withdrawal of its earlier decision to strategic objective. assistant coach and trainer/physiotherapist. Acting Chief Executive’s adopt a 12-team provincial structure as a more 9,95 2,24 5,77 report viable structure for professional cricket in South 1,52 1,14 The annual Varsity Cricket Cup Tournament allows Africa, the CSA Members Council appointed a students to compete against various universities steering group chaired by Mr Dave Richardson to Executive management nationwide. The fourth successful Varsity Cricket review the Domestic Cricket structure. 5,05 2,31 Tournament saw the University of Pretoria lifting 16,15 Any Professional Domestic Cricket structure 6,37 Strategic overview the cup in 2019. The University of Pretoria went adopted moving forward, should be able to deliver on to represent South Africa at the Red Bull three key principles: Chief Financial Officer’s Campus Cricket T20 Challenge, which was held 8,86 59 • Deliver performance excellence to adequately review in Dubai in October 2019. They beat India in the prepare players and coaches for international 11,08 66 finals to be crowned champions for the third time cricket (high-quality players and coaches). 1,36 NO. OF SENIOR Summary financial 1,37 2018/2019 PROVINCIAL in the prestigious international Red Bull Campus • Provide an opportunity (pathway) for all players R329 064 statements 3,14 PLAYERS Challenge. to progress from grassroots to the national representative teams. Audit and Risk • Be sustainable (affordable) and commercially 8,85 Committee report DEVELOPMENT AND RETENTION 7,68 9 attractive to the public and commercial partners. Development expenditure Business model and 2,49 CSA continues to develop, monitor, measure Finding the balance among the above three 1,66 40 value creation 1,50 19,12 and retain talent. A total of R385 million imperatives is critical. A thorough understanding 0,61 (2018: R329 million) was invested in cricket of the current and future financial and 11,42 administrative capacity of CSA and the Affiliate Black African Coloured Indian White Governance development across all levels of the cricket Members is required. pipeline (see pie charts on page 59 for investment

categories). Presidential Plan salaries Youth Cricket CSA representation Club Cricket Hubs and RPCs Senior Provincial Cricket Transformation (facility upgrade) Transformation Administrative costs Abbreviations KFC Mini-Cricket Women’s Cricket Provincial Academy Player Performance Plan Coach Education Match Officials (Scorers and Umpires) High Performance Centre of excellence Forward-looking Gate Database maintenance information Grants Stadium funding

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Foreword The Africa T20 Cup was replaced by the Provincial facilities include lecture rooms, an indoor practice Currently 85 players, including four females, The revamped academy structure was expanded T20 Cup. Three groups of five teams played over arena, outdoor net facilities, playing fields, are now part of the CSA Provincial Academy from one year to three years. The High- Making our voice heard the same weekend with the finals on the second accommodation, and medical and conditioning programme at Member level. Performance coaches, together with the national against social ills weekend. Each team played four matches in facilities. selection panel, select at least 15 players for the About our the preliminary rounds. The final weekend saw proposed three-year cycle. Newly identified talent Male players Female players Race integrated report Easterns edging out Hollywoodbets KwaZulu-Natal Provincial Academies can be added to the selected list at any time during 34 2 Black African Inland by five runs. A positive addition was the The Provincial Academies programme is integral the cycle or be handed over to the SA “A” group if 16 2 Coloured Who we are opportunity presented to Wildcard hopefuls that to CSA’s cricket pipeline as it ensures a smooth promoted by the National Selection Panel. impressed in the competition and were presented transition for identified cricketers after school. The 4 0 Indian with the MSL 2.0 contracts - Dyllan Matthews programme’s focus is on preparing players for the 27 0 White The selected squad for the cycle represents the SA Presidents statement (Nelson Mandela Bay Giants), Robbie Frylinck next phase in the pipeline, namely senior provincial 81 4 Emerging team for the in-or-outbound tours. The (Durban Heat), Khwezi Gumede (Cape Town Blitz), and professional levels. Academy head coach together with the franchise/ Donovan Ferreira (Tshwane Spartans), Thando At the Franchise Academy Week, talent scouts provincial coach determine a tailored programme Board of Directors Ntini (Paarl Rocks) and Dane Paterson (Jozi Stars). We aim to develop holistic cricketers both in identify and select players for the National for each player after their PDP. cricket and formal education or vocational Franchise Academy XI. Acting Chief Executive’s To ensure that CSA’s talent pool is supported by training. This includes career planning and life The revamped programme includes: report qualified and suitable coaches and umpires, CSA skills development through the SACA Player Plus 94 players have progressed from Academy level • Specialised camps in and out of season for continues to invest in upskilling through the Elite Programme. A regional academy programme of to Senior Provincial level since the start of the various cricket disciplines that are held at the Executive management Coach Development Programme and the Hubs matches is in place that includes a one-day week, programme. Centre of Excellence where the focus is on: and RPC Coach Acceleration Programme (CAP) which aims to provide players with a higher level – Specific skill development. Strategic overview at national level, as well as the CAP at provincial of playing exposure. To boost women’s cricket, Male players Female players Race – Increased tactical awareness. Level. Members identified talented women cricketers – Increased mental conditioning. 35 0 Black African for the January 2020 intake; these cricketers – Optimal strength and fitness conditioning. Chief Financial Officer’s 15 0 Coloured review CSA Centre of Excellence will be monitored accordingly. The Franchise – Personal life skills growth. 4 0 Indian CSA’s Powerade Centre of Excellence is the base Academy week was held in March 2020. The – Dual career approach to life. Summary financial for the Proteas, the SA “A” National Academy Cobras Franchise Academy team finished on top 40 0 White – Improved emotional intelligence. statements and SA U19 teams’ Integrated Development of the log after a single round of fixtures over the 94 0 • Individual intervention coaching and monitoring Programme. The Powerade Centre of Excellence five days. visits at franchise or Member level. Audit and Risk Committee report Powerade National Academy • PDP progress evaluation in conjunction with the The Powerade National Academy is an important franchise/senior provincial and player. Business model and Position Team Total points Played Bonus points Won Lost Run rate part of the CSA High-Performance pipeline. Its • Two-week preparatory camps prior to any in-or- value creation 1 WSB Cape Cobras Academy 17 5 1 4 1 4.27 primary objective is to successfully transition outbound tour. players from senior provincial cricket into • Two-week induction camp for all players once a 2 Imperial Lions Academy 17 5 1 4 1 3.69 Governance professional cricket. This programme focuses on year. 3 Momentum Multiply Titans Academy 9 5 1 2 3 3.98 the high-performance development of players at 4 Hollywoodbets Dolphin Academy 9 5 1 2 3 3.31 senior provincial and franchise levels who have An SA Emerging Team tour to Zimbabwe was CSA representation 5 VKB Knights Academy 9 5 1 2 3 3.59 the potential to play professional and international organised for June/July 2020 but had to be cricket. postponed due to COVID-19. 6 Warriors Academy 4 5 1 4 3.34 Abbreviations

Over the last three years, this academy has focused SA U19 on the development of black African talent with the The Road to The World Cup Plan was introduced Forward-looking information aim of increasing the pool of black African players for the SA U19 team to ensure the best possible for international competition. preparation for the 2020 World Cup. There was Contact details

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Foreword a series of matches against the senior provincial The SA “A” team tour to the West Indies in June/ could not perform as a unit and did not qualify teams in September/October 2019 and players July 2020 was cancelled due to COVID-19. for any one of the top four positions to compete Making our voice heard were included in their respective provinces for the for the World Cup. against social ills Africa Cup. Prior to the World Cup, the SA U19 Standard Bank Proteas About our played a series of three matches against India U19 The 2019/20 season was particularly During the year under review, there were integrated report and took part in a quadrangular with India, New disappointing for the Standard Bank Proteas, significant transitions for the Proteas national Zealand and Zimbabwe U19s. Unfortunately, the SA following the team’s poor performance in the team, with several star players, retiring from Who we are U19 team did not perform according to expectations ICC 2019 World Cup event. While there were illustrious careers (see match statistics below). at the 2020 World Cup that was held in South Africa some outstanding individual performances, like Retired players included: Hashim Amla, JP Duminy from 17 January to 9 February 2020. Management captain Faf du Plessis scoring a total of 387 runs and Vernon Philander. Presidents statement is looking at how to address this poor performance. and the only century for the Proteas, the team

A TAP X1 played against senior provincial teams Board of Directors at four host venues – Free State, Northern Cape, North West and Easterns. The experience of Acting Chief Executive’s playing against senior cricketers proved invaluable report for the squad. A 12-day TAP training camp was also held at the Centre of Excellence, which kicked Executive management off with two games against the SA Emerging squad. In addition to games played, the squad was Strategic overview exposed to theoretical work, all of which assisted in improving players’ game awareness Chief Financial Officer’s review SA “A” Team The SA “A” Team are effectively the next generation Summary financial of national men’s players and therefore key statements to CSA’s talent pipeline. The aim of the SA “A” programme is to ensure that players are exposed Audit and Risk Committee report to the best competition possible at their level, replicating the pressures of international cricket. Business model and value creation One of the strategic objectives of the High- Performance Programme is to bridge the gap Governance between international and domestic cricket by playing more international cricket. This will include playing an SA “A” series during our domestic CSA representation 2019/20 season. It will also allow new, younger identified players the opportunity to play in our Abbreviations franchise system. As many of the world’s “A” teams like England, India, Australia and New Zealand are playing a lot more cricket than we are throughout Forward-looking information the year, it is critical to stay with those trends to remain in the top three of world cricket. Contact details

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Foreword These changes to on-field personnel were While the team was in transition and the a sustainable and increased flow of successfully Cricket competitions and tournaments accompanied by changes off the field, namely the performances were inconsistent, several new performing players. The plan also defines the For players to improve continually, CSA must stage Making our voice heard head coach and associated support staff following players broke into the Standard Bank Proteas team roles and responsibilities of key players within the various national competitions and tournaments against social ills the World Cup performances. Enoch Nkwe was across the different formats. Seven debutants, pipeline. throughout the year. This also mitigates, to a About our appointed as interim head coach for the Proteas tabled below, put up noticeable performances certain extent, the bottleneck effect discussed on integrated report tour of India during September 2019. Following and proved that CSA’s talent pipeline is producing Individual PDPs are at the core of the PPP page 52, as CSA ensures that these competitions the appointment of CSA’s first ever Director quality players. and are based on a needs analysis. This needs and tournaments are enjoyed across all levels of Who we are of Cricket, Graeme Smith, Mark Boucher was analysis is conducted on each identified player to cricket for young, senior and professional players appointed as the new head coach for four years determine their social and economic backgrounds, (men and women). These tournaments also (2020 to 2023). strengths and development areas. An individual identify and develop high-performance players. Presidents statement PDP is drawn up from this analysis with resources Unfortunately, the COVID-19 pandemic disrupted Player Race Player Race deployed that address any performance gaps, many competitions and tournaments including: all Board of Directors Daryn Dupavillon (ODI) White Pieter Malan (Test) White especially for those from disadvantaged first-class cricket; list A cricket (Momentum Cup); Bjorn Fortuin (ODI & T20) Coloured Senuran Muthusamy (Test) Indian backgrounds. A needs assessment was all semi-professional and provincial cricket; and all conducted on 1 552 players in the 2019/20 season junior and amateur cricket. Acting Chief Executive’s GF Linde (Test) White Pite van Biljon (T20) White (2018/19: 1 314). 1 704 interventions (2018/19: report Kyle Verreynne (ODI) White 1 926) were requested and implemented across Competition Targeted players various areas including socio-economic, mental, Executive management Schools cricket Boys and girls Four Proteas players were included in the Top 10 physical conditioning, technical, equipment and RPC U16 National Week (3rd edition) Boys of the ICC Rankings, with Kagiso Rabada, being the educational. The budget for cricket technical Strategic overview ranked sixth and fifth in the Test and ODI bowler interventions was increased to 28% compared to Club cricket Men and women respectively, and the new spin sensation Tabriaz 23% in 2018/19 and 9% in 2017/18. This increase Domestic franchise Men Shamsi being the fifth-ranked T20 Bowler. Faf du contributed to a noticeable improvement in – Sunfoil 4-day series Chief Financial Officer’s – Momentum 1-day cup review Plessis and Quinton de Kock are the only batsmen individual performances that were seen at the in the top 10 of the ICC rankings, ranked fifth and recent national age group weeks. Domestic Senior Provincial competitions Men – CSA 3-day cup Summary financial tenth respectively in the ODI format. – Provincial 1-day cup statements The Kolpak talent drain – Provincial T20 cup The Standard Bank Proteas ended the shortened The UK’s recent exit from the EU could potentially Audit and Risk Mzansi Super League Men Committee report 2019/20 season (due to the COVID-19 pandemic) bring an end to Kolpak offers. We may see a Senior Provincial Leagues Women on a high note by beating Australia 3–0 in the ODI reinfusion of Kolpak players into the domestic National league of six teams (double Business model and series. game and for national consideration, which is round) and – Regional league of 10 teams value creation significant for CSA’s player selection and retention (single round) Player Performance Plan strategy. Since 2015, more than 14 South African – Provincial 1-Day – Provincial T20 Governance To ensure continued growth, improvement and cricketers (Black (Coloured and Indian)14% and retention, player performance must be developed, White 86%) have been major beneficiaries, signing monitored and measured. The PPP is a practical lucrative contracts with English counties that CSA representation plan that aims to provide individual players, who automatically disqualify them from representing show the correct cricket attributes and mental the national team. Abbreviations acumen, with the best possible opportunities to perform at every level within the pipeline. It also aims to increase the pool of players at a Forward-looking information professional level who are ready for national selection. Further, it creates a strong base with Contact details

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Foreword Franchise cricket competition Dinesha Devnarain (former Momentum Proteas CSA senior umpire, Marais Erasmus (White), Umpires CSA’s franchise cricket competition enables the Player) was appointed head coach of the National was appointed as one of the on-field match CSA continues to ensure the highest standards Making our voice heard six franchise teams to go head-to-head as they Academy and U19 Women’s Programme. officials for the Final of the 2019 ICC Men’s of officiating. It seeks to achieve this through against social ills compete for the glory of being crowned the CSA Cricket World Cup. attracting, developing and retaining world- About our First-Class Series and Momentum One Day Cup The coaching framework includes 60 fulltime class match officials for all levels of the game. integrated report winners. coaches (black African 53%, black (Coloured and Lauren Agenbag (White) became the first While attracting black African umpires remains Indian) 31%, White 16% - males 89%, females woman to be contracted to the CSA National Elite a challenge, this is being addressed by tapping Who we are CSA Franchise Cricket 11%) to assist in preparing our elite players in Panel Umpires and officiated at the ICC Women’s into the South African Schools Cricket body and the various provincial age-group teams and to T20 World Cup along with Shaun George. providing opportunities, at all levels of the umpire • Cape Cobras • Dolphins address player performance gaps within the cricket pathway, to accelerate representation. CSA Presidents statement pipeline. The appointed coaching positions per Shandre Fritz (Coloured) became first woman continues to search for more avenues to make the • Knights • Lions Member are Senior Women and U19, Academy match referee from CSA to be incorporated into process of attracting and retaining umpires more and U19, U17, U15, U13 and U11 head coaches. the ICC international panel of match referees. efficient. Match officiating opportunities continues Board of Directors • Titans • Warriors This coaching framework provides support to be a focus area at Member level to ensure that to all identified players and ensures a holistic CSA grew its umpire base to 1 047 (2018/19: umpires meet the demand. Acting Chief Executive’s development so cricketers feel they can meet or 809), 56% of whom are black (Coloured and report Coaches exceed performance benchmarks at every level. Indian) (2018/19: 61%). Four (1 black African, 2 The 23 year old Lauren Agenbag made history CSA’s Coach Education Academy helps to create black and 1 White) National Elite umpires are when she became the first woman umpire to Executive management a clear coaching philosophy and pathway for The theme of the annual coaches’ conference for included in the ICC international panel, while we officiate in a men’s first-class game in South cricket advancement, ensuring that coaches the 2019/20 season was ‘Growth of the Collective’. have one (Black) that occupies a spot in the ICC Africa. She officiated in the match between Central Strategic overview are kept abreast of the latest global technical The conference objective was to emphasise the development panel. Gauteng Lions and Boland in the CSA Provincial developments. CSA’s coaching philosophy aims to need for all our coaches to continually improve, three-day competition in Johannesburg. provide a foundation for best practices by placing to form a strong base of players produced by our Ten female umpires (Black (Coloured and Indian) Chief Financial Officer’s review the performance and development of players at system. 70%, White 70%) were selected to officiate the CSA held its annual fitness assessment workshop the centre of all coaching activities. This approach CSA U19 girls week. for the Elite umpires and the past season saw it Summary financial also ensures that coaching levels are cutting edge The PitchVision Coach of the Year award include a full medical assessment for a holistic statements and standardised to deliver competent coaches continues to be a major incentive for coaches The 2019 Inaugural Women’s T20 Super League overview of the umpire’s health and fitness. throughout the pipeline. CSA offers various operating at franchise, senior provincial and was an all-female affair. Four female umpires (3 Quarterly umpire assessments were implemented, Audit and Risk Committee report certificate qualifications from introductory levels to Hubs levels. CSA enhanced the Coach of the Year black and 1 White) were overseeing both legs of which improved their fitness and made them more Level 4. The Coaches Academy will be launching an initiative to include a top-performing coaching the tournament. health conscious. The enhanced fitness levels Business model and online coaching platform, which will also be used manager in the 2019/20 season. A trip for all the value creation for various continued development programmes coaches of the year to the ECB High-Performance for already qualified coaches. Centre in Loughborough and the English Counties Governance was used to ensure best practice and agility as A full-time, high-performance coaching structure, part of their key learning. 37% (6/16) CSA representation which includes a full-time SA “A” head coach, 47% 41% 44% National Academy head coach and a SA U19 head (8/17) 2020 (7/17) 2019 (7/16) coach, ensures a strong base from which player Abbreviations development can be managed effectively. This structure acts as a link between the Proteas team 12% 19% Forward-looking and the High-Performance Programme. (2/17) (3/16) information

Black African Black (Coloured and Indian) White Contact details

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Foreword CSA welcomed the easing of restrictions that will improve the umpires’ concentration levels CSA ADMINISTRATION enabled professional cricket to return to training and increase accuracy in decision making as their Making our voice heard and playing on 30 May 2020. Currently, these environment becomes even more challenging since Organisational design against social ills regulations apply only to professional cricket and the introduction of technology. Good progress was made with CSA’s organisational 42% 32% our next step will be to draw up a protocol covering About our (8/19) UMPIRES design review, which includes all permanent 2020 (6/19) the return to training and playing and submit it to integrated report The match referee piloting project that we CSA staff but excludes the fixed-term staff and SRSA for approval. At this stage, no player, coach, embarked on last seasoded expectations as underlying structure of the two national teams. The support staff or administrator will be forced to Who we are the former Proteas Women’s Captain, Shandre review activities included an individual workload return to training if they are uncomfortable. 26% measurement exercise and the completion of Fritz, became the first woman in the history of (5/19) self-assessment skills questionnaires. The results CSA to be contracted to the CSA panel of match Employee wellness programme Presidents statement Black African Black (Coloured and Indian) White of these activities culminated in better alignment referees during the past season. It reaffirms CSA has partnered with ICAS (Independent of employee roles and responsibilities. Phase CSA’s commitment to the attraction, development, Counselling and Advisory Service) for its employee one (executive positions) of the organisational empowerment and integration of female match wellness programme, which is available to Board of Directors design implementation is now complete with the officials. permanent staff and their immediate families. appointment of the Director of Cricket (Graeme OUTLOOK This programme ensures that employees are Acting Chief Executive’s Smith). During phase two (revenue-generating and CSA’s regionalised allocation of scorer’s aided • Growing the representation of black African kept informed about ways to take ownership of report critical positions) new appointments were made our Members in understanding the importance of batsmen across the cricket pipeline. their wellness and offers support to manage any including the Chief Financial Officer (Pholetsi further developing the entire scorers’ environment • Continuing to promote women’s cricket. problems. Executive management Moseki). Phase three, which includes new positions to ensure that we have the best scorers • Improving cricket access in disadvantaged but are not as critical as positions in phase one and countrywide. This regionalised allocation also communities. Remuneration two, is on hold until CSA’s financial recovery plan is Strategic overview contributed to quality representation at all national • Develop high-performance players as the feeder CSA acknowledges the importance of fair implemented and yielding positive results. tournaments. for the national team. remuneration to retain high-performing talented individuals. The remuneration model assists CSA Chief Financial Officer’s COVID-19 with this process and includes a benchmarking review As with most companies, the coronavirus pandemic exercise to determine whether salaries are Summary financial disrupted the way CSA operated on an off the field. comparable with companies in the same industry statements CSA was quick to establish its COVID-19 steering and of similar size and turnover. Further details committee, headed up by Dr Manjra and was on CSA’s remuneration philosophy is shown on Audit and Risk guided by the National Coronavirus Command page 106 Committee report Council, which advises President Cyril Ramaphosa. At the outset the safety of all employees and Performance management Business model and players was paramount. All administrative staff Managing staff effectively ensures that their value creation have been working remotely since lockdown work performance remains on track and that began in March 2020 and will continue to do so personal career aspirations are achievable. CSA’s Governance until restrictions have been eased and CSA deems performance management is aligned with the it safe to return to the office. Extensive scenario organisation’s strategic objectives, and everyone planning around players was conducted, which has their specific key performance indicators CSA representation showed that both the Proteas and franchise (KPIs) that are monitored and measured bi- player’s current contracts should not be impacted. annually. Where poor performance is identified, Abbreviations In addition, all administrative staff continue to with the assistance of their managers, employees receive their full salaries. are encouraged to address their shortcomings to Forward-looking narrow their performance gap. Additional training information While all cricket competitions and tournaments and development are offered to assist employees were cancelled at the beginning of lockdown, with their development needs. Contact details

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Foreword TRANSFORMATION CSA is committed to the delivery of the following: • Demographically representative entities and Making our voice heard CSA believes in systemic transformation throughout its cricketing structures, from grassroots to the democratic structures. against social ills national squad. This improves access and provides fair opportunity and support for all South Africans, • Development of cricketers and our human within and beyond the boundaries of the playing field. capital. About our • Equitable allocation of resources and equity integrated report across the board. • The ethos of dignity and equality. Who we are Transformation approach • A culture of sustainability, non-racialism and CSA has a holistic approach to transformation, based on six pillars and outcomes as depicted below. access for all. • Recognition of the history of all South African Presidents statement Transformation within cricket cricket. Transformation within cricket is a dynamic process as depicted below and it aligns with CSA’s Cricket Pipeline Model (see page 52). It looks to identify, develop and retain talented players at amateur and professional Board of Directors levels. Transformation actions are based on performance, fairness (reflective scrutiny), opportunity (quality of Social Justice and Nation Building campaign initiative to root out discrimination in cricket. opportunity) and inclusion (broaden the talent pool). CSA was founded on the principles of non- This initiative includes an Ombudsman’s office Acting Chief Executive’s racialism and inclusion. Following concerns where all the disaffetcted former and current report expressed by former and current players players’ grievances will be heard, investigated and regarding alleged racial discrimination they resolved. This office will offer psychosocial support Executive management experienced during the game, CSA formed a to ensure players are comfortable sharing their Cricket for Social Justice and Nation Building experiences. Strategic overview

Chief Financial Officer’s review EFFECTIVE DEMOGRAPHIC HIGH-PERFORMANCE WINNING PROFILE PERFORMANCE PROGRAMME Summary financial statements SKILLS & GOVERNMENT CAPACITY Representative Within top 3 PRIORITIES Audit and Risk Amateur: Hone talent sets Amateur: Develop ‘art’ of South African ranking in all global Committee report Professional: Create of winning society competitions Supportive ‘shadow’ squads Professional: Create of government ‘winning formula’ World class events, programmes, e.g. Business model and SKILLS SUCCESSION excellent pipeline school sports, social value creation IDENTIFICATION PLANS structure cohesion, sports tourism, global sports GOOD destination, etc Amateur: Convert potential Amateur: Follow the talent ACCESS GOVERNANCE Governance to talent Professional: Nurture ‘Game Increased player Accountable Professional: In line with the Plan’ requirements participation, year structures at all Game Plan TRANSFORMATION on year INDABA levels 2018 CSA representation

Abbreviations

Forward-looking information

Contact details

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Foreword Transformation Indaba 2018 Indaba Resolutions Progress against the 2013 and 2018 resolutions is tabled below and on page 73. CSA’s 2018 resolutions are clustered around three specific categories: governance, professional cricket and Making our voice heard amateur cricket, which are tabled below. To ensure that these resolutions are achieved, each category is against social ills 2013 Indaba Resolutions and progress: reported to the Board regularly. About our 2013 Indaba Progress to date integrated report resolution categories 2018 Indaba Specific focus areas Progress to date Governance • Corporate governance framework and operational model in place, bringing world-class structures Resolution Categories Who we are and processes into the organisation. Governance Improving alignment, accountability and robust • CSA Members’ Council approved MoI • All Member MoIs align to CSA’s MoI. decision making. amendments to this effect. • Annual monitoring of the National and Member EPG Barometer scorecard. Reconsidering CSA’s director rotation policy. • Approved and included in amended MoI. Presidents statement Procurement and • CSA’s procurement from broad-based businesses is above 80% (2018/19: 97%), exceeding the 60% appointment of staff Department of Sports, Arts and Culture Transformation Charter target. Revising the appointment of Non-independent • MoI amendments made to facilitate this process. Directors to increase the Board’s wealth of • B-BBEE is monitored and measured annually. Board of Directors • Ongoing staff training and development. knowledge, talent pool and gender representation. Professional cricket • All professional cricketers (16 Men’s players and 14 Women’s players) have contracts in place. Addressing the skills gap and determining the • Skills development programmes entrenched in • Good progress made in accelerating the growth and quality of umpires. feasibility of centralising/outsourcing certain CSA operations. Acting Chief Executive’s • Black African players in franchise and provincial teams remains a focus. activities. report Amateur cricket • Good progress was made in accelerating Black African players in representative teams at all levels. Reassessing the current operational model to • Work in progress on competition structures. • Significant progress was made in integrating women’s cricket programmes and increasing the determine possible improvements. Executive management number of competitions. Benchmarking CSA’s transformation progress • IT system in progress to achieve this. • The Hubs and RPC programmes were all well received and are fostering talent for the cricket across all B-BBEE pillars. pipeline. Strategic overview Professional cricket Implementing a high-performance feeder • High performance system strengthened, • Disability programmes gained some momentum as CSA regularised the inclusion of people with programme to sustain performance in women’s integrated and led by skills specialists. disabilities as Ancillary Members. cricket at a national level. • Engagement with the South African Local Government Association (SALGA) (facility maintenance) Chief Financial Officer’s and DBE (cricket schools’ development in townships) is ongoing. Developing Black African players, in particular • Ongoing process. review batsmen. History and legacy • Two volumes of a four-part series on the history of cricket from 1795 to 2018 have been released and Summary financial a TV series on the history of cricket was televised in 2016 and 2017. Creating a unique SA “A” Team culture based • SA “A” as a shadow team to the Senior National statements • The laws of cricket have been translated, but not published, into isiXhosa. Plans for a National on CSA’s culture to enhance team cohesion and Team engaged in bi-lateral tours on an ongoing Cricket Museum will be submitted later. performance. basis. Audit and Risk Funding • The operational model and incentive scorecard were successfully implemented, and CSA is closely Enhancing the Member scorecard and introducing • Work in progress. Committee report monitoring progress against these tools. a franchise scorecard. • The bilateral series was successfully renegotiated with all ICC Members. Amateur cricket Increasing participation, representation and • Improved consistency in selection and more Business model and • Active engagement with current sponsors is ongoing. quality of opportunity against benchmarks. players achieved against benchmark standard - 6 value creation in 1st Class and 43 in 50 over competition. Emphasising women’s and disability cricket to • Improved contracting for females. Ancillary Governance broaden access to the cricket pipeline. membership to disability cricket organisations. Developing an Integrated Schools Cricket • Work in progress. Strategy and engaging with relevant government CSA representation authorities.

Abbreviations

Forward-looking information

Contact details

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Foreword Eminent Persons Group Player targets Women The assessment by the SRSA Transformation The positives emanating from the EPG Report Men CSA’s Board reviewed the EPG Transformation Making our voice heard Commission is based on EPG datasheet must be protected in the unfortunate times of CSA’s Board reviewed the EPG Transformation forecasts for the period 2020 – 2030. The against social ills submissions. This is a public monitoring and COVID-19. We continue to work closely with forecasts for the period 2020 – 2030. The transformation targets for the national Proteas About our evaluation process, that investigates whether our sponsors and other cricket stakeholders to transformation targets for the national Proteas Women’s team are shown alongside. The Proteas integrated report national federations meet moral obligations become ‘corona-smart’ in the funding models Men’s team are shown alongside. The Proteas Women’s team did not attain the target for towards the constitutional promise of meaningful for improved access and growth in participation. Men’s team met its Black African player target for Black African and Black player demographic Who we are redress and improved equity, resulting from the CSA is pleased to inform the cricket stakeholders 2020 but did not attain the target for black players. representation. past patterns of inequality and discrimination. that our organisation commissioned research and development for the further modification and Senior men national team transformation targets Senior women national team transformation targets Presidents statement The table below provides the high-level scores plug-in of Meso cricket for the age cohort, 12 – 15 2019/20 2019/20 attained against the 37 CSA-listed dimensions in years. Target Actual Target Actual the previous years and its expected score for 2020. Board of Directors Similarly, we are pleased to state that new Black African players 22% 22% Black African players 24% 21% Self-set Self-set Self-set Self-set dedicated positions of a Director of Cricket and Black players* 50% 44% Black players* 50% 48% Acting Chief Executive’s target & target & target & target & a Chief Medical Officer were created and filled * Coloured and Indian. * Coloured and Indian. report charter score charter score charter score charter score to deal with the challenges listed throughout 2017 2018 2019 20201 the comprehensive EPG Transformation Status The 43%-win ratio for matches played in 2020 The 57%-win ratio for matches played in 2020 Executive management 70% 68% 71% 70% report 2018. These initiatives should assist contributed to a positive outlook for this team contributed to a positive outlook for this team after

1 CSA in achieving its future transformation after a poor start to the season’s first half. This an average performance for the season’s first half. CSA Internal calculation Strategic overview targets. translates to six matches won from the 14 matches This translates to four matches won from the seven CSA welcomed the latest EPG Transformation played. matches played. Report, which details transformation targets set CSA continued to make progress against the Chief Financial Officer’s review by various federations and indicates whether salient 11 points included in the 2018 EPG these federations have delivered on their own set Report. Of the 11 EPG Recommendations of Summary financial targets entered between SRSA and various sports 2018, CSA attained eight and three are work in statements federations. CSA’s performance against the 2019 progress. national transformation targets was encouraging, Audit and Risk Committee report with an overall 2019 score of 71% (2018: 68%). CSA continued to make progress against While participation in primary and senior schools the 18 salient points in the 2019 EPG report. Business model and representation continues to increase, CSA Recommendation nine, relates directly to CSA’s value creation acknowledged that access to organised sport requirement. CSA identified the absence of Black through schools and clubs remains a focus. African batsmen as an issue and this matter Governance Encouragingly, the participation of girls in senior speaks to the National Transformation Indaba schools is growing, largely due to the national Resolution on Professional Cricket. senior team’s professionalism. We anticipate future CSA representation growth in this area.

Abbreviations

Forward-looking information

Contact details

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Foreword Access and equity CSA met its transformation forecast targets It remains the Transformation Committee’s goal within the broadband of access and participation Making our voice heard to broaden the base at entry level and to sharpen for the season under review. This achievement against social ills the pinnacle of performance and demographic is reflected in green hexagons in the infographic About our representation for all involved within the cricket below. Substantial progress (amber hexagons) was integrated report industry. The importance of the geopolitical achieved for facilities. alignment process is, therefore, a critical Who we are cornerstone of the business that ensures that the The R3,4 million distribution to rural cricket game is accessible to all. This inclusive approach development contributed significantly to further informs how CSA contracts and applies its growth in the Eastern Cape. Presidents statement procurement policies.

We Stand Together Against Racism Board of Directors

Acting Chief Executive’s Cricket around the world has a strong tradition of fighting discrimination, particularly report racism. There is simply no place for racism in our country or in our sport and we call on our fans and all other stakeholders to support this worthy campaign. Executive management Dr Jacques Faul, acting Chief Executive

Strategic overview CSA fully supports the Anti-Racism Network of South Africa (ARNSA) campaign, which is a call to action to ‘Unite against Racism’. The campaign has its roots in November 2015 when the Nelson Mandela Foundation and the Ahmed Kathrada Foundation joined forces with 80 civil society organisations to form ARNSA. This Chief Financial Officer’s review was done in the light of the endemic and systemic racism that is still prevalent in South Africa. CSA players/ captains would say a pledge before a game during this week. Summary financial statements This campaign defies the premise that the colour of one’s skin defines us and it is part of who we are. CSA recognises strength in diversity as a beautiful gift. However, skin colour should never divide us. The Audit and Risk Committee report partnership between CSA and ARNSA will amplify our call to unite against racism, particularly among the diverse supporters of cricket. Anti-Racism Week is held annually in South Africa during Human Rights Month Business model and from March 14 – 21. It culminates on Human Rights Day and the International Day for the Elimination of value creation Racial Discrimination. 2019 saw the Anti-Racism Week successfully establish the Zimele Racism Reporting App (Zirra), which allows users to act, by reporting racism incidents which then provides data insight on Governance racism hotspots.

We are fortunate that cricket boasts the most diverse fan base of all the sporting codes in South Africa and CSA representation this serves as a wonderful platform to support this campaign. A highlight demonstrating this unity was the Momentum ODI Series against Australia, which attracted sell-out crowds and our fans from very diverse Abbreviations cultural backgrounds united with one another in song, dance and general enthusiasm to make it an inspiring event both on and off the field. Forward-looking information

Contact details

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Foreword Franchise cricket explore opportunities to increase access to cricket B-BBEE An analysis of domestic franchise cricket across in disadvantaged areas through the Government’s B-BBEE is an important element of CSA’s broader transformation strategy. During the year under review, Making our voice heard all three formats is reflected in the table below. Integrated Development Strategy, starting at local CSA’s BBBEE score decreased to a Level 4 (80.59 points) from a Level 3 (90.65 points) the previous year as against social ills It covers selection, quality of opportunity and municipal areas. tabled below. CSA continues to explore ways of improving CSA’s score. To reach a Level 3 the organisation About our national benchmark performance. Although the would need an additional 9.41 points. integrated report selection of black African players increased over Sponsorships time, the performance standards show a decline Standard Bank sponsors 12 RPC programmes Pillars 2018/19 2017/18 2016/17 2015/16 Weighting Who we are in the Quality of Opportunity score, which for black nationwide (focusing on age groups between 13 Management control 11.92 14.73 13.82 12.31 20.00 players oscillates between seasons as illustrated and 18 years) to grow the pipeline of future stars. Skills development 22.67 20.75 18.27 20.78 25.00 below. The RPC U16 National Week initiative RPC week Presidents statement also provides 67 coaches and administrators from Enterprise and supplier development 41.01 50.17 46.92 45.68 50.00 The Quality of Opportunity score, which measures around the country with an opportunity to get best Socioeconomic development 5.00 5.00 5.00 5.00 5.00 the consistency of selection, role clarity in the practice in their various fields. Total score 80.59 90.65 84.01 83.77 100.00 Board of Directors team and achieving against a predetermined set of B-BBEE Level 4 3 4 4 benchmarks for batting and bowling. During the year under review, the third edition of Acting Chief Executive’s the Standard Bank RPC U16 National Week was report Player demographic Black %* Black African % scheduled to take place during March 2020 but was Skills development: This includes the direct spend Association and the South African Association for cancelled due to the COVID-19 pandemic. on the training of professional players, coaches, the Intellectually Impaired (SASAII). Executive management Season 2020 2019 2018 2020 2019 2018 bursaries to University of Fort Hare and MSC Selection 58 60 58 31 27 22 70 talented players were afforded opportunities to College, training of KFC Coordinators at regions, OUTLOOK Strategic overview Quality of opportunity 34 36 34 25 35 28 study at some of the top schools. This was made spend on Mass Participation seminars as well as • The current COVID-19 global pandemic will have * Coloured and Indian possible through different bursary platforms the employment of two CSA internship programme a significant impact on the EPG Forecasts 2020 – during the 2018/19 season of the RPC programme. interns. CSA encourages its staff to further their 2030 as submitted in September 2019. Chief Financial Officer’s review Facility upgrades This process has allowed for junior provincial sides studies to meet their short- and long-term career • Focusing on a multi-disciplinary approach to Facility development and maintenance in the to be selected and receive bursaries to develop aspirations, resulting in employees who are ensure the sustainability of cricket programmes Summary financial townships remains a key focus. CSA regularly further. competent, motivated and ambassadors for CSA. among disadvantaged communities, particularly statements engages with various government departments to Training and development include short or long- where maintenance of facilities is concerned. term courses, seminars and workshops. • Exploring new sponsorship opportunities to Audit and Risk Committee report expand girl’s cricket because of advances made General batting observations Enterprise and supplier development: CSA’s score in professionalising women’s cricket. Business model and 2020 U16 decreased due to decreased spend with suppliers 2020 U16 Week 2019 U16 Week 2018 U17 Week value creation Week* that have 51% or greater black ownership and 100’s * 100s 1 100s 2 women-owned companies. Procurement will focus Governance 50’s * 50s 30 50s 19 on its strategic procurement to improve spend Average above 40 * Average above 40 14 Average above 40 10 with these suppliers. Procurement from exempt micro enterprises and qualifying small enterprises CSA representation Average above 50 * Average above 50 8 Average above 50 6 exceeded targets. Over 150 runs scored * Over 150 runs scored 8 players Over 150 runs scored 5 players Abbreviations No. of players above 75% S/R * No. of players above 75% S/R 41 No. of players above 75% S/R 15 Socioeconomic development: CSA continued to * No statistics as the 2020 U16 Week was cancelled due to COVID-19. achieve full points under this pillar. This has been achieved by investing in grants to Learners with Forward-looking information Special Education Needs (LSEN), the Deaf and Blind Cricket Association, Ngumbela Cricket Contact details

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Foreword

Making our voice heard MANUFACTURED CAPITAL INTELLECTUAL CAPITAL against social ills

About our integrated report Manufactured capital resources include CSA’s owned head office building, leased Intellectual capital resources include CSA’s brands, most notably the Proteas, as strategic premises (CSA’s High-Performance Centre), cricket stadiums, and the Hubs, RPCs and intellectual capital. CSA’s branding and communication process gives a voice to the Who we are academies that support CSA’s cricket activities. organisation, promotes CSA’s vision and strengthens CSA’s exposure to attract sponsors and partners to sustain financial capital. The wealth of knowledge in our human capital Presidents statement CSA’s manufactured capital – stadiums, High-Performance Centres, Hubs and RPCs, and academies – are and data systems ensure optimal processes and efficiencies. the bricks and mortar where fans are entertained and revenue is generated. Cricketers are also afforded opportunities to develop their talents to full potential, from grassroots to international levels. The brand and reputation of CSA is material to its sustainability and is linked to its financial wellbeing and Board of Directors the development of cricket in the country. By growing its intellectual capital and reinventing itself, CSA PROGRESS AGAINST STRATEGIC PILLARS delivers on its promises and remains resilient. Acting Chief Executive’s report PROGRESS AGAINST STRATEGIC PILLARS Excellence Executive management Stadiums, High-Performance Centres, Hubs and RPCs, and academies assist in continuously enhancing players’ abilities. Development and Sustainability Transformation Brand promotion 126 642 children exposed to KFC Mini- Continued to highlight CSA’s Momentum sponsorship of the Proteas Strategic overview Cricket Programme since inception and commitment to transformation and Women’s national team. STADIUM UPGRADES HIGH-PERFORMANCE CENTRES, an additional 122 schools joined the success through the cricket events, In pursuit of excellence, CSA seeks to deliver ACADEMIES AND HUBS AND RPCs Chief Financial Officer’s programme in 2019/20 season. promotions and pipeline. review world-class and professionally managed events so CSA’s High-Performance Centres, Academies, and Full-house attendances at most Ensuring that cricket remains a vehicle fans enjoy world-class sports arena facilities. Every Hubs and RPCs are strategically focused to enable international games demonstrates for social cohesion, fair opportunity Summary financial stadium is maintained or upgraded to the level the development of high-calibre players throughout that CSA continues to attract a diverse and realising the full capability of the statements necessary to support this long-term objective. CSA’s cricket pipeline in state-of-the-art centres. demographic fan base. participant. Audit and Risk Committee report Due to CSA’s envisaged financial losses for the HEAD OFFICE current cycle (2018/19 – 2021/22) and the impact CSA owns its head office building. Besides housing Proteas’ Men’s poor performance. To address this, BRAND REPUTATION, MARKETING AND Business model and of COVID-19 on stadia operations, phase two of the all staff, it is extensively used for media briefings, COMMUNICATIONS extensive media and sponsorship engagement value creation upgrades to further enhance the fan experience branding discussions, board meetings and day-to- Brand reputation took place to strengthen these relationships. A has been placed on hold while CSA focuses on its day meetings. CSA’S financial sustainability depends on realising communication strategy based on consistent and Governance financial sustainability. brand value for stakeholders, which includes positive messaging was also adopted to improved OUTLOOK sponsors, fans and players. CSA values the CSA’s reputation. All venues comply with the Safety At Sports & • Ongoing upkeep of stadiums, High-Performance importance of its relationships and maintains CSA representation Recreational Events Act (SASREA) 2010 as part of Centres, Hubs and RPCs. a good rapport with partners, suppliers and CSA provides access to participate, play or watch CSA’s mantra of safety before profits. This involves the media by ensuring transparency in all cricket through its structures, commercial Abbreviations obtaining various certificates of compliance for communication. The year under review has tested partnerships and broadcast relationships on both structural compliance, electrical standards, health CSA’s brand reputation. This was largely due to premium and free-to-air channels. Cricket is the and safety, disaster management, and more. the tense relationship between CSA and SACA, most diverse and inclusive sport in South Africa Forward-looking information the revocation (albeit temporary) of accreditation and lends itself to being part of the South African of some journalists, financial challenges and the culture and lifestyle, as it is played across the Contact details

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Foreword country in most schools (public and private) by boys and girls. Individuals in the Proteas Men’s and Women’s Marketing and communications OUTLOOK national teams continue to excel in performance through CSA’s world-class cricket structures. CSA’s marketing strategy ensures that the • Enhancing and solidifying various marketing Making our voice heard organisation communicates consistently and campaigns for the 2019/20 cricket season such against social ills Brand campaigns effectively to all internal and external stakeholders as Mzansi Super League, That’s Our Game, About our Cricket has three key flagship campaigns: Brand (That’s Our Game) which communicates all brand activities; to enable CSA to generate sustainable revenues. Inspire #ProteaFire and #AlwaysRising. integrated report Mzansi Super League; and the Proteas national team brands (#ProteaFire and #AlwaysRising). These The process is collaborative and inclusive. • Increasing the support of cricket by promoting campaigns enable brand building activities and sales opportunities through promotions as well as creating Internally, CSA’s vision, mission, values and and uplifting the CSA brand by creating Who we are commercial value for CSA. strategy are continuously reinforced, which opportunities for viewership as well as increasing enables employees to be proud CSA ambassadors. accessibility of cricket from grassroots. CSA brand building Externally, CSA informs its stakeholders of the Presidents statement organisation’s progress against its revised strategic pillars: access, excellence and sustainability. That’s our Game’s overarching brand message reinforces CSA’s brand. That’s Effective marketing and brand promotion aim to Board of Directors Our Game 3.0 brings a sound to cricket that excites everyone about the upcoming establish and build awareness and equity to attract season. It also informs fans: and retain fans. Acting Chief Executive’s • WHEN cricket is played. report • WHERE to buy tickets or where to watch. During the year, Pick ‘n Pay partnered with the • WHY cricket is great and worth supporting. Executive management • WHAT cricket is and HOW fans can get involved. Proteas (Men’s and Women’s team) to produce collectable players cards for fans. This initiative was positively received by fans nationwide and was Strategic overview an ideal opportunity to profile both the Men’s and Mzansi Super League is the first South African T20 League hosted in November Women’s national teams simultaneously – a first and December. The purpose of the campaign is to attract a new fan base through for CSA. Chief Financial Officer’s the entertainment value. For the cricket fan, it was a great showcase of star players review playing on Mzansi turf with local talent and created exposure for the South African Performance of The Proteas Men’s and Women’s game. Summary financial national teams statements To generate maximum revenue from broadcasting rights and sponsorships, the Proteas need to be Audit and Risk Committee report #ProteaFire is a team philosophy that is upheld by the current in the top tier of international cricket. This is also critical for the Proteas brand, as the national team. It is all about nation-building in action, showing how we as a Business model and nation can change for the better – “It’s More than Cricket”. players are often seen as heroes to their fans. The value creation Proteas brand is valuable in attracting new talent #Alwaysrising’s campaign focuses on what women are made of through the pipeline and encouraging supporters beyond the cricket field and how women drive change in society, Governance to attend matches and purchase merchandise. as individuals and collectively. This campaign aims to develop connections between South Africans and the Proteas Women’s CSA representation team and to proudly support the team. Women’s cricket continues to gain traction and is making a valuable contribution to CSA’s brand. CSA is encouraged by the excellent performance of the Abbreviations Proteas Women’s team in the 2020 T20 World Cup and the Proteas Men’s team in a successful ODI series against Australia in South Africa. It was also Forward-looking information encouraging to note the emergence of young talent within both national teams. Contact details

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Foreword Engagement process Making our voice heard SOCIAL AND RELATIONSHIP CAPITAL against social ills Identify Schedule and action Identify key Map key Provide regular stakeholder stakeholders About our stakeholders stakeholders feedback engagements needs and integrated report concerns Social and relationship capital resources include CSA’s various stakeholders who play a valuable role in the organisation’s success. CSA seeks to continually foster engagements Who we are with our stakeholders, from the communities where we develop talent to the fans who A dedicated communications and media Digital platform support the game, to the commercial partners who help us make it all happen. department is responsible for CSA’s media CSA’s social media platforms (Facebook, Presidents statement relations and CSA’s media protocol policy assists Instagram, Twitter and YouTube) continue to Stakeholders, directly and indirectly, impact on CSA’s reputation and our ability to achieve our in ensuring alignment of all messages. The Board bring immediate information to supporters and organisational goals. Because of this, our stakeholders shape our strategy and we invest time and guides any critical stakeholder issues through the participants as well as engage in meaningful Board of Directors resources in fostering dialogue with them to ensure that cricket is available to, and supported by, most Social and Ethics Committee. Additional media dialogue. This helps CSA take remedial action if any South Africans. training was organised for key personnel and will issues arise. CSA remains one of the leading sports Acting Chief Executive’s remain a focus going forward. An independent federations on social media in South Africa. report PROGRESS AGAINST STRATEGIC PILLARS research company, Nielsen Sports, regularly monitors CSA’s fan base, television viewers and Using digital content across our various media Executive management social media to better understand and connect platforms leads to growth in followers, as shown Development Sustainability Brand promotion with our stakeholders through media, sponsorship, in most of our social media statistics. To monetise Strategic overview Continued to develop talent in the Continued to support CSI initiatives Promoted signature cricket competitions communication, and experiential platforms. this digital content, CSA sells advertisement communities we operate in. through financial contributions and such as the Solidarity Cup and PinkDay cricket competitions. drive. space on its digital magazine. CSA improved its Engagement platforms customer relations management through online Chief Financial Officer’s review CSA uses various engagement platforms fan interactions. STAKEHOLDER ENGAGEMENT APPROACH to provide a clear and integrated narrative depending on the stakeholder engaged. These Summary financial CSA’s engagement approach is tailored for each that supports and drives CSA’s strategy. Our platforms include parliamentary briefings, face- Key stakeholder engagement statements stakeholder and designed around areas of concern engagement process is depicted on page 85, and to-face and media briefings, written publications We invest in nurturing our public engagements and common interests. We implemented a more key stakeholder concerns raised and addressed and reports, CSA’s website, and social and digital through effective dialogue with key stakeholders to Audit and Risk Committee report robust stakeholder management approach in during the period under review are tabled on media. ensure that cricket is supported by the majority of 2019/20 to rebuild trust in CSA among Members, page 86. Following this revised approach, the Business model and sponsors, fans and the press following CSA’s stakeholders below were identified as CSA’s key SOCIAL MEDIA FOLLOWING value creation

negative publicity. This revised approach aims stakeholders. 145 000 101 000 32 718 Governance 410 000 387 000 314 000

Key stakeholders 982 000 1.1 1.1 CSA representation ICC and fellow ICC members BCCI million million SACA Broadcasters 2020 2019 2018 ALIGNMENT WITH 4.1 4.2 4.2 million million million Abbreviations CSA’S VISION, Sponsors Government and associated entities CONSTRUCTIVE MISSION AND AND ONGOING Employees (including players) Ex-players ENGAGEMENT VALUES Forward-looking Communities Affiliates and Associates information

Board Members Members’ Council Facebook Twitter Instagram YouTube Contact details

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Foreword Level of influence on CSA: Engagement status: Link to strategic South Africans and available to all who want to play it. These tactical engagements are shaped in accordance Broadcasters high neutral to positive pillars with the unique demands of each stakeholder group to ensure a focussed approach. CSA remains Making our voice heard Broadcasters are responsible for cricket’s national and international coverage. They also promote cricket • Excellence accountable and transparent in its approach to business and its stakeholders. against social ills and provide revenue stream opportunities. • Sustainability • Brand promotion About our CSA appreciates that COVID-19 will impact its key stakeholders in various ways and remains committed to Engagement approach CSA’s engagement strategy integrated report open and transparent engagement on challenges facing stakeholders in the ‘new normal’. • Engage and consult Meeting held with broadcaster in March 2020 to resolve MSL issues. • Partner Working closely with broadcasters as key partners. Who we are CSA’s key stakeholder engagement matrix is tabled below. • Involve Working on a holistic engagement plan to address relationships post COVID-19.

Level of influence on CSA: Engagement status: Link to strategic Level of influence on CSA: Engagement status: Link to strategic ICC and fellow ICC members Sponsors Presidents statement medium positive pillars high neutral to positive pillars ICC is the international custodian of cricket and commercial revenue streams for CSA – based on the ICC • Excellence Sponsors are critical for CSA’s financial and commercial sustainability. • Excellence share model. • Development • Development Board of Directors • Sustainability • Transformation • Brand promotion • Sustainability Acting Chief Executive’s Engagement approach CSA’s engagement strategy • Brand promotion report • Engage and consult CSA hosted the ICC in February 2020, where the ICC shared its plans for its Engagement approach CSA’s engagement strategy • Involve international events and what their approach and expectations will be going forward. • Engage and consult Working on a holistic Communications/PR/Digital plan to fully profile all sponsors Bi-annual Members’ meetings and quarterly Chief Executive committee meetings. • Partner beyond COVID-19. Executive management Ongoing engagement to reach mutually beneficial solutions. • Monitor Ongoing engagement through CSA’s stakeholder matrix and engagement roster. • Involve CSA to bid to host some of the ICCs major events. Regular access to senior executives and the Board. Strategic overview

Board of Control for Cricket in India Level of influence on CSA: Engagement status: Link to strategic Level of influence on CSA: Engagement status: Link to strategic SASCOC (BCCI) medium positive pillars medium positive pillars Chief Financial Officer’s The BCCI is one of the ‘Big 3’ within the ICC and the biggest trade partner to South Africa. • Excellence SASCOC oversees regulatory framework on sport and advises on bidding and hosting of major • Excellence review • Development international events, award national colours and geopolitical alignment and they assist in dispute • Development • Sustainability resolution mechanisms. • Transformation Summary financial • Brand promotion • Sustainability statements Engagement approach CSA’s engagement strategy • Brand promotion Audit and Risk • Engage and consult Ongoing engagements with BCCI leadership to address cancellation of fixtures due to Engagement approach CSA’s engagement strategy Committee report • Involve COVID-19. • Engage and consult The relationship with SASCOC is improving, with ongoing engagement efforts to • Involve ensure that CSA achieves a cordial and mutually beneficial relationship with SASCOC. • Advise Business model and value creation Level of influence on CSA: Engagement status: Link to strategic SACA high positive pillars Level of influence on CSA: Engagement status: Link to strategic SACA represents the interests of professional cricket players. CSA’s partnership is critical in ensuring • Excellence National Lottery Governance medium neutral pillars that cricketer interests are protected. • Development • Transformation The National Lottery grants CSA support with its financial assistance, enabling CSA to deliver on its • Development • Sustainability mandate to increase access opportunities among disadvantaged communities. • Transformation CSA representation • Brand promotion • Sustainability Engagement approach CSA’s engagement strategy Engagement approach CSA’s engagement strategy • Engage and consult Enhanced and ongoing engagement has improved the relationship between SACA • Engage and consult Regular meetings to be held. Abbreviations • Partner and CSA, and the issues raised by SACA have been addressed. • Submit grant applications Ongoing communication and feedback. • Provide close out reports on NLC • Involve Prioritisation of SACA as a critical stakeholder for CSA. Funding reports to be circulated by CSA to the National Lottery. projects Forward-looking information

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Foreword Parliamentary Portfolio Committee Level of influence on CSA: Engagement status: Link to strategic Level of influence on CSA: Engagement status: Link to strategic Ex-players on Sports, Arts and Culture high positive pillars medium neutral to negative pillars Making our voice heard The Legislature/Parliament provides oversight in the rollout of the sport of cricket and its development • Development Ex-cricket players are critical to sustainable game development programmes. • Development against social ills needs, as a sport of social cohesion. Parliament also conducts oversight on the progress towards the • Transformation • Transformation implementation of transformation in cricket. • Sustainability • Sustainability About our • Brand promotion Engagement approach CSA’s engagement strategy integrated report • Engage and consult Regular updates by CSA to the Ministry through the Department of Sports, Arts and Engagement approach CSA’s engagement strategy • Involve Culture. • Engage and consult SJN project established. Who we are • Advise • Involve Encourage ex-players to be ambassadors for CSA. Encourage ex-players to be mentors for young cricket players. Department of Sports, Arts and Level of influence on CSA: Engagement status: Link to strategic Presidents statement Culture (DSAC) high neutral pillars Level of influence on CSA: Engagement status: Link to strategic Communities Government and associated entities facilitate cricket development needs and monitor transformation • Transformation medium positive pillars progress. They also support cricket and manage international relations (travel and visas) for hosting • Brand promotion Engaged communities are crucial in achieving the transformation objectives of access, participation and • Development Board of Directors tournaments and sustainable cricket development programmes. DSAC also enables to access performance. • Transformation government services including SARS, International Relations, Home Affairs, Safety and Security, Tourism • Sustainability (NATCOM). • Brand promotion Acting Chief Executive’s report Engagement approach CSA’s engagement strategy Engagement approach CSA’s engagement strategy • Engage and consult A bilateral with DSAC is necessary following which ongoing engagements will take • Engage and consult CSA has established RPCs and Hubs in disadvantaged communities across the • Funding applications place. • Partner country. These RPCs and Hubs facilitate access to cricket development, encourage Executive management • Submit annual reports • Involve participation and improve performance standards. These Hubs will be used to showcase the story of cricket and as engagement points with stakeholders. Level of influence on CSA: Engagement status: neutral Link to strategic Strategic overview Employees (including players) high to positive pillars Level of influence on CSA: Engagement status: Link to strategic Employees and players are our ambassadors and are instrumental in achieving CSA’s vision and mission. • Excellence Affiliates and Associates Chief Financial Officer’s The performance of our players on the field is critical to CSA’s financial sustainability because it opens • Development medium positive pillars review sponsorship and broadcasting opportunities. Employees include contracted players, team management • Transformation The 12 Affiliates and 2 Associates are critical to CSA and need to be regularly engaged about the • Excellence and consultants, administrative staff and independent contractors. • Sustainability transformation of the sport of cricket. • Development Summary financial • Brand promotion • Transformation statements Engagement approach CSA’s engagement strategy • Sustainability • Engage and consult • The internal climate assessment has been completed and feedback given to staff. • Brand promotion Audit and Risk • Empower The next phase will be to integrate the feedback received from staff into the CSA Engagement approach CSA’s engagement strategy Committee report • Monitor way of life. • Engage and consult Ongoing communication with Affiliate Members has been integrated within CSA’s • Involve • Monitoring staff performance. • Empower business. Business model and • Regular employee information sharing meetings. • Partner value creation • Monitor • Improving the HR employee engagement initiatives. • Involve • Training and development to be prioritised. • Advise Governance • Implement succession planning across the business. • COVID-19 strategy including communication plan implemented. CSA representation

Abbreviations

Forward-looking information

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Foreword Level of influence on CSA: Engagement status: Link to strategic Board Members The remaining R500 000 will be split among the namely government ministers, corporates, and high positive pillars charities that were identified by the captains ahead non-governmental organisations, to profile the Making our voice heard The Board are the custodians of good corporate governance, which includes setting the organisation’s • Development of the match. messaging around breast cancer awareness. against social ills ethical tome from the top. • Transformation • Sustainability About our • Brand promotion PinkDay: Another successful Momentum ODI Other initiatives supported are tabled below. integrated report Engagement approach CSA’s engagement strategy PinkDay was enjoyed by over 23 000 fans in % Black Amount • Engage and consult Regular updates to the Board on matters that impact the Board and its ability to fulfil attendance at the stadium. In the ninth PinkDay ODI Beneficiary beneficiaries who Rand Who we are • Empower its fiduciary duties. edition, the Proteas faced off against the current benefited • Partner ICC Cricket World Cup champions, England. This Blind Cricket and 650 000.00 80 • Monitor Deaf Cricket • Involve is the first time their opponents have also pledged Presidents statement • Advise their support to the charitable initiative by sporting Ngumbela Cricket 150 000.00 * similar pink kits. England emerged victorious in the South African 470 000.00 80 Level of influence on CSA: Engagement status: Link to strategic popular fundraising event. More importantly, funds Forces Cricket Board of Directors Members’ Council high positive pillars raised totalled over R1 million, which was donated * Not available. The pinnacle governance structure of CSA as custodian of all cricket in South Africa. • Development to the Breast Care Clinic at the Charlotte Maxeke Acting Chief Executive’s • Transformation Johannesburg Academic Hospital for further breast Momentum Friendship Games: Due to COVID-19 the report • Sustainability • Brand promotion cancer research. CSA, together with sponsors Momentum Friendship games were cancelled. Executive management Engagement approach CSA’s engagement strategy Momentum, and the Central Gauteng Lions (CGL), • Engage and consult Quarterly meetings to receive operational and governance updates on CSA’s have helped raise over R5 million for various breast OUTLOOK • Empower performance. cancer awareness organisations over the past six • Continuing to engage with key stakeholders Strategic overview • Partner Select Members serve on Board committees and provide input on all matters relating years. CSA also involved key strategic stakeholders, across various platforms. • Monitor to cricket, development and administration. • Involve Chief Financial Officer’s • Advise review

Summary financial Corporate social initiatives as the world grapples with the devasting effects statements As a corporate citizen, CSA acknowledges its of the global pandemic. Historically sport is an responsibility to invest in, and contribute to, the excellent platform to build and inspire a nation in Audit and Risk Committee report sustainable development of the environment times of adversity. In support of Mandela Day on 18 it operates in. The organisation is committed July, CSA hosted the Solidarity Cup where players Business model and to increasing its impact across South African and fans united for a memorable event of fun for value creation communities, which aligns to CSA’s priorities a worthy cause. The sponsors (rain, Outsurance, and the principles of the United Nations Global Takealot and Mr D) kindly covered all direct event Governance Compact (UNGC). CSA invests approximately costs. This 3 Team Cricket event included three R2 million annually on the initiatives discussed teams of eight players covering 36 overs in two below, two of which (Mandela Day and PinkDay) are halves of 18 overs. The three teams were captained CSA representation a collaborative effort. CSA currently obtains all its by AB De Villiers (Eagles), Temba Bavuma (Kites) social and economic development B-BBEE points and Reeza Hendricks (Kingfishers). After some Abbreviations from these distributions. scintillating cricketing, the Eagles triumphed as the winners and, importantly, R3 million was Mandela Day: In 2020, the essence of Mandela Day raised. R2.5 million will go towards the Hardship Forward-looking information – take action, inspire change, and make every day a Fund, a project aimed at providing relief for those Mandela Day – is more important than ever before in the cricket industry affected by COVID-19. Contact details

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Foreword

Making our voice heard NATURAL CAPITAL against social ills

About our integrated report CSA’s natural capital resources mainly include resources such as water and energy. Where feasible, CSA makes every effort to use these resources responsibly and Who we are efficiently.

Presidents statement CSA uses natural resources, particularly water and energy, in its cricket activities. Water consumption ensures that the upkeep of stadium grounds comply with standards for hosting international and official cricket matches. Energy consumption takes place for all operational activities, on and off the field. CSA Board of Directors and its Members continue to implement initiatives to reduce its natural resource consumption and carbon footprint. Acting Chief Executive’s report PROGRESS AGAINST STRATEGIC PILLARS Executive management

Development and Excellence Transformation Brand promotion Sustainability Strategic overview Appropriate use of natural Innovative initiatives ongoing to LED lighting at stadiums, CSA is committed to using resources to ensure reduce resource consumption. water-wise projects natural capital conservatively Chief Financial Officer’s international standards for (boreholes). to reinforce its brand value. review international games are met. Summary financial statements WATER CONSUMPTION to explore feasible renewable energy solutions, Since the installation of boreholes many of our however, due to costs, solar solutions are not viable Audit and Risk Committee report mainstream stadiums can provide their own water, at present. which has reduced our reliance on municipal Business model and supply. The Eastern Cape’s water scarcity, however, OUTLOOK value creation remains a concern due to limited rainfall that • Continuing to explore alternate SMART energy normally supplements borehole water. Still, we solutions to reduce costs for the long term. Governance are delivering the required grounds standards • Continuing to install boreholes in areas with the for international games, using alternative water greatest need. sources for grounds upkeep. CSA representation ENERGY CONSUMPTION Abbreviations The escalation of energy costs and an unreliable power supply increases CSA’s operating costs and forces us to use generators to successfully Forward-looking information stage international matches regardless of whether artificial lighting is used or not. CSA continues Contact details

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Foreword Ethical leadership and culture Member Presidents, plus the President and Vice The Board seeks to safeguard the integrity and President. The Members’ Council appoints and Making our voice heard GOVERNANCE reputation of cricket in South Africa and it sets the delegates authority to the Board and the Board against social ills ethical tone from the top. The Social and Ethics sets general policy for the organisation. CSA has About our Committee keeps the Board apprised of any approved delegation of authority levels that are integrated report material ethical issues or contraventions. CSA reviewed and revised on an ongoing basis. See Corporate governance overview has various centralised interventions that monitor page 99 for CSA’s governance framework. Who we are the ethical climate of the organisation – including players, Members and CSA administrative Board of Directors Sound corporate governance structures and processes are pivotal for CSA’s Board of staff through the compliance and internal audit The Board is responsible for the strategic direction Directors in delivering responsible and sustainable growth in cricket and CSA’s business. Presidents statement departments. These interventions include CSA’s of CSA through the governance framework. These governance structures and processes are regularly reviewed by the Board and, code of ethics and the anonymous whistleblowing CSA’s current strategy is based on five strategic where necessary, are adapted to reflect national and international best practice. CSA and anti-corruption fraud hotline (0800 000 536) pillars: excellence, development, sustainability, Board of Directors embraces King IV’s principles: ethical leadership, corporate citizenship, sustainable managed by Deloitte. CSA’s code of ethics sets transformation and brand promotion. Going development, stakeholder inclusivity and integrated thinking and reporting. out the duties and responsibilities of all its forward, the Board approved a revised strategy for Acting Chief Executive’s stakeholders and it broadly covers the following: 2020 – 2024, which includes three strategic pillars: report As a non-profit company, CSA is subject to the corporate governance, disclosure and other legal • Fundamental ethical values that are enshrined in access, excellence and sustainability (see page 21). requirements of the Companies Act 71 of 2008. CSA has embraced and applies the King IV Report on the South African Constitution. The sustainability strategic pillar incorporates the Executive management Corporate Governance for South Africa (King IV). Areas of non-adherence with King IV are listed below. • The core values of the game of cricket as defined six capital resources – natural capital, financial in the preamble to the laws of cricket. capital, social capital, manufactured capital, human Strategic overview King IV principle CSA application • The principles and ideas contained in CSA’s capital and intellectual capital. These capitals are pledge to the nation in 2002. interconnected and deployed in a balanced manner Principle 7: Governing body should comprise the appropriate The majority of CSA’s directors are not independent, nor does • CSA’s role as the custodian of cricket in South to create value for all stakeholders (see page 43). Chief Financial Officer’s balance of knowledge, skills, experience, diversity and the Board have executive directors. This is due to requirements review independence for it to discharge its governance role and imposed on CSA by SASCOC to whom it is affiliated. Africa. Management is tasked with implementing this responsibilities objectively and effectively. CSA has not had a lead independent director since the AGM in strategy and reporting on strategic progress Summary financial September 2018 when the previous lead independent director, As CSA contemplates its future to ensure that annually to the Board. CSA’s annual strategic statements Norman Arendse, resigned effective 8 September 2018. A cricket remains accessible and sustainable, it will scorecard rating is presented to the Board for process in underway to appoint a new lead independent director be necessary to embark on unexplored business deliberation and approval. Going forward, specific Audit and Risk at the 2020 AGM. Committee report opportunities. These business opportunities are key performance indicators per strategic objective Principle 8: Governing body should ensure that its A standing Nominations Committee was established during underpinned by the CSA values of ‘honesty and will be introduced to enhance the effective tracking arrangements for delegation within its own structures the year and will be chaired by Independent Director, Vuyokazi Business model and promote independent judgement and assist with balance of Memani-Sedile. integrity’, professionalism and diligence, and of the performance indicators per strategic value creation power and the effective discharge of duties. mutual respect and fairness to create sustained objective. All policies and procedures that provide Principle 9: Governing body should ensure that the evaluation In the year under review, CSA did not perform externally value and manage reputational risk. direction to the organisation are approved by the Governance of its own performance and that of its committees, its chair facilitated board and committee evaluations and the individual Board and management provides progress reports and its individual members, support continued improvement performance of the directors and chairman was not evaluated. The President continues to set the ethical tone-at- on material matters relating to these policies and in its performance and effectiveness. The CSA Board performs internal self-evaluations of the Board the-top. Parties who digress from the ethical and procedures. These policies and procedures are CSA representation and its committees’ effectiveness annually. An internal Board and committee evaluation were conducted in the year under governance requirements of CSA are subject to constantly monitored, assessed and reviewed to review and the results will be tabled before the Board. In the requisite interventions. ensure that they support the realisation of CSA’s Abbreviations ensuing year, the individual performance of the directors and strategic objectives. the President will be evaluated with a view to enhancing the CSA governing structures development of the directors, where required. CSA operates within a clearly defined governance As at 30 April 2020, the Board comprised of seven Forward-looking information framework. The highest decision-making body is non-independent directors – who are Board the Members’ Council, which is made up of the 14 members of Affiliates and therefore involved in Contact details

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Foreword cricket administration – and five independent members. Marius Schoeman (Director) was BOARD COMPOSITION directors, namely persons who, apart from their appointed Chairman of the interim selection panel, Making our voice heard CSA directorships, are not involved with cricket, as which was comprised of Donovan May (Director) against social ills 2 1 stipulated in CSA’s MoI. CSA’s MoI stipulates that and Craig Nel (Members’ Council). 25% 1 About our the Board must include five independent directors. (3/12) integrated report Independent directors are selected, nominated and Board appointments 1 DEMOGRAPHICS GENDER AGE appointed through a formal nominations process There were four new board appointments during 6 2019/2020 2019/2020 2019/2020 Who we are that is managed by an independent nominations the year under review and their summary resumes committee. The independent directors bring a are shown on page 12. All the new appointees’ 3 75% 10 wealth of knowledge and experience to CSA on the expertise and experience have strengthened the (9/12) Presidents statement legal, financial and business fronts, which serves Board’s composition in respect of acumen, skill, to ensure a robust, balanced governance and experience, gender, diversity and independence. decision-making process. The Board of Directors’ Board of Directors profiles are detailed on page 12. Board induction, training and evaluation 1 1 2 The Company Secretary is responsible for ensuring 1 27% Acting Chief Executive’s (3/11) Independent directors serve a three-year term, that the Board members receive induction training report with a director being eligible for re-election for an upon appointment. The induction packs include DEMOGRAPHICS 5 GENDER AGE additional three-year term. A non-independent an overview of CSA, the Board and committees’ 2018/2019 2018/2019 2018/2019 Executive management director (including the sitting President and Vice- terms of reference, the fiduciary duties and 4 President) shall be entitled to serve as a director responsibilities of being a director and other 73% Strategic overview for longer than two terms, on condition that: relevant governance-related information required (8/11) 9 • No director shall be eligible to serve for more for the Board members to familiarise themselves than nine consecutive years in aggregate and/or with CSA’s business. A three-day Board induction Chief Financial Officer’s Black African Coloured Indian White Men Women 30–39 40–49 50–59 60+ review for two consecutive terms as President and/or session was convened for Board members during Vice-President. June 2020. Summary financial • One of the terms in the period of nine years is statements served as President or Vice President. The President and the Company Secretary identify Reporting Conflicts of interest skills gaps within the Board and circulate relevant CSA regularly reports externally to various In accordance with the Companies Act 71 of 2008, Audit and Risk Committee report The President of the Board is a Non-independent external training courses or workshops which the stakeholders throughout the year. The Board directors are required to disclose any personal Director. In terms of King IV™, if the chairman Board members, who are identified as requiring assumes responsibility for ensuring all external interests they may have in any transaction of Business model and is not independent, a lead independent director additional training, can attend. In-house training reporting is complete and accurate and conveys significance with the company. CSA has a standing value creation should be appointed. The Board will appoint a lead occurs when required to keep Board members information that enables stakeholders to make ‘conflicts of interest’ agenda item on its Board and independent director at the 2020 AGM. abreast of the changing legislative, governance and informed decisions regarding the organisation. sub-committee meetings, where directors and any Governance business environment in which CSA operates. other attendees are required to disclose any such The member term of the independent nominations Access to information conflicts of interest, including directorships and committee ended at the 2019 CSA AGM. The Board evaluations are conducted annually by the The Board has unrestricted access to financial interests, which are verified with CIPC. CSA representation Members Council resolved to appoint an interim Company Secretary to determine the effectiveness management, company information and external During the period under review, certain incidences selection panel for purposes of shortlisting, of the Board and its committees. Board evaluations specialist advice at CSA’s expense. The Chief were identified as conflicts and required further Abbreviations interviewing and nominating certain candidates to were conducted towards the end of the financial Executive facilitates this process. investigation. This formed part of the forensic be appointed to fill the casual vacancies created year. Evaluation findings and interventions will be investigation, which was conducted by Fundudzi by the resignation of certain Independent Board disclosed in the 2020/21 integrated report. Forensic Services (Pty) Ltd. Forward-looking information

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Foreword Independence Closed sessions CSA GOVERNANCE FRAMEWORK POST YEAR-END There is an inherent conflict of interest as The Board periodically holds in-committee Making our voice heard against social ills the majority Board members are part of the discussions where the management team are Members’ Council Members Council who are active in cricket excused from such discussions. The President About our and cricket administration. CSA mitigates this is tasked with providing the Chief Executive with integrated report risk by ensuring that Board members are not the outcomes of such in-committee meetings. involved in the day-to-day operational activities The Audit and Risk Committee agendas provide CSA Board Who we are of the organisation. Further, the Board members for confidential meetings between committee appreciate that they have a fiduciary duty to act members as well as the internal and external in the interest of CSA and not in the interest of auditors. Presidents statement the Members who nominated and appointed them to the CSA Board. The importance of the Board committees Cricket Finance & Remuneration Social and Board members’ fiduciary duties has been re- There are several committees, as depicted in the Cricket Audit & Risk Nominations Transformation Board of Directors Committee Pipeline Committee Commercial Committee and HR Ethics Committee emphasised at Board meetings and during the governance structure on page 99, which have been COMMITTEE CommiTTee Committee Committee Board induction sessions. established to assist the Board in discharging its Acting Chief Executive’s duties. These committees are chaired by a director report Given the resignation of three Directors in and operate under their own terms of reference. December 2019, Independent Director Marius Due to Board changes during the financial year, Executive management Schoeman, who is the Audit and Risk Committee the Audit and Risk Committee did not meet the Chairman, was appointed as acting Chairman minimum terms of reference regarding board Strategic overview for the Remuneration and Human Resources composition requirements. Except for the Audit Committee (Remco), the interim selection panel and Risk Committee, the Board is satisfied and the forensic audit adjudication panel. In that it and its sub-committees have fulfilled its Chief Financial Officer’s review addition, he is a member of the Transformation responsibilities stiplated by its terms of reference. Committee, Finance and Commercial Committee, The Board and its committees’ terms of reference Summary financial Social and Ethics Committee and the ad hoc are available on CSA’s website: http://cricket.co.za/ statements Richardson Committee. This was resolved in May cat/19/Governance. Other than the Cricket Committee and the Cricket Board member attendance during the financial 2020, with the appointment of three independent Pipeline Committee, members of all other Board year ended 30 April 2020 Audit and Risk Committee report directors. The new governance structure (see Where necessary, external advisers are invited to committees are also directors on the CSA Board. The Board of Directors convened four Board page 99) was approved by the Board post year- the Board and its sub-committee meetings. These meetings and six special meetings between the Business model and end in May 2020. CSA also mitigates this risk by advisers include external auditors and cricket The Members’ Council appoints the members commencement of the financial year to 30 April value creation ensuring that all sub-committees are chaired experts. Certain members of the management of the statutory Audit and Risk Committee. All 2020. The Chief Executive, Chief Financial Officer by independent non-executive directors, except team and the relevant Exco members are other committees are appointed by the Board. The and the Company Secretary are invitees to these Governance for the Cricket Committee and Pipeline Cricket permanent invitees to Board and Board sub- membership and attendance at CSA’s Board and meetings. Committee. committee meetings. committee meetings are tabled on page 100. CSA representation

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Foreword Special Special Standing Board committee focus areas Committee membership Attendance Board member Attendance meetings Board member Attendance meetings Cricket Committee: The committee assists and advises the Board on all professional and semi-professional playing issues and Making our voice heard Non-independent Directors Independent Directors deals with development activities and programmes at all levels of cricket. against social ills Chris Nenzani – President 4/4 6/6 Mohamed Iqbal Khan5 3/3 1/1 1. Tracking the progress and implementation of the Domestic Tando Ganda (Chairperson) (term ended 7 September 2019) 1/1 Beresford Williams – Vice President 4/4 6/6 About our 6 Cricket Review. Zola Thamae (interim Chairperson) 2/2 Dawn Mokhobo 1/3 1/1 integrated report Zola Thamae 4/4 5/6 2. Review of the finding and recommendations of the National Beresford Williams 2/2 Professor Shirley Zinn7 3/3 1/1 Tebogo Siko1 4/4 6/6 Team Review Panel Report. Tebogo Siko 1/1 Professor Steve Cornelius 4/4 6/6 2 3. Recommend for approval of the Proteas Men’s and Donovan May 1/1 Who we are Tando Ganda 0/4 0/0 8 Marius Schoeman 3/4 6/6 Women’s Contracts for the 2019/20 seasons. Greg Fredericks (Chief Executive Committee 1/1 Donovan May 4/4 6/6 Vuyokazi Memani-Sedile9 0/0 0/0 4. Review and recommend High-Performance contracts. Representative until 23 August 2019) Jack Madiseng3 1/4 0/2 Dheven Dharmalingam9 0/0 0/0 5. Analysis and review of the Quality of Opportunity Reports. James Fortuin (Chief Executive Committee Representative 2/2 Presidents statement Angelo Carolissen 4/4 6/6 Dr Eugenia Kula-Ameyaw9 0/0 0/0 6. Assessing the implications of Kolpak within the cricket from September 2019) John Mogodi4 0/0 0/0 system. Stephen Cook (SACA Representative from August 2019) 1/1 5 Mohamed Iqbal Khan resigned 5 December 2019. 7. Proteas Men’s and Women’s Tour review reports. Andrew Breedtzke (SACA Representative up to 1/1 1 6 Board of Directors Tebogo Siko appointed 7 September 2019. Dawn Mokhobo resigned 6 December 2019. 8. Assessing COVID-19 implications for cricket tours and August 2019) 2 Tando Ganda’s term ended 7 September 2019. 7 Professor Shirley Zinn resigned 2 December 2019. 3 Jack Madiseng resigned 11 December 2019. 8 Marius Schoeman appointed 7 September 2019. competitions (local and international). Robin Peterson (Eminent Past Player) 0/1 4 John Mogodi appointed 23 May 2020. 9 Appointed 18 May 2020. Cricket Pipeline Committee: The committee deals with development activities and programmes at all levels of cricket Acting Chief Executive’s report 1. Implementation of the PPP. Zola Thamae (Chairperson) 1/1 Standing Board committee attendance during the financial year ended 30 April 2020 2. Assessing the Schools Quality Index. Angelo Carolissen 1/1 3. Concluding the Schools Cricket Review. Tando Ganda 0/1 Executive management Eugene Jacobs 1/1 Standing Board committee focus areas Committee membership Attendance Xolani Peter Vonya 0/0 Audit and Risk Committee: The committee is statutory committee of the Board that is constituted in terms of section 94(7) of the Jono Leaf-Wright 0/0 Strategic overview Companies Act No. 71 of 2008. Remuneration and Human Resources Committee: The committee assists the Board in discharging its responsibilities in all 1. Review of the Annual Financial Statements and Integrated Iqbal Mohammed Khan (Acting Chairperson) 2/2 human relations and remuneration matters of CSA. Chief Financial Officer’s Report for recommendation to the Board for approval. Marius Schoeman 3/3 1. Recommends the directors’ fees for Members’ Council Dawn Mokhobo (Chairperson) 0/0 review 2. Review and evaluation of internal audit and internal controls Professor Steve Cornelius 3/3 approval. Marius Schoeman (Interim Chairperson) 2/2 across the organisation, including Members. Donovan May 3/3 2. Reviews and recommends the most suitable incentive Beresford Williams 2/2 Summary financial 3. Review compliance with applicable laws, regulations, Beresford Williams 4/4 schemes to ensure continued contribution to stakeholder Donovan May 2/2 statements standards and best practice guidelines. value. Professor Steve Cornelius 2/2 4. Review of material sustainability issues, including the going 3. Reviews the progress of training and development of staff Tando Ganda 1/1 Audit and Risk concern assumption. at CSA and Member level. Professor Shirley Zinn 1/1 Committee report 5. Evaluate the effectiveness of the risk management, 4. Oversight of CSA’s organisational design review. Rihan Richards (Member Council Representative) 2/2 compliance and the governance process. 5. Assess COVID-19 implications on remuneration. 6. Policy Reviews: IT Governance and Fraud Policy and Business model and Procedures. Social and Ethics Committee: The committee is a statutory committee of the Board that is constituted in terms of section 72(8) of value creation 7. Assessed COVID-19 impact on budgets. the Companies Act No.71 of 2008 Finance and Commercial Committee: The committee assists the Board in discharging its responsibility in relation to all financial 1. Monitors the social and economic development in respect Prof Steve Cornelius (Chairperson) 2/2 Governance and commercial matters of CSA. of B-BBEE, human rights, labour, environment and anti- Zola Thamae 2/2 corruption. Beresford Williams 2/2 1. Approves the annual budget (2019/20) and forecasts. The Mohamed Iqbal Khan (Chairperson) 1/1 2. Reviews and monitors compliance with preferential Donovan May 2/2 CSA representation review of the CSA four-year financial plan. Angelo Carolissen procurement policies and B-BBEE codes of good practice. Marius Schoeman 1/2 2. Approves ad hoc funding for projects (such as the Mzansi Beresford Williams 0/0 3. Monitors the company’s activities having regard to the 10 Professor Shirley Zinn 2/2 Super League). Professor Steve Cornelius Principles of the UNGC (United Nations Global Compact). Abbreviations 3. Provides investment recommendations in relation to investing Marius Schoeman 3/3 4. Oversight on the development and implementation of the cash and monitoring investment funds. Tebogo Siko 3/3 Corporate Social Investment policy. 4. Review of the commercial overview, adequacy of revenue 3/3 Forward-looking sources. 3/3 information 5. Oversight of the 2018 SACA MoU negotiations.

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Foreword Standing Board committee focus areas Committee membership Attendance Company Secretary Stakeholder relationships Transformation Committee: The committee formulates CSA’s transformation policies, procedures, protocols and strategy The Company Secretary function is the Ensuring positive stakeholder relationships is Making our voice heard matters and monitors the implementation of the transformation charter at all operational levels within CSA, and at each one of responsibility of Mr Welsh Gwaza, who was critical for CSA as it regularly engages with a against social ills its structural components at national, provincial, associate, club and school level, including the players’ association. appointed to this role on 1 April 2019. The Board is variety of stakeholders (see page 84 for a list of key About our 1. Monitors the progress against the National and Member Angelo Carolissen (acting Chairperson) 4/4 satisfied that Mr Gwaza is suitably qualified to fulfil stakeholders and CSA’s stakeholder approach). integrated report EPG Barometer. Tebogo Siko 3/3 this position. The Board assumes full responsibility for the 2. Monitors the progress against the Transformation Indaba Dawn Mokhobo 2/2 governance of stakeholder relationships and resolutions. Marius Schoeman 3/3 Who we are 3. Advises, guides and provides direction to the rest of the Corporate citizenship receives feedback on key stakeholder issues and organisation to transformation matters, inter alia, diversity The Board assumes responsibility for CSA’s actions taken to address and manage stakeholder on gender and demographics. corporate citizenship and is regularly kept expectations in a transparent and balanced Presidents statement 4. Provides GIS studies on facilities and participation footprint. apprised of progress in this regard by the Social manner. 5. Tracks demographic representation in all representative and Ethics Committee. Corporate citizenship is teams. Board of Directors 6 Advises on geopolitical alignment from municipal district inherent in CSA’s business through its cricket IT governance to provincial and national level. development programmes. CSA incorporates the The Board is ultimately responsible for IT 7. Implementation of Cricket for Social Justice and Nation UNGC 10 Principles into its internal operations governance within CSA. A management IT Steering Acting Chief Executive’s Building programme (SJN) and policies, particularly in the following four Committee is in place that focuses on specific report Nominations Committee: The committee develops and maintains a formal, rigorous and transparent procedure for making areas: human rights violations; labour rights and IT requirements within CSA as the need for the recommendations on appointments and reappointments to CSA’s Board. [Note: As the tenure of the members of the committee exploitation of workers, especially child labour; adoption of innovative technology increases. This Executive management ended at the 2019 AGM, an interim selection panel was appointed.] environmental issues, especially the preservation committee is chaired by the Chief Financial Officer 1. Ensures the establishment of a formal process for the Donovan May 4/4 and rehabilitation of the environment; and and will report directly to the Chief Executive, who appointment of directors, including an assessment of Marius Schoeman 4/4 Strategic overview required Board skills and experience Craig Nel 4/4 contributing to the fights against corruption. keeps the Audit and Risk Committee abreast of 2. Receives nominations for the appointment of directors to CSA’s IT governance strategy implementation. CSA’s Board of. CSA reported s its progress to the UNGC in Chief Financial Officer’s review 3. Reviews prospective directors’ background and January 2020. Key topics included: Combined assurance qualifications, skills, availability, conflicts of interest and other relevant factors in the context of the Board’s needs. • Progress in reflecting the demographics The role of Internal Audit has been vacant since Summary financial 4. Screens and where appropriate, interviews and of South Africa, which are based on the April 2019 and the position has not been filled. statements recommend candidates for Board approval the Members Economically Active Population targets. CSA’s Compliance and Risk function has provided Forum for election. • Focusing on providing opportunities for people limited level of assurance. Management has Audit and Risk Committee report with disabilities. provided the Audit and Risk Committee with • An excellent safety record at all stadiums and a Control Environment Assessment and an Task team focus areas Committee membership Attendance Business model and adherence to SASREA. Internal Control Self-Assessment for the financial Richardson Committee: The committee was established to review the domestic cricket structures within CSA and advise the value creation Members Council, Board and management accordingly. • Continued adherence to all relevant laws and year, covering various key processes to provide regulations. the Board with level 1 assurance. This level 1. Ensures the establishment of a formal process for determining a Marius Schoeman 3/3 Governance revised domestic cricket structure. Dave Richardson (Chairman) 3/3 • Continued ethical due diligence on all 1 assurance confirms that management has 2. Ensures delivery of performance excellence to adequately Pholetsi Moseki 3/3 trading and commercial partners (including ensured that minimum controls are in place and prepare players and coaches for international cricket (high Edward Khoza 3/3 sponsors). operating effectively as designed. PwC were the CSA representation quality of players and coaches). Graeme Smith 3/3 • Continued monitoring of corruption and fraud appointed external auditors for the year under Corrie van Zyl 3/3 through CSA’s anonymous hotline. review. Abbreviations • Developing a Corporate Social Responsibility Policy and implementation plan. Refer to page 39 for further details in the Audit and Risk Committee report. Forward-looking information

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Foreword sponsors; the cricket pipeline and individual and filling less critical positions, will only take place Remuneration overview departmental performance. once strategic projects have been implemented Making our voice heard and are yielding positive results. against social ills Remco reviewed and deliberated company About our Message from the Human Resources a wealth of knowledge to strengthen and enrich and management performance during the Looking ahead, CSA will continue to ensure its integrated report and Remuneration chairman the Remco. As at 30 April 2020 the committee year. This performance was evaluated against remuneration philosophy remains aligned with I am pleased to present CSA’s remuneration comprised four members and the meeting KPIs with specific weightings, taking account best practice and that remuneration is linked to Who we are overview, which sets out the Board’s assessment attendance is shown on page 101. of the external remuneration benchmarking CSA’s KPIs, thereby ensuring remuneration is fair, of CSA’s performance for the 2019/20 financial outcomes. Following these deliberations, responsible and transparent. year. CSA ensures that remuneration is fair, Remco operates under approved terms of Remco, in consultation with the Finance and Presidents statement responsible, transparent and aligned with the reference, which are available on CSA’s website Commercial Committee, deferred the decision The ensuing information includes more detail organisation’s strategic objectives. This pay at http://cricket.co.za/cat/19/Governance. Its to recommended a staff salary increment on CSA’s remuneration philosophy and policy. structure combines competitive earnings with responsibilities include: on the overall payroll costs for the 2020/21 CSA’s executive, non-executive and prescribed Board of Directors performance-based compensation to attract, • Reviewing and approving remuneration financial year, until such time as the annual officer’s remuneration disclosures are detailed in nurture and retain talent, while promoting positive policies. financial statements are signed off by the CSA’s annual financial statements, which can be Acting Chief Executive’s outcomes in line with CSA’s ethical culture. There • Reviewing and rendering decisions on matters external auditors and the full COVID-19 impact obtained at CSA offices. report were no material changes to CSA’s remuneration for which authority has not been otherwise is assessed. The same principle was applied philosophy and policies during the year under delegated. to the performance bonuses. The committee Executive management review. • Remuneration matters pertaining to the Chief also recommended a short-term incentive pool Executive. of funds for distribution based on the agreed Strategic overview The Human Resources and Remuneration scientific model in place and that, in the ensuing Committee (Remco) is responsible for assisting Remco performs additional duties delegated to it year, the short-term incentive pool will be self- the Board to fulfil its remuneration, corporate by the Board from time to time, including: funded and not budgeted. Marius Schoeman Chief Financial Officer’s review governance and supervision responsibilities • Approving the benchmarking methodology for Remco interim Chairperson and aligning the remuneration philosophy salaries and incentive amounts. As CSA navigates its way through its new financial 25 August 2020 Summary financial with the business strategy. Remco also assists • Approving of retention schemes. cycle it, will encounter some financial challenges statements management to attract, retain, motivate and • Approving the remuneration overview included in largely due to the unfavourable Future Tours reward senior executives and staff by paying this report. Programme, which affects revenues. To mitigate Audit and Risk Committee report fair, competitive and appropriately structured this, management has developed a recovery remuneration. The committee is satisfied that, during the plan to address foreseeable losses, which was Business model and period under review, it performed its duties and approved by the Board and Members’ Council value creation During the year under review, various Directors responsibilities as set out in its terms of reference. (see detail on page 30). resignations and appointments were made. Dawn Governance Mokhobo resigned as Remco Chairperson on 6 Prudently, remuneration decisions consider the Remco also monitored progress against CSA’s December 2019, Professor Shirley Zinn resigned operating environment (external factors) and organisational design review and was satisfied 2 December 2019 and Tando Ganda’s term ended internal factors. Some of the external factors that good progress was made during the year CSA representation 7 September 2019. I was appointed as interim considered by Remco during the financial year under review, as all critical positions have been Chairperson following the previous Chairperson’s in determining CSA’s remuneration included the filled. The final review phase, which requires Abbreviations resignation in December 2019. Professor economic climate, the COVID-19 pandemic, market Steve Cornelius joined me in his capacity as an trends, inflation and legislation. Internal factors Independent Director. The two Non-independent included a review of business and operational Forward-looking information Directors appointed are Beresford Williams and outcomes, including CSA’s performance at a Donovan May. The newly appointed directors bring corporate level; risk management; the portfolio of Contact details

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Foreword Remuneration policy Company performance rating CSA remuneration objectives: Individual CSA uses remuneration to attract, motivate and CSA applies a performance rating scale of one CSA business needs and values Making our voice heard • Provides rewards that attract, retain and needs and values retain the best talent into key roles that will enable to five, with one being totally unacceptable, Performance against social ills motivate staff and help develop a high- Strategic objectives Management the organisation to deliver on its strategy. This performance culture. three being meeting all expectations and five About our policy applies to all permanent CSA employees. • Offers a pay model that supports a high- being performance that consistently exceeds REMUNERATION STRATEGY integrated report performance organisation. expectations. The organisation’s evaluation tool • Provides a ‘total reward’ approach, which Internal equity External equity CSA remuneration practices are aligned to the includes CSA’s corporate scorecard, financial and Defined levels and Benchmarking involves creating the right mix of non-financial Who we are related compliance requirements: operational performance and the Presidential job evaluation surveys and financial rewards. • Remuneration policies address all components Plan (strategic objectives). Specific weightings are • Offers flexibility via the total package approach. of remuneration, including the structuring of fees • Aligns remuneration with CSA’s strategic applied within the KPIs for each of the financial Presidents statement for non-executive directors of the governing body. objectives. years under review. These KPIs ensure that • Executive remuneration practices are fair and • Applies remuneration fairly and consistently remuneration is linked to specific performance responsible in relation to the overall employee throughout the organisation. areas as approved by the Board and drives the Board of Directors remuneration. correct strategic focused behaviour throughout the • Short-term incentives consider company, organisation. Acting Chief Executive’s department and individual contributions. These strategic objectives. It aligns to best practice and report are managed through performance management it fairly rewards individuals for their contribution Company key performance indicators processes. to the business, understanding the need to attract, Weighting for Weighting for Weighting for Weighting for Executive management CSA KPIs Strategic objectives • Remuneration disclosures include basic salary, motivate and retain high calibre employees. 2019/2020 2018/2019 2017/2018 2016/2017 benefits and short-term incentives. CSA corporate The scorecard used to evaluate the 25% 25% 25% 25% Strategic overview The CSA remuneration structure comprises fixed scorecard companywide performance of strategic Employee remuneration structure pay (including benefits) and variable pay as tabled objectives. This document is monitored CSA’s remuneration framework is effective in below. The company does not have medium- and and updated regularly (at all Exco, Board Chief Financial Officer’s Committee and Board meetings). review supporting the achievement of the company’s long-term incentive schemes. Financial Optimisation of revenue to meet business 25% 25% 25% 25% performance objectives and operational efficiency. Summary financial Element Purpose Factors considered statements Cricket activities Appropriately spending funds and delivering 20% 20% 20% 20% Fixed portion of pay including This is the total annual guaranteed cost to company of • Market related value of the role (operational on the Presidential Plan mandate. Audit and Risk benefits employing an individual. This cost includes the total annual performance) • Skills and experience Committee report salary, plus benefits (provident fund, death, disability and Presidential Plan funeral cover, and medical aid). Annual salary increments are based on the guaranteed package and aim to match the CSA strategic The below strategic objectives – CSA 30% 30% 30% 30% Business model and benchmark midpoint to the market median. performance strategic mandate value creation - Excellence 8% 8% 8% 8% Variable portion of pay through This is an annual discretionary bonus tied to the • Incentive targets - Sustainability 4% 4% 4% 4% CSA’s annual short-term performance of the company, department and/or individual Governance • Individual performance - Development 4% 4% 4% 4% incentive (STI) scheme performance. - Transformation 8% 8% 8% 8% Project incentives This is when short-term incentives may be introduced based• Achievement of key milestones - Brand and marketing 6% 6% 6% 6% on delivery of a specific strategic project. CSA representation Major event incentives This incentive relates to events hosted by CSA on behalf of • Achievement of event the ICC or other international cricket boards. Abbreviations

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Foreword Short-term incentive allocations (STI) Consistent with the previous year, the STI is discretionary and has a direct correlation to company, Social and Ethics Committee Making our voice heard department and individual performance. The STI pool is budgeted evenly over the four-year financial against social ills planning cycle, rather than budgeting for larger incentives in good years when revenues are high and smaller report About our incentives in lean years. To secure a STI pay out, an individual must score three and above. integrated report

CSA short-term incentive performance measures1 Who we are Company Department Individual Message from the Social and Ethics the policy and record feedback to inform further Committee Chairman reviews thereof. Chief Executive 80% n/a 20% Presidents statement Executive – upper level 50% 20% 30% Conducting business responsibly is essential to Health and safety Executive – lower level 40% 30% 30% the business of cricket. We can turn our risks 1. South Africa entered a lockdown period in Managerial 25% 25% 50% into opportunities only if we act with honesty March 2020 regarding the safety and protection Board of Directors General staff and integrity, securing our stakeholders’ trust. of all South Africans against the COVID-19 pandemic. The objective of the lockdown was to Acting Chief Executive’s – C grade 20% 20% 60% Although it has been a challenging year, the committee is confident that CSA is achieving much flatten the curve of infection and ensure a safe report – B grade 15% 15% 70% needed stability. return to work for all employees. – A grade 10% 10% 80% 2. As employees return to work and play (where Executive management 1 CSA uses the Patterson Grading system. Despite the hurdles, the committee has made applicable) it is important for CSA to implement strides in effectively executing its duties and appropriate public health measures. These will Strategic overview Employment contract termination notice periods responsibilities. be in line with the government announced risk- Members of the executive management have a three-month termination notice period and all other staff adjusted strategy for economic activity, to help have a one-month notice period. During the year under review, the committee prevent and reduce the spread of COVID-19 Chief Financial Officer’s review held two scheduled meetings and can confirm among all CSA stakeholders. Non-executive directors’ fees that we have operated business in a manner that 3. The intention of CSA is to ensure it exercises its Summary financial Non-executive directors are appointed by the Members’ Council to the CSA Board based on their ability to addresses all areas of the committee’s Terms of duty of care for its employees by ensuring that statements contribute specific skills, insight and experience appropriate to assisting the organisation to set out and Reference. the return to work approach is done in a phased achieve its strategic objectives. Bearing in mind that CSA is a non-profit company, fees are set at levels to manner that puts its employee health and Audit and Risk Committee report attract and retain the calibre of independent director necessary to contribute to a highly effective board. Policy and procedures safety first. Directors receive fixed fees for services rendered on the CSA Board and its Board committees and they do not The policy development and review process 4. CSA will roll out a four-stage approach to Business model and receive performance incentives. Non-executive directors’ fees are paid either quarterly or monthly, based on has followed a staged approach to ensure CSA return to work. Each stage will consider any value creation their responsibilities and commitment to CSA. maintains a continuous improvement cycle. The applicable regulations and the health and steps in each stage included: safety of employees. CSA will encourage its Governance • The Legal department encouraging an open and employees, through management, to work proactive approach to identifying issues to reduce from home where possible to ensure that expenditure. employee health and safety is put first during CSA representation • Policy gaps have been identified by the Legal the COVID-19 pandemic. Employees and department through compliance audits. management must comply with the Work- Abbreviations • Consultation with stakeholders and alignment from-Home Policy. with the Policy Framework. 5. CSA will ensure appropriate means of • The policy owners and the Legal department ventilation in the working environment, Forward-looking information will maintain a Policy Issues Log throughout the particularly in the designated isolation area at lifecycle of the policy to monitor the uptake of the entrance of the CSA premises. There will Contact details

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Foreword be a continuous evaluation of carbon dioxide 5. Betting – There has been a big surge in illegal Dispute resolution procedures Conclusion levels within the workplace to ensure sufficient betting activities in stadiums around South The committee has monitored the resolution of I would like to extend my gratitude to the Making our voice heard dilution of used air. Africa. legal and Member disputes in the past year. The committee members, Ms Zola Thamae, Mr against social ills 6. Physical barriers, such as clear perspex 6. Thirty-three pitchsiders were either committee would like to express their concern Donovan May, Mr Marius Schoeman and outgoing About our guards, especially in areas such as reception banned or warned about illegal betting regarding the volumes of Member disputes Mr Beresford Williams, as well as the permanent integrated report and security gate, will be installed. activities during the recent England tour, reported directly to CSA. The substance of disputes attendees, for the positive and constructive manner 7. Disease control and prevention – many of whom were repeat offenders. An will be assessed and the Legal and Governance in which the committee has worked together. Who we are microbiological swab sampling will be done ethical dilemma faces cricket worldwide, department will conduct Member workshops to I would like to welcome the new committee from time-to-time to evaluate the effectiveness including South Africa, whereby CSA reduce the issues previously experienced. members, Dr Eugenia Kula-Ameyaw and Ms of cleaning practices. and franchises enter into commercial Vuyokazi Memani-Sedile, who were appointed post Presidents statement agreements with betting companies such Looking forward year-end in May 2020. We anticipate that their skill Fraud and corruption as World Sports Betting, Betway and The Social and Ethics Committee Chairman (in and experience will be an asset to the committee 1. A proposal has been submitted to the acting Hollywood Bets. consultation with CSA’s President) will appoint an and look forward to working with them and Board of Directors Chief Executive to restructure the Anti- 7. CSA recently entered into a commercial Ethics Officer in accordance with the CSA’s Code receiving their valuable contribution. corruption Unit (ACU) which will be presented agreement where CSA data rights were of Ethics. This will be prioritised before the start of Acting Chief Executive’s to the Social and Ethics Committee for sold to a UK-based company, which was the 2020/21 season. Further, management is in the Lastly, I would like to extend my appreciation to report consideration. The proposal will be in line subsequently on-sold to betting companies. process of compiling a business plan for the CSA the CSA Board for entrusting me with the duty of with the newly formed Integrity Unit but will Care was taken to ensure that the sharing of Cricket Foundation. Projects have been identified, leading the CSA Social and Ethics Committee. Executive management also address and adapt to a fast-changing such data did not contravene the European which this entity will focus on in terms of creating environment/landscape. This necessitates a General Data Protection Regulations and avenues to new markets for CSA. Strategic overview need to find a way to capacitate the ACU to be the South African Protection of Personal more effective and to respond more effectively Information Act 4 of 2013, which has now Membership to new trends in organised crime. come into full force. The committee is comprised of five members. Chief Financial Officer’s review 2. The proposal intends to incorporate the 8. Due to improved levels of trust and increased The composition satisfies the requirements of the Professor Steve Cornelius following aspects under the auspices of an reporting of social media approaches by Companies Act and its regulations. However, it Social and Ethics Chairman Summary financial Integrity Unit. players, operational information/intelligence did not meet the higher requirements of King IV statements • Anti-corruption. generated by ACO’s during apprehension in the 2019/20 financial year as the majority of its Prior to the Integrated Report being signed off, Professor Steve Cornelius resigned on 21 August 2020. The Board would like to Audit and Risk • Security. and interviews of pitchsiders/commentators/ members were Non-independent Directors. This thank Professor Steve for his contribution to CSA. Committee report • Intelligence gathering. bookmakers and from various informants/ was due to Board resignations at the end of 2019 • Anti-doping. sources, it has become necessary to establish and the time required to fill these vacancies. The Business model and 3. Consideration will be given to incorporating an Intel hub. onboarding of the new Independent Directors in value creation the investigations of an Integrity Officer as 9. Partnerships with various role players (SAPS, May 2020 resulted in a majority of Independent determined by the CSA Code of Ethics. the National Prosecuting Authority, the Directors joining the committee. Governance 4. Anti-corruption education sessions for players Gauteng Gambling Board and betting industry, are conducted annually by the designated the ICC and the World Anti-Doping Agency) Association of Cricket Officials (ACO) in are increasingly demanding a coordinated CSA representation collaboration with SACA. Additionally, the approach in combating all aspects relating to ACO conducted sessions with the Proteas the mandate of the ACU. Abbreviations Women’s U19 teams and with CSA staff. 10. A process is currently being conducted to Plans are underway to also conduct sessions compile an anti-corruption manual which with franchise and provincial staff, who are will include legislation, regulations, standard Forward-looking information automatically bound by and participants under operating procedures, templates and the CSA Anti-corruption Code. education guidelines/presentations. Contact details

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Foreword

CSA REPRESENTATION ABBREVIATIONS FORWARD- Making our voice heard LOOKING against social ills About our CAP Coach Acceleration Programme integrated report The latest cricket statistics suggest that there are CIPC Companies and Intellectual Property STATEMENTS 846 registered clubs countrywide with 32 241 Commission Who we are registered club cricketers. CLT20 Champions League Twenty20 COGTA Cooperative Governance and Traditional This integrated report contains forward-looking Affairs statements that, unless otherwise indicated, reflect Presidents statement CSA Cricket South Africa CSA’s expectations as at 30 April 2020. Words DBE Department of Basic Education such as “aim”, “anticipate”, “could”, “estimate”, DSAC Department of Sports, Arts and Culture “expect”, “intend”, “outlook”, “seek” or similar Board of Directors DSR Department of Sports and Recreation expressions typically identify forward-looking EPG Eminent Persons Group statements. These forward-looking statements Acting Chief Executive’s Exco Executive Committee are not statements of fact or guaranteed, and report FTP Future Tours Programme CSA cannot guarantee that any forward-looking ICAS Independent Counselling and Advisory statement will materialise. Readers are cautioned Executive management Service not to place undue reliance on these forward- ICC International Cricket Council looking statements. Such statements have not Strategic overview MoI Memorandum of Incorporation been either audited or reviewed by company’s MoU Memorandum of Understanding external auditors and CSA disclaims any intention ODI One Day International and assumes no obligation to update or revise any Chief Financial Officer’s review PDP Player Development Plan forward-looking statement. POPI Protection of Personal Information Summary financial PPP Player Performance Plan statements RPC Regional Performance Centres SACA South African Cricketers’ Association CONTACT DETAILS Audit and Risk Committee report SASCOC South African Sports Confederation and Olympic Committee Business model and SASREA Safety At Sports & Recreational Events Cricket South Africa NPC value creation Act 86, 5th and Glenhove Street, Melrose Estate SRSA Sport and Recreation South Africa PO Box 55009, Northlands, 2116 Governance Telephone (011) 880 2810 Email: [email protected] www.cricket.co.za CSA representation Email: [email protected] www.cricket.co.za Abbreviations https://www.facebook.com/CricketSouthAfrica/ https://twitter.com/OfficialCSA https://www.instagram.com/cricket_southafrica Forward-looking information https://za.linkedin.com/company/cricket-south- africa Contact details https://www.youtube.com/channel/

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Foreword Amateur Awards Award Winners CSA AWARDS KFC Mini-Cricket Coach of the Year Ruth Bowles (Western Province) Making our voice heard against social ills KFC Mini Cricket Co-Ordinator of the Year Julius Maziya (Easterns), Mercia Baatjies (KZN Inland) Momentum U15 Player Of The Tournament Dewald Grove (Boland) About our Professional Awards National Award Winners integrated report Momentum U17 Player Of The Tournament Jan Hendrick Coetzer (Northerns) International Men’s Newcomer of the Year Anrich Nortje CSA Learners With Special Education Needs Player of the Tournament Deacon Biggs (Central Gauteng Lions) International Women’s Newcomer of the Year Nonkululeko Mlaba Who we are Khaya Majola Cricket Week Player Of The Tournament Luke Beaufort (Eastern Province) Standard Bank T20 International Cricketer of the Year Lungi Ngidi CSA Schools T20 Cricketer of the Year SW Kemp (Northerns) Standard Bank One-Day International Cricketer of the Year Lungi Ngidi Presidents statement CSA U19 Cricketer of the Year Jonathan Bird (Western Province) KFC Streetwise Award Mignon du Preez (Six against England at the T20 World Cup) CSA Blind Cricketer of the Year Buhle Bidla (Central Gauteng) Ram Delivery of the Year Anrich Nortje (SA vs Australia 3rd ODI Potchefstroom) Board of Directors CSA Rural Cricketer of the Year Michael Enslin (North West) Momentum Proteas Women’s T20 International Cricketer of the Year Shabnim Ismail CSA Student Cricketer of the Year Ruan de Swardt (Northerns) Momentum Proteas Women’s One-Day International Cricketer of the Year Laura Wolvaardt Acting Chief Executive’s Pitchvision Rpc And Hubs Coach of the Year Brindley Gilbert (Western Province) report SA Women’s Players Player of the Year Laura Wolvaardt Kemach Jcb Groundsman of the Year Bryan Bloy SuperSport Park (Northerns) SA Fans’ Cricketer of the Year David Miller Executive management South African Forces Cricketer of the Year Waylin September / Haroline Rhodes (Western Province) SA Men’s Players’ Player of the Year Quinton de Kock CSA Fairplay Award Warriors SA Women’s Cricketer of the Year Laura Wolvaardt CSA Women’s Provincial Cricketer of the Year Tazmin Brits (North West) Strategic overview Professional Awards Domestic Award Winners CSA Provincial T20 Cricketer of the Year Lerato Kgoatle (Limpopo) Chief Financial Officer’s review CSA Provincial Three-Day Cricketer of the Year Beyers Swanepoel (Northen Cape)

Pitchvision Provincial Coach of the Year Richard das Neves (Easterns} Summary financial CSA Provincial One-Day Cricketer of the Year Ruan de Swardt (Northerns) statements

SACA Most Valuable Player Award George Linde (World Sports Betting Cape Cobras) Audit and Risk Standard Bank Test Cricketer of the Year Quinton de Kock Committee report

SA Men’s Players’ Player of the Year Quinton de Kock Business model and CSA Umpires’ Umpire of the Year Adrian Holdstock value creation CSA Umpire of the Year Adrian Holdstock Governance Domestic Newcomer of the Season Wandile Makwetu (VKB Knights) Pitchvision Coach of the Season Wandile Gwavu (Imperial Lions) CSA representation Four Day Franchise Series Cricketer of the Season George Linde (World Sports Betting Cape Cobras) Momentum One-Day Cup Cricketer of the Season Grant Roelofsen (Hollywoodbets Dolphins) Domestic Players’ Player of the Season Grant Roelofsen (Hollywoodbets Dolphins) Abbreviations Mzansi Super League Impact Player of the Year Tabraiz Shamsi (Paarl Rocks) Forward-looking Mzansi Super League Young Player of the Year Janneman Malan (Cape Town Blitz) information CSA Scorers Association of the Year Central Gauteng Lions Contact details

114 115 CSA awards STANDS FOR EQUALITY