ipublish.cc...ii iii making our voice heard against social ills foreword the playing field is a...

STANDSFOREQUALITY

INTEGRATED REPORT2019/2020

iiiii

Making our voice heard against social ills

Foreword

THE PLAYING FIELD IS A MICROCOSM OF SOCIETYeffects of the COVID-19 pandemic, it is imperative that we help where we can, to support the many people who are suffering from extreme poverty as their livelihoods are threatened.

Our preceding integrated report focused on CSA’s commitment to advancing women in cricket. We watched with pride as our CSA’s national Women’s team had an incredibly successful year. Our skills development work from grassroots to professional levels, indicates that we are progressing in empowering the next generation of sporting heroes. This year’s integrated report highlights how CSA is using its voice to take a stand against the scourge of gender-based violence and racism. We have also used our cricketing platform to raise funds and provide relief for those in the cricket industry affected by COVID-19.

I trust you will enjoy reading this report and stay safe!

Chris NenzaniCSA President

As a man, as a husband and as a father, I am appalled at what is no less than a war being waged against the women and children of our country. At a time when the pandemic has left us all feeling vulnerable and uncertain, violence is being unleashed on women and children with a brutality that defies comprehension. President Cyril Ramaphosa

violence and discrimination nationwide, while simultaneously raising funds to provide relief for those in the cricket industry affected by COVID-19 and other worthy causes. To give a voice to our stand against the racism impacting our nation and to demonstrate a united front, we also proudly supported the Anti-Racism Network of South Africa’s (ARNSA) Anti-Racism Week that is held annually in South Africa during Human Rights month from March 14 – 21. This culminates on Human Rights Day and the International Day for the Elimination of Racial Discrimination. This initiative creates public awareness about racism and how it affects individuals and broader society (see page 77).

Through our participation in these events, we believe that together, we can make a difference. As American feminist and political activist Gloria Steinem once said: ‘the story of women’s struggle for equality belong to no single feminist…but to the collective efforts of all who care about human rights.’

OUR VISIONCSA’s vision is to make cricket a truly national sport of winners. This has two elements to it: • To ensure that cricket is supported by the majority of South Africans and available to all who want to

play it. • To pursue excellence at all levels of the game.

We strongly echo the President’s outrage at gender-based violence and the rising number of violent crimes perpetrated against women in South Africa. The media’s intense profiling of these events has heightened the public’s awareness of gender-based violence and the need to speak up and say no more!

Statistically, South Africa has a five times greater incidence of gender-based violence than the global average. It is so pervasive within our society that 41% of the rape statistics involve child victims. Tragically, only one in nine rape cases is reported, of which just 4% are prosecuted.

So, what does this have to do with cricket? Everything. CSA does not only promote cricket as a sport, we champion the way sport brings people together and provides equal opportunities for all. Our message to South Africans has always been that we are on the same team regardless of gender, race, religion or sexual orientation. This also resonates with our mission of creating a one-team culture. One such opportunity was the Solidarity Cup 3 Team Cricket (3TC) event (see page 90) that took place on Mandela Day (18 July). This event provided us with an opportunity to create awareness around the spread of gender-based

The great Nelson Mandela once said ‘thus shall we live, because we will have created a society which recognises that all people are born equal, with each entitled in equal measure to life, liberty, prosperity, human rights and good governance.’

These profound words resonate with CSA’s ethos, which was founded on the principles of diversity, non-racialism and inclusion. Both on and off the field, CSA strives for inclusion and the recognition of people who have historically been excluded from the game of cricket and, indeed, out of mainstream society. If we can demonstrate that everyone has a place on and off the cricket field, and that hard work and equal opportunity can assist anyone to succeed, then we will have achieved the highest goal of CSA, which is to unite the nation.

As citizens we believe that sport is an integral part of all people’s lives in South Africa. CSA has the ideal platform to take a stand against the social ills that plague our nation, which include gender-based violence, racism and inequality as well as poverty. It is not enough to be non-racist and non-abusive: we must be actively anti-racist and anti-abuse. At this difficult time, when the world grapples with the

Contents

Foreword


About our integrated report

Who we are

Presidents statement

Board of Directors

Acting Chief Executive’s report

Executive management

Strategic overview

Chief Financial Officer’s review

Summary financial statements

Audit and Risk Committee report

Business model and value creation

Governance

CSA representation

Abbreviations

Forward-looking information

Contact details

CSA awards

1iv

Contents

Legend Strategic objectives Six Capitals

6 Substantially Achieved Substantial Progress Limited progress/Objective not yet achieved

Excellence Development Sustainability Transformation Brand promotion and marketing

Financial Human Manufactured Intellectual Social and relationship Natural

http://gbv.org.za/: If your life is in danger or you know of someone who is in danger, please contact our help line and we will assist you immediately.

CALL NOW 0800 428 428 Emergency Line

(PLEASE CALL ME) *120* 7867# supported by a USSD

Skype address – Helpme GBV for members of deaf community

SMS ‘help’ to 31531 for persons with disability

Official gender-based violence statistics

Sexual offences for contact crimes amounted to 66 992 in 2009/10 and there has been an insignificant 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).

Foreword .............................................................. ii

Making our voice heard against social ills ........ iii

About our integrated report .............................. 2

Who we are .......................................................... 4

President’s statement ........................................ 6

Board of Directors .............................................. 12

Acting Chief Executive’s report .......................... 14

Executive management ..................................... 19

Strategic overview ............................................... 20

Strategy ........................................................ 20

Material matters ......................................... 22

Salient features ............................................ 23

Corporate risk management ...................... 25

Chief Financial Officer’s review ........................ 30

Summary financial statements ......................... 32

Audit and Risk Committee Report ..................... 39

Business model and value creation ................. 43

Financial capital ........................................... 46

Human capital .............................................. 50

Manufactured capital ................................... 80

Intellectual capital ....................................... 81

Social and relationship capital .................... 84

Natural capital.............................................. 92

Governance .......................................................... 94

Corporate governance overview ................. 94

Remuneration overview .............................. 104

Social and Ethics Committee report ......... 109

CSA representation ............................................. 112

Abbreviations ....................................................... 113

Forward-looking statements ............................. 113

Contact details ..................................................... 113

CSA awards .......................................................... 114

Argu

men

ts a

nd d

omes

tic vi

olen

ce ar

e by fa

r the biggest

the fourth highest factor overall.

cont

ribu

tors

to a

ssau

lt with

intent to

by 3.9%,sexual assault by 9.6%, attem

pted sexual offences

violence accounted for almost 22 000 and is

com

mit

serio

us bo

dily h

arm.

In terms of causative factors for contact crimes, domestic

We pledge our support for government’s social advocacy programmes and

encourage everyone to make use of the available helplines in need.

by 3.9% and contact sexual offences by 2.7%.

A comparison for the three years shows that rape cases have increased

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

http://gbv.org.za/

tel:0800428428

tel:*120*7867

skype:HelpmeGbv?call

sms:31531

32

CSAINTEGRATED

THINKING

Stakeholders

Value creation

Material matters

Strategy

Risks

Opportunities

About our integrated report IntroductionWelcome to CSA’s 2019/20 integrated report as we continue to unite in building the nation through cricket.

Scope and boundaryThis report is for all our stakeholders and covers the financial period 1 May 2019 to 30 April 2020, however, material events occurring as at the date of this report are also included in the report. Our report is primarily guided by the International Integrated Reporting Council’s (IIRC) recommendations for integrated reporting and addresses the performance of CSA in the delivery of its mandate. In communicating our business model and value creation, we have considered the six capitals, being financial, human, manufactured, intellectual, social and relationship, and natural capital. Our performance overview is structured according to these six capitals. This illustrates our ability to use these capitals in a balanced manner through our business activities and create value over time for our stakeholders.

MaterialityCSA’s material matters are those significant matters that, if not effectively managed, could fundamentally impact CSA’s ability to create and sustain value. CSA has determined that the material matters alongside remain relevant for the current reporting period. They also ensure

alignment to the organisation’s strategic objectives and risk management framework.

CSA’s material issues• Financial sustainability • Talent identification, retention and development • Transformation • Brand and reputation • Improved governance and accountability

StakeholdersStakeholder engagement is fundamental to CSA and our diverse range of stakeholders require interaction through various mediums. This report is one method of engaging with our stakeholders and we encourage stakeholders to view our stakeholder engagement section on page 84. We welcome feedback from stakeholders on this report. This report can be accessed on our website, www.cricket.co.za

Combined assuranceThe summary financial statements have been prepared from CSA’s audited annual financial statements in accordance with International

Financial Reporting Standards (IFRS), and in the manner required by the Companies Act 71 of 2008 of South Africa. The full set of annual financial statements is available at CSA’s offices. The external auditors, PricewaterhouseCoopers Inc., expressed an unmodified opinion for the year under review, which is included in this integrated report on page 32. The table below shows the aspects that were assured as well as the external assurance providers. Based on the review and recommendations of the Audit and Risk Committee, the Board of the Directors (Board) has approved the annual financial statements.

CSA embraces and applies the principles of the Report on Corporate Governance for South Africa (King IV™) on corporate governance. Specific areas of non-adherence are detailed on page 94 and our standalone King IV™ application register is available on our corporate website. The Board and its committees, management, internal and external assurance providers are key assurance providers who ensure the continuity of an effective control environment. The Board is assisted by the Audit and Risk Committee, which approves the internal and external audit plans. This ensures that the key risk areas faced by CSA are constantly monitored and adequately addressed.

Assurance reports considered by the CSA Board Committees

Aspect Requirements Status Assurance provider

Fair presentation in all material aspects of annual financial statements

External audit report Assured PricewaterhouseCoopers Inc.

Transformation B-BBEE compliance B-BBEE verification report Assured Express Verification Processes

Statement from the Board of DirectorsThe Board acknowledges its responsibility for the integrity of CSA’s integrated report and has applied its collective mind to the report’s content, preparation and presentation. The Board was also guided by the Audit and Risk Committee’s review of the integrated report. The Board is of the opinion that this integrated report addresses all material matters and fairly presents the integrated performance of CSA.

Chris Nenzani Beresford Williams President Vice-President

Transformation statementTransformation is about improved access, fair opportunity and support for all South Africans, within and beyond the boundaries of the cricket field. It is also about the sustainability of financial revenue, intellectual capital, human capital and talent in the workplace and on the field. This ensures CSA’s sustainability, relevance and competitive edge. CSA believes in systematic transformation from grassroots as an entry point and throughout its cricketing structures.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

http://www.cricket.co.za

54

WHO WE ARECSA is the custodian of cricket in South Africa and 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 Sports Confederation and Olympic Committee (SASCOC) and a full member of the International Cricket Council (ICC).

As the national governing body for the sport of cricket in South Africa, CSA administers all aspects of South African cricket, men and women, both in the professional and amateur spheres.

CSA’s intention and purpose is to deploy its capital and income, from whatever sources, solely towards the promotion of its objectives and the advancement of cricket in South Africa. This contributes towards the sustainability and growth of cricket.

CSA breaks boundaries on and off the field by uniting our nation through the love of the sport. Our cricket fans and teams represent our rainbow nation

because THAT’S OUR GAME!

Organisational structure CSA has four membership categories (Affiliate, Associate, Ancillary and Life Member) with specified rights attributed to each category. These four categories are split into a class of voting and non-voting members.

CSA has 12 Affiliates and 2 Associates who own the six professional franchises: Cape Cobras, Dolphins, Warriors, Knights, Highveld Lions and Titans. These Affiliates and Associates administer

amateur and senior provincial cricket in their regions and through their franchises, administer professional cricket. Affiliates and Associates are collectively referred to as Members. CSA is ultimately governed by the Members’ Council.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

76

PRESIDENT’S STATEMENT OverviewIt has become almost common cause to acknowledge that we are all living in challenging times. On the social and economic front, the global COVID-19 pandemic has devastated the world as people either succumb to the virus or learn to live in this ‘new normal’. The pandemic could not have come at a worse time for South Africa: our economy was already in a technical recession, with muted growth across many of our key sectors. With the advent of COVID-19, we are entering a much deeper recession, with predictions of a bleak global economic outlook reminiscent of the 1920s Great Depression.

CSA has also experienced a turbulent year that resulted in severe damage to the organisation’s reputation and brand. The main reasons included the very public dispute with the South Africa Cricketers’ Association (SACA) regarding the proposed restructure of domestic cricket, the suspension of the Chief Executive and several other senior executives, the loss of sponsors and several resignations by Board members. The organisation rallied to ensure these matters were appropriately addressed, as elaborated in my statement. I must commend Dr Jacques Faul, our acting Chief Executive, and Graeme Smith, our Director of Cricket, who have both been

working closely with SACA to restore the public’s and potential investors’ faith in CSA.

Despite the challenges facing CSA, I must commend management on the strategic progress made during the period under review, which is elaborated on in the acting Chief Executive’s report on page 15. Upon reflection of CSA’s existing strategy, the Board has approved a revised strategy that consists of three strategic pillars – access, excellence and sustainability, which will be embedded throughout the organisation’s operations going forward (see page 21). This revised strategy also includes seven focus areas for the period 2020 to 2024, which resonate with CSA’s vision of making cricket a truly national sport of winners. In addition to CSA’s business strategy, the Board also approved CSA’s four-point strategy in response to the COVID-19 pandemic. Please refer to the acting Chief Executive’s review page 16 and page 21 for details on these strategies.

SACA disputeCricket players remain key stakeholders in the game, and together with SACA, we are committed to protecting their interests when dealing with challenges. I am therefore pleased to confirm that, following proactive and extensive engagement, our partnership relationship with

SACA is back on track. These engagements resulted in the CSA Members’ Council rescinding its decision to restructure South Africa’s domestic cricket to a 12-affiliate first-class structure. Rather, CSA and SACA have agreed to a roadmap consultation process going forward. SACA has in turn withdrawn its High Court application to review the Members Council’s decision to restructure domestic cricket.

Changing leadershipThere was a leadership change during the period under review. The Chief Executive, Thabang Moroe, was suspended in December 2019 just as the 2019/20 season was reaching its high point with the Mzansi Super League (MSL). Further, the England tourists were about to arrive for the first half of the home international summer tournament. The acting Chief Executive was appointed and tasked with stabilising the organisation during a period of unprecedented negative reaction from various stakeholders.

While it is regrettable that resolving the Chief Executive’s suspension was delayed, the suspension of other senior executives has largely been resolved, except for the appeal of one employee.

Standard Bank sponsorshipStandard Bank did not renew the national Men’s team sponsorship of R80-100 million per annum. This 18-year partnership, first established in 1998, saw Standard Bank exit after 14 years in 2011, but they returned to cricket in 2016 until their contract expired in April 2020. Standard Bank has been a remarkable commercial partner to CSA and their presence in South African cricket will be sorely missed, not only because of the mighty Standard Bank shield on the Proteas Men’s chests, but because that shield symbolises how CSA has been able to nurture young talent, from

every part of South Africa, into talented cricketers through our Regional Performance Centre (RPC) Programme. We cannot stress enough how Standard Bank’s investments have impacted developmental cricket in South Africa – we will forever be grateful to them. Please refer to page 11 for details on how this sponsorship made a difference in the lives of talented young cricketers.

Positively, CSA has brought in Betway as a Test and One Day International (ODI) sponsor. Betway first joined the CSA family during the inaugural MSL competition in 2018 and we are pleased that they have extended their involvement in cricket. CSA remains focused on sourcing a flagship Proteas Men’s team title sponsor and we are grateful that Momentum remained within the sponsorship roster as the Proteas Women’s team title sponsor.

Board resignationsWith the resignation of four directors in December 2019, three of whom were Independent Directors, the Board composition was impacted and the remaining Board members had to take on additional duties until new Board members were appointed, which was not ideal from a governance perspective. Marius Schoeman chaired the Audit and Risk and Human Resources and Remuneration Committees while Professor Steve Cornelius chaired the Finance and Commercial and Social and Ethics Committees. Both Directors were also involved in ad hoc committees (Richardson and Forensic Tender Adjudication Committees) and provided support to the acting Chief Executive from time to time. This situation was rectified in May 2020 when three Independent Directors and one Non-independent Director were appointed to the Board and its various sub-committees. The new Board members have strong leadership, cricket administration and financial expertise, and I look forward to their contribution going forward.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

98

Financial performanceWhile CSA faced many obstacles on and off the field, it was pleasing to note that the organisation recorded a net profit of R50 million against a budgeted net loss of R67 million. As a significant portion of CSA’s income is US$-based, the weakening of the rand had a positive impact on our foreign-currency denominated income. CSA’s cash position remains favourable at R173 million (2019/20: R349 million), with investments at R361 million (2019/20: R297 million).

The austerity plan embarked on to reduce the initially forecasted financial loss of R654 million for this four-year cycle (2018/19 – 2021/22) continues to yield positive results, with current projections of half the initial forecasted loss. Management remains focused on cost containment and diversifying revenue streams to ensure financial sustainability. While costs were contained, we realise that the impact of COVID-19 lockdown regulations on sporting events may limit our ability to host tournaments such as the 2020 MSL.

Corporate governanceDespite the governance challenges facing CSA, the Board remains committed to adhering to the King IV principles in pursuit of best corporate governance. We welcomed the appointment of three Independent Directors, namely Vuyokazi Memani-Sedile, Dheven Dharmalingam and Dr Eugenia Kula-Ameyaw, all effective from 18 May 2020. In addition, we welcomed John Mogodi as a Non-independent Director, whose appointment was effective 23 May 2020. These appointments together with the remaining Board members bodes well for strong, decisive leadership going forward.

I would also like to thank the outgoing Board members for their invaluable contributions. These include Professor Shirley Zinn (resigned 2 December 2019), Mohamed Iqbal Khan (resigned

5 December 2019), Dawn Mokhobo (resigned 6 December 2019) and Jack Madiseng (resigned 11 December 2019).

Progress made regarding CSA’s organisational design review process was encouraging, with the dedicated positions of a Director of Cricket (Graeme Smith) and a Chief Medical Officer (Dr Shuaib Manjra) being filled. The Board is confident that these individuals will positively impact the national teams, and that the organisational design enhancements will strengthen CSA towards the achievement of its strategic objectives.

Transformation performanceCSA believes in systematic transformation from grassroots to national level on and off the cricket field, which includes our governance, administration, culture and diversity, fans and supplier base. We remain committed to continually improve transformation on all levels.

National Men’s team transformation targets (average minimum): Actual 22% black African players vs targeted 22%Actual 44% black players vs targeted 50%

National Women’s team transformation targets (average minimum): Actual 21% black African players vs targeted 24%Actual 48% black players vs targeted 50% • Black players include Coloured and Indian players

The Eminent Persons Group (EPG) on South Africa’s transformation status in sport revealed that CSA achieved an average score of 71%, showing a marginal improvement on the prior years’ average score of 68%. Access to cricket at entry level is particularly important and CSA acknowledges the importance of educators and committed individuals at Schools and Club levels. Participation here continues to gain traction, assisted by our investment in cricket development for Schools

and Clubs. More detail on how CSA continues to incorporate the EPG recommendations to further improve transformation performance, is shown on page 74.

Cricket is an ideal platform to promote and strengthen diversity within South Africa. On the cricket field, we have witnessed many heart-warming moments where players have blossomed and flattened the gender and racial barriers that South Africa’s history placed in their path. At Board level we have 25% and 50% women and black African representation respectively, and we attained a Level 4 B-BBEE rating.

The optics of demographic representation, as a stand-alone, can never be relegated to a process of structural integration. Such an approach comes at the expense of the true unity of hearts and minds of all involved in our game of cricket. The brutal revelations, by our players and coaches, on the demeaning treatment and marginalisation at the hands of fellow team mates while sharing our emotion evoking national symbols, like the flag and anthem, charge us to address the deep rooted challenges of racism, marginalisation and privilege that exist within cricket. The players and coaches unequivocally demonstrated their abhorrence by taking up the responsibility to expose modern day practices of injustice and inequality by aligning themselves with the #blacklivesmatter across racial lines.

CSA subscribes to the universal human rights principles of justice, fairness and equality as enshrined in South Africa’s Constitution. CSA therefore developed its response to this scourge by adopting its Social Justice and Nation Building (SJN) project. This project will have at its core, the appointment of an independent Transformation Ombudsman, engagement with all who were affronted by unjust actions, develop a healing process, restore the dignity of players where it is

impaired and consider a restoration fund to redress the wrongs that were committed. CSA will also promote its Diversity, Inclusion and Belonging programme to ensure that social cohesion and integration of all in cricket, is based on mutual respect and dignity for all.

Stakeholder relationsThe Board takes the safeguarding of cricket interests very seriously. Our open-door engagement policy with key stakeholders is at the forefront of the Board’s agenda. This includes interactions with Members, SASCOC, Sports and Recreation South Africa (SRSA) and our sponsors.

Due to COVID-19, our stakeholder engagements were extended to other government departments, including the Department of Cooperative Governance and Traditional Affairs (COGTA) and the Department of Sports, Arts and Culture (DSAC) who all provided guidance regarding the necessary protocols to enable CSA to return to train, return to play and return to work. These departments also provided valuable input into the Solidarity Cup that was hosted on Mandela Day, 18 July (see page 90 for further details). This initiative forms part of CSA’s COVID-19 strategy of using our voice to endorse COVID-19 protocols as well as to inspire cricket enthusiasts nationwide.

During the year under review, CSA endured negative publicity that seriously damaged its reputation. The Board acknowledges its shortcomings in managing some of these challenges, as mentioned in my overview. However, it would have been irresponsible of the Board to step down towards the end of 2019, as we needed to take responsibility and resolve the challenges facing the organisation. To mend and improve stakeholder relations, management has implemented a more scientific and inclusive stakeholder engagement approach that balances

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

1110

key stakeholder interests and expectations in the best interests of CSA. Further detail on this new stakeholder engagement approach is outlined on page 84.

Gone but not forgottenDuring our current reporting period we said farewell to 17 inspiring individuals, listed below, who have dedicated themselves to a specific cause. On behalf of CSA, I extend our deepest sympathies to the family, friends and colleagues of these inspiring individuals.

Rodney Falkson 9 August 2019John Ferrandi 16 September 2019Brian Basson 30 August 2019John Eaton 19 September 2019Patrick Cornell 24 February 2020Anton Procter 21 March 2020Rani Hendricks 21 March 2020Julian Thornton 24 March 2020Noel Brache 24 March 2020William Kriel 31 March 2020Peter Walker 4 April 2020 Jackie du Preez 8 April 2020Mike Stallenberg 2 May 2020Keith Conner 8 May 2020Ewie Cronje 11 May 2020Kenneth Balepile 30 May 2020Sipho Metula 30 May 2020

Looking aheadOver and above the dire economic outlook, no one can predict the full extent of the COVID-19 impact on South Africa and CSA. Now more than ever, we need to unite as a nation and organisation and remain resilient in the face of such adversity. I remain confident that CSA’s leadership will continue to work tirelessly towards the achievement of CSA’s strategic objectives.

The Board will continue with clear directives to embrace CSA’s revised strategy and achieve our strategic objectives, with a focus on transformation, financial sustainability and the health and safety of employees and players. We will also enhance governance best practices, improve transformation outcomes and increase access to the game. This will enable us to excel on and off the field, to achieve our vision of making cricket a truly national sport of winners and delivering outstanding and memorable events.

AppreciationAs I bid farewell to CSA, I extend my thanks and appreciation to the Member Presidents and the Board of Directors for their support and guidance over my seven-year tenure. The new President, who will be elected at the AGM, will be supported by a team who take pride in creating a one-team culture.

Thanks, is also extended to CSA’s management and staff who continued to drive CSA’s performance and strategy through these turbulent times. The executive management team and staff are at the heart of the organisation’s ethos. Thank you to our national teams, commercial partners and fans, and the Minister and Deputy Minister of Sport and Recreation. Also, thank you especially to all our volunteers who work tirelessly to make our vision a reality.

Chris NenzaniPresident

Prior to the Integrated Report being signed off, Chris Nenzani resigned on 16 August 2020 and Beresford Williams was appointed acting CSA President. The Board would like to thank Chris Nenzani for his contribution to CSA.

The true value of Standard Bank’s cricket sponsorship

“We are extremely grateful to Standard Bank for everything they have done over the past four years and in their previous sponsorship period which dates back to 1998. They have been part of the CSA family for a long time and we have valued the support and friendship they have given us.” Dr Jacques Faul, acting CSA Chief Executive.

Operations Manager. Gregory now has a Momentum Multiply Titans contract as a franchise regular and the sky is literally the limit with SA “A” and the Proteas assuredly on his radar.

Another notable success is Tyrece Karelse who first represented the South Western Districts senior provincial team at the age of 17 and gained selection for the U19 Proteas for the recent ICC U19 World Cup which was played on home soil. Nathan Jacobs from the Boland, who was selected for SA Schools Colts at the end of last year, falls into the same category.

What has become a regular trend is for players to be awarded bursaries to elite cricket schools, whose talents would not have been identified had they not gone through the RPC structures.

The burgeoning list of players in this category who have all gone on to gain national colours at either SA Schools or SA U19 level includes Emanuel Motswiri, Levert Manje (both Gauteng), Odirile Modimokoane (North West), Pheko Moletsane (Free State) and Emihle Mgoqi (Border).

Gregory Mahlokwana is one of less than half-a-dozen first-class cricketers in the history of the game, who has brought his ambidextrous skills to the highest domestic or international level with his ability to bowl left-arm and right-arm finger spin with equal skill and dexterity.

The richness he brings to the game – not to mention the tactical value – was underlined during the most recent MSL when, playing for the Cape Town Blitz against the Durban Heat, he first dismissed Sarel Erwee and then Dane Vilas, bowling with alternate arms.

Gregory first came to light in 2007 when he represented Northerns Cricket Union at the U13 interprovincial week, which was then also under the Standard Bank umbrella during a previous sponsorship contract. What is particularly significant is that he never went to an elite cricket school or even a focus cricket school but attended Chipa-Tabane High School and became part of the Mamelodi RPC programme and represented the Mamelodi Cricket Club.

From there he came under the mentorship of Johan Muller, the then Northerns Cricket

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

1312

BOARD OF DIRECTORS Tabled below is a summary of CSA’s Board of Directors during the financial year and as at the date of this report and board committee membership.

Board member Age Experience/expertise Board committees

Non-independent Directors: The Non-independent Directors are appointed by the Members’ Council consisting of Members’ Presidents.

Chris Nenzani 1

President 57 • Education specialist

• Extensive leadership experience in cricket administration • Local and international knowledge and experience on various

cricket committees• Serves on the ICC Board of Directors

Beresford Williams Vice-President

56 • Cricket administrative experience with a focus on being a treasurer

• Leadership experience at Western Province Cricket Association and Western Cape Cricket

F&CC, CC, Remco, SEC (until May 2020)

Zola Thamae 56 • President of Free State Cricket Union• Advocate for girl’s cricket in disadvantaged areas• Extensive cricket administrative experience and Cricket World

Cup management• Leadership experience in the community sport at the Department

of Sport, Art, Culture and Recreations in the Free State

CC, CPC, SEC

Tebogo SikoAppointed 7 September 2019

40 • President of Northerns Cricket Union and Member of Northerns Cricket Union Transformation Committee in 2013

• Adept in stakeholder relations, governance and administration, also served on the Northerns Cricket Union Transformation Committee in 2013

• Information Technology Solutions expertise

CC, F&CC, TC

Tando Ganda Term ended 7 September 2019

51 • Educational specialist• Schools’ coaching experience in the Eastern Cape• Leadership experience on the Border Cricket Board

CC, CPC, Remco

Donovan May 56 • Leadership experience on the Eastern Province Cricket Board• Executive leadership experience in various sectors

SEC, Remco, CC, NC, A&R

Jack MadisengResigned 11 December 2019

45 • Sales, marketing and business development • Project and programme management • Board and leadership experience at Imperial Advance (Pty) Ltd,

Central Gauteng Lions and Lions Cricket (Pty) Ltd

F&CC

Angelo Carolissen 59 • Extensive sales experience• Leadership experience on the Boland Cricket Board

CPC, F&CC (until June 2020), TC

John MogodiAppointed 23 May 2020

37 • Extensive financial and audit management expertise• Cricket administration

A&R, F&CC, Remco

Board member Age Experience/expertise Board committees

Independent Directors: The Independent Directors were nominated for appointment by an independent Nominations Committee and appointed by the CSA Members’ Council.

Mohamed Iqbal Khan Resigned 5 December 2019

53 • Financial, audit and business expertise• Extensive operational experience• Extensive leadership experience on various boards

A&R, F&CC

Dawn Mokhobo Resigned 6 December 2019

70 • Leading businesswoman in corporate South Africa• Extensive business expertise spanning across public, private and

parastatal sectors• Extensive leadership experience on various boards

A&R, Remco, TC

Professor Shirley ZinnResigned 2 December 2019

59 • Professor (Extraordinaire) of Human Resources Management: Faculty of Economic and Management Sciences – Graduate School, University of Pretoria

• Extensive human resources experience• Extensive leadership on various boards• Businesswoman in corporate South Africa

Remco, SEC

Professor Steve Cornelius 2 50 • Extensive legal expertise• International renowned researcher• Serves on the editorial advisory boards of the International

Sports Law Journal and International Sports Law Review Pandektis

A&R, F&CC (From February 2020-May 2020) SEC, Remco

Marius SchoemanAppointed 07 September 2019

55 • Chartered Director (S4)• Governance, risk and assurance expertise• Finance and accounting• Extensive leadership on various boards

A&R, F&CC, SEC, TC, NC, RC

Vuyokazi Memani-SedileAppointed 18 May 2020

54 • Finance and accounting• Extensive leadership on various boards

CC, A&R, Remco, SEC

Mr Dheven DharmalingamAppointed 18 May 2020

55 • Finance taxation and insurance • Extensive leadership experience on various boards• First-hand experience in strategy and policy setting, group

treasury management, fund raising, due diligence, negotiating international legal and financing contracts, investor roadshows and JSE requirements

CC, F&CC, A&R, TC

Dr Eugenia Kula-AmeyawAppointed 18 May 2020

55 • Social entrepreneur and strategist • Extensive leadership on various boards • Financial expertise

CC, F&CC, SEC, TC, Remco

Standing Board CommitteesA&R – Audit and Risk CommitteeF&CC – Finance and Commercial CommitteeCC – Cricket CommitteeSEC – Social and Ethics CommitteeCPC – Cricket Pipeline Committee

Remco – Remuneration and Human Resources CommitteeTC – Transformation CommitteeNC – Nominations CommitteeTask TeamRC – Richardson Committee

1 Resigned effective 16 August 2020.

2 Resigned effective 21 August 2020.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

1514

Acting Chief Executive’s reportHIGHLIGHTS CHALLENGES

Proteas Women’s team scored an historic clean-sweep victory over New Zealand in an ODI Series abroad

Restoring fractured relations with key stakeholders

Proteas Men’s team were victorious with a clean sweep in the Momentum ODI series against Australia

Dealing with operational and financial challenges emanating from COVID-19 and the ongoing tough economic climate

Filled strategic posts to strengthen leadership – Director of Cricket and Chief Medical Officer

Losing the Proteas Men’s title sponsor Standard Bank

Enhanced our stakeholder management approach Determining clarity on CSA’s Future Tours Programme (FTP) content

The Solidarity Cup Racism allegations by ex-players

OVERVIEWThis has been an incredibly challenging year for CSA on the operational front and many of these challenges will continue to impact on our business in the year ahead. I would like to focus on three particular areas.

Implementing a new organisational designWe began rolling out the new organisational design that had unintended consequences as acting officials took charge of key portfolios for our demanding tour to India, namely Director of Cricket, Team Director (Head Coach) and Independent Selector. There was a race against time to appoint permanent people into these roles (including support staff) with barely a week to go before the Test series against England started.

Dealing with COVID-19The coronavirus pandemic put the entire world on the backfoot and its impact on cricket and the world of sport has been enormous. There was, for example, no live sport on TV for three months. We were fortunate that COVID-19 arrived in South Africa towards the end of our cricket season, which meant that our key income streams from TV coverage were not affected and it was only the domestic programme that had to be somewhat curtailed. Nevertheless, we had to rally to implement measures to counter the pandemic and ensure the safety of all staff and players. CSA conducted a full risk assessment on the virus’s impact on our operations, including the current domestic season. Following this, we have initiated engagements with our key cricket partners to

find an appropriate window in the international cricket calendar to stage matches.

Rebuilding stakeholder relationsStakeholder management is a vital component in retaining current key partnerships and restoring relationships that have become problematic due to the management crisis in 2019/2020. We have now established a working relationship with SACA, and they retain representation on key Board sub-committees (Finance and Commercial Committee and the Cricket Committee). I am pleased to report that SACA withdrew their High Court application following the CSA Members’ Council decision to rescind the previous decision taken to restructure domestic cricket to a 12-affiliate first-class structure. While I was personally accessible and as transparent as possible in proactively engaging with our key partners, including the media, CSA’s relationship with the media will take time to restore. To boost stakeholder management, we introduced a more scientific approach that includes mapping and engagement strategies for all important role players, as elaborated on page 84.

COVID-19 has left us with a world that some have called the ‘new normal’, one we know very little about. While CSA immediately terminated all forms of cricket in South Africa for 60 days following the South Africa President’s address in March 2020, there is every indication that our international season should resume effectively. In addition, the Department of Sport and Recreation gave the go ahead for CSA’s High-Performance squad to resume training at the end of June 2020. The squad includes Proteas players and players on the fringes of the national team. Players will train in small monitored groups close to where their franchise teams are based and will adhere to regulated protocols.

The challenges mentioned above have included us taking disciplinary action against several senior staff. I am confident we now have the right people in place, and everyone understands they must be quick learners, so that CSA’s effectiveness and responsiveness is restored. I pay particular tribute to our Chief Medical Officer, Dr Shuaib Manjra, who along with his support staff have been outstanding in dealing with key issues in getting us to a position where we have been able to return to training and playing.

We have also been through challenging times financially and these have been exacerbated by the impact of the coronavirus on our commercial partners. Under the circumstances we have done well to contain our expenses, retain some key sponsors and attract some new ones. While the financial outlook has improved, the domestic cricket restructuring process remains a work in progress and should positively impact on our bottom line. I would like to thank our consultant, David Richardson, for the work he has done in leading this process.

STRATEGIC PERFORMANCEIn addition to CSA’s strategy, we implemented a four-pillar COVID-19 strategy (tabled overleaf) to guide us through these uncertain times.

While facing these unprecedented times CSA continued to drive the five strategic pillars (excellence, development, sustainability, transformation and brand promotion). Our progress against these pillars is discussed below. Going forward, CSA will be implementing its new strategy, which includes three strategic pillars (access, excellence and sustainability) and seven focus areas. This revised strategy is outlined on page 21.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

1716

CSA’s COVID-19 strategy

Pillar 1: Safety

This is the most important pillar and resulted in recalling the Proteas from India. Further to this was the development of our return to training, playing and working protocols.

Pillar 2: Using our voice

This includes using the voices of our stars to send out coordinated messages to all South Africans in fighting the pandemic. Further, a Solidarity Cup initiative was launched on 18 July 2020 where 24 top South African cricketers were divided into three teams, playing two halves in one match. Funds raised from this event were invested in a Hardship Fund to support the cricket community affected by COVID-19 (see page 90 for more details).

Pillar 3: Engaging with our stakeholders

This pillar required a structured engagement approach with stakeholders to relay progress reports and further engage with them on their concerns.

Pillar 4: Planning

This involves scenario planning to mitigate the negative financial impact of COVID-19 and guide us on various ongoing activities.

EXCELLENCEFor the first time in our young history, our Momentum Proteas Women outperformed our Proteas Men. They reached the semi-final of the ICC Women’s T20 World Cup in Australia, where they gave the eventual champions, Australia, their hardest match of the tournament and beat England for the first time in an ICC event. They also produced one of the rising stars of world cricket, Laura Wolvaardt, and scored an historic clean-sweep victory over New Zealand in an ODI Series in New Zealand that preceded the World Cup. We look forward to the 2021 ICC Women’s World Cup in New Zealand with justified confidence under the inspiring leadership of Dane van Niekerk.

Our Proteas Men had enormous odds stacked against them, first on the tour to India and then in the home series against England and Australia. Some key positions were being occupied by acting officials, and several high-profile players also retired from the game. Hashim Amla called it a day in August 2019 and Vernon Philander retired at the end of the home season. Dale Steyn also bade farewell to Test cricket because of an injury. I would like to pay a tribute to these three individuals who have served cricket so well over an

extended period. They are all true legends of the game. We must also mention Faf du Plessis, who has handed over the leadership reins after leading the Proteas with distinction for a long time. He is the only South African captain to have home and away victories over Australia in both the Test and ODI formats.

It was inspiring that we won the first Test match against England, barely a week after Graeme Smith (still an acting appointment at that stage) and Mark Boucher had been appointed Director of Cricket and Head Coach respectively. The hard work put in by all concerned proved victorious with a clean sweep in the Momentum ODI Series against Australia. It was a fitting climax to the home season under difficult circumstances and demonstrated the tenacious character of the Men’s national team.

CSA has awarded national contracts to 16 Men’s players and 14 Women’s players to maintain our national squads across the various formats. This enables us to contract both our Test players as well as those who are limited overs specialists. We have decided to keep the 17th Men’s contract open for the moment and players can qualify for it through performance.

Significant measurements have been introduced to increase the operational excellence and effectiveness of the organisation. This includes the tracking and improving of our responsiveness in the administration of CSA.

DEVELOPMENTCSA continues to invest significantly in development, allocating R385 million in 2019/20 (2018/19: R329 million). Our development focus is on the youth, Schools, the RPCs and community Hubs as well as fostering increased commitment to women’s cricket across all playing formats. We will maintain our financial commitment to women’s cricket, which continues to grow and strengthen. A highlight in the 2019/20 season was the appointment of Dinesha Devnarain, our first national U19 Women’s coach. Her role will be important in identifying players with potential and nurturing that talent in a high-performance environment.

Another key area is the focus on the development of black African batsmen. Although progress here remains slow, I must highlight that Wandile Makwetu finished fourth on the franchise four-day averages and Tony de Zorzi finished 11th.

SUSTAINABILITYThe financial sustainability of CSA and its Members has been impacted by the declining revenue available from television broadcasters and the

sponsorship pool. We also need clarity on our share of the ICC pool as well as our FTP. At this report date, the FTP was under review following the general uncertainty caused by the postponement and cancellation of tours due to the COVID-19 pandemic.

Women’s cricket continues to gain momentum as a viable product, and this has the potential to become an important income stream for us.

Developing new income streams is the key going forward.

Full details of CSA’s financial performance can be found in the Chief Financial Officer’s report on page 30.

TRANSFORMATIONCSA achieved the targets set for us by the SRSA EPG in their latest report, however, we acknowledge that transformation is progressing slowly. Our dependence on elite cricket schools remains a challenge and we will work closely with the SRSA and the DBE to provide much-needed facilities and coaching expertise in townships and rural areas. The lack of progress in this area prevents us from unlocking the enormous potential in our country.

As elaborated in the President’s statement on page 9, CSA launched the Cricket for Social Justice and Nation Building (SJN) project, which aims to eradicate any racism, discrimination, or feelings of exclusion from cricket. As part of this project, CSA has established an Independent Transformation Ombudsman, whose core function will include the independent management of the complaints system, convening a national SJN Imbizo and providing a success measurement instrument on the extent of CSA’s transformation programmes successes.

PROTEAS MEN RACIAL PROFILE

MOMENTUM WOMEN RACIAL PROFILE

Black African Black (Coloured and Indian) White

25%(4/16)50%

(8/16)25%

(4/16)

29%(4/14)50%

(7/14)21%

(3/14)

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

1918

BRAND PROMOTIONSocial media is becoming more significant in promoting our brand. I am grateful to the assistance CSA received from its sponsors in this regard. The KFC Mini-Cricket Programme also remains one of our key driving forces. The latest EPG report on transformation indicates that mini-cricket is being played in 25 percent of our primary schools compared to nine percent at high school level. This demonstrates the Programme’s importance from a social responsibility and transformation perspective, where most of our coaches are women.

Our challenge remains in attracting fans to the stadiums at a time when there are so many digital platforms available and such diverse entertainment markets available – like e-sports, which has seen a significant pickup during the lockdown period. Getting fans into stadium seats is doubly challenging during the current

pandemic and we expect live sporting events to open cautiously while the world races to find a vaccine.

OUTLOOKThe Board and executive management will be tasked with implementing CSA’s revised strategy for the next five years (2020 – 2024), ensuring the competitiveness of our Protea teams and the sustainability of our business.

Dr Jacques FaulCSA acting Chief Executive

Prior to the Integrated Report being signed off, Jacques Faul resigned as acting Chief Executive on 16 August 2020 and Kugandrie Govender was appointed acting CSA Chief Executive. The Board would like to thank Jacques for his contribution to CSA.

EXECUTIVE MANAGEMENT Tabled below is a summary of CSA’s Executive Committee as at report date.

Exco Age Position Experience/expertise

Dr Jacques Faul1 51 Acting Chief Executive • Extensive leadership in professional sports administration for 15 years• Stakeholder relationship management

Thabang Moroe2 37 Chief Executive • Non-independent director experience• Extensive leadership experience in cricket and corporate• Cricket development expertise on various cricket committees

Naasei Appiah3 44 Chief Operating Officer • Financial and auditing expertise• Governance, operational and administrative expertise• Commercial, leadership and business experience

Graeme Smith 39 Director of Cricket • Extensive high-level cricket expertise - represented South Africa internationally and domestically spanning 22 years

• Leadership experience - CSA leadership consultant, brand ambassador and speaker

• Marketing and commercial expertiseMax Jordaan 63 Transformation and

Member Relations Executive

• Educational, government liaison expertise• Extensive local and international cricket administration expertise with a

focus on national transformation• Leadership experience

Edward Khoza 41 Cricket Services Manager – acting Head of Cricket Pathways

• Extensive experience in development and professional cricket administration

• Managing financial budgets • Strategic stakeholder relationships

Kugandrie Govender 46 Chief Commercial Officer

• Extensive experience in various marketing and media disciplines• International and local experience in events, including the FIFA World Cup

and the Soweto Marathon• Leadership experience in marketing

Pholetsi Moseki 44 Chief Financial Officer • Vast experience in accounting standards and legislation including IFRS, the Companies Act and related Acts and guidelines

• Extensive financial and risk management experience • Skilled in systems implementation• Leadership experience in private and public sectors• Extensive stakeholder management experience

Welsh Gwaza 41 Company Secretary • Extensive legal and governance experience• Key counsel to the Board, Members Council and Chief Executive on

strategic objectivesChantal Moon 42 Head HR (Consultant) • 19 years of full Human Resources experience

• Extensive experience in various disciplines of Human Resources with a strong focus on talent management, learning and development and organisational restructuring

• 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.

OUR VALUESCSA is committed to living by the following values: • Honesty and integrity – we tell the truth and act consistently on a set of ethical principles. • Professionalism and diligence – we strive to perform at the highest level of excellence. • Mutual respect and fairness – we acknowledge the rights and dignity of others and treat those we

engage with equitably.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

2120

STRATEGIC OVERVIEWStrategy A clearly defined strategy enables CSA to achieve its vision and mission, manage risks and identify opportunities. During the year under review, CSA’s strategy was revised to better reflect our current operating landscape and ensure we are well positioned to realise our vision and mission and address challenges facing the organisation. This process resulted in a new set of strategic pillars

(see page 21) and the establishment of seven strategic focus areas for 2020 – 2024 (see page 22).

For the 2019/20 reporting period, we have reported CSA’s progress against the previous strategic pillars: excellence, development, transformation, sustainability and brand promotion. CSA’s previous and revised 2020 – 2024 strategy is depicted on page 21.

Strategic focus areas Our strategic pillars are driven by our aspiration to be the most successful and sustainable organisation in the cricket playing world. We will

measure our progress against these strategic pillars through the corporate scorecard, which is used to evaluate company-wide performance.

STRATEGY FOR 2019/2020

REVISED STRATEGY 2020-2024ST

RATE

GIC O

BJEC

TIVES

STA

KEHOLDERS TRANSFORMATION GOVERNANCE RISKS

VALUES

VISION | MISSION

SUPPORT FUNDING

DEVELOPMENT

Media rightsSponsorship

ICC distributionCLT20

Other incomeGovernment and Lotto grants

CSA AdministrationUmpiresCoachesStadiums PROTEAS

WOMEN AND MEN

CSA Centre of ExcellenceProvincial and National Academies

Competitions | PPP/PDPs | RPCs & HubsSchools and Club Cricket

Grassroots

Nuture and grow

Talent identification and retention

STRATEGY FOR 2019/2020

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

2322

Material matters CSA defines a material matter as an issue that, if not effectively managed, could fundamentally impact CSA’s ability to create value over the short, medium or long term. Following consideration of

risks facing CSA (see page 26) and the connection to our strategic pillars, CSA concluded that the current material matters are still relevant for this reporting period.

Salient featuresThe salient features tabled below are important for CSA to measure its progress against strategy.

Key performance indicators Unit 2019/20 Target Progress 2018/19

Financial

– Total revenue R’m 1 074 Note 1 Not applicable 929

– Cricket development expenditure R’m 385 Note 1 Not applicable 329

Cricket participation, support and infrastructure

– KFC Mini-Cricket participants No. 126 642 Note 1 6 124 009

– Players attending Provincial Academies No. 72 Note 1 101

– Focus Schools supported by CSA No. 33 32 6 32

– Coaches No. 18 818 Note 1 6 16 556

– Hubs and RPCs1 No. 69 69 6 67

High performance

National team: – Generic black representation (Coloured and Indian) – Black African representation

%4922

6025 6

5223

– National team: Black African batsmen No. 2 Note 1 6 2

– Youth cricket (schools): Black African players per provincial team

No. 3.51 3 6 3

High school cricket • Teams • Coaches • Facilities • High schools

No.3,399 2,090 1,1441,101

2 313Note 1

6341059

6666

4 1711 677

6841 023

Primary schools’ cricket (excluding KFC Schools) • Teams • Coaches • Facilities • Primary schools

No.5,5073,039 1 5181,868

Note 1Note 1

1 3971 617

66

5 6605 2981 1221 797

SA U19: Black African players within SA U19 % 40 36 6 35

FOCUS AREAS 2020-2024

Material matter Link to 2019/20 strategic pillars Link to 2020 – 2024 strategic pillars

Financial sustainability Sustainability Sustainability, excellence BRAND PROMOTION

Talent identification, retention and development

Excellence, development, transformation, sustainability

Excellence, access sustainability

Transformation Transformation, sustainability Access, sustainability

Brand and reputation Sustainability, transformation Sustainability, access, excellence

Improved governance and accountability Excellence, transformation Excellence, sustainability

Progress against our strategic pillars is highlighted throughout this report, with a high-level overview outlined in the acting Chief Executive’s report (see page 15). A key strategic focus during the year under review was CSA’s financial sustainability in the current operating environment, the challenges facing CSA as a

result of its FTP content, as well as concluding the organisational design review outcomes (see page 14 and 69). To address CSA’s financial sustainability challenge, a recovery plan was approved by the Board and implementation has commenced.

Legend

6 Substantially Achieved Substantial Progress Limited progress/Objective not yet achieved

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

2524

Key performance indicators Unit 2019/20 Target Progress 2018/19

Club cricket: • Black African (Community T20 Cup) • Black African (Club Champs) • Players • Coaches • Facilities • Clubs

No.2 2

32 2411,324

871846

22

27 800Note 1

725843

666

66

22

37 8661 676

902823

Franchise cricket: Black players per team2 No. 6 6 6 6

SA ”A” Programme: • Black players (Coloured and Indian) • Black African players

%5530

6030 6

6022

Coach education: Black African coaches within CSA + Member structures

% 66 52 6 66

Governance and transformation

EPG score3 % 71 50 6 68

BEE score Level Level 4 Level 4 Level 3

Quality of opportunity

– Franchise % 34 Note 1 36

– Provincial % 27 Note 1 25

CSA Board black representation

– Independent % 42 80 80

– Non-independent4 % 58 80 100

– Women % 25 25 6 25

CSA Exco representation – Black (Black African, Coloured and Indian) % 86 60 6 86

– Women 14 Note 1 6 14

CSA staff demographic %

– Black African 56 55 EPG 56

– White 19 27 EPG 20

– Coloured and Indian (black) 25 18 EPG 24

Geopolitical alignment (nine provinces) No. 9 aligned 9 aligned 6 9 aligned

1 Hubs and RPCs are positioned when and where needed.2 Average number.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.EPG Eminent Persons Group targets.Note 1: No targets.

Corporate risk management

Enterprise risk management approachCSA’s revised enterprise risk management approach outlines the organisation’s commitment to identifying, analysing, assessing and mitigating risks that can negatively impact the pursuit of our strategic goals. These risks arise from a combination of internal and external factors, potential events and stakeholders. Risks can also present as missed opportunities that may have enhanced the organisation’s performance. CSA’s risks are categorised according to strategic risk, financial risk, governance risk, operational risk and IT governance risk as detailed below.

Risk category Description

Strategic Risks that have the potential to impact, either positively or negatively, on delivery of CSA’s strategy.

Financial Risks with the potential to affect CSA’s financial sustainability and/or delivery on financial objectives.

Governance Risks that have the potential to impact CSA’s governance, either positively or negatively.

Operational Risks that have the potential to impact, either positively or negatively, on CSA’s business plan delivery.

IT Governance Risks that have the potential to impact, either positively or negatively, on CSA’s IT objectives and continuity.

Risk governanceThe Board bears overall responsibility for CSA’s risk management. CSA’s Audit and Risk Committee assists the Board in discharging its duties. During the year under review, the Audit and Risk Committee is satisfied that the group’s enterprise risk management approach and process is effective in managing CSA’s risks and was consistently applied.

Combined assurance modelA combined risk assurance model (see below) is implemented where risks are constantly monitored and managed, internally and externally, throughout the financial year.

MANAGEMENT

INTERNAL AUDIT

EXTERNAL AUDIT

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

2726

Risk management process Each department is responsible for identifying its inherent risks in terms of impact/consequences and likelihood/causes, along with the effectiveness of mitigating actions and controls in place. CSA’s systematic enterprise risk management process results in a residual risk exposure, with required actions to manage the risk and improve performance. A designated employee per department is responsible for implementing

these actions, monitoring progress and regularly reporting to the Governance Risk and Compliance department. All departmental risks are consolidated, ranked and regularly presented to the Audit and Risk Committee by the Governance Risk and Compliance department, who provide oversight of CSA’s enterprise risk management approach and process. The Audit and Risk Chairman provides feedback on CSA’s risks and opportunities to the Board after each meeting.

Analyse and assess the

risk iro likelihood

and impact

Implement mitigating

actions

Consolidate and rank all

risks

Monitor and review all

risks

Regularly report risks

to Audit and Risk

Committee

Audit and Risk Interrogate risks + chair

reports to Board

Identify the risk per department

Critical risksCSA’s critical risks are detailed below. They are regularly reviewed, updated and reassessed to ensure that management of these risks enables the organisation to support its strategic objectives. These risks are monitored across CSA’s risk categories as tabled on page 25.

STRATEGIC RISK OBJECTIVE: ENHANCE ORGANISATIONAL GOVERNANCE CSA’s level of control: Low Primary Board committee(s): Audit and Risk Key stakeholders: Sponsors, CSA Members, SACA, SRSA, ICC and fellow ICC members

Risk description Mitigating actionsStrategic objective

Control effectiveness

Residual risk

• Inability to manage conflict of interests.

• Disclosure of employee/Board interests to the secretariat and ongoing Board and committee standing agenda item.

• Reminder to update register of interests.• Staff and Board member induction and

training.• Training on ethics is periodically provided

to Board and a project regarding the review and application of the CSA Code of Ethics is underway.

Excellence Satisfactory High

• Threat to the independence of Independent Directors due to over exposure on Board Committees and ad hoc Committees.

• Ensure the Board is fully manned to enable Independent members to maintain an acceptable level of independence from CSA’s operations.

Excellence Weak High



Residual risk

• Lack of processes to assess and evaluate compliance status of members.

• Ensure that processes and tools required to monitor members’ compliance with, in the minimum, and that CSA requirements are enhanced.

• Constant monitoring and tracking of compliance status of members.

• Institute an assessment/criminal/credit checks on a tranche of skills on a rotational basis annually.

• Formulation of a centralised member compliance department.

Sustainability Weak Extreme

• Lack of Board succession planning.

• Communication of the succession plan that includes:

– Appropriate exit and integration plans. – Building the successor’s business and

leadership skill. – Identification of individuals who will

replace current board members when tenures are up or when Board members resign.

– Ensuring Nomco’s mandate is implemented regarding skills required at Board.

Sustainability Weak Extreme

• Breach of information security and loss of confidential and business sensitive information (inappropriate disclosures of critical information to outsiders by staff and Board members).

• To provide Board and staff training on data privacy, security and protection and the application of legislation such as POPI and the organisation’s various data related policies.

Excellence Weak Extreme

STRATEGIC RISK OBJECTIVE: FINANCIAL SUSTAINABILITYCSA’s level of control: Medium Primary Board committee(s): Finance and Commercial Key stakeholders: Sponsors, CSA Members, SACA, Employees, Suppliers, Players



Residual risk

• Loss of Sponsorship (non-renewal).

• Continual management by the organisation of governance with a focus on education and consequences for transgression (a zero-tolerance approach).

• High-Performance Programmes must include player education on financial consequences of poor-quality performances.

• Software programme to effectively manage sponsorship contracts.

• Flexibility in sponsorship price and contract terms.

Sustainability, brand promotion

Medium High

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

2928

STRATEGIC RISK OBJECTIVE: OBTAIN TRANSFORMATION TARGETS CSA’s level of control: Medium Primary Board committee(s): Transformation Key stakeholders: CSA Members, SRSA, Employees, Government and associated entities, Players, SACA



Residual risk

• Non-adherence to CSA undertakings with the Minister of Sport and Recreation on transformation in cricket that can lead to withdrawal privileges accorded to National Federations.

• Application of funding monitoring.• No funding for Members not meeting EPG

good standing standards (60%).• Tranche payments.

Transformation Medium High

STRATEGIC RISK OBJECTIVE: MAINTAIN AND ENHANCE BUSINESS PROCESSES TO OPTIMISE STRATEGIC DELIVERY ACROSS THE ORGANISATIONCSA’s level of control: Medium Primary Board committee(s): Human Resources and Remuneration Key stakeholders: CSA Members, Employees, Suppliers, Government and associated entities, Players, SACA



Residual risk

• Misalignment between business strategy and HR strategy.

• Three-year strategic planning cycles.• Robust governance and oversight structures. • Creating a divisional balanced scorecard with

clearly defined measures in support of the organisational scorecard.

Sustainability Weak High

FINANCIAL RISK OBJECTIVE: FINANCIAL SUSTAINABILITYCSA’s level of control: Medium Primary Board committee(s): Finance and Commercial Key stakeholders: CSA Members, Employees, Suppliers, Players, SACA



Residual risk

• Forecast budget for the next four-year financial cycle unable to break even.

• Prudent cash flow management.• Constant review, monitoring and reporting of

management accounts.• Cost control/optimisation and ensuring

adherence to budget.• Optimal working capital management.

Sustainability Medium High

FINANCIAL RISK OBJECTIVE: MEMBERSCSA’s level of control: Medium Primary Board committee(s): Audit and Risk, Finance and Commercial and Cricket Key stakeholders: Players, CSA Members, Employees



Residual risk

• Funds transferred to Members may be used for unintended purposes (member maladministration).

• Monitoring of monthly/annual submitted management accounts.

• Reviewing and interrogating annual budgets.• Governance and compliance training for staff

and Board members.


FINANCIAL RISK OBJECTIVE: CRICKET DEVELOPMENTCSA’s level of control: Medium Primary Board committee(s): Cricket, Audit and Risk Key stakeholders: Players, CSA Members, SRSA, Sponsors



Residual risk

• Members’ going concern. • Monitoring of monthly/annual submitted management accounts.

• Reviewing and interrogating annual budgets.• Governance and compliance training for staff

and Board Members.• Commercial/Marketing support to Members.


FINANCIAL RISK OBJECTIVE: MONITOR CREDIT CARD EXPENDITURECSA’s level of control: Medium Primary Board committee(s): Audit and Risk, Finance and Commercial Key stakeholders: Employees, Sponsors



Residual risk

• Personal expenditure on credit card, mismanagement of cell phone usage.

• Credit card and cell phone policies to be updated.

• Review of current users/beneficiaries for appropriateness.

• Review and monitoring of usage.

Sustainability Weak High

FINANCIAL RISK OBJECTIVE: MAINTAIN SPONSORSHIPS AND REVENUE STREAMS (BROADCAST AND SPONSORSHIP)CSA’s level of control: Low Primary Board committee(s): Finance and Commercial Key stakeholders: Employees, CSA Members, Sponsors, Media, Players



Residual risk

• Existing revenue streams under severe market pressures which may lead to financial stress, inability to meet project targets, sales staff turnover

• Continuous and robust staff performance assessment.

• Third-party suppliers SLA agreements with firmer penalty clauses for non-delivery.

• Ensure force majeure clause in contracts provide for all possible eventualities.


Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

3130

CHIEF FINANCIAL OFFICER’S REVIEW OverviewCSA’s business model operates in four-year cycles which includes one ICC Cricket World Cup event. This 2019/20 financial period is the second year in a financial cycle that will end in 2021/22 and focus remains on providing cricket access to all South Africans. Our business is sustained largely by the Men’s national team through broadcast and sponsorship revenues, which funds a significant portion of the cricket business, including our development programmes. The welcome improving profile of Women’s cricket is expected to eventually result in the Women’s game achieving its long-overdue commercial rating and valuation.

CSA’s recovery plan for the initially forecasted R654 million loss for the current cycle (2018/19 – 2021/22) was a priority for the executive management team, as we focused on protecting and growing revenues while being prudent with expenditure. This single-mindedness has resulted in current projections of less than half the initially forecasted loss for this cycle.

The biggest headwind to these current projections will no doubt be brought about by the COVID-19 pandemic that is dissipating our economy, that was already on its knees. This will bring immense financial challenges to the fore. Our revenue

ExpenditureCSA’s expenditure decreased slightly to R1 194 million (2018/9: R1 216 million) in the current financial period, with the main expense items being professional cricket at R627 million (2018/19: R720 million) and amateur cricket at R385 million (2018/19: R329 million). Due to the nature of the business, expenditure is mainly fixed and not aligned with fluctuating revenues. Most of these costs are committed to cricket development through our Members to ensure delivery of cricket to all South Africans. Whereas a significant portion of revenues are largely US$-denominated, costs are largely rand based. However, it is noteworthy that our expenditure decreased despite the substantial increase in revenue. This can be credited to the buy-in from all on austerity measures implemented to attain financial sustainability.

Going concernCSA appreciates that in the current budget cycle a concerted effort must be made to ensure its financial stability and maintain public interest in cricket. On the going concern assumption, due care must be given to the next 12 months’ period and the four-year financial cycle (2018/19 – 2021/22). Management is focused on realising an aggregate break-even position or better over a four-year cycle.

Since CSA’s income statement comprises mostly cash income and expenditure, generally a recorded profit improves the liquidity and solvency position of the company, while an inverse impact occurs when a financial loss is recorded. As at 30 April 2020, CSA’s cash position was R174 million (2018/19: R349 million), a 50% decrease on the comparative period. It is important to highlight that there was a significant US$-denominated receivable at year end, that was settled post year-end. Investments were R361 million (2018/19: R297 million), up 22% comparatively.

streams remain under severe pressure against a backdrop of an economy that is expected to contract by anything between 7-10% this year. With private sector revenue compressions and a changing broadcast landscape, it is going to be a difficult period for the sports fraternity. In addition, Standard Bank did not renew its headline sponsorship of the Men’s national team and the proliferation of T20 leagues worldwide continues to take revenue out of the bilateral revenue pot.

Current financial periodAn actual net profit of R50 million (2018/19: R200 million net loss) has been realised in the current financial period ending 30 April 2020, against a budgeted loss of R67 million. This profit was largely attributed to the positive impact of the weakening rand on our foreign-currency denominated income, as a significant portion of CSA’s income is US dollar-denominated (US$).

Revenue was R145 million higher for the current financial period at R1 074 million (2018/19: R929 million) due to the quality of our inbound tours. There was a substantial increase in gate takings and media rights as a result of hosting a full tour by England, and the limited overs series against Australia.

While the impact of the COVID-19 pandemic has made it challenging to perform a going concern assessment, CSA has sufficient reserves, supported by a strong cash position to meet its operational needs, as well as obligations for the foreseeable future. The going concern assessment was performed for the next 12 months, as well as the four-year cycle.

Financial outlookThe cricket ecosystem in South Africa (both CSA and Members) will need to adapt to the current environment, and accept that all of us will be expected to do more with not only less, but probably reducing resources (sponsorships, broadcast rights fees, grants/distributions, etc.)

Therefore, continued focus on revenue protection, retention and diversification, as well as cost containment and management will be key. The new domestic cricket structure is expected to commence in 2021/22, and it is imperative that it helps improve efficiencies in the domestic system and contributes to Members’ sustainability. We will continue engagements with international bilateral cricket stakeholders to increase the home-bound content of the FTP.

Pholetsi Moseki CA(SA)Chief Financial Officer25 August 2020

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

3332

SUMMARY FINANCIAL STATEMENTSPREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPCFOR THE YEAR ENDED 30 APRIL 2020

SUMMARY CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

Company2020

R’000

Company2019

R’000

Revenue 1 074 063 929 492

Amateur cricket 29 097 30 362

Professional cricket 1 044 966 899 130

Expenses (1 193 672) (1 215 801)

Central cost (147 854) (126 880)

Amateur cricket (384 701) (329 064)

Professional cricket (626 683) (720 472)

National team (34 434) (39 385)

Operating profit/(loss) (119 609) (286 309)

Investment income 16 337 29 012

Net foreign exchange gain 89 387 17 506

Fair value adjustments 64 147 39 776

Profit/(Loss) before taxation 50 262 (200 015)

Taxation

Profit/ (Loss) for the year 50 262 (200 015)

Other comprehensive income

TOTAL COMPREHENSIVE INCOME/(LOSS) FOR THE YEAR 50 262 (200 015)

Summary financial statementsINDEPENDENT AUDITOR’S REPORT ON THE SUMMARY FINANCIAL STATEMENTS TO THE DIRECTORS OF CRICKET SOUTH AFRICA NPC

The summary financial statements, set out on pages 33 to 36, which comprise the summary statement of financial position as at 30 April 2020, and the summary statements of profit and loss and other comprehensive income, changes in equity and cash flows for the year then ended, and related notes, are derived from the audited financial statements of Cricket South Africa NPC for the year ended 30 April 2020. We expressed an unmodified audit opinion on those financial statements in our report dated 28 August 2020. Our auditor’s report on the audited financial statements contained an Other Matter paragraph: “Other Reports Required by the Companies Act” (refer below).

The summary financial statements do not contain all the disclosures required by International Financial Reporting Standards and the requirements of the Companies Act of South Africa as applicable to annual financial statements. Reading the summary consolidated financial statements, therefore, is not a substitute for reading the audited consolidated financial statements of Cricket South Africa NPC.

Directors’ Responsibility for the Summary Financial StatementsThe directors are responsible for the preparation of a summary of the audited financial statements in accordance with IAS 34 Interim Financial Reporting and the requirements of the Companies Act of South Africa as applicable to summary financial statements.

Auditor’s ResponsibilityOur responsibility is to express an opinion on the summary financial statements based on our

procedures, which were conducted in accordance with International Standard on Auditing (ISA) 810, “Engagements to Report on Summary Financial Statements.”

OpinionIn our opinion, the summary financial statements derived from the audited financial statements of Cricket South Africa NPC for the year ended 30 April 2020 are consistent, in all material respects, with those financial statements, in accordance with IFRS and the requirements of the Companies Act of South Africa as applicable to summary financial statements.

Other Reports Required by the Companies ActThe “Other Reports Required by the Companies Act” paragraph in our audit report dated 28 August 2020 states that as part of our audit of the consolidated financial statements for the year ended 30 April 2020, we have read the Directors’ Report and the Audit Committee’s Report for the purpose of identifying whether there are material inconsistencies between these reports and the audited financial statements. These reports are the responsibility of the respective preparers. The paragraph also states that, based on reading these reports, we have not identified material inconsistencies between these reports and the audited financial statements. The paragraph furthermore states that we have not audited these reports and accordingly do not express an opinion on these reports. The paragraph does not have an effect on the summary financial statements or our opinion thereon.

PricewaterhouseCoopers Inc.Director: S DIKANARegistered AuditorJohannesburgDate: 28 August 2020

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

3534


SUMMARY STATEMENT OF CASH FLOWS2020

R’0002019

R’000

Profit/ (Loss)before taxation 50 262 (200 015)

Sum of non-cash adjustments with investment income (45 759) (19 636)

Working capital movements (136 030) (52 462)

Net cash outflow from operating activities (131 527) (228 483)

Net cash outflow from investing activities (43 542) (5 527)

Net cash flow from financing activities - -

Net decrease in cash and cash equivalents (175 069) (277 640)

Cash and cash equivalents at beginning of the year 348 874 626 514

CASH AND CASH EQUIVALENTS AT END OF THE YEAR 173 805 348 874


SUMMARY CONSOLIDATED STATEMENT OF FINANCIAL POSITIONCompany

2020R’000

Company2019

R’000

ASSETS

Non-current assets 433 555 507 189

Current assets excluding cash and cash equivalents 484 792 324 206

Cash and cash equivalents 173 805 348 874

TOTAL ASSETS 1 092 152 1 180 269

EQUITY AND LIABILITIES

RESERVES 906 692 856 430

Retained earnings 906 692 856 430

LIABILITIES 185 460 323 839

Non-Current liabilities

Current liabilities 185 460 323 839

TOTAL EQUITY AND LIABILITIES 1 092 152 1 180 269

SUMMARY CONSOLIDATED STATEMENT OF CHANGES IN EQUITYRetainedEarnings

R’000

Balance as at 30 April 2018 1 056 445

Total comprehensive loss for the year (200 015)

Balance as at 30 April 2019 856 430

Total comprehensive Profit for the year 50 262

Balance as at 30 April 2020 906 692

NOTES TO SUMMARY FINANCIAL STATEMENTS

1 NATURE OF BUSINESS AND OPERATIONSThe main business of Cricket South Africa NPC (the “company”) is custodianship of all cricket activities which ultimately advance amateur and professional cricket in South Africa.

2 BASIS OF PREPARATIONSummary financial statementsThe summary financial statements are prepared in accordance with the requirements of the Companies Act applicable to summary financial statements. The Companies Act requires summary financial statement reports to be prepared in accordance with the framework concepts and the measurement and recognition requirements of International Financial Reporting Standards (IFRS) and the SAICA Financial Reporting Guides as issued by the Accounting Practices Committee and Financial Pronouncements as issued by the Financial Reporting Standards Council and to also,

as a minimum, contain the information required by IAS 34 Interim Financial Reporting.

The accounting policies applied in the preparation of the financial statements, from which the summary financial statements were derived, are in terms of International Financial Reporting Standards and are consistent with the accounting policies applied in the preparation of the previous annual financial statements.

Annual financial statements (full AFS)The annual financial statements have been prepared in accordance with International Financial Reporting Standards, and in the manner required by the Companies Act of South Africa.

The financial statements have been prepared under the historical cost basis, except for certain financial instruments carried at fair value, and non-current assets which are held at the lower of carrying value and fair value less costs to sell, as applicable.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

3736


SUPPLEMENTARY INFORMATION

CRICKET SOUTH AFRICA RELATED MEMBERS / BODIES/ STRUCTURES / *SUBSIDIARY

Affil

iate M

embe

rs [1

2]

Name Geo-political Boundary Franchise Teams CSA Accredited Playing Venues

Boland

Western Cape Cape Cobras

Boland Park – Paarl

South Western Districts Recreational Ground – Oudtshoorn

Western Province Cricket PPC Newlands – Cape Town

Eastern CricketGauteng Unlimited Titans

Sahara Willowmoore Park – Benoni

Northerns Cricket SuperSport Park – Centurion

Free State Cricket Free StateKnights

Mangaung Oval – Bloemfontein

Northern Cape Cricket Northern Cape Diamond Oval – Kimberley

Border CricketEastern Cape Warriors

Buffalo Park – East London

Eastern Province Cricket St George’s – Port Elizabeth

Gauteng Cricket GautengImperial Lions

Bidvest Wanderers Stadium – Johannesburg

North West Cricket North West Senwes Park – Potchefstroom

Kwa-Zulu Natal Cricket Kwa-Zulu Natal Sunfoil DolphinsSahara Stadium Kingsmead – Durban

Pietermaritzburg Oval – Pietermaritzburg

Asso

ciate

M

embe

rs [2

] Name Geo-political Boundary

Limpopo Impala Cricket Limpopo

Mpumalanga Cricket Mpumalanga

Affiliate Members Associate Members Franchise Teams

The twelve entities that serve as the custodians of amateur cricket in each of the specified regions in South Africa as determined by the Members Council from time to time. The President of each Affiliate is a member of the Company’s Members Council (“Shareholder group”).

The two cricket entities, other than an Affiliate Member or Associate Province, which meets the relevant criteria as determined by Cricket South Africa from time to time. These entities serve as the custodians of amateur cricket in a specified area within South Africa.

The representative teams owned by the Affiliate Members and which participates in professional domestic cricket under the auspices of Cricket South Africa. The current structure consists of six Franchise teams.

The preparation of financial statements requires the use of estimates and assumptions that affect the reported values of assets and liabilities, and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reported period. Although these estimates are based on management’s best knowledge of current events and actions, actual results may ultimately differ from those estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods.

3 DISCLOSURES RELATING TO THE ANNUAL FINANCIAL STATEMENTS

The significant accounting policies and detailed notes to the annual financial statements are disclosed in the audited annual financial statements which are available at the offices of the company or on the Cricket South Africa website www.cricket.co.za.

4 DISCLOSURE OF CHANGE IN DIRECTORSOn 1 December 2019, Dr J Faul was appointed as Acting CE. Refer to the full annual financial statements where the Directors’ Report provides details related to the entire list of directors as well as changes in directors.

5 DISCLOSURE OF RELATED PARTIESCSA enters into various related party transactions in the ordinary course of business. Transactions and balances between related parties during

the year were at arm’s length unless otherwise disclosed. CSA’s related parties comprise of its Board of Directors; Prescribed Officers; Affiliate, Associate and Ancillary Members; Cricket Stadium entities; and Franchises. Refer to note 16 of the full annual financial statements for further details related to transactions entered into between CSA and its related parties. Furthermore, details pertaining to loan balances between CSA and its related parties is disclosed in note 5 of the full annual financial statements.

6 DISCLOSURE OF FINANCIAL INSTRUMENTSThe company has long and short term structured investment products with Momentum Holdings and Investec Bank. These investments are designated to be measured at fair value, with changes recognised in profit or loss. The fair value of these investments is determined at a Level 1, which is directly linked to observable market data linked to the positive growth of the MSCI World Index and FTSE/JSE Africa Top 40 Price Return Index. Refer to note 4 of the full annual financial statements for detailed disclosure of CSA’s investments.

B WilliamsChair – Board of Directors 25 August 2020

D DharmalingamChair – Finance & Commercial Committee25 August 2020

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards


3938

SUMMARY FINANCIAL STATEMENTSPREPARED FROM THE AUDITED ANNUAL FINANCIAL STATEMENTS OF CRICKET SOUTH AFRICA NPCFOR THE YEAR ENDED 30 APRIL 2020 Audit and Risk

Committee ReportAct and the Terms of Reference of the Audit and Risk Committee from December 2018 to September 2019 in that the Audit and Risk Committee did not have the required minimum three members.

Four meetings were held during the past financial year and attendance of meetings is set out below.

Member Meetings attended

Marius Schoeman (Chairman)1 3/3

Mohamed Iqbal Khan (Resigned)2 2/2

Professor Shirley Zinn3 0/1

D Mokhobo4 0/1

Donovan May 4/4

Professor Stephanus Cornelius 4/4

1 Appointed 6 September 20192 Chairman until 6th September 2019 - Resigned 6 December 20193 Appointed 2 November 2019 - Resigned 2 December 20194 Appointed 2 November 2019 - Resigned 6 December 2019

2. AttendanceThe Chief Executive, Chief Financial Officer, and one nominated CSA Council Member attended all meetings of the Audit and Risk Committee. Other relevant senior managers and executives attend meetings by invitation.

3. Appointment and attendance of external auditors

The Audit and Risk Committee recommended for approval the appointment of PwC as CSA’s external auditors for the financial year ending 30 April 2020

The Audit and Risk Committee has pleasure in submitting their report, which has been approved by the Board of Directors (“the Board”) and has been prepared in line with the South African Companies Act no 71 of 2008 and incorporating the recommendations of the King IV™ code of Corporate Governance that applies to all entity structures. Cricket South Africa NPC (“CSA”) recognises the importance of the Corporate Governance principles as espoused in the South African Companies Act and the Principles of King IV™.

1. Members of the Audit and Risk Committee and attendance of meetings

The Board has determined that Audit and Risk Committee shall consist of no less than three and no more than four members, two of which must be independent, non-executive directors and must meet at least four times per annum. Committee members, as a whole, are required to have the necessary financial literacy skills and experience to execute their duties effectively.

The Board determines the period for which the Chairperson and committee members shall hold office, which period cannot exceed six consecutive years. A committee member, who holds office as a Director of the Board, will automatically cease to be a member of the committee upon resignation from the Board .

The Audit and Risk Committee noted that CSA was in breach of Section 94 of the Companies

FOUR YEAR FINANCIAL PLAN – 1 MAY 2018 TO 30 APRIL 2022

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 plan programmes more sustainably and evaluate its finances more meaningfully. This is why annual results should be viewed in the context of the 4-year cycle. The table below depicts CSA’s financial results over the 4-year cycle.

DESCRIPTION2020

ActualR’000

2019ActualR’000

2018ActualR’000

2017ActualR’000

Revenue 1 074 063 929 492 1 526 393 674 935

Expenses (1 193 672) (1 215 801) (1 215 363) (910 392)

Financial income 169 871 86 294 42 655 76 647

Net profit (loss) 50 262 (200 015) 353 685 (158 810)

The unaudited supplementary information does not form part of the summary financial statements and is presented as additional information.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

4140

to the Members Council at the AGM held on 7 September 2019. The Audit and Risk Committee considered the independence of PwC and were satisfied.

4. Risk managementThe Board has incorporated risk management within the ambit of the responsibilities of Audit and Risk Committee. Audit and Risk Committee has oversight of the Risk Management Function of CSA and have noted the key risk areas that are monitored through the activities of management. Audit and Risk Committee monitors that risks are managed and ensure that risks are prioritised and assessed accordingly. Audit and Risk Committee has identified the need to improve Enterprise Risk Management Maturity within CSA and continue to monitor management’s implementation of improved risk management framework across CSA.

5. Internal Financial ControlsThe Audit and Risk Committee has oversight of CSA’s annual financial statements and reporting processes, including the systems of internal financial controls. Management provides Audit and Risk Committee and the Board with assurance that it has implemented and monitored the necessary internal controls. While Audit and Risk Committee is tasked with the responsibility for ensuring that CSA’s Internal Audit function is independent and has the necessary resources, standing and authority in the organisation to discharge its duties, the role of Internal Audit has been vacant since April 2019. CSA’s Compliance and Risk function has provided limited level of assurance. Management has provided Audit and Risk Committee with Control Environment Assessment and Internal Control Self-Assessment for the financial year, covering various key processes in order to provide Audit and Risk Committee with Level 1 Assurance. This Level 1 Assurance confirms that management has ensured that minimum controls are in place and operating effectively as designed. CSA is in

the final stages of appointing a credible service provider for the Internal Audit Function. CSA, together with the service provider will prepare an annual audit plan with the objective to review the effectiveness of internal controls The internal audit function reports functionally to the Chair of Audit and Risk Committee and administratively to the Chief Financial Officer. The Internal Audit assignments exclude internal audit work conducted at Member level.

6. Functions of the Audit and Risk Committee and discharge of its responsibilities

Audit and Risk Committee has powers to make decisions in relation to its statutory duties and is accountable to both the Board and the Members Council in this regard. Any further duties assigned to it by the Board require Audit and Risk Committee to make recommendations to the Board for approval unless the Board has delegated specific authority to Audit and Risk Committee.

The Audit and Risk Committee has reviewed its Terms of Reference as approved by the Board, which sets out its duties and responsibilities as prescribed by the Companies Act and incorporating additional duties delegated to it, by the Board. Audit and Risk Committee will ensure that CSA implements an effective a combined assurance model, which seeks to match the risk areas affecting CSA with the assurance obtained from management and internal and external assurance providers. The committee has evaluated the Annual Financial Statements of CSA for the 2019/20 financial year and, based on the information provided to the Audit and Risk Committee, consider that CSA complies in all material respects with the requirements of the Companies Act and International Financial Reporting Standards (“IFRS”). The Committee has recommended the Annual Financial Statements to the Board for approval.

The committee is satisfied, and the Board has concurred that, for the 2019/20 financial year, the committee has performed the functions required to be performed by an Audit and Risk Committee as set out in the Companies Act and its Terms of Reference. These duties were discharged as follows:

• Reviewed CSA Annual Financial Statements and the Integrated Report, culminating in a recommendation to the Board to adopt them. In the course of its review, the Committee:

– Took appropriate steps to ensure the annual financial statements were prepared in accordance with IFRS and the requirements of the Companies Act;

– Considered and, where appropriate, made recommendations on internal financial controls;

– Dealt with any concerns or complaints on accounting policies, internal audit, the auditing or content of annual financial statements, and internal financial controls; and

– Reviewed matters that could have a significant impact on the organisation’s annual financial statements.

• Reviewed the external audit report on the annual financial statements;

• Reviewed the quarterly management accounts;• Reviewed risk management reports and, where

relevant, made recommendations to the Board;• Considered reports relating to legal compliance

and litigation, reported cases of fraud, and whistle blowing;

• Approved the audit fees and engagement terms of the external auditor;

• Determined the nature and extent of allowable non-audit services and approved contract terms for non audit services by the external auditor; and

• Considered and supported the going concern status of CSA.

7. In-Committee meetingsThe Audit and Risk Committee Terms of Reference provide for confidential meetings between committee members and the internal and external auditors.

8. Expertise and experience of the Chief Financial Officer and the finance function

Audit and Risk Committee has satisfied itself that the Chief Financial Officer, Pholetsi Moseki (CA) SA has the requisite expertise and experience to lead and manage the finance function. In addition, the committee has satisfied itself that the composition, experience and skills set of the finance function met CSA’s requirements.

9. Conclusion I would like to extend my appreciation to the committee members, Mr Donovan May, Professor Steve Cornelius and Mr Beresford Williams, as well as the permanent invitees, for their valuable contribution. The Audit and Risk Committee effectiveness has been complimented with the skills of Ms Vuyokazi Memani-Sedile and Mr Dheven Dharmalingam, who were appointed after the financial year end. We welcome Mr John Mogodi who replaced outgoing member Mr Beresford Williams.

My appreciation to the Members’ Council and CSA Board for entrusting me with the duty of leading the CSA Audit and Risk Committee.

MW Schoeman CA(SA) CD(SA)Chairman: Audit and Risk Committee25 August 2020

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

4342

BUSINESS MODEL AND VALUE CREATION

accommodation and popular South African tourist destinations. Local fans also support economic value through food and beverage spend.

Social value creation is a significant outcome of CSA’s business activities, delivering on our vision of ensuring that cricket is supported by most South Africans and available to those who want to play the game. By using its voice, the CSA platform is ideally placed to take a stand against racism and to promote inclusion.

Transformation value creation is a non-negotiable imperative in redressing the imbalances of the past, creating active lifestyles and ensuring a winning sporting nation. It also enables growth of the game through CSA’s talent pipeline, from mini-cricket to international participation. Through CSA’s cricket development initiatives, it has widened its reach to create better access and opportunities to the many talented South Africans.

Commercial value creation is important for our commercial partners who invest significantly in CSA to help us achieve our strategic objectives. Our commercial partners derive returns on this investment through awareness and marketing campaigns across various platforms including TV, radio, Facebook, Twitter, YouTube, and Instagram.

Business modelCSA’s core business is the custodianship of all cricket activities in South Africa, advancing both amateur and professional cricket. However, we believe cricket is more than just a game: it assists in crossing boundaries on and off the field and contributes to the social causes and transformation of our society. CSA’s inputs and business activities work together to produce outputs and outcomes, that create value for its stakeholders while assuring alignment to our vision and mission.

Value creationCSA creates value by using its capital resources in a way that is balanced and guided by its strategic pillars, taking its various stakeholders’ considerations into account.

Financial value creation is vital to our financial sustainability and enables us to create additional areas of value and support to our Members through activity-based distributions. CSA uses various revenue sources to create financial value and explore alternative revenue streams.

Economic value is created for South Africa through hosting international and franchise cricket games. International fans who travel to support their teams spend their money on food, beverage,

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

4544

CSA is committed to ensuring sustainability for talented cricket players, acknowledging its successes are learning from challenges to make our vision a reality. CSA strives for excellence and aims to be the most

sustainable and successful cricket federation worldwide

VALU

ES: H

ONES

TY +

INTE

GRIT

Y / P

ROFE

SSIO

NALIS

M +

DILI

GENC

E / M

UTUA

L RES

PECT

+ FA

IRNE

SS

VALU

ES: H

ONES

TY +

INTE

GRIT

Y / P

ROFE

SSIO

NALIS

M +

DILI

GENC

E / M

UTUA

L RES

PECT

+ FA

IRNE

SS

MISSION: TO CREATE ONE-TEAM

CULTURE

MISSION: TO CREATE ONE-TEAM

CULTURE

VISION: TO MAKE CRICKET A TRULY NATIONAL SPORT OF WINNERS VISION: TO MAKE CRICKET A TRULY NATIONAL SPORT OF WINNERS

OUTCOMES: CREATING STAKEHOLDER VALUE AND INCLUSIVE NATION BUILDING THROUGH THE GAME OF CRICKET

EXCELLENCE

Proteas ranking

Men Women

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)

DEVELOPMENT

›126 000 children have benefited through the KFC Mini-Cricket Programme

High-Performance Programmes

TRANSFORMATION

EPG score 71% (2018/19: 68%)

83% Black Board members (2018/19: 91%) – women 25% (2018/19: three)

81% Black CSA staff (2018/19: 80%)

8 Black Proteas Men’s players (2018/19: 12)

SUSTAINABILITY

Cricket franchises

World-class umpires

Accredited coaches

Schools and club cricket

KFC Mini-Cricket

BRAND PROMOTION

Proteas Men’s and Women’s teams…#ProteaFire, #Alwaysrising, That’s our Game

Mzansi Super League to promote cricket to fans who thrive on the fast-paced game and its enriched entertainment value

The Solidarity Cup for unity against our nation’s social ills – gender-based violence, racism and poverty

KFC Mini-Cricket to inspire young talented cricketers at grassroots level

The PinkDay Drive for breast cancer awareness

Note: Black includes Black African, Coloured and Indian.

INPUTS: BALANCING THE USE OF THE SIX CAPITAL RESOURCES

Financial capital

Human capital

Manufactured capital

Intellectual capital

Social and relationship capital

Natural capital

Funding / Employees / Players (Proteas, Amateurs, Professionals) World-class stadiums / Hubs + RPCs / Cricket Academies /HPCs

BUSINESS ACTIVITIES: MANAGING OUR CAPITAL INPUTS THROUGH OUR BUSINESS ACTIVITIES AND SUPPORT SERVICES

INTE

RNAL

PRO

CESS

ES

Thought leadership

Marketing + Branding

Regulations + standards

Cricket services

Transformation

CommercialTechnology

Governance, Risk, Legal + ComplianceFinance

Stakeholder relationsStrategy management + Assurance

OUTPUTS: CREATING SPECIFIC PRODUCTS AND SERVICES THROUGH THE DEPLOYMENT OF THE SIX CAPITALS AND

OUR BUSINESS ACTIVITIES CRICKET ADMINSTRATION

Professional cricketers Proteas Men’s Team Amateur cricketers FranchisesProteas Women’s Team U19 (men)

SA “A” Team U16 (boys and girls)U13 (boys and girls)Schools and Clubs (boys and girls)Mini-cricket (boys and girls)

Facilities RPCs and Hubs Match officials

Coaches Cricket support staff Director of CricketAcademies Umpires Chief Medical OfficerCentre of Excellence Scorers

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

4746

FINANCIAL CAPITAL

Financial capital resources are critical for CSA to fund its business activities and are largely raised through media rights, sponsorships, ICC distributions, investment income, government and lotto grants, international gate ticket takings and other income.

CSA’s financial viability is material to the organisation’s long-term sustainability, especially in implementing our cricket activities. CSA continues to navigate through tough economic conditions to maintain its positive financial position. CSA’s fluctuating revenue model is primarily regulated through the organisation’s four-year planning and budget cycle.

PROGRESS AGAINST STRATEGIC PILLARS

Excellence Development Sustainability Transformation Brand promotion

The Proteas Women’s team maintained their ODI ranking of 5th and improved their T20 ranking from 6th to 5th.

Cricket development investment of R385 million (2018/19: R329 million) assisted with player development throughout the talent pipeline.

Cash reserves and investments remain firm closing at a total of R535 million (2018/19: R646 million.

Continued financial investment in cricket assisted in transforming and growing the game.

Betway extended its sponsorship to Test and ODI series sponsor.

REVENUE MODELRevenue streams

CSA’s revenue model depends largely on inbound tours (media rights and sponsorships) and ICC distributions, which made up 92% (2018/19: 86%) of the organisation’s total revenue. Our revenue model ensures we provide high quality, sustainable services without compromising the long-term needs of our cricket development programmes. CSA sells certain commercial rights and shares the revenue with its Members and stadium owners/operators.

Proteas ranking as at 30 April

Men’s Women’s

2017 2018 2019 2020 2019 2020

Test rank #1 #2 #3 #6

ODI rank #2 #4 #4 #4 #5 #5

T20 rank #3 #6 #5 #5 #6 #5

It is essential that the Proteas remain in the top tier of international cricket to generate maximum revenue from media rights and sponsorships.

Media rightsMedia rights income is derived from international and domestic media rights sales. Domestically, CSA’s broadcasting revenue is derived from Pay TV (DStv) and Free-to-Air TV (SABC). Internationally, CSA’s media rights revenue is managed by agents and revenue is received in foreign currency (USD). During the financial year, media rights revenue increased to R534 million (2018/19: R405 million) due to the quality of inbound tours. CSA hosted extremely successful tours featuring England (full tour – 4x Tests, 3x ODIs, 3x T20s) and Australia (3x ODIs, 3x T20s), with corresponding significant media rights value.

SponsorshipsCSA sponsorships are divided into three categories, namely – (1) title, event, official suppliers, (2) broadcasters and (3) grassroots sponsors. Sponsorship revenue for the financial year was

R180 million (2018/19 R235 million). The title sponsor property is currently vacant after the previous sponsorship was not renewed at the end of the financial year.

Stadium revenuesWhile CSA does not own the 13 stadiums where cricket activities take place, it shares the income generated by these stadiums according to an agreed model, whereby CSA receives 20% of the income and the stadium operators (CSA’s Members) receive 80%. CSA actively engages with Members in respect of material upgrades required, as funding these upgrades is a joint responsibility. CSA contributes to stadium maintenance costs annually, which includes the upkeep of the field of play, spectator seating and amenities, and the external precinct.

Stadiums earn income from a variety of sources – including suite rentals, season tickets and match-day tickets, hospitality packages, beverage sales, rental earned from concessionary stands, stadium naming rights, in-stadium advertising, licensing and merchandising, and venue hire for non-cricket matches. Stadium revenues depend on the cricketing season, which runs for six months per year.

ICCCSA is a full member of the ICC and therefore receives distributions based on the ICC share model. During the financial year, ICC distributions of R273 million (2018/19: R155 million) were received. For the 2019/20 financial year, distributions included World Cup participation fees (Proteas Men’s and Women’s teams and the U19 team) and the ICC U19 World Cup hosting fees.

OtherThe balance of revenue of R86 million (2018/19: R135 million) was mainly derived from international gate ticket takings, stadium commercial rights and Media rights Sponsorship ICC distribution Champions League T20 (CLT20) Other income Government and lotto grants

2019/20 50

17

25

7 1

2018/201943

26

17

61

7

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

4948

government/lotto grants. Included in other income for the prior financial year was the final realised revenue from the Champions League T20 (CLT20).

OPERATING MODELCSA’s Strategic Operational Model focuses on the way amateur and senior provincial cricket is funded and managed. The funding methodology is activity-based and built around historical management, operational structures and operations driven by CSA’s Presidential Plan. Members’ cash requirements are computed and funded over 14 annual payments.

Member incentive scorecard In addition to the Operating Model, CSA has an enhanced Member incentive scorecard, which consists of a performance feedback system that rewards Members who exceed the basic delivery requirements of CSA’s Operating Model funding objectives. In the current financial year, the scorecard was divided into three sections, namely – compliance and incentive sections from prior years, with the addition of an EPG section. This is to enhance the focus on strategic objectives for the year. Members were expected to achieve 60% on both the compliance and EPG sections to be considered for the incentive scoring section. Members self-evaluate, providing supporting documentation to CSA for review and validation. Three different incentives are payable: overall winners, select programme and functions, and most improved Member.

Members scorecard

MemberOperational score

(out of 100)Incentive score

(out of 100)EPG score

(out of 100)

KZN 82,46 83,49 68,50

Boland 71,90 82,49 62,40

Northerns 83,17 81,88 51,60

South Western Districts 83,55 80,03 67,40

Western Province 82,67 77,52 63,80

Gauteng 77,68 75,83 55,60

Limpopo 66,17 62,33 40,00

North West 76,46 54,75 33,00

Northern Cape 76,92 54,18 50,00

Easterns 73,44 46,62 33,60

Free State 76,21 42,70 41,00

Border 70,85 40,75 53,00

Mpumalanga 75,19 40,67 36,22

Eastern Province 76,36 39,37 44,20

Outlook• Continuing to focus on our austerity plan to

ensure financial sustainability in this era of the COVID-19 pandemic.

• Improving the incentive scorecard performance measures giving more weighting to governance, financial sustainability, and transformation.

• Expediting the review of the current Member Operational Model Agreement to prepare and ensure Members are ready operationally. The new domestic structure is expected to commence in 2021/22.

• With the current pandemic-enforced lockdowns expected to impact game attendances, CSA is investigating creative methods to engage with our fans, including the possibility of monetising those engagements and fan-loyalty.

• Implementing a governance review process, which includes a review of CSA’s Memorandum of Incorporation (MoI).

During the year under review, CSA’s on-field individual performance measurement ensures that the focus is on producing players for the cricket system. The compliance section of governance, administration and cricket programmes had an overall performance score of 76% (2018/19: 78.64%) across Members. The incentive area attained a score of 61% (2018/19: 68.37%), while the EPG section attained a score of 50% (2018/19: n/a). Using the new performance measure, two Members (KZN and South Western Districts) scored above 75% on the overall scorecard (2018/19: seven). Limpopo Cricket was the most improved affiliate among the Members.

Period 1 to 2

Period 13

Period 14

Paid to Members monthly.

Paid after completion of administration procedures, such as confirming league fixtures and the existence of facilities, programmes and structures.

Paid after the cricket season concludes and only once all reports and supporting information have been received and evaluated. This evaluation could result in partial payment or forfeiture of this amount.

The Presidential Plan forms the basis of the funding methodology and aligns with CSA’s strategic pillars: excellence, development, sustainability, transformation and brand promotion.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

5150

HUMAN CAPITAL

Human capital resources include permanent and fixed-term staff (contracted players, team management and consultants) and independent contractors. Financial and 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 with all cricket and development focus areas as well as with administrative staff.

PROGRESS AGAINST STRATEGIC OBJECTIVES

Excellence Development Sustainability Transformation Brand promotion

Momentum Proteas reached the semi-finals of the ICC Women’s T20 World Cup.

R385 million (2018/19: R329 million) committed to cricket development.

The Schools System Review report was concluded, aiming to address the growth and sustainability of talent through Schools.

Continued financialinvestment in cricket developmentassisted in transformingand growing the game.

The 2019/20 season saw Standard Bank sponsorship towards the Proteas and CSA’s RPC Programme coming to an end, inaddition to the Proteas’ title sponsor.

Proteas Women’s team gained automatic qualification to the 2021 ICC Women’s World Cup and finished 3rd in the ICC Women’s Championship Standings for the period 2017-2020.

Successfully piloted a modified game toretain and developcricket players in areas where facilities remain a challenge. A new model will be rolled out in 2020/21 season.

Implemented CSA’sorganisationaldesign to reflectan organisationalstructure to enabledelivery of CSA’sstrategy – appointment of Director of Cricket and Chief Medical Officer.

Maintained the nine profiled MomentumFriendship matchesplayed between traditional cricket schools and RPCs.

Standard Bank Proteas ended the year on a high, beating Australia 3-0 in the ODI series, despite a challenging 2019/20 season.

Seven debutants in the Standard Bank Proteas achieved noticeable performances: DM Dupavillon (ODI), BC Fortuin (ODI and T20), GF Linde (Test), PJ Malan (Test), S Muthusamy (Test), PJ van Biljon (T20) and K Verreynne (ODI).

CRICKET ACTIVITIES Creating access and identifying, developing and retaining talent are the key determinants of a successful cricket pipeline. These elements are linked to CSA’s strategic objectives and central to the quality and success of the Proteas’ national cricket teams.

Besides CSA’s strategic objectives, the cricket services department also focuses on specific areas to ensure outcomes (see below) are achieved throughout the cricket pipeline (see page 52).

Cricket services focus areas Outcomes

Produce quality players prepared for the pressures of international competition.

Winning performances of the Proteas teams.

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 with a specific focus on black African players.

Integrated approach by CSA and its Members to achieve the vision and strategy/goals of CSA.

Improved implementation and accountability at CSA and Member levels.

Implement the SRSA/DBE Operational Agreement at ground level.

Improve access to playing cricket in disadvantaged areas.

Accurate and effective CSA data management system. Accurate and strategic reporting to relevant stakeholders as well as assisting in strategic planning.

CRICKET PIPELINE MODELThe Cricket Pipeline Model’s objective is to create a seamless and effective pathway for everyone who wants to play the game, by offering them access to the sport and developing and retaining talent. This enables CSA to produce players that will make South Africa the best cricketing nation. The PPP aims to close player performance gaps, develop players into better people, and create career opportunities for life after cricket.

The girls’ and women’s cricket pipeline are part of CSA’s mainstream pipeline. However, different challenges in attracting, growing and retaining talent require some adaptations, as depicted overleaf.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

5352

ACCESSMini-cricket and Schools CricketTo ensure a sustainable cricket pipeline, CSA attracts talent at grassroots level through initiatives like KFC Mini-Cricket and Schools Cricket. The CSA Hubs and RPCs further develop talented players from disadvantaged areas in partnership with schools, clubs and local government. This is augmented by CSA’s RPC Programme, which allows players to participate in the CSA National Cricket Weeks.

During the year under review, Focus Schools increased to 33 (2018/19: 32), which was part of the strategy that was adopted in 2016. Focus Schools are generally former ‘Model C’ schools with existing cricket infrastructure, and a transformed demographic profile of over 70%, namely a critical mass of black (Coloured and Indian) and black African children already attending the school. The purpose of this approach is to refocus these schools on cricket, while providing assistance in refurbishing facilities and enhancing coaching.

Focus Schools’ strategy

Prepare cricket players to transition out of the game

MEN’S PIPELINE

KFC Mini-Cricket / RPC & Hubs

Schools Cricket / RPC & Hubs

Talent Acceleration Programme

SA U/19

Provincial / Regional Academies / Club Cricket Tertiary Cricket / Future Cup / RPC & Hubs

Senior Provincial Cricket

National Academy & Emerging Team Programmes

Franchise Cricket

SA “A” Programme

1

2

3

4

5

5

5

Softball to hardball – Attract, Retain and Develop

“Bottle Neck” – Retain and Develop

Prepare Senior Provincial players for Professional cricket

Prepare Franchise cricketers for International competition

Prepare cricket players to transition out of the game

WOMEN’S PIPELINE

KFC Mini-Cricket / RPC & Hubs

Schools Cricket / RPC & Hubs

Club Cricket / RPC & Hubs

TAP Programme – Regional camps and festivals (under 13 and 16)

National Girls U/19 and Provincial Women’s Cricket

National Camps

National Academy Programme

SA Emerging Team

1

2

3

4

5

5

5

Softball to hardball – Attract, Retain and Develop

“Grow the base” – Attract, Retain and Develop

Talent ID – Retain and Develop

Prepare and monitor the holistic development players for International competition

126 642 have enjoyed exposure to the KFC Mini-Cricket Programme, playing over 63 663 matches. This resulted in the participation of 6 617 schools and 13 673 volunteer coaches.

An additional 122 schools across the country joined the KFC Mini-Cricket Programme during the 2019/20 season.

Three lucky KFC Mini-Cricket teams from Nomandi Junior Secondary School, Bayview Primary School and Amstelhof Primary School won an opportunity to join their Protea’s heroes.

Growth strategy of Focus Schools with 75% black African students:

2016/17: 16

2017/18: 30

2018/19: 32

2019/20: 33

640 schools participated in the CSA Schools T20 Challenge.

ACCESS, TALENT IDENTIFICATION, DEVELOPMENT AND RETENTIONCreating 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 modified format aimed at players who have transitioned from KFC Mini-Cricket but the programme rollout was postponed to the year 2021 due to the COVID-19 pandemic.

Existing Schools

CSA Programmes

CSA Intervention

HP Groups

Disadvantaged Schools

Dormant and Small Cricket Schools

Established/Traditional Cricket Schools

Player Performance Plan

Provincial age group teams

U13, U15, U17, U18

New/emergingSchools(Hubs)

FocusSchools

programmeBlue ChipSchools

Access and Growth Increase CoE’s Influence change

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

5554

Province School

Boland

New Orleans

De Villiers Graaff

Western Cape Sports School

Border

Dale College

Dale Junior

Queens College

Queens Primary

Cambridge

Hudson Park

Easterns Benoni High School

Eastern ProvinceMuir College

Graeme College

Free State

HTS Louis Botha (BFN)

Welkom High School

St Dominiques

Central Gauteng Lions

Queens High School

Queens High School (Girls)

Krugersdorp High

KwaZulu Natal Umlazi Comtech

KwaZulu Natal Inland Weston Agricultural School

Mpumalanga Nelspruit Primary

North WestField College

Potchefstroom Boys High

Northerns

Prestige College

Lynwood Ridge Primary School

Uitsig

Northern Cape

Kimberley Boys High

St Patricks

Kathu High School

South Western DistrictImizamo Yethu

PW Botha Technical College

Western ProvinceWestern Cape Sports School

Belville Technical High School

The Focus Schools’ initiative continues to yield positive results for the CSA pipeline at Member level (see above). There is a significant spread in the number of schools that produced 97 identified provincial age group cricketers for the 2019/20 season.

The absence of school sport and adequate sporting facilities remains a challenge in identifying, nurturing and advancing talent in disadvantaged areas. CSA has a unique Cricket Resource Database for schools and clubs, enabling the organisation to work towards finalising a facilities plan to engage government and other stakeholders on facility improvements and access to cricket in disadvantaged areas. 12 CSA Members implemented the dormant schools’ initiative as part of CSA’s Schools Strategy. Boland entered into co-operation agreements to assist with maintenance programmes in three local Municipalities in their area of jurisdiction. These include Matzikama and awaiting agreement from Langeberg (Ashton), Agulhas. A MoU arrangement is in place with Drakenstein in respect of upgrades and maintenance. This strategy aims to reintegrate schools back into the game of cricket in instances where the schools have the infrastructure but stopped playing cricket.

A Schools Cricket review was conducted in the prior period to determine how to enhance talent identification at that level. Below are some of the strategic recommendations that were implemented.• Creating a participative cricket structure and

implementing gaps identified in the School Quality Index delivered:

– Over 250 unique schools supplied players for the provincial age group weeks.

– A U19 World Cup squads featured players from 13 different unique schools.

• Equalising gender opportunities – Dinesha Devanarain was appointed National

Academy and SA U19 Women’s Coach. – Talent Acceleration Programme (TAP) for girls

will be introduced for the first time in line with boys’ pathway.

– Possible participation in the inaugural ICC U19 Women’s T20 World Cup in 2021.

Club cricket A strong club cricket system provides playing opportunities to those within a community. The fourth edition of the Multiply T20 Community Cup was rained out in Pretoria during December 2019. The Multiply Community Club Championship continues to be a huge success at Member level and provides community-based clubs (non-tertiary clubs) with a goal to aspire to. With the introduction of the Blue Flag Club status (90% on the Club Quality Index) clubs that qualify for the championship and have this status will receive an incentive that can be invested for club cricket related initiatives. A ‘Blue Flag’ status club is a CSA initiative recognising clubs that drive the objectives and aims of the Presidential Plan. The criteria used to ascertain the status of such a club is based on administrative capabilities, adequate facilities, a minimum number of teams, representation and suitably qualified coaches.

The Momentum National Club Championship, which is the 50 over tournament, was cancelled due to COVID-19.

Women’s cricket Women’s cricket creates an environment that attracts and retains women cricketers from U13 to provincial level. The objective is for all Members to have U13, U16, U19 and club cricket structures in place. A CSA women’s provincial competition is in place for participation on a senior cricket level.

Momentum Proteas reached the semi-finals of the ICC Women’s T20 World Cup.

Momentum Proteas finished third in the ICC Women’s Championship Standings for the period 2017-2020.

Proteas Women’s players ranked in the top 10 bowling, batting and allrounder rankings:

• Lizelle Lee ranked 8th in the ODI Batting Rankings.

• Laura Wolvaardt ranked 9th in the ODI Batting Rankings.

• Marizanne Kapp ranked 2nd in the ODI Bowling Rankings.

• Shabnim Ismail ranked 4th in the ODI Bowling Rankings.

• Marizanne Kapp ranked 3rd in the ODI Allrounder Rankings.

• Dane van Niekerk ranked 5th in the ODI Allrounder Rankings.

• Shabnim Ismail ranked 3rd in the T20 International Bowling Rankings.

• Dane van Niekerk ranked 6th in the T20 International Allrounder Rankings.

Four Proteas Men’s players ranked in the top 10 of the ICC rankings across all formats:

• Kagiso Rabada ranked 6th in the Test Bowling Rankings.

• Faf du Plessis ranked 5th in the ODI Batting Rankings.

• Quinton de Kock ranked 10th in the ODI Batting Rankings.

• Kagiso Rabada ranked 5th in the ODI Bowling Rankings.

• Tabraiz Shamsi ranked 5th in the T20 International Bowling Rankings.

Launched the Women’s Super League with female match officials (match referee and standing umpires).

Increased the National Women’s League matches from a single to a double round.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

5756

Proteas Women’s team in actionLaura Wolvaardt was selected for the ICC Women’s T20 World Cup 2020 – Team

of the Tournament. She scored 94 runs, batted just two innings, but did enough to earn a place in the Team of the Tournament. Laura achieved 53 runs against Pakistan, taking South Africa to the semi-finals, and she hit 41 runs against Australia.

In recognition of her achievements, Laura won three CSA awards, namely, SA Women’s Players Player of the Year, SA Women’s Cricketer of the Year and the

Women’s ODI Cricketer of the Year.

Mignon du Preez became the first South African woman to play 100 T20 Internationals when the Momentum Proteas Women took on England in the ICC Women’s T20 World Cup. This achievement adds to the 130 ODI matches she has already played for the Proteas.

Momentum Proteas had a historic series win away to New Zealand in January 2020 where they walked away with a 3–0 whitewash. Their last series of the season

against the ICC Women’s T20 World Cup Champions Australia was cancelled due to the COVID-19 pandemic.

Momentum Proteas finished third in the ICC Women’s Championship standings for the period 2017 – 2020 and reached the semi-finals of the ICC Women’s T20 World Cup that was held in Australia.

Dane Van Niekerk of South Africa poses with the Player of the Match award after the ICC Women’s T20 Cricket World Cup match between England and South Africa at the WACA in February 2020 in Perth, Australia.

IDENTIFICATION CSA’s various talent identification initiatives include the Hubs and RPCs to tertiary cricket. These are well supported by the TAP and the High-Performance Programme. A system of franchise scouts plays an important and successful role in the TAP, supported by the system of provincial coaches (framework coaches) and selectors to identify talent throughout its pipeline.

Hubs and RPCS The Hubs and RPCs are critical to the cricket pipeline, improving cricket standards and increasing the number of cricket matches played in disadvantaged areas.

Growth strategy of Hubs and RPCs2016/17: 622017/18: 672018/19: 672019/20: 69 Players from Hubs and RPCs produced for various national tournaments:2016/17: 1382017/18: 2342018/19: 2662019/20: 337

The Hubs are central places for cricket among disadvantaged schools. These local leagues help the Hub coach identify players for further development. The Hubs also compete in an inter-Hub league and the RPC coach identifies the best players to be further developed at the RPC level in each age group. Each RPC team then plays in the highest possible mainstream schools’ league. This programme continues to yield positive results and creates opportunities for individual players. Some 70 talented players are given opportunities to study at some of South Africa’s top schools. This was made possible through different bursary platforms during the Standard Bank RPC programme’s 2019/20 season, such as the CSA Bursary,

Momentum 2 Excellence, and the Sunfoil Education Trust programmes.

Talent Acceleration Programme TAP camps test player cricket skills, acumen and fitness levels. About 175 players are introduced to the TAP annually within the U17 and U19 age groups. During the year under review, regional U17 TAP camps from six franchises exposed 150 identified players to the programme. The top 25 identified players were then invited to a national camp as part of our general monitoring cycle. Following these programmes, 28 players were selected to represent South Africa at the U19 level for the following series listed below. • Seven match ODI series against Pakistan U19.• ODI Quadrangular that included India, New

Zealand and Zimbabwe U19 teams.• Three match ODI series against India U19 before

the ICC U19 World Cup.

The players below were part of the 2017/2018 season U17 TAP programme and represented the SA U19 programme during the 2019/20 season.

Khanya Cotan Heinrich PieterseRuan Terblanche Lifa NtanziLuke Beaufort Odirile ModimokoaneTiaan Van Vuuren Jonathon BirdRuan Cronje Nonelela YikhaPheko Moletsane Jack LeesBryce Parsons

CSA also hosted a national U16 TAP camp focusing on the development black African players. Up to 25 players are assessed and given tools to improve their game, after which they could be invited to attend the Regional U17 camps and or the National U17 camp. This camp has shown remarkable results since its inception. The 2017 U16 TAP camp paved the way for six identified players (see overleaf) who were represented in the SA U19 team during the 2019/20 season.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

5958

Levert Manje Odirile ModimokoaneLifa Ntanzi Siyabulela PlaatjieMondli Khumalo Khanya Cotani

Tertiary cricket Tertiary cricket helps to retain and develop talented players who have finished school. CSA has a strong working relationship with all South Africa’s tertiary institutions to access their facility infrastructure and coaches and find talented players for its scholarship programme. These tertiary institutions provide opportunities for scientific research around cricket players, which aligns to CSA’s ‘excellence’ strategic objective.

The annual Varsity Cricket Cup Tournament allows students to compete against various universities nationwide. The fourth successful Varsity Cricket Tournament saw the University of Pretoria lifting the cup in 2019. The University of Pretoria went on to represent South Africa at the Red Bull Campus Cricket T20 Challenge, which was held in Dubai in October 2019. They beat India in the finals to be crowned champions for the third time in the prestigious international Red Bull Campus Challenge.

DEVELOPMENT AND RETENTIONDevelopment expenditure CSA continues to develop, monitor, measure and retain talent. A total of R385 million (2018: R329 million) was invested in cricket development across all levels of the cricket pipeline (see pie charts on page 59 for investment categories). Presidential Plan salaries Youth Cricket

Club Cricket Hubs and RPCs Senior Provincial Cricket Transformation (facility upgrade) Transformation Administrative costs KFC Mini-Cricket Women’s Cricket Provincial Academy Player Performance Plan Coach Education Match Officials (Scorers and Umpires) High Performance Centre of excellence Gate Database maintenance Grants Stadium funding

2018/2019R329 064

16,15

11,08

8,85

19,12

11,420,61

1,501,66

2,49

7,68

3,14

1,371,36

8,86

6,37

2,315,05

2019/2020R384 699

9,47

7,55

10,28

5,771,141,522,24

9,95

2,78

1,230,74

7,18

5,88

1,09

5,91

0,611,17

9,8015,69

Black African Coloured Indian White

NO. OF SENIOR PROVINCIAL

PLAYERS

66

40

59

9

CSA has various development programmes and initiatives to produce talented individuals who move through the cricket pipeline. These include Provincial Academies, National High-Performance Programmes (discussed on page 60), the PPP and associated Player Development Plans (PDP), underscored by cricket competitions held throughout the cricket season. CSA’s Centre of Excellence is used for some of these development programmes. The Hubs and RPCs (discussed on page 57) also assist in developing talent through the pipeline.

Following the withdrawal of its earlier decision to adopt a 12-team provincial structure as a more viable structure for professional cricket in South Africa, the CSA Members Council appointed a steering group chaired by Mr Dave Richardson to review the Domestic Cricket structure.

Any Professional Domestic Cricket structure adopted moving forward, should be able to deliver three key principles:

• Deliver performance excellence to adequately prepare players and coaches for international cricket (high-quality players and coaches).

• Provide an opportunity (pathway) for all players to progress from grassroots to the national representative teams.

• Be sustainable (affordable) and commercially attractive to the public and commercial partners.

Finding the balance among the above three imperatives is critical. A thorough understanding of the current and future financial and administrative capacity of CSA and the Affiliate Members is required.

To boost CSA’s retention abilities, the Senior Provincial cricket level was enhanced to make it professional. Each of the 13 Senior Provincial teams is awarded 11 Senior Provincial contracts, which include additional benefits such as medical aid and bursary options. Limpopo and Mpumalanga are awarded 15 Senior Provincial contracts and are eligible for first-class cricket status. These players receive life skills training as they advance through the cricket pipeline.

The support staff of each Senior Provincial team must at least have the following to assist in achieving the objectives of the PPP: head coach, assistant coach and trainer/physiotherapist.

DEVELOPMENT AND EXPENDITURE ALLOCATION

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

6160

The Africa T20 Cup was replaced by the Provincial T20 Cup. Three groups of five teams played over the same weekend with the finals on the second weekend. Each team played four matches in the preliminary rounds. The final weekend saw Easterns edging out Hollywoodbets KwaZulu-Natal Inland by five runs. A positive addition was the opportunity presented to Wildcard hopefuls that impressed in the competition and were presented with the MSL 2.0 contracts - Dyllan Matthews (Nelson Mandela Bay Giants), Robbie Frylinck (Durban Heat), Khwezi Gumede (Cape Town Blitz), Donovan Ferreira (Tshwane Spartans), Thando Ntini (Paarl Rocks) and Dane Paterson (Jozi Stars).

To ensure that CSA’s talent pool is supported by qualified and suitable coaches and umpires, CSA continues to invest in upskilling through the Elite Coach Development Programme and the Hubs and RPC Coach Acceleration Programme (CAP) at national level, as well as the CAP at provincial Level.

CSA Centre of Excellence CSA’s Powerade Centre of Excellence is the base for the Proteas, the SA “A” National Academy and SA U19 teams’ Integrated Development Programme. The Powerade Centre of Excellence

facilities include lecture rooms, an indoor practice arena, outdoor net facilities, playing fields, accommodation, and medical and conditioning facilities.

Provincial Academies The Provincial Academies programme is integral to CSA’s cricket pipeline as it ensures a smooth transition for identified cricketers after school. The programme’s focus is on preparing players for the next phase in the pipeline, namely senior provincial and professional levels.

We aim to develop holistic cricketers both in cricket and formal education or vocational training. This includes career planning and life skills development through the SACA Player Plus Programme. A regional academy programme of matches is in place that includes a one-day week, which aims to provide players with a higher level of playing exposure. To boost women’s cricket, Members identified talented women cricketers for the January 2020 intake; these cricketers will be monitored accordingly. The Franchise Academy week was held in March 2020. The Cobras Franchise Academy team finished on top of the log after a single round of fixtures over the five days.

Currently 85 players, including four females, are now part of the CSA Provincial Academy programme at Member level.

Male players Female players Race

34 2 Black African

16 2 Coloured

4 0 Indian

27 0 White

81 4

At the Franchise Academy Week, talent scouts identify and select players for the National Franchise Academy XI.

94 players have progressed from Academy level to Senior Provincial level since the start of the programme.

Male players Female players Race

35 0 Black African

15 0 Coloured

4 0 Indian

40 0 White

94 0

Powerade National Academy The Powerade National Academy is an important part of the CSA High-Performance pipeline. Its primary objective is to successfully transition players from senior provincial cricket into professional cricket. This programme focuses on the high-performance development of players at senior provincial and franchise levels who have the potential to play professional and international cricket.

Over the last three years, this academy has focused on the development of black African talent with the aim of increasing the pool of black African players for international competition.

The revamped academy structure was expanded from one year to three years. The High-Performance coaches, together with the national selection panel, select at least 15 players for the proposed three-year cycle. Newly identified talent can be added to the selected list at any time during the cycle or be handed over to the SA “A” group if promoted by the National Selection Panel.

The selected squad for the cycle represents the SA Emerging team for the in-or-outbound tours. The Academy head coach together with the franchise/provincial coach determine a tailored programme for each player after their PDP.

The revamped programme includes:• Specialised camps in and out of season for

various cricket disciplines that are held at the Centre of Excellence where the focus is on:

– Specific skill development. – Increased tactical awareness. – Increased mental conditioning. – Optimal strength and fitness conditioning. – Personal life skills growth. – Dual career approach to life. – Improved emotional intelligence. • Individual intervention coaching and monitoring

visits at franchise or Member level. • PDP progress evaluation in conjunction with the

franchise/senior provincial and player.• Two-week preparatory camps prior to any in-or-

outbound tour.• Two-week induction camp for all players once a

year.

An SA Emerging Team tour to Zimbabwe was organised for June/July 2020 but had to be postponed due to COVID-19.

SA U19 The Road to The World Cup Plan was introduced for the SA U19 team to ensure the best possible preparation for the 2020 World Cup. There was

Position Team Total points Played Bonus points Won Lost Run rate

1 WSB Cape Cobras Academy 17 5 1 4 1 4.27

2 Imperial Lions Academy 17 5 1 4 1 3.69

3 Momentum Multiply Titans Academy 9 5 1 2 3 3.98

4 Hollywoodbets Dolphin Academy 9 5 1 2 3 3.31

5 VKB Knights Academy 9 5 1 2 3 3.59

6 Warriors Academy 4 5 1 4 3.34

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

6362

a series of matches against the senior provincial teams in September/October 2019 and players were included in their respective provinces for the Africa Cup. Prior to the World Cup, the SA U19 played a series of three matches against India U19 and took part in a quadrangular with India, New Zealand and Zimbabwe U19s. Unfortunately, the SA U19 team did not perform according to expectations at the 2020 World Cup that was held in South Africa from 17 January to 9 February 2020. Management is looking at how to address this poor performance.

A TAP X1 played against senior provincial teams at four host venues – Free State, Northern Cape, North West and Easterns. The experience of playing against senior cricketers proved invaluable for the squad. A 12-day TAP training camp was also held at the Centre of Excellence, which kicked off with two games against the SA Emerging squad. In addition to games played, the squad was exposed to theoretical work, all of which assisted in improving players’ game awareness

SA “A” Team The SA “A” Team are effectively the next generation of national men’s players and therefore key to CSA’s talent pipeline. The aim of the SA “A” programme is to ensure that players are exposed to the best competition possible at their level, replicating the pressures of international cricket.

One of the strategic objectives of the High-Performance Programme is to bridge the gap between international and domestic cricket by playing more international cricket. This will include playing an SA “A” series during our domestic 2019/20 season. It will also allow new, younger identified players the opportunity to play in our 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 the year, it is critical to stay with those trends to remain in the top three of world cricket.

The SA “A” team tour to the West Indies in June/July 2020 was cancelled due to COVID-19.

Standard Bank ProteasThe 2019/20 season was particularly disappointing for the Standard Bank Proteas, following the team’s poor performance in the ICC 2019 World Cup event. While there were some outstanding individual performances, like captain Faf du Plessis scoring a total of 387 runs and the only century for the Proteas, the team

could not perform as a unit and did not qualify for any one of the top four positions to compete for the World Cup. During the year under review, there were significant transitions for the Proteas national team, with several star players, retiring from illustrious careers (see match statistics below). Retired players included: Hashim Amla, JP Duminy and Vernon Philander.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

6564

These changes to on-field personnel were accompanied by changes off the field, namely the head coach and associated support staff following the World Cup performances. Enoch Nkwe was appointed as interim head coach for the Proteas tour of India during September 2019. Following the appointment of CSA’s first ever Director of Cricket, Graeme Smith, Mark Boucher was appointed as the new head coach for four years (2020 to 2023).

a sustainable and increased flow of successfully performing players. The plan also defines the roles and responsibilities of key players within the pipeline.

Individual PDPs are at the core of the PPP and are based on a needs analysis. This needs analysis is conducted on each identified player to determine their social and economic backgrounds, strengths and development areas. An individual PDP is drawn up from this analysis with resources deployed that address any performance gaps, especially for those from disadvantaged backgrounds. A needs assessment was conducted on 1 552 players in the 2019/20 season (2018/19: 1 314). 1 704 interventions (2018/19: 1 926) were requested and implemented across various areas including socio-economic, mental, physical conditioning, technical, equipment and educational. The budget for cricket technical interventions was increased to 28% compared to 23% in 2018/19 and 9% in 2017/18. This increase contributed to a noticeable improvement in individual performances that were seen at the recent national age group weeks.

The Kolpak talent drain The UK’s recent exit from the EU could potentially bring an end to Kolpak offers. We may see a reinfusion of Kolpak players into the domestic game and for national consideration, which is significant for CSA’s player selection and retention strategy. Since 2015, more than 14 South African cricketers (Black (Coloured and Indian)14% and White 86%) have been major beneficiaries, signing lucrative contracts with English counties that automatically disqualify them from representing the national team.

Cricket competitions and tournamentsFor players to improve continually, CSA must stage various national competitions and tournaments throughout the year. This also mitigates, to a certain extent, the bottleneck effect discussed on page 52, as CSA ensures that these competitions and tournaments are enjoyed across all levels of cricket for young, senior and professional players (men and women). These tournaments also identify and develop high-performance players. Unfortunately, the COVID-19 pandemic disrupted many competitions and tournaments including: all first-class cricket; list A cricket (Momentum Cup); all semi-professional and provincial cricket; and all junior and amateur cricket.

Competition Targeted players

Schools cricket Boys and girls

RPC U16 National Week (3rd edition) Boys

Club cricket Men and women

Domestic franchise – Sunfoil 4-day series– Momentum 1-day cup

Men

Domestic Senior Provincial competitions– CSA 3-day cup– Provincial 1-day cup– Provincial T20 cup

Men

Mzansi Super League Men

Senior Provincial Leagues National league of six teams (double round) and – Regional league of 10 teams (single round)– Provincial 1-Day – Provincial T20

Women

While the team was in transition and the performances were inconsistent, several new players broke into the Standard Bank Proteas team across the different formats. Seven debutants, tabled below, put up noticeable performances and proved that CSA’s talent pipeline is producing quality players.

Player Race Player Race

Daryn Dupavillon (ODI) White Pieter Malan (Test) White

Bjorn Fortuin (ODI & T20) Coloured Senuran Muthusamy (Test) Indian

GF Linde (Test) White Pite van Biljon (T20) White

Kyle Verreynne (ODI) White

Four Proteas players were included in the Top 10 of the ICC Rankings, with Kagiso Rabada, being the ranked sixth and fifth in the Test and ODI bowler respectively, and the new spin sensation Tabriaz Shamsi being the fifth-ranked T20 Bowler. Faf du Plessis and Quinton de Kock are the only batsmen in the top 10 of the ICC rankings, ranked fifth and tenth respectively in the ODI format.

The Standard Bank Proteas ended the shortened 2019/20 season (due to the COVID-19 pandemic) on a high note by beating Australia 3–0 in the ODI series.

Player Performance Plan To ensure continued growth, improvement and retention, player performance must be developed, monitored and measured. The PPP is a practical plan that aims to provide individual players, who show the correct cricket attributes and mental 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 professional level who are ready for national selection. Further, it creates a strong base with

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

6766

Franchise cricket competition CSA’s franchise cricket competition enables the six franchise teams to go head-to-head as they compete for the glory of being crowned the CSA First-Class Series and Momentum One Day Cup winners.

CoachesCSA’s Coach Education Academy helps to create a clear coaching philosophy and pathway for cricket advancement, ensuring that coaches are kept abreast of the latest global technical developments. CSA’s coaching philosophy aims to provide a foundation for best practices by placing the performance and development of players at the centre of all coaching activities. This approach also ensures that coaching levels are cutting edge and standardised to deliver competent coaches throughout the pipeline. CSA offers various certificate qualifications from introductory levels to Level 4. The Coaches Academy will be launching an online coaching platform, which will also be used for various continued development programmes for already qualified coaches.

A full-time, high-performance coaching structure, which includes a full-time SA “A” head coach, National Academy head coach and a SA U19 head coach, ensures a strong base from which player development can be managed effectively. This structure acts as a link between the Proteas team and the High-Performance Programme.

Dinesha Devnarain (former Momentum Proteas Player) was appointed head coach of the National Academy and U19 Women’s Programme.

The coaching framework includes 60 fulltime coaches (black African 53%, black (Coloured and Indian) 31%, White 16% - males 89%, females 11%) to assist in preparing our elite players in the various provincial age-group teams and to address player performance gaps within the cricket pipeline. The appointed coaching positions per Member are Senior Women and U19, Academy and U19, U17, U15, U13 and U11 head coaches. This coaching framework provides support to all identified players and ensures a holistic development so cricketers feel they can meet or exceed performance benchmarks at every level.

The theme of the annual coaches’ conference for the 2019/20 season was ‘Growth of the Collective’. The conference objective was to emphasise the need for all our coaches to continually improve, to form a strong base of players produced by our system.

The PitchVision Coach of the Year award continues to be a major incentive for coaches operating at franchise, senior provincial and Hubs levels. CSA enhanced the Coach of the Year initiative to include a top-performing coaching manager in the 2019/20 season. A trip for all the coaches of the year to the ECB High-Performance Centre in Loughborough and the English Counties was used to ensure best practice and agility as part of their key learning.

CSA senior umpire, Marais Erasmus (White), was appointed as one of the on-field match officials for the Final of the 2019 ICC Men’s Cricket World Cup.

Lauren Agenbag (White) became the first woman to be contracted to the CSA National Elite Panel Umpires and officiated at the ICC Women’s T20 World Cup along with Shaun George.

Shandre Fritz (Coloured) became first woman match referee from CSA to be incorporated into the ICC international panel of match referees.

CSA grew its umpire base to 1 047 (2018/19: 809), 56% of whom are black (Coloured and Indian) (2018/19: 61%). Four (1 black African, 2 black and 1 White) National Elite umpires are included in the ICC international panel, while we have one (Black) that occupies a spot in the ICC development panel.

Ten female umpires (Black (Coloured and Indian) 70%, White 70%) were selected to officiate the CSA U19 girls week.

The 2019 Inaugural Women’s T20 Super League was an all-female affair. Four female umpires (3 black and 1 White) were overseeing both legs of the tournament.


202041%

(7/17)

12%(2/17)

47%(8/17) 2019

37%(6/16)

44%(7/16)

19%(3/16)

UmpiresCSA continues to ensure the highest standards of officiating. It seeks to achieve this through attracting, developing and retaining world-class match officials for all levels of the game. While attracting black African umpires remains a challenge, this is being addressed by tapping into the South African Schools Cricket body and providing opportunities, at all levels of the umpire pathway, to accelerate representation. CSA continues to search for more avenues to make the process of attracting and retaining umpires more efficient. Match officiating opportunities continues to be a focus area at Member level to ensure that umpires meet the demand.

The 23 year old Lauren Agenbag made history when she became the first woman umpire to officiate in a men’s first-class game in South Africa. She officiated in the match between Central Gauteng Lions and Boland in the CSA Provincial three-day competition in Johannesburg.

CSA held its annual fitness assessment workshop for the Elite umpires and the past season saw it include a full medical assessment for a holistic overview of the umpire’s health and fitness. Quarterly umpire assessments were implemented, which improved their fitness and made them more health conscious. The enhanced fitness levels

CSA Franchise Cricket

• Cape Cobras • Dolphins

• Knights • Lions

• Titans • Warriors

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

6968

will improve the umpires’ concentration levels and increase accuracy in decision making as their environment becomes even more challenging since the introduction of technology.

The match referee piloting project that we embarked on last seasoded expectations as the former Proteas Women’s Captain, Shandre Fritz, became the first woman in the history of CSA to be contracted to the CSA panel of match referees during the past season. It reaffirms CSA’s commitment to the attraction, development, empowerment and integration of female match officials.

CSA’s regionalised allocation of scorer’s aided our Members in understanding the importance of further developing the entire scorers’ environment to ensure that we have the best scorers countrywide. This regionalised allocation also contributed to quality representation at all national tournaments.

CSA ADMINISTRATION

Organisational designGood progress was made with CSA’s organisational design review, which includes all permanent CSA staff but excludes the fixed-term staff and underlying structure of the two national teams. The review activities included an individual workload measurement exercise and the completion of self-assessment skills questionnaires. The results of these activities culminated in better alignment of employee roles and responsibilities. Phase one (executive positions) of the organisational design implementation is now complete with the appointment of the Director of Cricket (Graeme Smith). During phase two (revenue-generating and critical positions) new appointments were made including the Chief Financial Officer (Pholetsi Moseki). Phase three, which includes new positions but are not as critical as positions in phase one and two, is on hold until CSA’s financial recovery plan is implemented and yielding positive results.

COVID-19As with most companies, the coronavirus pandemic disrupted the way CSA operated on an off the field. CSA was quick to establish its COVID-19 steering committee, headed up by Dr Manjra and was guided by the National Coronavirus Command Council, which advises President Cyril Ramaphosa. At the outset the safety of all employees and players was paramount. All administrative staff have been working remotely since lockdown began in March 2020 and will continue to do so until restrictions have been eased and CSA deems it safe to return to the office. Extensive scenario planning around players was conducted, which showed that both the Proteas and franchise player’s current contracts should not be impacted. In addition, all administrative staff continue to receive their full salaries.

While all cricket competitions and tournaments were cancelled at the beginning of lockdown,

CSA welcomed the easing of restrictions that enabled professional cricket to return to training and playing on 30 May 2020. Currently, these regulations apply only to professional cricket and our next step will be to draw up a protocol covering the return to training and playing and submit it to SRSA for approval. At this stage, no player, coach, support staff or administrator will be forced to return to training if they are uncomfortable.

Employee wellness programme CSA has partnered with ICAS (Independent Counselling and Advisory Service) for its employee wellness programme, which is available to permanent staff and their immediate families. This programme ensures that employees are kept informed about ways to take ownership of their wellness and offers support to manage any problems.

RemunerationCSA acknowledges the importance of fair remuneration to retain high-performing talented individuals. The remuneration model assists CSA with this process and includes a benchmarking exercise to determine whether salaries are comparable with companies in the same industry and of similar size and turnover. Further details on CSA’s remuneration philosophy is shown on page 106

Performance management Managing staff effectively ensures that their work performance remains on track and that personal career aspirations are achievable. CSA’s performance management is aligned with the organisation’s strategic objectives, and everyone has their specific key performance indicators (KPIs) that are monitored and measured bi-annually. Where poor performance is identified, with the assistance of their managers, employees are encouraged to address their shortcomings to narrow their performance gap. Additional training and development are offered to assist employees with their development needs.


UMPIRES2020

32%(6/19)

26%(5/19)

42%(8/19)

OUTLOOK• Growing the representation of black African

batsmen across the cricket pipeline.• Continuing to promote women’s cricket.• Improving cricket access in disadvantaged

communities.• Develop high-performance players as the feeder

for the national team.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

7170

TRANSFORMATION

CSA believes in systemic transformation throughout its cricketing structures, from grassroots to the national squad. This improves access and provides fair opportunity and support for all South Africans, within and beyond the boundaries of the playing field.

Transformation approachCSA has a holistic approach to transformation, based on six pillars and outcomes as depicted below.

Transformation within cricketTransformation 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 levels. Transformation actions are based on performance, fairness (reflective scrutiny), opportunity (quality of opportunity) and inclusion (broaden the talent pool).

CSA is committed to the delivery of the following:• Demographically representative entities and

democratic structures.• Development of cricketers and our human

capital.• Equitable allocation of resources and equity

across the board.• The ethos of dignity and equality.• A culture of sustainability, non-racialism and

access for all.• Recognition of the history of all South African

cricket.

Social Justice and Nation Building campaignCSA was founded on the principles of non-racialism and inclusion. Following concerns expressed by former and current players regarding alleged racial discrimination they experienced during the game, CSA formed a Cricket for Social Justice and Nation Building

initiative to root out discrimination in cricket. This initiative includes an Ombudsman’s office where all the disaffetcted former and current players’ grievances will be heard, investigated and resolved. This office will offer psychosocial support to ensure players are comfortable sharing their experiences.

SKILLS IDENTIFICATION

SUCCESSION PLANS

EFFECTIVE HIGH-PERFORMANCE

PROGRAMMEWINNING

Amateur: Convert potential to talentProfessional: In line with the Game Plan

Amateur: Follow the talentProfessional: Nurture ‘Game Plan’ requirements

Amateur: Hone talent setsProfessional: Create ‘shadow’ squads

Amateur: Develop ‘art’ of winningProfessional: Create ‘winning formula’

TRANSFORMATION

ACCESS

SKILLS & CAPACITY

DEMOGRAPHIC PROFILE PERFORMANCE

GOVERNMENT PRIORITIES

GOOD GOVERNANCE

Increased player participation, year

on year

Accountable structures at all

levels

World class events, excellent pipeline

structure

Representative of South African

society Supportive of government

programmes, e.g. school sports, social

cohesion, sports tourism, global sports

destination, etc

Within top 3 ranking in all global

competitions

INDABA2018

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

7372

Transformation IndabaProgress against the 2013 and 2018 resolutions is tabled below and on page 73.

2013 Indaba Resolutions and progress:

2013 Indaba resolution categories

Progress to date

Governance • Corporate governance framework and operational model in place, bringing world-class structures and processes into the organisation.

• All Member MoIs align to CSA’s MoI.• Annual monitoring of the National and Member EPG Barometer scorecard.

Procurement and appointment of staff

• CSA’s procurement from broad-based businesses is above 80% (2018/19: 97%), exceeding the 60% Department of Sports, Arts and Culture Transformation Charter target.

• B-BBEE is monitored and measured annually.• Ongoing staff training and development.

Professional cricket • All professional cricketers (16 Men’s players and 14 Women’s players) have contracts in place.• Good progress made in accelerating the growth and quality of umpires.• Black African players in franchise and provincial teams remains a focus.

Amateur cricket • Good progress was made in accelerating Black African players in representative teams at all levels.• Significant progress was made in integrating women’s cricket programmes and increasing the

number of competitions.• The Hubs and RPC programmes were all well received and are fostering talent for the cricket

pipeline.• Disability programmes gained some momentum as CSA regularised the inclusion of people with

disabilities as Ancillary Members.• Engagement with the South African Local Government Association (SALGA) (facility maintenance)

and DBE (cricket schools’ development in townships) is ongoing.

History and legacy • Two volumes of a four-part series on the history of cricket from 1795 to 2018 have been released and a TV series on the history of cricket was televised in 2016 and 2017.

• The laws of cricket have been translated, but not published, into isiXhosa. Plans for a National Cricket Museum will be submitted later.

Funding • The operational model and incentive scorecard were successfully implemented, and CSA is closely monitoring progress against these tools.

• The bilateral series was successfully renegotiated with all ICC Members.• Active engagement with current sponsors is ongoing.

2018 Indaba ResolutionsCSA’s 2018 resolutions are clustered around three specific categories: governance, professional cricket and amateur cricket, which are tabled below. To ensure that these resolutions are achieved, each category is reported to the Board regularly.

2018 Indaba Resolution Categories

Specific focus areas Progress to date

Governance Improving alignment, accountability and robust decision making.

• CSA Members’ Council approved MoI amendments to this effect.

Reconsidering CSA’s director rotation policy. • Approved and included in amended MoI.

Revising the appointment of Non-independent Directors to increase the Board’s wealth of knowledge, talent pool and gender representation.

• MoI amendments made to facilitate this process.

Addressing the skills gap and determining the feasibility of centralising/outsourcing certain activities.

• Skills development programmes entrenched in CSA operations.

Reassessing the current operational model to determine possible improvements.

• Work in progress on competition structures.

Benchmarking CSA’s transformation progress across all B-BBEE pillars.

• IT system in progress to achieve this.

Professional cricket Implementing a high-performance feeder programme to sustain performance in women’s cricket at a national level.

• High performance system strengthened, integrated and led by skills specialists.

Developing Black African players, in particular batsmen.

• Ongoing process.

Creating a unique SA “A” Team culture based on CSA’s culture to enhance team cohesion and performance.

• SA “A” as a shadow team to the Senior National Team engaged in bi-lateral tours on an ongoing basis.

Enhancing the Member scorecard and introducing a franchise scorecard.

• Work in progress.

Amateur cricket Increasing participation, representation and quality of opportunity against benchmarks.

• Improved consistency in selection and more players achieved against benchmark standard - 6 in 1st Class and 43 in 50 over competition.

Emphasising women’s and disability cricket to broaden access to the cricket pipeline.

• Improved contracting for females. Ancillary membership to disability cricket organisations.

Developing an Integrated Schools Cricket Strategy and engaging with relevant government authorities.

• Work in progress.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

7574

Eminent Persons GroupThe assessment by the SRSA Transformation Commission is based on EPG datasheet submissions. This is a public monitoring and evaluation process, that investigates whether national federations meet moral obligations towards the constitutional promise of meaningful redress and improved equity, resulting from the past patterns of inequality and discrimination.

The table below provides the high-level scores attained against the 37 CSA-listed dimensions in the previous years and its expected score for 2020.

Self-set target &

charter score

Self-set target &

charter score

Self-set target &

charter score

Self-set target &

charter score

2017 2018 2019 20201

70% 68% 71% 70%1 CSA Internal calculation

CSA welcomed the latest EPG Transformation Report, which details transformation targets set by various federations and indicates whether these federations have delivered on their own set targets entered between SRSA and various sports federations. CSA’s performance against the 2019 national transformation targets was encouraging, with an overall 2019 score of 71% (2018: 68%). While participation in primary and senior schools representation continues to increase, CSA acknowledged that access to organised sport through schools and clubs remains a focus. Encouragingly, the participation of girls in senior schools is growing, largely due to the national senior team’s professionalism. We anticipate future growth in this area.

The positives emanating from the EPG Report must be protected in the unfortunate times of COVID-19. We continue to work closely with our sponsors and other cricket stakeholders to become ‘corona-smart’ in the funding models for improved access and growth in participation. CSA is pleased to inform the cricket stakeholders that our organisation commissioned research and development for the further modification and plug-in of Meso cricket for the age cohort, 12 – 15 years.

Similarly, we are pleased to state that new dedicated positions of a Director of Cricket and a Chief Medical Officer were created and filled to deal with the challenges listed throughout the comprehensive EPG Transformation Status report 2018. These initiatives should assist CSA in achieving its future transformation targets.

CSA continued to make progress against the salient 11 points included in the 2018 EPG Report. Of the 11 EPG Recommendations of 2018, CSA attained eight and three are work in progress.

CSA continued to make progress against the 18 salient points in the 2019 EPG report. Recommendation nine, relates directly to CSA’s requirement. CSA identified the absence of Black African batsmen as an issue and this matter speaks to the National Transformation Indaba Resolution on Professional Cricket.

Player targetsMenCSA’s Board reviewed the EPG Transformation forecasts for the period 2020 – 2030. The transformation targets for the national Proteas Men’s team are shown alongside. The Proteas Men’s team met its Black African player target for 2020 but did not attain the target for black players.

Senior men national team transformation targets

2019/20

Target Actual

Black African players 22% 22%

Black players* 50% 44%

* Coloured and Indian.

The 43%-win ratio for matches played in 2020 contributed to a positive outlook for this team after a poor start to the season’s first half. This translates to six matches won from the 14 matches played.

Women CSA’s Board reviewed the EPG Transformation forecasts for the period 2020 – 2030. The transformation targets for the national Proteas Women’s team are shown alongside. The Proteas Women’s team did not attain the target for Black African and Black player demographic representation.

Senior women national team transformation targets

2019/20

Target Actual

Black African players 24% 21%

Black players* 50% 48%

* Coloured and Indian.

The 57%-win ratio for matches played in 2020 contributed to a positive outlook for this team after an average performance for the season’s first half. This translates to four matches won from the seven matches played.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

7776

Access and equityIt remains the Transformation Committee’s goal to broaden the base at entry level and to sharpen the pinnacle of performance and demographic representation for all involved within the cricket industry. The importance of the geopolitical alignment process is, therefore, a critical cornerstone of the business that ensures that the game is accessible to all. This inclusive approach informs how CSA contracts and applies its procurement policies.

CSA met its transformation forecast targets within the broadband of access and participation for the season under review. This achievement is reflected in green hexagons in the infographic below. Substantial progress (amber hexagons) was achieved for facilities.

The R3,4 million distribution to rural cricket development contributed significantly to further growth in the Eastern Cape.

We Stand Together Against Racism

Cricket around the world has a strong tradition of fighting discrimination, particularly 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. Dr Jacques Faul, acting Chief Executive

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 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.

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 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 from March 14 – 21. It culminates on Human Rights Day and the International Day for the Elimination of 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 racism hotspots.

We are fortunate that cricket boasts the most diverse fan base of all the sporting codes in South Africa and 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 cultural backgrounds united with one another in song, dance and general enthusiasm to make it an inspiring event both on and off the field.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

7978

Franchise cricketAn analysis of domestic franchise cricket across all three formats is reflected in the table below. It covers selection, quality of opportunity and national benchmark performance. Although the selection of black African players increased over time, the performance standards show a decline in the Quality of Opportunity score, which for black players oscillates between seasons as illustrated below.

The Quality of Opportunity score, which measures the consistency of selection, role clarity in the team and achieving against a predetermined set of benchmarks for batting and bowling.

Player demographic Black %* Black African %

Season 2020 2019 2018 2020 2019 2018

Selection 58 60 58 31 27 22

Quality of opportunity 34 36 34 25 35 28

* Coloured and Indian

Facility upgrades Facility development and maintenance in the townships remains a key focus. CSA regularly engages with various government departments to

explore opportunities to increase access to cricket in disadvantaged areas through the Government’s Integrated Development Strategy, starting at local municipal areas.

Sponsorships Standard Bank sponsors 12 RPC programmes nationwide (focusing on age groups between 13 and 18 years) to grow the pipeline of future stars. The RPC U16 National Week initiative RPC week also provides 67 coaches and administrators from around the country with an opportunity to get best practice in their various fields.

During the year under review, the third edition of the Standard Bank RPC U16 National Week was scheduled to take place during March 2020 but was cancelled due to the COVID-19 pandemic.

70 talented players were afforded opportunities to study at some of the top schools. This was made possible through different bursary platforms during the 2018/19 season of the RPC programme. This process has allowed for junior provincial sides to be selected and receive bursaries to develop further.

B-BBEE B-BBEE is an important element of CSA’s broader transformation strategy. During the year under review, CSA’s BBBEE score decreased to a Level 4 (80.59 points) from a Level 3 (90.65 points) the previous year as tabled below. CSA continues to explore ways of improving CSA’s score. To reach a Level 3 the organisation would need an additional 9.41 points.

Pillars 2018/19 2017/18 2016/17 2015/16 Weighting

Management control 11.92 14.73 13.82 12.31 20.00

Skills development 22.67 20.75 18.27 20.78 25.00

Enterprise and supplier development 41.01 50.17 46.92 45.68 50.00

Socioeconomic development 5.00 5.00 5.00 5.00 5.00

Total score 80.59 90.65 84.01 83.77 100.00

B-BBEE Level 4 3 4 4

Association and the South African Association for the Intellectually Impaired (SASAII).

OUTLOOK• The current COVID-19 global pandemic will have

a significant impact on the EPG Forecasts 2020 – 2030 as submitted in September 2019.

• Focusing on a multi-disciplinary approach to ensure the sustainability of cricket programmes among disadvantaged communities, particularly where maintenance of facilities is concerned.

• Exploring new sponsorship opportunities to expand girl’s cricket because of advances made in professionalising women’s cricket. General batting observations

2020 U16 Week2020 U16 Week*

2019 U16 Week 2018 U17 Week

100’s * 100s 1 100s 2

50’s * 50s 30 50s 19

Average above 40 * Average above 40 14 Average above 40 10

Average above 50 * Average above 50 8 Average above 50 6

Over 150 runs scored * Over 150 runs scored 8 players Over 150 runs scored 5 players

No. of players above 75% S/R * No. of players above 75% S/R 41 No. of players above 75% S/R 15

* No statistics as the 2020 U16 Week was cancelled due to COVID-19.

Skills development: This includes the direct spend on the training of professional players, coaches, bursaries to University of Fort Hare and MSC College, training of KFC Coordinators at regions, spend on Mass Participation seminars as well as the employment of two CSA internship programme interns. CSA encourages its staff to further their studies to meet their short- and long-term career aspirations, resulting in employees who are competent, motivated and ambassadors for CSA. Training and development include short or long-term courses, seminars and workshops.

Enterprise and supplier development: CSA’s score decreased due to decreased spend with suppliers that have 51% or greater black ownership and women-owned companies. Procurement will focus on its strategic procurement to improve spend with these suppliers. Procurement from exempt micro enterprises and qualifying small enterprises exceeded targets.

Socioeconomic development: CSA continued to achieve full points under this pillar. This has been achieved by investing in grants to Learners with Special Education Needs (LSEN), the Deaf and Blind Cricket Association, Ngumbela Cricket

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

8180

MANUFACTURED CAPITAL

Manufactured capital resources include CSA’s owned head office building, leased premises (CSA’s High-Performance Centre), cricket stadiums, and the Hubs, RPCs and academies that support CSA’s cricket activities.

CSA’s manufactured capital – stadiums, High-Performance Centres, Hubs and RPCs, and academies – are 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.


Excellence

Stadiums, High-Performance Centres, Hubs and RPCs, and academies assist in continuously enhancing players’ abilities.

HIGH-PERFORMANCE CENTRES, ACADEMIES AND HUBS AND RPCs CSA’s High-Performance Centres, Academies, and Hubs and RPCs are strategically focused to enable the development of high-calibre players throughout CSA’s cricket pipeline in state-of-the-art centres.

HEAD OFFICECSA owns its head office building. Besides housing all staff, it is extensively used for media briefings, branding discussions, board meetings and day-to-day meetings.

OUTLOOK• Ongoing upkeep of stadiums, High-Performance

Centres, Hubs and RPCs.

INTELLECTUAL CAPITAL

Intellectual capital resources include CSA’s brands, most notably the Proteas, as strategic intellectual capital. CSA’s branding and communication process gives a voice to the 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 and data systems ensure optimal processes and efficiencies.

The brand and reputation of CSA is material to its sustainability and is linked to its financial wellbeing and the development of cricket in the country. By growing its intellectual capital and reinventing itself, CSA delivers on its promises and remains resilient.


Development and Sustainability Transformation Brand promotion

126 642 children exposed to KFC Mini-Cricket Programme since inception and an additional 122 schools joined the programme in 2019/20 season.

Continued to highlight CSA’s commitment to transformation and success through the cricket events, promotions and pipeline.

Momentum sponsorship of the Proteas Women’s national team.

Full-house attendances at most international games demonstrates that CSA continues to attract a diverse demographic fan base.

Ensuring that cricket remains a vehicle for social cohesion, fair opportunity and realising the full capability of the participant.

Proteas’ Men’s poor performance. To address this, extensive media and sponsorship engagement took place to strengthen these relationships. A communication strategy based on consistent and positive messaging was also adopted to improved CSA’s reputation.

CSA provides access to participate, play or watch cricket through its structures, commercial partnerships and broadcast relationships on both premium and free-to-air channels. Cricket is the most diverse and inclusive sport in South Africa and lends itself to being part of the South African culture and lifestyle, as it is played across the

STADIUM UPGRADESIn pursuit of excellence, CSA seeks to deliver world-class and professionally managed events so fans enjoy world-class sports arena facilities. Every stadium is maintained or upgraded to the level necessary to support this long-term objective.

Due to CSA’s envisaged financial losses for the current cycle (2018/19 – 2021/22) and the impact of COVID-19 on stadia operations, phase two of the upgrades to further enhance the fan experience has been placed on hold while CSA focuses on its financial sustainability.

All venues comply with the Safety At Sports & Recreational Events Act (SASREA) 2010 as part of CSA’s mantra of safety before profits. This involves obtaining various certificates of compliance for structural compliance, electrical standards, health and safety, disaster management, and more.

BRAND REPUTATION, MARKETING AND COMMUNICATIONSBrand reputationCSA’S financial sustainability depends on realising brand value for stakeholders, which includes sponsors, fans and players. CSA values the importance of its relationships and maintains a good rapport with partners, suppliers and the media by ensuring transparency in all communication. The year under review has tested CSA’s brand reputation. This was largely due to the tense relationship between CSA and SACA, the revocation (albeit temporary) of accreditation of some journalists, financial challenges and the

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

8382

country in most schools (public and private) by boys and girls. Individuals in the Proteas Men’s and Women’s national teams continue to excel in performance through CSA’s world-class cricket structures.

Brand campaignsCricket has three key flagship campaigns: Brand (That’s Our Game) which communicates all brand activities; Mzansi Super League; and the Proteas national team brands (#ProteaFire and #AlwaysRising). These campaigns enable brand building activities and sales opportunities through promotions as well as creating commercial value for CSA.

CSA brand building

That’s our Game’s overarching brand message reinforces CSA’s brand. That’s Our Game 3.0 brings a sound to cricket that excites everyone about the upcoming season. It also informs fans:• WHEN cricket is played.• WHERE to buy tickets or where to watch.• WHY cricket is great and worth supporting.• WHAT cricket is and HOW fans can get involved.

Mzansi Super League is the first South African T20 League hosted in November and December. The purpose of the campaign is to attract a new fan base through the entertainment value. For the cricket fan, it was a great showcase of star players playing on Mzansi turf with local talent and created exposure for the South African game.

#ProteaFire is a team philosophy that is upheld by the current team. It is all about nation-building in action, showing how we as a nation can change for the better – “It’s More than Cricket”.

#Alwaysrising’s campaign focuses on what women are made of beyond the cricket field and how women drive change in society, as individuals and collectively. This campaign aims to develop connections between South Africans and the Proteas Women’s team and to proudly support the team.

Marketing and communicationsCSA’s marketing strategy ensures that the organisation communicates consistently and effectively to all internal and external stakeholders to enable CSA to generate sustainable revenues. The process is collaborative and inclusive. Internally, CSA’s vision, mission, values and strategy are continuously reinforced, which enables employees to be proud CSA ambassadors. Externally, CSA informs its stakeholders of the organisation’s progress against its revised strategic pillars: access, excellence and sustainability. Effective marketing and brand promotion aim to establish and build awareness and equity to attract and retain fans.

During the year, Pick ‘n Pay partnered with the Proteas (Men’s and Women’s team) to produce collectable players cards for fans. This initiative was positively received by fans nationwide and was an ideal opportunity to profile both the Men’s and Women’s national teams simultaneously – a first for CSA.

Performance of The Proteas Men’s and Women’s national teams To generate maximum revenue from broadcasting rights and sponsorships, the Proteas need to be in the top tier of international cricket. This is also critical for the Proteas brand, as the national players are often seen as heroes to their fans. The Proteas brand is valuable in attracting new talent through the pipeline and encouraging supporters to attend matches and purchase merchandise.

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 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 encouraging to note the emergence of young talent within both national teams.

OUTLOOK • Enhancing and solidifying various marketing

campaigns for the 2019/20 cricket season such as Mzansi Super League, That’s Our Game, Inspire #ProteaFire and #AlwaysRising.

• Increasing the support of cricket by promoting and uplifting the CSA brand by creating opportunities for viewership as well as increasing accessibility of cricket from grassroots.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

8584

SOCIAL AND RELATIONSHIP CAPITAL

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 with our stakeholders, from the communities where we develop talent to the fans who support the game, to the commercial partners who help us make it all happen.

Stakeholders, directly and indirectly, impact on CSA’s reputation and our ability to achieve our organisational goals. Because of this, our stakeholders shape our strategy and we invest time and resources in fostering dialogue with them to ensure that cricket is available to, and supported by, most South Africans.


Development Sustainability Brand promotion

Continued to develop talent in the communities we operate in.

Continued to support CSI initiatives through financial contributions and cricket competitions.

Promoted signature cricket competitions such as the Solidarity Cup and PinkDay drive.

Engagement process

A dedicated communications and media department is responsible for CSA’s media relations and CSA’s media protocol policy assists in ensuring alignment of all messages. The Board guides any critical stakeholder issues through the Social and Ethics Committee. Additional media training was organised for key personnel and will remain a focus going forward. An independent research company, Nielsen Sports, regularly monitors CSA’s fan base, television viewers and social media to better understand and connect with our stakeholders through media, sponsorship, communication, and experiential platforms.

Engagement platforms CSA uses various engagement platforms depending on the stakeholder engaged. These platforms include parliamentary briefings, face-to-face and media briefings, written publications and reports, CSA’s website, and social and digital media.

Digital platformCSA’s social media platforms (Facebook, Instagram, Twitter and YouTube) continue to bring immediate information to supporters and participants as well as engage in meaningful dialogue. This helps CSA take remedial action if any issues arise. CSA remains one of the leading sports federations on social media in South Africa.

Using digital content across our various media platforms leads to growth in followers, as shown in most of our social media statistics. To monetise this digital content, CSA sells advertisement space on its digital magazine. CSA improved its customer relations management through online fan interactions.

Key stakeholder engagementWe invest in nurturing our public engagements through effective dialogue with key stakeholders to ensure that cricket is supported by the majority of

STAKEHOLDER ENGAGEMENT APPROACHCSA’s engagement approach is tailored for each stakeholder and designed around areas of concern and common interests. We implemented a more robust stakeholder management approach in 2019/20 to rebuild trust in CSA among Members, sponsors, fans and the press following CSA’s negative publicity. This revised approach aims

to provide a clear and integrated narrative that supports and drives CSA’s strategy. Our engagement process is depicted on page 85, and key stakeholder concerns raised and addressed during the period under review are tabled on page 86. Following this revised approach, the stakeholders below were identified as CSA’s key stakeholders.

Identify key stakeholders

Map key stakeholders

Schedule stakeholder

engagements

Identify and action

stakeholders needs and concerns

Provide regular feedback

ICC and fellow ICC members

SACA

Sponsors

Employees (including players)

Communities

Board Members

BCCI

Broadcasters

Government and associated entities

Ex-players

Affiliates and Associates

Members’ Council

ALIGNMENT WITH CSA’S VISION, MISSION AND VALUES

CONSTRUCTIVE AND ONGOING ENGAGEMENT

Key stakeholders

Facebook Twitter Instagram YouTube

20204.1

million

1.1 million

410 000

145 000

20194.2

million

1.1 million

387 000

101 000

20184.2

million

982 000

314 000

32 718

SOCIAL MEDIA FOLLOWING

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

8786

South Africans and available to all who want to play it. These tactical engagements are shaped in accordance with the unique demands of each stakeholder group to ensure a focussed approach. CSA remains accountable and transparent in its approach to business and its stakeholders.

CSA appreciates that COVID-19 will impact its key stakeholders in various ways and remains committed to open and transparent engagement on challenges facing stakeholders in the ‘new normal’.

CSA’s key stakeholder engagement matrix is tabled below.

ICC and fellow ICC members Level of influence on CSA: medium

Engagement status: positive

Link to strategic pillars

ICC is the international custodian of cricket and commercial revenue streams for CSA – based on the ICC share model.

• Excellence• Development• Sustainability• Brand promotion

Engagement approach CSA’s engagement strategy • Engage and consult• Involve

CSA hosted the ICC in February 2020, where the ICC shared its plans for its international events and what their approach and expectations will be going forward.Bi-annual Members’ meetings and quarterly Chief Executive committee meetings.Ongoing engagement to reach mutually beneficial solutions.CSA to bid to host some of the ICCs major events.

Board of Control for Cricket in India (BCCI)

Level of influence on CSA: medium



The BCCI is one of the ‘Big 3’ within the ICC and the biggest trade partner to South Africa. • Excellence• Development• Sustainability• Brand promotion


Ongoing engagements with BCCI leadership to address cancellation of fixtures due to COVID-19.

SACALevel of influence on CSA: high



SACA represents the interests of professional cricket players. CSA’s partnership is critical in ensuring that cricketer interests are protected.

• Excellence• Development• Transformation• Sustainability• Brand promotion

Engagement approach CSA’s engagement strategy • Engage and consult• Partner• Involve

Enhanced and ongoing engagement has improved the relationship between SACA and CSA, and the issues raised by SACA have been addressed.Prioritisation of SACA as a critical stakeholder for CSA.

BroadcastersLevel of influence on CSA: high

Engagement status: neutral to positive


Broadcasters are responsible for cricket’s national and international coverage. They also promote cricket and provide revenue stream opportunities.

• Excellence• Sustainability• Brand promotion


Meeting held with broadcaster in March 2020 to resolve MSL issues. Working closely with broadcasters as key partners. Working on a holistic engagement plan to address relationships post COVID-19.

SponsorsLevel of influence on CSA: high



Sponsors are critical for CSA’s financial and commercial sustainability. • Excellence• Development• Transformation• Sustainability• Brand promotion

Engagement approach CSA’s engagement strategy • Engage and consult• Partner• Monitor• Involve

Working on a holistic Communications/PR/Digital plan to fully profile all sponsors beyond COVID-19. Ongoing engagement through CSA’s stakeholder matrix and engagement roster.Regular access to senior executives and the Board.

SASCOCLevel of influence on CSA: medium



SASCOC oversees regulatory framework on sport and advises on bidding and hosting of major international events, award national colours and geopolitical alignment and they assist in dispute resolution mechanisms.


Engagement approach CSA’s engagement strategy • Engage and consult• Involve• Advise

The relationship with SASCOC is improving, with ongoing engagement efforts to ensure that CSA achieves a cordial and mutually beneficial relationship with SASCOC.

National LotteryLevel of influence on CSA: medium

Engagement status: neutral


The National Lottery grants CSA support with its financial assistance, enabling CSA to deliver on its mandate to increase access opportunities among disadvantaged communities.

• Development• Transformation• Sustainability

Engagement approach CSA’s engagement strategy • Engage and consult• Submit grant applications• Provide close out reports on NLC

projects

Regular meetings to be held.Ongoing communication and feedback.Funding reports to be circulated by CSA to the National Lottery.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

8988

Parliamentary Portfolio Committee on Sports, Arts and Culture

Level of influence on CSA: high



The Legislature/Parliament provides oversight in the rollout of the sport of cricket and its development needs, as a sport of social cohesion. Parliament also conducts oversight on the progress towards the implementation of transformation in cricket.

• Development• Transformation• Sustainability

Engagement approach CSA’s engagement strategy • Engage and consult• Involve• Advise

Regular updates by CSA to the Ministry through the Department of Sports, Arts and Culture.

Department of Sports, Arts and Culture (DSAC)

Level of influence on CSA: high

Engagement status: neutral


Government and associated entities facilitate cricket development needs and monitor transformation progress. They also support cricket and manage international relations (travel and visas) for hosting tournaments and sustainable cricket development programmes. DSAC also enables to access government services including SARS, International Relations, Home Affairs, Safety and Security, Tourism (NATCOM).

• Transformation• Brand promotion

Engagement approach CSA’s engagement strategy • Engage and consult• Funding applications• Submit annual reports

A bilateral with DSAC is necessary following which ongoing engagements will take place.

Employees (including players)Level of influence on CSA: high



Employees and players are our ambassadors and are instrumental in achieving CSA’s vision and mission. The performance of our players on the field is critical to CSA’s financial sustainability because it opens sponsorship and broadcasting opportunities. Employees include contracted players, team management and consultants, administrative staff and independent contractors.


Engagement approach CSA’s engagement strategy • Engage and consult• Empower• Monitor• Involve

• The internal climate assessment has been completed and feedback given to staff. The next phase will be to integrate the feedback received from staff into the CSA way of life.

• Monitoring staff performance. • Regular employee information sharing meetings. • Improving the HR employee engagement initiatives. • Training and development to be prioritised.• Implement succession planning across the business.• COVID-19 strategy including communication plan implemented.

Ex-playersLevel of influence on CSA: medium

Engagement status: neutral to negative


Ex-cricket players are critical to sustainable game development programmes. • Development• Transformation• Sustainability• Brand promotion


SJN project established. Encourage ex-players to be ambassadors for CSA.Encourage ex-players to be mentors for young cricket players.

CommunitiesLevel of influence on CSA: medium



Engaged communities are crucial in achieving the transformation objectives of access, participation and performance.

• Development• Transformation• Sustainability• Brand promotion


CSA has established RPCs and Hubs in disadvantaged communities across the country. These RPCs and Hubs facilitate access to cricket development, encourage participation and improve performance standards. These Hubs will be used to showcase the story of cricket and as engagement points with stakeholders.

Affiliates and AssociatesLevel of influence on CSA: medium



The 12 Affiliates and 2 Associates are critical to CSA and need to be regularly engaged about the transformation of the sport of cricket.


Engagement approach CSA’s engagement strategy • Engage and consult• Empower• Partner• Monitor• Involve• Advise

Ongoing communication with Affiliate Members has been integrated within CSA’s business.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

9190

Board MembersLevel of influence on CSA: high



The Board are the custodians of good corporate governance, which includes setting the organisation’s ethical tome from the top.

• Development• Transformation• Sustainability• Brand promotion


Regular updates to the Board on matters that impact the Board and its ability to fulfil its fiduciary duties.

Members’ CouncilLevel of influence on CSA: high



The pinnacle governance structure of CSA as custodian of all cricket in South Africa. • Development• Transformation• Sustainability• Brand promotion


Quarterly meetings to receive operational and governance updates on CSA’s performance.

Select Members serve on Board committees and provide input on all matters relating to cricket, development and administration.

Corporate social initiativesAs a corporate citizen, CSA acknowledges its responsibility to invest in, and contribute to, the sustainable development of the environment it operates in. The organisation is committed to increasing its impact across South African communities, which aligns to CSA’s priorities and the principles of the United Nations Global Compact (UNGC). CSA invests approximately R2 million annually on the initiatives discussed below, two of which (Mandela Day and PinkDay) are a collaborative effort. CSA currently obtains all its social and economic development B-BBEE points from these distributions.

Mandela Day: In 2020, the essence of Mandela Day – take action, inspire change, and make every day a Mandela Day – is more important than ever before

The remaining R500 000 will be split among the charities that were identified by the captains ahead of the match.

PinkDay: Another successful Momentum ODI PinkDay was enjoyed by over 23 000 fans in attendance at the stadium. In the ninth PinkDay ODI edition, the Proteas faced off against the current ICC Cricket World Cup champions, England. This is the first time their opponents have also pledged their support to the charitable initiative by sporting similar pink kits. England emerged victorious in the popular fundraising event. More importantly, funds raised totalled over R1 million, which was donated to the Breast Care Clinic at the Charlotte Maxeke Johannesburg Academic Hospital for further breast cancer research. CSA, together with sponsors Momentum, and the Central Gauteng Lions (CGL), have helped raise over R5 million for various breast cancer awareness organisations over the past six years. CSA also involved key strategic stakeholders,

namely government ministers, corporates, and non-governmental organisations, to profile the messaging around breast cancer awareness.

Other initiatives supported are tabled below.

BeneficiaryAmount

Rand

% Black beneficiaries who

benefited

Blind Cricket and Deaf Cricket

650 000.00 80

Ngumbela Cricket 150 000.00 *

South African Forces Cricket

470 000.00 80

* Not available.

Momentum Friendship Games: Due to COVID-19 the Momentum Friendship games were cancelled.

OUTLOOK• Continuing to engage with key stakeholders

across various platforms.

as the world grapples with the devasting effects of the global pandemic. Historically sport is an excellent platform to build and inspire a nation in times of adversity. In support of Mandela Day on 18 July, CSA hosted the Solidarity Cup where players and fans united for a memorable event of fun for a worthy cause. The sponsors (rain, Outsurance, Takealot and Mr D) kindly covered all direct event costs. This 3 Team Cricket event included three teams of eight players covering 36 overs in two halves of 18 overs. The three teams were captained by AB De Villiers (Eagles), Temba Bavuma (Kites) and Reeza Hendricks (Kingfishers). After some scintillating cricketing, the Eagles triumphed as the winners and, importantly, R3 million was raised. R2.5 million will go towards the Hardship Fund, a project aimed at providing relief for those in the cricket industry affected by COVID-19.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

9392

NATURAL CAPITAL

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 efficiently.

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 and its Members continue to implement initiatives to reduce its natural resource consumption and carbon footprint.


Excellence Development and

Sustainability Transformation Brand promotion

Appropriate use of natural resources to ensure international standards for international games are met.

Innovative initiatives ongoing to reduce resource consumption.

LED lighting at stadiums, water-wise projects (boreholes).

CSA is committed to using natural capital conservatively to reinforce its brand value.

WATER CONSUMPTIONSince the installation of boreholes many of our mainstream stadiums can provide their own water, which has reduced our reliance on municipal supply. The Eastern Cape’s water scarcity, however, remains a concern due to limited rainfall that normally supplements borehole water. Still, we are delivering the required grounds standards for international games, using alternative water sources for grounds upkeep.

ENERGY CONSUMPTIONThe escalation of energy costs and an unreliable power supply increases CSA’s operating costs and forces us to use generators to successfully stage international matches regardless of whether artificial lighting is used or not. CSA continues

to explore feasible renewable energy solutions, however, due to costs, solar solutions are not viable at present.

OUTLOOK• Continuing to explore alternate SMART energy

solutions to reduce costs for the long term. • Continuing to install boreholes in areas with the

greatest need.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

9594

GOVERNANCECorporate governance overview

Sound corporate governance structures and processes are pivotal for CSA’s Board of Directors in delivering responsible and sustainable growth in cricket and CSA’s business. These governance structures and processes are regularly reviewed by the Board and, where necessary, are adapted to reflect national and international best practice. CSA embraces King IV’s principles: ethical leadership, corporate citizenship, sustainable development, stakeholder inclusivity and integrated thinking and reporting.

As a non-profit company, CSA is subject to the corporate governance, disclosure and other legal requirements of the Companies Act 71 of 2008. CSA has embraced and applies the King IV Report on Corporate Governance for South Africa (King IV). Areas of non-adherence with King IV are listed below.

King IV principle CSA application

Principle 7: Governing body should comprise the appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its governance role and responsibilities objectively and effectively.

The majority of CSA’s directors are not independent, nor does the Board have executive directors. This is due to requirements imposed on CSA by SASCOC to whom it is affiliated.

CSA has not had a lead independent director since the AGM in September 2018 when the previous lead independent director, Norman Arendse, resigned effective 8 September 2018. A process in underway to appoint a new lead independent director at the 2020 AGM.

Principle 8: Governing body should ensure that its arrangements for delegation within its own structures promote independent judgement and assist with balance of power and the effective discharge of duties.

A standing Nominations Committee was established during the year and will be chaired by Independent Director, Vuyokazi Memani-Sedile.

Principle 9: Governing body should ensure that the evaluation of its own performance and that of its committees, its chair and its individual members, support continued improvement in its performance and effectiveness.

In the year under review, CSA did not perform externally facilitated board and committee evaluations and the individual performance of the directors and chairman was not evaluated. The CSA Board performs internal self-evaluations of the Board and its committees’ effectiveness annually. An internal Board and committee evaluation were conducted in the year under review and the results will be tabled before the Board. In the ensuing year, the individual performance of the directors and the President will be evaluated with a view to enhancing the development of the directors, where required.

Ethical leadership and cultureThe Board seeks to safeguard the integrity and reputation of cricket in South Africa and it sets the ethical tone from the top. The Social and Ethics Committee keeps the Board apprised of any material ethical issues or contraventions. CSA has various centralised interventions that monitor the ethical climate of the organisation – including players, Members and CSA administrative staff through the compliance and internal audit departments. These interventions include CSA’s code of ethics and the anonymous whistleblowing and anti-corruption fraud hotline (0800 000 536) managed by Deloitte. CSA’s code of ethics sets out the duties and responsibilities of all its stakeholders and it broadly covers the following: • Fundamental ethical values that are enshrined in

the South African Constitution. • The core values of the game of cricket as defined

in the preamble to the laws of cricket. • The principles and ideas contained in CSA’s

pledge to the nation in 2002. • CSA’s role as the custodian of cricket in South

Africa.

As CSA contemplates its future to ensure that cricket remains accessible and sustainable, it will be necessary to embark on unexplored business opportunities. These business opportunities are underpinned by the CSA values of ‘honesty and integrity’, professionalism and diligence, and mutual respect and fairness to create sustained value and manage reputational risk.

The President continues to set the ethical tone-at-the-top. Parties who digress from the ethical and governance requirements of CSA are subject to requisite interventions.

CSA governing structuresCSA operates within a clearly defined governance framework. The highest decision-making body is the Members’ Council, which is made up of the 14

Member Presidents, plus the President and Vice President. The Members’ Council appoints and delegates authority to the Board and the Board sets general policy for the organisation. CSA has approved delegation of authority levels that are reviewed and revised on an ongoing basis. See page 99 for CSA’s governance framework.

Board of Directors The Board is responsible for the strategic direction of CSA through the governance framework. CSA’s current strategy is based on five strategic pillars: excellence, development, sustainability, transformation and brand promotion. Going forward, the Board approved a revised strategy for 2020 – 2024, which includes three strategic pillars: access, excellence and sustainability (see page 21). The sustainability strategic pillar incorporates the six capital resources – natural capital, financial capital, social capital, manufactured capital, human capital and intellectual capital. These capitals are interconnected and deployed in a balanced manner to create value for all stakeholders (see page 43). Management is tasked with implementing this strategy and reporting on strategic progress annually to the Board. CSA’s annual strategic scorecard rating is presented to the Board for deliberation and approval. Going forward, specific key performance indicators per strategic objective will be introduced to enhance the effective tracking of the performance indicators per strategic objective. All policies and procedures that provide direction to the organisation are approved by the Board and management provides progress reports on material matters relating to these policies and procedures. These policies and procedures are constantly monitored, assessed and reviewed to ensure that they support the realisation of CSA’s strategic objectives. As at 30 April 2020, the Board comprised of seven non-independent directors – who are Board members of Affiliates and therefore involved in

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

9796

cricket administration – and five independent directors, namely persons who, apart from their CSA directorships, are not involved with cricket, as stipulated in CSA’s MoI. CSA’s MoI stipulates that the Board must include five independent directors. Independent directors are selected, nominated and appointed through a formal nominations process that is managed by an independent nominations committee. The independent directors bring a wealth of knowledge and experience to CSA on the legal, financial and business fronts, which serves to ensure a robust, balanced governance and decision-making process. The Board of Directors’ profiles are detailed on page 12.

Independent directors serve a three-year term, with a director being eligible for re-election for an additional three-year term. A non-independent director (including the sitting President and Vice-President) shall be entitled to serve as a director for longer than two terms, on condition that: • No director shall be eligible to serve for more

than nine consecutive years in aggregate and/or for two consecutive terms as President and/or Vice-President.

• One of the terms in the period of nine years is served as President or Vice President.

The President of the Board is a Non-independent Director. In terms of King IV™, if the chairman is not independent, a lead independent director should be appointed. The Board will appoint a lead independent director at the 2020 AGM.

The member term of the independent nominations committee ended at the 2019 CSA AGM. The Members Council resolved to appoint an interim selection panel for purposes of shortlisting, interviewing and nominating certain candidates to be appointed to fill the casual vacancies created by the resignation of certain Independent Board

members. Marius Schoeman (Director) was appointed Chairman of the interim selection panel, which was comprised of Donovan May (Director) and Craig Nel (Members’ Council).

Board appointmentsThere were four new board appointments during the year under review and their summary resumes are shown on page 12. All the new appointees’ expertise and experience have strengthened the Board’s composition in respect of acumen, skill, experience, gender, diversity and independence.

Board induction, training and evaluation The Company Secretary is responsible for ensuring that the Board members receive induction training upon appointment. The induction packs include an overview of CSA, the Board and committees’ terms of reference, the fiduciary duties and responsibilities of being a director and other relevant governance-related information required for the Board members to familiarise themselves with CSA’s business. A three-day Board induction session was convened for Board members during June 2020.

The President and the Company Secretary identify skills gaps within the Board and circulate relevant external training courses or workshops which the Board members, who are identified as requiring additional training, can attend. In-house training occurs when required to keep Board members abreast of the changing legislative, governance and business environment in which CSA operates.

Board evaluations are conducted annually by the Company Secretary to determine the effectiveness of the Board and its committees. Board evaluations were conducted towards the end of the financial year. Evaluation findings and interventions will be disclosed in the 2020/21 integrated report.

ReportingCSA regularly reports externally to various stakeholders throughout the year. The Board assumes responsibility for ensuring all external reporting is complete and accurate and conveys information that enables stakeholders to make informed decisions regarding the organisation.

Access to information The Board has unrestricted access to management, company information and external specialist advice at CSA’s expense. The Chief Executive facilitates this process.

Conflicts of interest In accordance with the Companies Act 71 of 2008, directors are required to disclose any personal interests they may have in any transaction of significance with the company. CSA has a standing ‘conflicts of interest’ agenda item on its Board and sub-committee meetings, where directors and any other attendees are required to disclose any such conflicts of interest, including directorships and financial interests, which are verified with CIPC. During the period under review, certain incidences were identified as conflicts and required further investigation. This formed part of the forensic investigation, which was conducted by Fundudzi Forensic Services (Pty) Ltd.

GENDER2018/2019

Black African Coloured Indian White 30–39 40–49 50–59 60+ Men Women

6

5

3

4

1

2

1

1

DEMOGRAPHICS2019/2020

DEMOGRAPHICS2018/2019

11

10

AGE2019/2020

AGE2018/2019

75%(9/12)

73%(8/11)

25%(3/12)

27%(3/11)

GENDER2019/2020

9

21

BOARD COMPOSITION

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

9998

IndependenceThere is an inherent conflict of interest as the majority Board members are part of the Members Council who are active in cricket and cricket administration. CSA mitigates this risk by ensuring that Board members are not involved in the day-to-day operational activities of the organisation. Further, the Board members appreciate that they have a fiduciary duty to act in the interest of CSA and not in the interest of the Members who nominated and appointed them to the CSA Board. The importance of the Board members’ fiduciary duties has been re-emphasised at Board meetings and during the Board induction sessions.

Given the resignation of three Directors in December 2019, Independent Director Marius Schoeman, who is the Audit and Risk Committee Chairman, was appointed as acting Chairman for the Remuneration and Human Resources Committee (Remco), the interim selection panel and the forensic audit adjudication panel. In addition, he is a member of the Transformation Committee, Finance and Commercial Committee, Social and Ethics Committee and the ad hoc Richardson Committee. This was resolved in May 2020, with the appointment of three independent directors. The new governance structure (see page 99) was approved by the Board post year-end in May 2020. CSA also mitigates this risk by ensuring that all sub-committees are chaired by independent non-executive directors, except for the Cricket Committee and Pipeline Cricket Committee.

Closed sessions The Board periodically holds in-committee discussions where the management team are excused from such discussions. The President is tasked with providing the Chief Executive with the outcomes of such in-committee meetings. The Audit and Risk Committee agendas provide for confidential meetings between committee members as well as the internal and external auditors.

Board committees There are several committees, as depicted in the governance structure on page 99, which have been established to assist the Board in discharging its duties. These committees are chaired by a director and operate under their own terms of reference. Due to Board changes during the financial year, the Audit and Risk Committee did not meet the minimum terms of reference regarding board composition requirements. Except for the Audit and Risk Committee, the Board is satisfied that it and its sub-committees have fulfilled its responsibilities stiplated by its terms of reference.The Board and its committees’ terms of reference are available on CSA’s website: http://cricket.co.za/cat/19/Governance.

Where necessary, external advisers are invited to the Board and its sub-committee meetings. These advisers include external auditors and cricket experts. Certain members of the management team and the relevant Exco members are permanent invitees to Board and Board sub-committee meetings.

CSA GOVERNANCE FRAMEWORK POST YEAR-END

Members’ Council

CSA Board

Cricket Committee

Cricket Pipeline

COMMITTEE

Audit & Risk Committee

Nominations Committee

Finance & Commercial CommiTTee

Remuneration and HR

Committee

Social and Ethics

Committee

Transformation Committee

Other than the Cricket Committee and the Cricket Pipeline Committee, members of all other Board committees are also directors on the CSA Board.

The Members’ Council appoints the members of the statutory Audit and Risk Committee. All other committees are appointed by the Board. The membership and attendance at CSA’s Board and committee meetings are tabled on page 100.

Board member attendance during the financial year ended 30 April 2020The Board of Directors convened four Board meetings and six special meetings between the commencement of the financial year to 30 April 2020. The Chief Executive, Chief Financial Officer and the Company Secretary are invitees to these meetings.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

http://cricket.co.za/cat/19/Governance


101100

Standing Board committee attendance during the financial year ended 30 April 2020

Standing Board committee focus areas Committee membership Attendance

Audit and Risk Committee: The committee is statutory committee of the Board that is constituted in terms of section 94(7) of the Companies Act No. 71 of 2008.

1. Review of the Annual Financial Statements and Integrated Report for recommendation to the Board for approval.

2. Review and evaluation of internal audit and internal controls across the organisation, including Members.

3. Review compliance with applicable laws, regulations, standards and best practice guidelines.

4. Review of material sustainability issues, including the going concern assumption.

5. Evaluate the effectiveness of the risk management, compliance and the governance process.

6. Policy Reviews: IT Governance and Fraud Policy and Procedures.

7. Assessed COVID-19 impact on budgets.

Iqbal Mohammed Khan (Acting Chairperson) Marius SchoemanProfessor Steve Cornelius Donovan MayBeresford Williams

2/23/3 3/3 3/3 4/4

Finance and Commercial Committee: The committee assists the Board in discharging its responsibility in relation to all financial and commercial matters of CSA.

1. Approves the annual budget (2019/20) and forecasts. The review of the CSA four-year financial plan.

2. Approves ad hoc funding for projects (such as the Mzansi Super League).

3. Provides investment recommendations in relation to investing cash and monitoring investment funds.

4. Review of the commercial overview, adequacy of revenue sources.

5. Oversight of the 2018 SACA MoU negotiations.

Mohamed Iqbal Khan (Chairperson) Angelo CarolissenBeresford WilliamsProfessor Steve CorneliusMarius SchoemanTebogo Siko

1/1

0/0

3/33/33/33/3


Cricket Committee: The committee assists and advises the Board on all professional and semi-professional playing issues and deals with development activities and programmes at all levels of cricket.

1. Tracking the progress and implementation of the Domestic Cricket Review.

2. Review of the finding and recommendations of the National Team Review Panel Report.

3. Recommend for approval of the Proteas Men’s and Women’s Contracts for the 2019/20 seasons.

4. Review and recommend High-Performance contracts. 5. Analysis and review of the Quality of Opportunity Reports. 6. Assessing the implications of Kolpak within the cricket

system. 7. Proteas Men’s and Women’s Tour review reports.8. Assessing COVID-19 implications for cricket tours and

competitions (local and international).

Tando Ganda (Chairperson) (term ended 7 September 2019)Zola Thamae (interim Chairperson) Beresford Williams Tebogo SikoDonovan MayGreg Fredericks (Chief Executive Committee Representative until 23 August 2019) James Fortuin (Chief Executive Committee Representative from September 2019) Stephen Cook (SACA Representative from August 2019)Andrew Breedtzke (SACA Representative up to August 2019)Robin Peterson (Eminent Past Player)

1/12/22/21/11/11/1

2/2

1/11/1

0/1

Cricket Pipeline Committee: The committee deals with development activities and programmes at all levels of cricket

1. Implementation of the PPP. 2. Assessing the Schools Quality Index. 3. Concluding the Schools Cricket Review.

Zola Thamae (Chairperson)Angelo Carolissen Tando Ganda Eugene Jacobs Xolani Peter VonyaJono Leaf-Wright

1/11/10/11/10/00/0

Remuneration and Human Resources Committee: The committee assists the Board in discharging its responsibilities in all human relations and remuneration matters of CSA.

1. Recommends the directors’ fees for Members’ Council approval.

2. Reviews and recommends the most suitable incentive schemes to ensure continued contribution to stakeholder value.

3. Reviews the progress of training and development of staff at CSA and Member level.

4. Oversight of CSA’s organisational design review.5. Assess COVID-19 implications on remuneration.

Dawn Mokhobo (Chairperson) Marius Schoeman (Interim Chairperson) Beresford Williams Donovan May Professor Steve Cornelius Tando GandaProfessor Shirley ZinnRihan Richards (Member Council Representative)

0/02/22/22/22/21/11/12/2

Social and Ethics Committee: The committee is a statutory committee of the Board that is constituted in terms of section 72(8) of the Companies Act No.71 of 2008

1. Monitors the social and economic development in respect of B-BBEE, human rights, labour, environment and anti-corruption.

2. Reviews and monitors compliance with preferential procurement policies and B-BBEE codes of good practice.

3. Monitors the company’s activities having regard to the 10 Principles of the UNGC (United Nations Global Compact).

4. Oversight on the development and implementation of the Corporate Social Investment policy.

Prof Steve Cornelius (Chairperson) Zola Thamae Beresford Williams Donovan May Marius SchoemanProfessor Shirley Zinn

2/22/22/22/21/22/2

Board member AttendanceSpecial meetings

Non-independent DirectorsChris Nenzani – President 4/4 6/6Beresford Williams – Vice President 4/4 6/6Zola Thamae 4/4 5/6Tebogo Siko1 4/4 6/6Tando Ganda2 0/4 0/0Donovan May 4/4 6/6Jack Madiseng3 1/4 0/2Angelo Carolissen 4/4 6/6John Mogodi4 0/0 0/0

Board member AttendanceSpecial meetings

Independent Directors

Mohamed Iqbal Khan5 3/3 1/1

Dawn Mokhobo6 1/3 1/1Professor Shirley Zinn7 3/3 1/1Professor Steve Cornelius 4/4 6/6Marius Schoeman8 3/4 6/6Vuyokazi Memani-Sedile9 0/0 0/0Dheven Dharmalingam9 0/0 0/0Dr Eugenia Kula-Ameyaw9 0/0 0/0

1 Tebogo Siko appointed 7 September 2019. 2 Tando Ganda’s term ended 7 September 2019.3 Jack Madiseng resigned 11 December 2019. 4 John Mogodi appointed 23 May 2020.

5 Mohamed Iqbal Khan resigned 5 December 2019.6 Dawn Mokhobo resigned 6 December 2019.7 Professor Shirley Zinn resigned 2 December 2019.8 Marius Schoeman appointed 7 September 2019.9 Appointed 18 May 2020.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

103102


Transformation Committee: The committee formulates CSA’s transformation policies, procedures, protocols and strategy matters and monitors the implementation of the transformation charter at all operational levels within CSA, and at each one of its structural components at national, provincial, associate, club and school level, including the players’ association.

1. Monitors the progress against the National and Member EPG Barometer.

2. Monitors the progress against the Transformation Indaba resolutions.

3. Advises, guides and provides direction to the rest of the organisation to transformation matters, inter alia, diversity on gender and demographics.

4. Provides GIS studies on facilities and participation footprint.5. Tracks demographic representation in all representative

teams.6 Advises on geopolitical alignment from municipal district

to provincial and national level.7. Implementation of Cricket for Social Justice and Nation

Building programme (SJN)

Angelo Carolissen (acting Chairperson) Tebogo SikoDawn MokhoboMarius Schoeman

4/43/32/23/3

Nominations Committee: The committee develops and maintains a formal, rigorous and transparent procedure for making recommendations on appointments and reappointments to CSA’s Board. [Note: As the tenure of the members of the committee ended at the 2019 AGM, an interim selection panel was appointed.]

1. Ensures the establishment of a formal process for the appointment of directors, including an assessment of required Board skills and experience

2. Receives nominations for the appointment of directors to CSA’s Board of.

3. Reviews prospective directors’ background and qualifications, skills, availability, conflicts of interest and other relevant factors in the context of the Board’s needs.

4. Screens and where appropriate, interviews and recommend candidates for Board approval the Members Forum for election.

Donovan MayMarius Schoeman Craig Nel

4/44/44/4

Task team focus areas Committee membership Attendance

Richardson Committee: The committee was established to review the domestic cricket structures within CSA and advise the Members Council, Board and management accordingly.

1. Ensures the establishment of a formal process for determining a revised domestic cricket structure.

2. Ensures delivery of performance excellence to adequately prepare players and coaches for international cricket (high quality of players and coaches).

Marius Schoeman Dave Richardson (Chairman)Pholetsi MosekiEdward KhozaGraeme SmithCorrie van Zyl

3/33/33/33/33/33/3

Company Secretary The Company Secretary function is the responsibility of Mr Welsh Gwaza, who was appointed to this role on 1 April 2019. The Board is satisfied that Mr Gwaza is suitably qualified to fulfil this position.

Corporate citizenshipThe Board assumes responsibility for CSA’s corporate citizenship and is regularly kept apprised of progress in this regard by the Social and Ethics Committee. Corporate citizenship is inherent in CSA’s business through its cricket development programmes. CSA incorporates the UNGC 10 Principles into its internal operations and policies, particularly in the following four areas: human rights violations; labour rights and exploitation of workers, especially child labour; environmental issues, especially the preservation and rehabilitation of the environment; and contributing to the fights against corruption.

CSA reported s its progress to the UNGC in January 2020. Key topics included:• Progress in reflecting the demographics

of South Africa, which are based on the Economically Active Population targets.

• Focusing on providing opportunities for people with disabilities.

• An excellent safety record at all stadiums and adherence to SASREA.

• Continued adherence to all relevant laws and regulations.

• Continued ethical due diligence on all trading and commercial partners (including sponsors).

• Continued monitoring of corruption and fraud through CSA’s anonymous hotline.

• Developing a Corporate Social Responsibility Policy and implementation plan.

Stakeholder relationshipsEnsuring positive stakeholder relationships is critical for CSA as it regularly engages with a variety of stakeholders (see page 84 for a list of key stakeholders and CSA’s stakeholder approach). The Board assumes full responsibility for the governance of stakeholder relationships and receives feedback on key stakeholder issues and actions taken to address and manage stakeholder expectations in a transparent and balanced manner.

IT governanceThe Board is ultimately responsible for IT governance within CSA. A management IT Steering Committee is in place that focuses on specific IT requirements within CSA as the need for the adoption of innovative technology increases. This committee is chaired by the Chief Financial Officer and will report directly to the Chief Executive, who keeps the Audit and Risk Committee abreast of CSA’s IT governance strategy implementation.

Combined assuranceThe role of Internal Audit has been vacant since April 2019 and the position has not been filled. CSA’s Compliance and Risk function has provided limited level of assurance. Management has provided the Audit and Risk Committee with a Control Environment Assessment and an Internal Control Self-Assessment for the financial year, covering various key processes to provide the Board with level 1 assurance. This level 1 assurance confirms that management has ensured that minimum controls are in place and operating effectively as designed. PwC were the appointed external auditors for the year under review.

Refer to page 39 for further details in the Audit and Risk Committee report.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

105104

Remuneration overviewa wealth of knowledge to strengthen and enrich the Remco. As at 30 April 2020 the committee comprised four members and the meeting attendance is shown on page 101.

Remco operates under approved terms of reference, which are available on CSA’s website at http://cricket.co.za/cat/19/Governance. Its responsibilities include: • Reviewing and approving remuneration

policies.• Reviewing and rendering decisions on matters

for which authority has not been otherwise delegated.

• Remuneration matters pertaining to the Chief Executive.

Remco performs additional duties delegated to it by the Board from time to time, including: • Approving the benchmarking methodology for

salaries and incentive amounts. • Approving of retention schemes. • Approving the remuneration overview included in

this report.

The committee is satisfied that, during the period under review, it performed its duties and responsibilities as set out in its terms of reference.

Prudently, remuneration decisions consider the operating environment (external factors) and internal factors. Some of the external factors considered by Remco during the financial year in determining CSA’s remuneration included the economic climate, the COVID-19 pandemic, market trends, inflation and legislation. Internal factors included a review of business and operational outcomes, including CSA’s performance at a corporate level; risk management; the portfolio of

sponsors; the cricket pipeline and individual and departmental performance.

Remco reviewed and deliberated company and management performance during the year. This performance was evaluated against KPIs with specific weightings, taking account of the external remuneration benchmarking outcomes. Following these deliberations, Remco, in consultation with the Finance and Commercial Committee, deferred the decision to recommended a staff salary increment on the overall payroll costs for the 2020/21 financial year, until such time as the annual financial statements are signed off by the external auditors and the full COVID-19 impact is assessed. The same principle was applied to the performance bonuses. The committee also recommended a short-term incentive pool of funds for distribution based on the agreed scientific model in place and that, in the ensuing year, the short-term incentive pool will be self-funded and not budgeted.

As CSA navigates its way through its new financial cycle it, will encounter some financial challenges largely due to the unfavourable Future Tours Programme, which affects revenues. To mitigate this, management has developed a recovery plan to address foreseeable losses, which was approved by the Board and Members’ Council (see detail on page 30).

Remco also monitored progress against CSA’s organisational design review and was satisfied that good progress was made during the year under review, as all critical positions have been filled. The final review phase, which requires

filling less critical positions, will only take place once strategic projects have been implemented and are yielding positive results.

Looking ahead, CSA will continue to ensure its remuneration philosophy remains aligned with best practice and that remuneration is linked to CSA’s KPIs, thereby ensuring remuneration is fair, responsible and transparent.

The ensuing information includes more detail on CSA’s remuneration philosophy and policy. CSA’s executive, non-executive and prescribed officer’s remuneration disclosures are detailed in CSA’s annual financial statements, which can be obtained at CSA offices.

Marius SchoemanRemco interim Chairperson25 August 2020

Message from the Human Resources and Remuneration chairmanI am pleased to present CSA’s remuneration overview, which sets out the Board’s assessment of CSA’s performance for the 2019/20 financial year. CSA ensures that remuneration is fair, responsible, transparent and aligned with the organisation’s strategic objectives. This pay structure combines competitive earnings with performance-based compensation to attract, nurture and retain talent, while promoting positive outcomes in line with CSA’s ethical culture. There were no material changes to CSA’s remuneration philosophy and policies during the year under review.

The Human Resources and Remuneration Committee (Remco) is responsible for assisting the Board to fulfil its remuneration, corporate governance and supervision responsibilities and aligning the remuneration philosophy with the business strategy. Remco also assists management to attract, retain, motivate and reward senior executives and staff by paying fair, competitive and appropriately structured remuneration.

During the year under review, various Directors resignations and appointments were made. Dawn Mokhobo resigned as Remco Chairperson on 6 December 2019, Professor Shirley Zinn resigned 2 December 2019 and Tando Ganda’s term ended 7 September 2019. I was appointed as interim Chairperson following the previous Chairperson’s resignation in December 2019. Professor Steve Cornelius joined me in his capacity as an Independent Director. The two Non-independent Directors appointed are Beresford Williams and Donovan May. The newly appointed directors bring

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards


107106

Remuneration policyCSA uses remuneration to attract, motivate and retain the best talent into key roles that will enable the organisation to deliver on its strategy. This policy applies to all permanent CSA employees.

CSA remuneration practices are aligned to the related compliance requirements: • Remuneration policies address all components

of remuneration, including the structuring of fees for non-executive directors of the governing body.

• Executive remuneration practices are fair and responsible in relation to the overall employee remuneration.

• Short-term incentives consider company, department and individual contributions. These are managed through performance management processes.

• Remuneration disclosures include basic salary, benefits and short-term incentives.

Employee remuneration structure CSA’s remuneration framework is effective in supporting the achievement of the company’s

Company performance ratingCSA applies a performance rating scale of one to five, with one being totally unacceptable, three being meeting all expectations and five being performance that consistently exceeds expectations. The organisation’s evaluation tool includes CSA’s corporate scorecard, financial and operational performance and the Presidential Plan (strategic objectives). Specific weightings are applied within the KPIs for each of the financial years under review. These KPIs ensure that remuneration is linked to specific performance areas as approved by the Board and drives the correct strategic focused behaviour throughout the organisation.

Company key performance indicators

CSA KPIs Strategic objectives Weighting for 2019/2020

Weighting for 2018/2019



CSA corporate scorecard

The scorecard used to evaluate the companywide performance of strategic objectives. This document is monitored and updated regularly (at all Exco, Board Committee and Board meetings).

25% 25% 25% 25%

Financial performance

Optimisation of revenue to meet business objectives and operational efficiency.

25% 25% 25% 25%

Cricket activities (operational performance)

Appropriately spending funds and delivering on the Presidential Plan mandate.

20% 20% 20% 20%

Presidential Plan

CSA strategic performance

The below strategic objectives – CSA strategic mandate - Excellence - Sustainability - Development - Transformation - Brand and marketing

30%

8%4%4%8% 6%

30%

8%4%4%8%6%

30%

8%4%4%8%6%

30%

8%4%4%8%6%

CSA remuneration objectives: • Provides rewards that attract, retain and

motivate staff and help develop a high-performance culture.

• Offers a pay model that supports a high-performance organisation.

• Provides a ‘total reward’ approach, which involves creating the right mix of non-financial and financial rewards.

• Offers flexibility via the total package approach.• Aligns remuneration with CSA’s strategic

objectives.• Applies remuneration fairly and consistently

throughout the organisation.

CSA business needs and values

Strategic objectives

External equityBenchmarking

surveys

Individual needs and values

Performance Management

Internal equityDefined levels and

job evaluation

REMUNERATIONSTRATEGY

strategic objectives. It aligns to best practice and it fairly rewards individuals for their contribution to the business, understanding the need to attract, motivate and retain high calibre employees.

The CSA remuneration structure comprises fixed pay (including benefits) and variable pay as tabled below. The company does not have medium- and long-term incentive schemes.

Element Purpose Factors considered

Fixed portion of pay including benefits

This is the total annual guaranteed cost to company of employing an individual. This cost includes the total annual salary, plus benefits (provident fund, death, disability and funeral cover, and medical aid). Annual salary increments are based on the guaranteed package and aim to match the benchmark midpoint to the market median.

• Market related value of the role • Skills and experience

Variable portion of pay through CSA’s annual short-term incentive (STI) scheme

This is an annual discretionary bonus tied to the performance of the company, department and/or individual performance.

• Incentive targets • Individual performance

Project incentives This is when short-term incentives may be introduced based on delivery of a specific strategic project.

• Achievement of key milestones

Major event incentives This incentive relates to events hosted by CSA on behalf of the ICC or other international cricket boards.

• Achievement of event

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

109108

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

CSA short-term incentive performance measures1

Company Department Individual

Chief Executive 80% n/a 20%

Executive – upper level 50% 20% 30%

Executive – lower level 40% 30% 30%

Managerial 25% 25% 50%

General staff

– C grade 20% 20% 60%

– B grade 15% 15% 70%

– A grade 10% 10% 80%1 CSA uses the Patterson Grading system.

Employment contract termination notice periodsMembers of the executive management have a three-month termination notice period and all other staff have a one-month notice period.

Non-executive directors’ fees Non-executive directors are appointed by the Members’ Council to the CSA Board based on their ability to contribute specific skills, insight and experience appropriate to assisting the organisation to set out and achieve its strategic objectives. Bearing in mind that CSA is a non-profit company, fees are set at levels to attract and retain the calibre of independent director necessary to contribute to a highly effective board. Directors receive fixed fees for services rendered on the CSA Board and its Board committees and they do not receive performance incentives. Non-executive directors’ fees are paid either quarterly or monthly, based on their responsibilities and commitment to CSA.

Message from the Social and Ethics Committee Chairman

Conducting business responsibly is essential to the business of cricket. We can turn our risks into opportunities only if we act with honesty and integrity, securing our stakeholders’ trust. Although it has been a challenging year, the committee is confident that CSA is achieving much needed stability.

Despite the hurdles, the committee has made strides in effectively executing its duties and responsibilities.

During the year under review, the committee held two scheduled meetings and can confirm that we have operated business in a manner that addresses all areas of the committee’s Terms of Reference.

Policy and proceduresThe policy development and review process has followed a staged approach to ensure CSA maintains a continuous improvement cycle. The steps in each stage included:• The Legal department encouraging an open and

proactive approach to identifying issues to reduce expenditure.

• Policy gaps have been identified by the Legal department through compliance audits.

• Consultation with stakeholders and alignment with the Policy Framework.

• The policy owners and the Legal department will maintain a Policy Issues Log throughout the lifecycle of the policy to monitor the uptake of

the policy and record feedback to inform further reviews thereof.

Health and safety1. South Africa entered a lockdown period in

March 2020 regarding the safety and protection of all South Africans against the COVID-19 pandemic. The objective of the lockdown was to flatten the curve of infection and ensure a safe return to work for all employees.

2. As employees return to work and play (where applicable) it is important for CSA to implement appropriate public health measures. These will be in line with the government announced risk-adjusted strategy for economic activity, to help prevent and reduce the spread of COVID-19 among all CSA stakeholders.

3. The intention of CSA is to ensure it exercises its duty of care for its employees by ensuring that the return to work approach is done in a phased manner that puts its employee health and safety first.

4. CSA will roll out a four-stage approach to return to work. Each stage will consider any applicable regulations and the health and safety of employees. CSA will encourage its employees, through management, to work from home where possible to ensure that employee health and safety is put first during the COVID-19 pandemic. Employees and management must comply with the Work-from-Home Policy.

5. CSA will ensure appropriate means of ventilation in the working environment, particularly in the designated isolation area at the entrance of the CSA premises. There will

Social and Ethics Committee report

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

111110

be a continuous evaluation of carbon dioxide levels within the workplace to ensure sufficient dilution of used air.

6. Physical barriers, such as clear perspex guards, especially in areas such as reception and security gate, will be installed.

7. Disease control and prevention – microbiological swab sampling will be done from time-to-time to evaluate the effectiveness of cleaning practices.

Fraud and corruption1. A proposal has been submitted to the acting

Chief Executive to restructure the Anti-corruption Unit (ACU) which will be presented to the Social and Ethics Committee for consideration. The proposal will be in line with the newly formed Integrity Unit but will also address and adapt to a fast-changing environment/landscape. This necessitates a need to find a way to capacitate the ACU to be more effective and to respond more effectively to new trends in organised crime.

2. The proposal intends to incorporate the following aspects under the auspices of an Integrity Unit.

• Anti-corruption. • Security. • Intelligence gathering. • Anti-doping.3. Consideration will be given to incorporating

the investigations of an Integrity Officer as determined by the CSA Code of Ethics.

4. Anti-corruption education sessions for players are conducted annually by the designated Association of Cricket Officials (ACO) in collaboration with SACA. Additionally, the ACO conducted sessions with the Proteas Women’s U19 teams and with CSA staff. Plans are underway to also conduct sessions with franchise and provincial staff, who are automatically bound by and participants under the CSA Anti-corruption Code.

5. Betting – There has been a big surge in illegal betting activities in stadiums around South Africa.

6. Thirty-three pitchsiders were either banned or warned about illegal betting activities during the recent England tour, many of whom were repeat offenders. An ethical dilemma faces cricket worldwide, including South Africa, whereby CSA and franchises enter into commercial agreements with betting companies such as World Sports Betting, Betway and Hollywood Bets.

7. CSA recently entered into a commercial agreement where CSA data rights were sold to a UK-based company, which was subsequently on-sold to betting companies. Care was taken to ensure that the sharing of such data did not contravene the European General Data Protection Regulations and the South African Protection of Personal Information Act 4 of 2013, which has now come into full force.

8. Due to improved levels of trust and increased reporting of social media approaches by players, operational information/intelligence generated by ACO’s during apprehension and interviews of pitchsiders/commentators/bookmakers and from various informants/sources, it has become necessary to establish an Intel hub.

9. Partnerships with various role players (SAPS, the National Prosecuting Authority, the Gauteng Gambling Board and betting industry, the ICC and the World Anti-Doping Agency) are increasingly demanding a coordinated approach in combating all aspects relating to the mandate of the ACU.

10. A process is currently being conducted to compile an anti-corruption manual which will include legislation, regulations, standard operating procedures, templates and education guidelines/presentations.

Dispute resolution proceduresThe committee has monitored the resolution of legal and Member disputes in the past year. The committee would like to express their concern regarding the volumes of Member disputes reported directly to CSA. The substance of disputes will be assessed and the Legal and Governance department will conduct Member workshops to reduce the issues previously experienced.

Looking forwardThe Social and Ethics Committee Chairman (in consultation with CSA’s President) will appoint an Ethics Officer in accordance with the CSA’s Code of Ethics. This will be prioritised before the start of the 2020/21 season. Further, management is in the process of compiling a business plan for the CSA Cricket Foundation. Projects have been identified, which this entity will focus on in terms of creating avenues to new markets for CSA.

MembershipThe committee is comprised of five members. The composition satisfies the requirements of the Companies Act and its regulations. However, it did not meet the higher requirements of King IV in the 2019/20 financial year as the majority of its members were Non-independent Directors. This was due to Board resignations at the end of 2019 and the time required to fill these vacancies. The onboarding of the new Independent Directors in May 2020 resulted in a majority of Independent Directors joining the committee.

ConclusionI would like to extend my gratitude to the committee members, Ms Zola Thamae, Mr Donovan May, Mr Marius Schoeman and outgoing Mr Beresford Williams, as well as the permanent attendees, for the positive and constructive manner in which the committee has worked together. I would like to welcome the new committee members, Dr Eugenia Kula-Ameyaw and Ms Vuyokazi Memani-Sedile, who were appointed post year-end in May 2020. We anticipate that their skill and experience will be an asset to the committee and look forward to working with them and receiving their valuable contribution.

Lastly, I would like to extend my appreciation to the CSA Board for entrusting me with the duty of leading the CSA Social and Ethics Committee.

Professor Steve CorneliusSocial and Ethics Chairman

Prior to the Integrated Report being signed off, Professor Steve Cornelius resigned on 21 August 2020. The Board would like to thank Professor Steve for his contribution to CSA.

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

113112

CSA REPRESENTATION

The latest cricket statistics suggest that there are 846 registered clubs countrywide with 32 241 registered club cricketers.

ABBREVIATIONSCAP Coach Acceleration ProgrammeCIPC Companies and Intellectual Property

CommissionCLT20 Champions League Twenty20 COGTA Cooperative Governance and Traditional

AffairsCSA Cricket South Africa DBE Department of Basic Education DSAC Department of Sports, Arts and CultureDSR Department of Sports and RecreationEPG Eminent Persons Group Exco Executive CommitteeFTP Future Tours Programme ICAS Independent Counselling and Advisory

ServiceICC International Cricket Council MoI Memorandum of Incorporation MoU Memorandum of Understanding ODI One Day International PDP Player Development PlanPOPI Protection of Personal InformationPPP Player Performance Plan RPC Regional Performance Centres SACA South African Cricketers’ Association SASCOC South African Sports Confederation and

Olympic Committee SASREA Safety At Sports & Recreational Events

Act SRSA Sport and Recreation South Africa

FORWARD-LOOKING STATEMENTSThis integrated report contains forward-looking statements that, unless otherwise indicated, reflect CSA’s expectations as at 30 April 2020. Words such as “aim”, “anticipate”, “could”, “estimate”, “expect”, “intend”, “outlook”, “seek” or similar expressions typically identify forward-looking statements. These forward-looking statements are not statements of fact or guaranteed, and CSA cannot guarantee that any forward-looking statement will materialise. Readers are cautioned not to place undue reliance on these forward-looking statements. Such statements have not been either audited or reviewed by company’s external auditors and CSA disclaims any intention and assumes no obligation to update or revise any forward-looking statement.

CONTACT DETAILSCricket South Africa NPC 86, 5th and Glenhove Street, Melrose EstatePO Box 55009, Northlands, 2116 Telephone (011) 880 2810 Email: [email protected]: [email protected] https://www.facebook.com/CricketSouthAfrica/https://twitter.com/OfficialCSAhttps://www.instagram.com/cricket_southafrica https://za.linkedin.com/company/cricket-south-africa https://www.youtube.com/channel/

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

mailto:[email protected]


mailto:[email protected]


115114

CSA AWARDSProfessional Awards National Award Winners

International Men’s Newcomer of the Year Anrich Nortje

International Women’s Newcomer of the Year Nonkululeko Mlaba

Standard Bank T20 International Cricketer of the Year Lungi Ngidi

Standard Bank One-Day International Cricketer of the Year Lungi Ngidi

KFC Streetwise Award Mignon du Preez (Six against England at the T20 World Cup)

Ram Delivery of the Year Anrich Nortje (SA vs Australia 3rd ODI Potchefstroom)

Momentum Proteas Women’s T20 International Cricketer of the Year Shabnim Ismail

Momentum Proteas Women’s One-Day International Cricketer of the Year Laura Wolvaardt

SA Women’s Players Player of the Year Laura Wolvaardt

SA Fans’ Cricketer of the Year David Miller

SA Men’s Players’ Player of the Year Quinton de Kock

SA Women’s Cricketer of the Year Laura Wolvaardt

Professional Awards Domestic Award Winners

CSA Provincial T20 Cricketer of the Year Lerato Kgoatle (Limpopo)

CSA Provincial Three-Day Cricketer of the Year Beyers Swanepoel (Northen Cape)

Pitchvision Provincial Coach of the Year Richard das Neves (Easterns}

CSA Provincial One-Day Cricketer of the Year Ruan de Swardt (Northerns)

SACA Most Valuable Player Award George Linde (World Sports Betting Cape Cobras)

Standard Bank Test Cricketer of the Year Quinton de Kock

SA Men’s Players’ Player of the Year Quinton de Kock

CSA Umpires’ Umpire of the Year Adrian Holdstock

CSA Umpire of the Year Adrian Holdstock

Domestic Newcomer of the Season Wandile Makwetu (VKB Knights)

Pitchvision Coach of the Season Wandile Gwavu (Imperial Lions)

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)

Mzansi Super League Impact Player of the Year Tabraiz Shamsi (Paarl Rocks)

Mzansi Super League Young Player of the Year Janneman Malan (Cape Town Blitz)

CSA Scorers Association of the Year Central Gauteng Lions

Amateur Awards Award Winners

KFC Mini-Cricket Coach of the Year Ruth Bowles (Western Province)

KFC Mini Cricket Co-Ordinator of the Year Julius Maziya (Easterns), Mercia Baatjies (KZN Inland)

Momentum U15 Player Of The Tournament Dewald Grove (Boland)

Momentum U17 Player Of The Tournament Jan Hendrick Coetzer (Northerns)

CSA Learners With Special Education Needs Player of the Tournament Deacon Biggs (Central Gauteng Lions)

Khaya Majola Cricket Week Player Of The Tournament Luke Beaufort (Eastern Province)

CSA Schools T20 Cricketer of the Year SW Kemp (Northerns)

CSA U19 Cricketer of the Year Jonathan Bird (Western Province)

CSA Blind Cricketer of the Year Buhle Bidla (Central Gauteng)

CSA Rural Cricketer of the Year Michael Enslin (North West)

CSA Student Cricketer of the Year Ruan de Swardt (Northerns)

Pitchvision Rpc And Hubs Coach of the Year Brindley Gilbert (Western Province)

Kemach Jcb Groundsman of the Year Bryan Bloy SuperSport Park (Northerns)

South African Forces Cricketer of the Year Waylin September / Haroline Rhodes (Western Province)

CSA Fairplay Award Warriors

CSA Women’s Provincial Cricketer of the Year Tazmin Brits (North West)

Contents

Foreword



Who we are


Board of Directors



Strategic overview





Governance

CSA representation

Abbreviations


Contact details

CSA awards

STANDSFOREQUALITY

ipublish.cc...ii iii making our voice heard against social ills foreword the playing field is a...

Documents