SA s No.1 IN BUSINESS AUTOMATION. Our vision Our vision is to create unrivalled passion for cricket in Gauteng.

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2 Our vision Our vision is to create unrivalled passion for cricket in Gauteng. Our mission Our mission is to advance and transform cricket in Gauteng by ensuring winning teams, nurturing club and schools cricket and offering a world-class experience at the Bidvest Wanderers stadium. BRAVE/3100/KM/E SA s No.1 IN BUSINESS AUTOMATION * Want eye-catching solutions to colour printing? There s no grey area: we re the No1 colour office machine supplier in South Africa year on year since We have both state-of-the-art technology and experience for all your office needs. Visit today. Our vision Our vision is to be the most successful cricket team with the biggest fan base in South Africa. Our mission Our mission is to advance and transform cricket in South Africa. We aim to achieve this by implementing a commercially sound business model that ensures winning teams and a passionate and engaged fan base. *Based on the industry sales survey by the independent market data specialist infosource. Annual Reports

3 Our approach to reporting This is the 2017 Annual Report of the Gauteng Cricket Board and Lions Cricket (Pty) Ltd trading as bizhub Highveld Lions (The Companies). Scope of the report The Companies have taken the decision to move towards integrated reporting in an effort to give a concise and more holistic overview of our business. The Gauteng Cricket Board (GCB) is the custodian of all cricket activities in the greater Sedibeng, West Rand, Vaal and Johannesburg area and manages the Bidvest Wanderers Stadium. Lions Cricket (Pty) Ltd is a professional franchise team of which the Gauteng Cricket Board is the majority stakeholder, the remaining shares are owned by North West Cricket. The stakeholders of The Companies are a cricket-loving community made up of staff, players, administrators and supporters from the various cricket clubs across all leagues. Other stake-holders include schools, universities, the City of Johannesburg, sponsors and commercial partners. The Companies are dedicated to ensuring good governance and transparent reporting. It is the intention of this report to provide stakeholders with an overview of the operations of the 2016/2017 financial year. The content will speak to the achievements, challenges and opportunities that this period presented and the measures that The Companies have taken to ensure the sustainability of cricket in the region. It is separated into the report of the GCB and the bizhub Highveld Lions. However, as part of our efforts to move towards a more integrated annual report, all information relating to performance in terms of manufactured, intellectual, human, social and relationship and natural capital of the organisations are incorporated into the Delivering on our Strategic Objectives section of the GCB Annual Report. Carmi Le Roux celebrates the wicket of Bruce Kerr of Kwazulu-Natal during the 2016 Africa T20 Cup match against KwaZulu-Natal at Boland Park on September 24, (Photo by Ashley Vlotman/Gallo Images) Mangaliso Mosehle in action during 2016 Africa T20 Cup, Pool D match against Boland at Boland Park on September 25, 2016 in Paarl. (Photo by Ashley Vlotman/Gallo Images) The Report is focused on the period 1 May 2016 to 31 April It has been guided by the International Integrated Reporting Framework (IIRF) and the King Report on Corporate Governance (King III). The Cricket South Africa Presidential Plan for cricket in South Africa has also been taken into account in preparing this report. Materiality The Companies acknowledge materiality as being a key concept of the IIRF. This was discussed at an Executive Committee workshop and the following list of material issues, which will have an impact on the sustainability of our business, were identified: Passionate support from fans Strong foundation for the development of players Winning teams Good leadership and management Commercially sound company Assurance The Companies present the summary financial statements, which have been prepared from the audited annual financial statements as prescribed by the IIRF, and in the manner required by the Companies Act 71 of 2008 of South Africa. The full audited financial statement can be obtained from the Companies websites. Appointed external auditors, Nkonki expressed an unqualified opinion for the year in review. Forward-looking statements The content of this integrated annual report may contain forward looking statements which are statements related to expected future, not past, events. When reading the report, it should be taken into consideration that forward-looking statements often refer to our expected future business, financial performance and financial condition. This may include terms or references such as expect, aim, anticipate, intend, plan, believe, seek, see, will, would, or target. Readers of this integrated report are to read this as intention and not rely on these forward-looking statements as fact. The Companies do not accept any responsibility for updating any forward-looking statement. Approval of the integrated annual report Jack Madiseng President The Audit and Risk Committee recommended the annual financial statements and the integrated annual report for approval to the Board of Directors. The Board of Directors confirmed that they have assessed the content of this report and have approved it for release to shareholders. The Board acknowledges its responsibility for the integrity of the integrated annual report and it has applied its collective mind in the preparation and presentation of the Companies integrated annual report. The Board is of the opinion that this report addresses all material issues and fairly represents the integrated performance of CSA. Jack Madiseng President Greg Fredericks Chief Executive Officer Date: 4 July 2017 Keith Dudgeon during the 2016 Africa T20 Cup, Pool D match against Boland on September 25, 2016 in Paarl, South Africa. (Photo by Ashley Vlotman/Gallo Images) 4. Annual Reports 2017 Annual Reports

4 Highlights from the year in review Build a commercially successful and financially sustainable company Financial highlights include: GCB profit after tax R105,005 Group profit after tax R153,688 Rental income grew from R1.28m in 2015/16 to R2.37m in 2016/17 R9.3 million to the balance sheet during 2016/17 (capital investment) R2.6 million secured from National Lottery Fund for Youth, Women and Black Club Cricket, this was budget relieving and allowed GCB to invest in other elements within these areas Despite poor investing conditions and less cash on hand finance income increased from R2,525,327 to R2,833,984 bizhub Highveld Lions profit after tax was R48,684 Administrative expenses maintained or reduced Imperial Toyota sponsorship secured for bizhub Highveld Lions Sub-committee set up to investigate properties that will be profitable to the GCB and to explore new revenue streams Ensure board, governance and operational excellence A new three-year strategy was put in place in May 2016 Bees stop play during the 4th Momentum One Day International match between South Africa and Sri Lanka at Bidvest Wanderers Stadium on February 04, (Photo by Lee Warren/Gallo Images) Based on this strategy, key performance indicators for the leadership and management team have been put in place Creating quality winning teams Excellent performances by bizhub Highveld Lions players for the Proteas, testament to the quality of player development at a franchise level Kagiso Rabada, Themba Bavuma, Dwaine Pretorius and Aaron Phangiso played for the Proteas at Test and ODI level while Stephen Cook played in the Test side Reeza Hendriks, Mangaliso Mosehle and Aaron Phangiso all played in the T20 format for the Proteas Maintain the Bidvest Wanderers reputation as an iconic stadium A number of new projects completed including the final block of the lower Unity Stand and R2.5 million spent on repairs and maintenance and investments in new technology Installation of new lifts to improve access to key parts of the stadium as part of our modernisation programme, the total cost of installation is R3.3 million Our Hubs and RPC system is working well, evidenced by a number of township players now playing in the provincial teams We have engaged with service providers to ensure a better drop & go access system on match days Our amateur teams performed well: Lions Cubs team won the Cubs Week, GCB won the national U17 Week, Lions Academy team won the Franchise Academy Week and the Women s team finished as runners-up in the national tournament Ensure that club and school cricket thrives Gauteng schools have won national tournaments including the National T20 Schools Challenge and the National T20 Community Cup 53 people employed to coach young players in disadvantaged areas and to prepare pitches for under-resourced clubs A water and electricity management programmes is in place to ensure a greener stadium, and consumption is monitoring by a real time monitoring solution Grow our fan base Pink Day continues to be a huge success raising R600,000 for breast cancer, it was also nominated for Sports Industry Awards for both Creative Campaign of the Year as well as Activation of the Year Embarked on a brand-positioning project to ensure synergies between our three distinct brands, leading to a new Join the Charge marketing campaign Aaron Pangiso with a KFC Mini Cricket Player during the CSA T20 Challenge match against the Multiply Titans at Bidvest Wanderers Stadium on November 12, (Photo by Lee Warren/Gallo Images Shabnim Ismail during the CSA T20 Womens Competition match between GCB Women and WP Women at Bidvest Wanderers Stadium on November 27, (Photo by Johan Rynners/Gallo Images) One RPC located in Soweto and five Hubs across Gauteng serving disadvantaged communities, in 2017/18 we will add Sedibeng as a new Hub Support for the Lions has increased by 6%, making the Lions the most supported franchise team in South Africa The GCB now has 12 premier league clubs that are complying with CSA targets on transformational representation bizhub Highveld Lions walk onto the field during the 4th Momentum ekasi Challenge match between bizhub Highveld Lions and Multiply Titans at Soweto Oval on September 07, 2016 in Johannesburg, South Africa. (Photo by Lee Warren/Gallo Images) 6. Annual Reports 2017 Annual Reports

5 Contents OUR BUSINESS AT A GLANCE 10 About the Gauteng Cricket Board 11 About the bizhub Highveld Lions 11 Sponsors and partners 11 Business model 12 Funding model 14 Operating environment 16 Strategy 18 REPORT OF THE GAUTENG CRICKET BOARD 20 DELIVERING ON OUR STRATEGIC OBJECTIVES 20 Strategic objective #1: Ensuring Board governance and operational excellence 20 Our Board 21 Management team 23 Message from the President 24 Message from the CEO 26 Corporate Governance 29 Strategic objective #2: Developing quality winning teams 36 Strategic objective #3: Ensuring that club and school cricket thrives 40 Strategic objective #4: Maintaining the Bidvest Wanderers reputation as an iconic stadium 44 Strategic objective #5: Growing our fan base 48 Strategic objective #6: Building a commerically successful and financially sustainable company 52 Chief Financial Officer s report 53 Gauteng Cricket Board financial statements 54 o General information 55 o Independent Auditor s report 56 o Directors responsibilities and approval 59 o Directors Report 60 o Financial statements 61 REPORT OF THE BIZHUB HIGHVELD LIONS 66 Leadership review 68 Board of the bizhub Highveld Lions 68 Coaching staff 69 Message from the Chairman 70 Message from the Head Coach 72 Financial review 74 CFO s report 75 bizhub Highveld Lions financial statements 76 o Independent Auditor s Report 76 o Directors responsibilities and approval 79 o Directors Report 80 o Financial statements 81 Stakeholder information 85 Notice of AGM 85 Contact details Annual Reports 2017 Annual Reports

6 About us Our business at a glance The Gauteng Cricket Board s purpose is to nurture, develop and promote all our cricketing communities, enable transformation and produce highly competitive teams whilst ensuring that our commercial cricketing facilities remain world-class and are passionately supported. The Gauteng Cricket Board The GCB was formed in 1992, following the unity process in South African Cricket in June Although there was an official unification, cricket in the province remained divided. In 2010 the GCB was placed under administration after the Langa Commission of Inquiry. The new Board and Memorandum of Incorporation currently speaks to three groupings from the constituency (namely the Previously Advantaged Clubs, Concerned Cricket Fraternity and the Black African Cricket Clubs) and has been changed to align with that of Cricket South Africa. The GCB administers all cricket that is played in the following demarcated areas: Soweto, Kagiso, Johannesburg North, Alexandra, Wits and surrounding areas, Vaal, South East Area, Jeppe, Lenasia and Johannesburg Central. Tertiary institutions that are affiliated to Gauteng Cricket are Wits University, University of Johannesburg, Vaal University of Technology and Wits Technikon. The Bidvest Wanderers Stadium was formerly located where the Johannesburg Railway Station was erected and moved to the Kent Park Cricket Club on Corlett Drive in The venue has hosted many memorable matches including major events like the ICC 2003 World Cup, Champions Trophy, World T20 and the IPL. Organisational Structure The GCB is one of 12 affiliates of Cricket South Africa. Cricket South Africa comprises six franchises one of which is the bizhub Highveld Lions. International Cricket Council Cricket South Africa 12 Affiliates 6 Franchises About the bizhub Highveld Lions The bizhub Highveld Lions are one of six professional cricket franchises in South Africa. The franchise is based in Johannesburg with a second home in Potchefstroom. The team plays in a national, televised competition. The franchise structure The GCB is the custodian of the Bidvest Wanderers Stadium and the majority shareholder of the bizhub Highveld Lions, the remaining shares are owned by North West Cricket. 45% North West Cricket Senwes Park General Manager bizhub Highveld Lions Sponsors and partners Gauteng Cricket Board 55% Bidvest Wanderers Stadium Chief Executive Officer The naming rights to the Wanderers Stadium are currently owned by the current sponsor, Bidvest and Sun International is the lifestyle partner. Sponsorship is also sought for school s cricket (currently vacant), township cricket (currently sponsored by Sunfoil), clothing and balls (currently sponsored by Gunn & Moore), car/car rental (Imperial Toyota), drinks (currently sponsored by Amalgamated Beverage Industries) and club cricket (currently vacant). The bizhub Highveld Lions offer franchise naming rights, the current sponsor is bizhub from Konica Minolta with associate sponsors being Mix Telematics through their Matrix brand. Sun International is the lifestyle partner. Gauteng Cricket Board bizhub Highveld Lions 10. Annual Reports 2017 Annual Reports

7 Our business model The GCB aims to grow and transform cricket in Gauteng INPUTS BUSINESS ACTIVITIES OUTPUTS OUTCOMES To achieve our aim we rely on: Income-raising activities (financial capital) Broadcast and media rights (CSA) Naming rights, sponsorships and advertising VIK funding Other funding e.g. Lotto Ticket revenue incl. season packages Hosting fees International cricket events Hospitality and suite revenue Non-cricket venue rental Our assets (manufactured capital) Bidvest Wanderers Stadium o Wanderers Sports Medical Centre o Elite Functioning Conditioning Centre o Offices bizhub Highveld Lions Our brands (intellectual capital) We undertake the following day-to-date activities: Commercial activities Secure sponsorships Sell advertising rights Manage international and domestic cricket events Other commercial initiatives e.g. office rental and nonsporting events Stadium operations Operate a financially viable stadium Maintain our world-class cricket facility Amateur cricket development Raise awareness of cricket at a grassroots level Identify and nurture young talent Provide resources and assistance to emerging cricket clubs and schools Domestic cricket development Through our activities we aim to achieve: Sustainable revenue (financial capital) Winning teams and a world-class stadium (manufactured capital) Strong sustainable brands (intellectual capital) A robust organisation (human capital) Better depth of talent (social and relationship capital) A greener stadium (natural capital) In doing so we enable: Cricket excellence A passion for cricket in Gauteng Social cohesion through inclusive sport A wider, more diverse talent pool Gauteng Cricket Board The bizhub Highveld Lions The Bidvest Wanderers Stadium (Pink Day and other marketing initiatives) Manage the bizhub Highveld Lions team Manage the Gauteng Strikers Brand development Our people (human capital) Ethical and experienced leadership and management Our highly experienced Board Our employees Our coaches Our players Market the Bidvest Wanderers Stadium experience Promote the bizhub Highveld Lions team Promote cricket as an inclusive sport Amateur cricket development and community upliftment (social and relationship capital) CSI initiatives e.g. Pink Day (breast cancer), ekasi Challenge Schools, clubs, our community and SRSA Minimising our impact on the environment (natural capital) Water conservation 12. Annual Reports 2017 Annual Reports

8 Our funding model The GCB is a non-profit company that relies on a various sources of funding in order to promote, administer, develop and coordinate cricket in Gauteng and to manage and market the Bidvest Wanderers Stadium SOURCES OF FUNDING GCB s total revenue for 2016/2017 was R53 million with other income streams of R4m This revenue is split up as follows: Source Stadium revenue (match day and non-match day) Major matches - international Domestic fixtures Naming rights R (million) Source R (million) Source R (million) Cricket development CSA Funding Sunfoil Lotto Other revenue is split as follows: Finance Interest Shared services Other HOW WE USE THE FUNDS RECEIVED Amateur cricket development R1,770,134 for clubs R735,100 to women and girls cricket R1,759,344 to Hubs R314,334 to KFC Mini cricket R817,800 to Umpires R257,800 to Scorers R71,254 to Coaches R1,669,335 to Gauteng Strikers (players and coaching salaries and administration costs) R693,344 for Youth and Schools cricket R5,797,109 - administration to support amateur cricket development efforts Perimeter advertising Suite revenue Season tickets Non-match day venue hire Hospitality Marketing assistance from CSA Other 0.26 GCB operational costs R40.03 million allocated to operational costs R15.83 million allocated to salaries o 48 permanent staff and 59 contractors (head office staff and people to service the Hubs and clubs) Administration R12,367,248 Marketing R1,665,104 * Match costs R7,300,084 Catering rights 0.27 Stadium operations Rental income - offices Barter deals Sundry income A full house crowd at the Bidvest Wanderers for the Momentum One Day International Pink Day. Photo: Sean Brand Photography R4.52 million allocated to maintaining the Bidvest Wanderers Stadium R3.63 million depreciation of the stadium R4.4 million allocated to utility costs (electricity & water) 14. Annual Reports 2017 Annual Reports

9 Our operating environment The Gauteng Cricket Board s ability to create value is determined by our environment and our response to the resulting risks and opportunities. Cricket is a highly competitive environment. It is affected by international cricketing trends as well as local economic and political conditions. Zoning of the stadium impacting non-match day revenue opportunities The Bidvest Wanderers Stadium is within a residential zone and resident s associations support for noncricket events has not been forthcoming. Competitive environment Within the events space, the Bidvest Wanderers is competing with other sporting and lifestyle options. Consumer dispensable income is also waning due to the economic environment. Stadium maintenance costs These are the key challenges that inform our strategy which is detailed on pages 18 and 19. Stadium maintenance costs continue to climb as a result of aging infrastructure as well as changing technological requirements. Weak local economy impacting certain sources of revenue Despite a weak GDP growth in 2016 we have retained key sponsorships including the bizhub Highveld Lions and the Bidvest Wanderers Stadium. However, some sponsorships in the greater cricket environment remain vacant including the Domestic T20 cricket competition. Competitive global cricket environment driving player s salaries The weak Rand and capped franchise cricket salaries make it challenging to compete with better paying international leagues and limits the appeal of the GCB and bizhub Highveld Lions as an employer of choice. Lack of franchise brand development resulting in poor fan turnout Support for domestic cricket in South Africa is not thriving as a result of historical poor brand development, difficulty in retaining talent in the league and the availability of sport on television. Poor cricket facilities in disadvantaged areas hampering grassroots development Key external stakeholders are not making the required investments in facilities at disadvantaged schools and clubs. Faf du Plessis celebrates his 100 runs with JP Duminy during the 2nd Momentum ODI Series match between South Africa and Australia at Bidvest Wanderers Stadium on October 02, (Photo by Lee Warren/Gallo Images) 16. Annual Reports 2017 Annual Reports

10 Our strategy The GCB has identified key strategic priorities to ensure it meets its vision of creating a passion for cricket in Gauteng that is unrivalled. Our strategic priorities are to: We will achieve this by: The progress we have made: Develop quality winning teams by attracting, developing and retaining the best talent, ensuring we meet our transformation goals Ensuring that the bizhub Highveld Lions occupies the top positions on the logs Producing players for the national team Setting up targets for our amateur cricket focus areas Creating a clear programme to source players in clubs and schools, and progress their careers after school Disappointing season due to player movement and injury, but strong foundations in place for 2017/18 Strong pipeline of players developed for national team Lions Cubs team won the Cubs Week GCB won the national U17 week Lions Academy team won the Franchise Academy week Women s team finished as runners up in the national tournament Our Hubs and RPC system is working well, evidenced by township players now playing in the provincial teams Appointment of Academy coach has boosted the Academy programme as can be seen by the success of our Academy teams Ensure that club and school cricket thrives (especially in disadvantaged areas) Maintain the Bidvest Wanderers reputation as an iconic stadium Developing self-sustaining, well maintained cricket clubs in previously disadvantaged areas Fostering a great cricket culture with a strong cohort of black players By increasing the number of black cricket playing schools Ensuring excellent quality coaching at club and school level Looking to have black clubs in the Premier A and B leagues Ensuring an unparalleled stadium experience Continuing to upgrade and modernise the stadium The GCB now has 12 premier league clubs that are complying with CSA targets on transformational representation Growing number of success stories of young black players being given scholarships to top cricketing schools and going on to succeed as cricketers Gauteng schools have won national tournaments including the National T20 Schools Challenge, National T20 Community Cup Limited progress has been made to improve the cricketing facilities in the province, there is a need for a partnership approach with Government and municipalities to improve these facilities 53 people employed to coach young players in disadvantaged areas and to prepare pitches for under-resourced clubs One RPC located in Soweto and five Hubs across Gauteng serving disadvantaged communities, in 2017/18 we will add Sedebeng as a new Hub Engaged with the Mayor of Johannesburg to encourage the active involvement of the city in maintenance A number of new projects completed including the final block of the lower Unity Stand and R2.5 million spent on repairs and maintenance and investments in new technology Installation of new lifts to improve access to key parts of the stadium as part of our modernisation programme We have engaged with service providers to ensure a better drop & go access system on match days A water and electricity management programmes is in place to ensure a greener stadium, and consumption is monitoring by a real time monitoring solution Grow our fan base Creating an electric atmosphere at our events through offering excellent entertainment Creating fan rivalry with other franchises Promoting our already successful events such as the Pink Day Pink Day continues to be a huge success Embarked on a brand positioning project to ensure synergy our three distinct brands Support for the Lions has increased by 6%, making the Lions the most supported franchise team in South Africa Build a commercially successful and financially sustainable company Building strong brands Maximising the corporate opportunity in Gauteng Growing the base of funding for amateur cricket initiatives Creating multiple revenue streams, thereby ensuring profitability Sub-committee set up to investigate properties that will be profitable to the GCB GCB profit after tax R105,005 Group profit after tax R153,688 Rental income grew from R1.28m in 2015/16 to R2.37m in 2016/17 R9.3m to the balance sheet during 2016/17 (capital investment) R2.6 million secured from National Lottery Fund for Youth, Women and Black Club Cricket, this was budget relieving and allowed GCB to invest in other elements within these areas Despite poor investing conditions and less cash on hand finance income increased from R2,525,327 to R2,833,984. Administrative expenses maintained or reduced Imperial Toyota sponsorship secured for bizhub Highveld Lions bizhub Highbeld Lions profit after tax R48,684 Ensure Board, governance and operational excellence, resulting in a performance-driven culture Developing a clear strategy, and appropriate organisational structure to execute this strategy Electing appropriate Board representatives Having clear BB-BEE targets Developing a performance drive culture of excellence A new three year strategy was put in place in May 2016 New board committee structure and mandates in place Risk register in place and reviewed every six months Long-term Board composition agreed and achieved KPIs for leadership and management team set Transformation targets built into each operational / functional area 18. Annual Reports 2017 Annual Reports

11 Our Board Non-Independent Directors Jack Madiseng (President) Greg Fredericks (Chief Executive Officer) Anne Vilas (Vice-President) Strategic objective #1: Ensuring Board, governance and operational excellence The GCB is focussed on ensuring Board, governance and operational excellence, resulting in a performance driven culture. Mohammed Majam (Vice-President) Mike Sacher (Treasurer) Faizel Sallie Koketso Muller Ntsongo Sibiya Honorary Life President Dr Essop Pahad, Joseph Pamensky, Sam Nontshinga Honorary Life Vice President Goolam Rajah, Haroon Nosarka, Mark Henning, Raymond C White, Sam Mochaki, Thozamile Jayiya, Donald Mackay-Coghill, Nomntu Peter, Abdullatief Barnes 20. Annual Reports 2017 Annual Reports

12 Independent Directors Our Management team Fagmeedah Petersen-Lurie (Lead Independent Director) David Terbrugge Fatima Habib Greg Fredericks (Chief Executive Officer) Barry Whitfield (Chief Financial Officer) Cyril Martin (Stadium Manager) Andra Ferreira Nel (Marketing & Corporate Communications Manager) Colin Gxowa (Amateur Cricket Manager) Matodzi Ratshimbilani Alternate Directors Yasin Manack Simphiwe Dzengwa Batlhalefeng Lesele Mark Patterson Greg was appointed Chief Executive Officer of the Gauteng Cricket Board in October Under his tenure as CEO he has overseen the turnaround of the GCB. Greg has extensive sports administration experience; he has served as the President of the Board for Border Cricket, Border Hockey, Border Volleyball and Border Senior Schools Sports Union. Greg is passionate about youth sport and is a past President of the United Schools Sports Association (SSASA) and SA Hockey. Greg played an important leadership role in the 2010 FIFA World Cup, and after the event he was the General Manager of the 2010 FIFA World Cup Legacy Trust. Greg spent ten years in the Department of Sports and Recreation (serving as the Acting Director General in 2007) under Minster Steve Tshwete, who was responsible for successfully applying for South Africa s readmission to the International Cricket Council (ICC). Greg has a longstanding passion for sport, having played cricket, rugby and hockey at a provincial level. Barry was appointed Chief Financial Officer of Gauteng Cricket Board in November In his capacity as CFO he is responsible for the financial management of the GCB. Prior to joining the GCB, Barry spent three years at the England and Wales Cricket Board (ECB) in the professional game finance team where he gained valuable international cricket administration experience. Before this he worked for three years in various roles at KPMG, which included numerous secondments to the Office of the Auditor General. His focus at the GCB is on ensuring the profitability of the business by balancing revenue streams and ensuring that sponsor funding is used in the best way possible. He is committed to helping the GCB maximise its primary asset the iconic Bidvest Wanderers Stadium. Barry graduated from the Nelson Mandela Metropolitan University thereafter qualifying as a chartered accountant. He is a keen sportsman, having played provincial golf for Border. Cyril was appointed Gauteng Cricket Board s Stadium Manager in His primary responsibility is ensuring the world-class status of the Bidvest Wanderers Stadium. He has managed three of South Africa s premium stadiums during his career, including the Bidvest Wanderers Stadium, the Cape Town Stadium and the Newlands Stadium. While his primary responsibility has been ensuring that event days run seamlessly, he is also experienced in facilities upgrades including the R16 million upgrade of Newlands Stadium. Cyril has managed the stadiums over many significant large-scale sporting events including the 2003 Cricket World Cup, the Inaugural T20 World Cup (2007) and the 2010 FIFA World Cup. He has also managed major concerts including performances by amongst others Tina Turner, Elton John and Lionel Richie. Prior to his 14-year tenure at Newlands Stadium, Cyril was the Head of Department (Accounting) at Heathfield High School. He is a passionate cricket fan and was a selector for Western Province Cricket Association. Cyril holds a Level 3 coaching certificate with Cricket South Africa, one of the first two people of colour to have completed the certificate. Cyril has a Bachelor of Commerce from the University of South Africa and a Diploma in Sports Management from Damelin (with distinction). Andra was appointed the Marketing and Corporate Communications Manager of the Gauteng Cricket Board in She is responsible PR and brand building for the GCB, the bizhub Highveld Lions and the Bidvest Wanderers Stadium. Andra s involvement in cricket started when she was a student at North-West University. Upon graduating with a BSc in Consumer Sciences with Business Management, she was appointed as North- West Cricket s Media & Events Coordinator. In her capacity as Communications Officer for the bizhub Highveld Lions, Andra has supported the team during the International Champions League T20 on three occasions, twice in South Africa and once in India. Andra has launched various successful public relations campaigns including the highly successful Pink Day, which she introduced to the GCB. She has an excellent track record of sponsor retention and delivery on sponsorship rights packages. She is passionate about applying sport as a nation builder and forging a path for women in cricket administration. Andra completed the SuperSport Managers Programme (Wits Business School) and her MBA Degree (Management College of South Africa, 2016). Colin was appointed Gauteng Cricket Board s Amateur Cricket Manager in Prior to this he was the GCB s Youth and Schools Administrator. His focus is on cricket development in Gauteng and on ensuring a strong pipeline of future talent. The GCB is recognised for running the most effective pipeline programme in the country, and is producing players for national selection. A former cricketer, Colin has been involved in cricket coaching since his student days. In the 1990s he coached in the Gauteng townships but, to fund his studies, he took up a position as a cricket coach at Queens High School in Bedfordview, where he was promoted to Head of Sport (2002 to 2011). He was also was involved in managing Gauteng U15A team (2002 and 2003), coaching Gauteng U17A team (2004 to 2006) and Gauteng U19A team (2007 and 2008). He has had the opportunity to work with players like Hardus Viljoen, Omphile Ramela, Temba Bavuma, Dominic Hendricks and Devon Conway amongst others. He remains passionate about bringing the love of cricket to the townships and to ensuring that previously disadvantaged children have access to quality coaching, facilities and support needed to become a professional cricketer. 22. Annual Reports 2017 Annual Reports

13 Message from our President In 2016 I replaced my predecessor, Thabang Moroe, as President of the GCB. The task at hand had already been clearly articulated, thanks to a workshop held in March last year where the GCB s Board and management committee members put in place a clear strategy for the union to focus on for at least the next three years. From the GCB s perspective, we continue to invest in the upgrade and maintenance of the stadium. During the year we completed a number of new projects including the final block of the lower Unity Stand and spent R2.5 million on repairs and maintenance. We also continue to invest in new technology to ensure a world-class stadium experience. Growing our fan base Central to developing a strong fan base is developing brands that fans can relate to. In reality we are responsible for developing three distinct brands, the GCB, the Bidvest Wanderers stadium and the bizhub Highveld Lions. During the year we embarked on a brand-positioning project to ensure synergy between these three brands. This led to a new brand campaign, Join the Charge, aimed at creating a groundswell of anticipation for fans and the team alike to come together. Creating an electric atmosphere at the Bidvest Wanderers stadium is also central to growing our fan base and our successful Pink Day continues to deliver in this regard. Worth noting is the fact that Pink Day has been nominated for a Sports Industry Award for both Creative Campaign of the Year as well as Activation of the Year. Building a commercially successful and a financially sustainable company The GCB needs to focus on its long-term sustainability and to do this we need to reduce our reliance on CSA funds. To this end we have set up a sub-committee dedicated to investigating properties that we can explore that will be profitable to the GCB. We also want to maximise existing commercial streams and identify opportunities that can reduce our overall costs. As the GCB our mission of advancing and transforming cricket in Gauteng remains a challenging task. But, thanks to a clear course of action governed by our highly experienced Board and delivered by our passionate and committed management team, I believe that we remain on track to achieving it, and I look forward to continuing to meet these objectives in the year ahead. The strategy is driven by the GCB s new vision, which is to create an unrivalled passion for cricket in Gauteng. The word unrivalled is a powerful call to action to all involved in the GCB to ensure that we stay committed to this cause and I look forward to leading the Board and the management of the GCB in their endeavours to deliver against our clearly articulated strategic objectives. Jack Madiseng (President) Unfortunately the bizhub Highveld Lions had a disappointing season but we are confident that we have put measures in place to ensure a better performance in 2017/2018. We are also responsible for growing support for our franchise team, the bizhub Highveld Lions. Over the course of the season support for the Lions has increased by 6%, making the Lions the most supported franchise team in South Africa. Worth noting is that now over 25% (and growing year-on-year) of the Gauteng cricket fan base are Lions supporters first and foremost, which is noteworthy as cricket fans in South Africa have historically by and large been supporters of the Proteas only. Jack Madiseng President The GCB s strategic objectives include: Ensuring Board & governance and operational excellence I am proud of the achievements of the Board over the last year. As I mentioned earlier, we have a documented strategy in place. The GCB has developed key performance indicators (KPIs) linked to this strategy and these KPIs will be used as a measure of performance. The GCB now has a fully compliant Board in place including independent directors, alternate directors and sub-committees. Our current focus is to finalise the appointment of an alternate independent director and the reporting lines between our management committees and the Board. We are also reviewing the number of sub-committee members to ensure productive sessions. Developing quality, winning teams The GCB is focused on attracting, developing and retaining the best talent and on ensuring that we meet our transformation goals. I am excited by the achievements of our amateur teams over the last season with the Lions Cub team winning the Cub s Week for the fourth time in a row, the GCB winning the National Under 17 Week and the Lions Academy team winning the Franchise Academy Week. Women s cricket continues to grow in popularity in Gauteng and we are buoyed by fact that we were the first franchise to have employed a fulltime coach for our senior women s team, Johnson Mafa. Our women s senior team performed well this season finishing as runners-up in the national tournament. Ensuring that club and school cricket thrives A key focus for us is on ensuring that club and school cricket thrives, especially in disadvantaged areas and that we continue to grow and develop black talent. I am heartened by the progress we are making in our clubs to bring in more black players. The GCB now has twelve premier league clubs that are complying with CSA targets on transformational representation. We are also seeing a growing number of success stories where young black players have been identified, given opportunities and thrived. Take Kgaudiso Molefe, a young man from Orange farm as an example. After receiving a scholarship to Jeppe he went on to be selected for a trip to India to attend a spinners camp. Karabo Mgotsi from Soweto is another player to watch. He made the SA Academy and will receive a CSA top-up contract. Maintaining the Bidvest Wanderers reputation as an iconic stadium We are committed to investing in the Bidvest Wanderers stadium, not only to ensure the on-going safety of our fans but also to ensure that it maintains its iconic status. However, operating the Bidvest Wanderers stadium is capital-intensive exercise and one that is difficult for the GCB to have to handle in isolation. For this reason we have engaged with the Mayor of Johannesburg to encourage the active involvement of the City in the maintenance and sustainability of the stadium given the important role it plays for the city as a sports venue for residents, and as a generator of revenue for Johannesburg through the fans it attracts to international matches. Transformation Ensuring that club and school cricket thrives Create unrivalled passion for cricket in Gauteng Our Brand Cricket development Successful stadium Successful Lions franchise Maintaining the Bidvest Wanderers reputation as an iconic stadium Growing our fan base Ensuring Board governance and operational excellence Transformation Building a commercially successful and financially sustainable company 24. Annual Reports 2017 Annual Reports

14 Message from the Chief Executive Officer It is my pleasure to report on the operations of the Gauteng Cricket Board and Lions Cricket for the 2016/2017 financial year. As we continue on our journey to advance and transform cricket in Gauteng, I am pleased to report that we had a good year with many notable achievements. This year we celebrated the sixtieth anniversary of the Bidvest Wanderers Stadium, a stadium that continues to inspire outstanding cricket performances and which, over the last two decades, has made a name for itself as a venue that brings together South Africans of all ages and backgrounds. We hosted four significant games at the stadium during the 2016/2017 cricket season including a one-day international with the Australian cricket team and a series of contests with Sri Lanka including a Test, a T20 International and another successful Momentum Pink Day ODI. All three white ball formats were sold out, however unfortunately the Test lasted less than three full days, which was great for the Proteas, who won by an innings and 121 runs but not good in terms of revenue generation. The Proteas also did us proud at the Pink Day, maintaining their winning streak for the fifth straight year and in doing so raising R600,000 for breast cancer awareness organisation Pink Drive. We were also honoured to host the prestigious Bidvest Annual Awards at the stadium this year, the event was held in a spectacular dome erected on the main field. Refining our strategy Building a commercially successful and financially sustainable company was a key focus of the Board this year. In order to achieve this, we refined our five-year strategy (see page 18 and 19 for detail on this strategy). As part of this process, we identified and agreed new key performance deliverables aligned to our strategy. In the coming year management will be monitored and evaluated against these. Developing our pipeline We are heartened that cricket schools that fall under the GCB continue to produce many quality cricketers, ensuring a robust future cricket pipeline. However, while we remain positive about our pipeline, it is imperative that schools comply with the transformation objectives of Cricket South Africa and play their part in producing more black players. The GCB has embarked on a programme to revitalise cricket in former model-c schools, in particular in those schools that have the necessary facilities but where cricket has become dormant. Many of these schools have a school population of more than 90 per cent black learners and this will go a long way in helping us to produce more black cricketer players. While the model-c school presents significant opportunities for our pipeline, I am cognisant of the fact that we have more than 18,000 Greg Fredericks (Chief Executive Officer) schools in Gauteng that fall under our jurisdiction. The majority of these schools have virtually no sports facilities and as a result very little sport is offered. While learners from these schools play in our Hub programmes, we recognise that a more intensive approach is required to exponentially grow these programmes. The barrier to this being more of a success is a lack of funds. We therefore need to mobilise our partners in government to help find the resources to address this often neglected constituency. The appointment of Wandile Gwavu as the Academy Coach has already boosted our Academy programme, as can be seen by the success of our academy teams, and the number of players from our franchise academy team selected to the national academy team. Schools and club cricket Notable achievements this year include St Stithians winning the National T20 Schools challenge, Jeppe Cricket Club winning the CSA inaugural national T20 Community Cup and the University of Johannesburg flying the GCB flag at the Varsity Cup and the University weeks. Our club cricket programme continues to deliver good results thanks to the many committed and passionate volunteers that keep clubs going by sacrificing their time and resources for the love of the game. It is very encouraging to see how the more successful clubs have developed family support at their matches. The semi-professional team: Gauteng Strikers Our semi-professional team, the Gauteng Strikers, welcomed Sandile Masengemi as their new coach this year. The Strikers had a great start to the season with the team winning two matches in the Africa T20 competition and only narrowly losing the third match. The CSA Sunfoil Provincial 3-Day Competition saw the Strikers finish as runners-up in their group. Unfortunately the team did not fare as well in the CSA Provincial One-Day Challenge, where they finished fifth out of seven teams in their pool. The franchise team: bizhub Highveld Lions This was a challenging year for the bizhub Highveld Lions, however I wish to thank the team for their continued efforts throughout the period. While our performance was impacted play movements and injuries we believe we have the right mix of talent in place for the coming season. Sunfoil Series The team placed fifth on the log; they won three matches, lost three and drew four matches. In this competition their performance was impacted by relatively few batting bonus points being accumulated. We will focus our efforts on revitalising our batting skills in the year ahead. CSA T20 Competition The Lions lost the play-offs to the Warriors in Port Elizabeth, resulting in the team being placing third overall. The Momentum One Day Cup The team was placed fifth on the log, while they won three matches, the results were negated by losing seven matches during the course of the competition. Financial matters Highlights for the 2016/2017 financial year include: Securing National Lottery Funding of R2.6m for Youth, Schools and Black Club cricket. The increase in rental income after 2015/16 capital investment. This grew from R1.28m in 2015/16 to R2.37m in 2016/17. Governance This year the Board reached the end of its first three-year cycle in accordance with the Memorandum of Incorporation (MOI). As a result, various interest groups held elections, and elected candidates were confirmed at the AGM held on 27 July Mr Thabang Moroe, President of the GCB was elected as Vice President of Cricket South Africa (CSA) resulting in him stepping down as President of the GCB. We wish him well in his new position and thank him for his contribution to the GCB. Mr Jack Madiseng was subsequently elected as the President of the GCB. During this period, Mr David Lewis resigned as a Director of the Board and was replaced by Mr Simphiwe Dzengwa. We look forward to working closely with our new Board members as we focus on delivering on our new strategy. Further, to align the GCB MOI with that of CSA, the GCB held a Special Members Council meeting on 28 September 2016, where the members made further amendments to the GCB MOI. With thanks to all our stakeholders As I reflect on the year, I wish to thank all our partners and sponsors for their ongoing support and contributions; we value their commitment to the GCB. Special thanks go to our naming rights sponsors, Bidvest (Wanderers Stadium), bizhub from Konica Minolta, associate sponsor Matrix and media Partner, 947 (Highveld Lions). We remain grateful to the Willowton Group (Sunfoil), which sponsors township cricket, Opal Sport (Gunn & Moore), which sponsors clothing and balls for the GCB and bizhub Highveld Lions as well as South African Breweries, Pernod Ricard South Africa and Amalgamated Beverage Industries, who are our beverage partners. Other partnerships that have a significant contribution to our business are Hirsch s Home Store and Imperial Toyota South Africa (Vehicle Partners). I would also like to thank the staff of the GCB for their commitment to cricket in Gauteng. We remain focused on developing our employees having invested R132,260 in training and education opportunities in 2016/2017. Obituaries It saddens me to write about the passing of former colleagues and remarkable cricket players, and this year is no different as we bid farewell to three cricketing friends. Dougie Carelse Dougie Carelse passed away on 25 May 2016 after losing his battle to cancer at the age of 72. After initially playing most of his early sport in Cape Town, Dougie moved to the then Transvaal where he played cricket for Protea Cricket Club, now Marks Park Cricket Club. He also played for Transvaal under the non-racial Transvaal Cricket Board. A prolific batsman and talented fielder, his incredible athleticism was acknowledged by all that knew him. Syd O Linn Syd O Linn passed away on 11 December at the age of 89. A left-handed batsman and back-up wicketkeeper, he represented South Africa in seven Test matches against England and New Zealand from 1960 to As a multi-talented sportsman, he also played soccer for Charlton Athletic and earned an international soccer cap for South Africa in Danny Becker Danzel Frederick Becker passed away on 20 April at the age of 69. He represented both North Eastern Transvaal and Transvaal under the aegis of the South African Cricket Association (SACA) from 1968 to 1975, taking 112 wickets in 35 matches at an average of He had four fivewicket hauls including a best return of 6/23. A full two metres in height he troubled batsmen with his ability to generate fearsome bounce at a good pace. He served as an Umpire to the GCB since his retirement from playing in the 1991 season. Conclusion My personal thanks are due to Cricket South Africa, the Board, my staff and all my peers in the in the other affiliates for their cooperation and support during the past year. We are excited to have in place a robust strategy that will enable us to deliver a sustainable future for the Gauteng Cricket Board. Greg Fredericks Chief Executive Officer 26. Annual Reports 2017 Annual Reports

15 Corporate governance The corporate governance statement outlines the Company s key principles and governance practices, as well as commitment to informing internal and external stakeholders through transparent and comprehensible disclosure. The directors regard corporate governance as critical to the success of the Company s business and stakeholders interests and fundamental in discharging their stewardship responsibilities. The Board strives to provide strong leadership, strategic direction and control, and a productive environment that can sustain the delivery of value to the Company s members. The directors are committed to applying the principles necessary to ensure that the highest standards of governance and accountability are practiced in the conduct of the Company s business. These principles include honesty, transparency, integrity, discipline and accountability during business conduct. Each director brings a depth of experience and independence of judgment in his or her role as a Board member. The Company complied in all material respects with the requirements for proper corporate governance as set out in King III. The only area of noncompliance for the period under review relates to Board assessments and director evaluations. As the Company is a private company and nonexecutive directors were appointed in terms of the Langa Commission agreement, there was no requirement to conduct Board and nonexecutive director evaluations. This will be addressed and annual assessments will be conducted once an elected Board is in place. The Company subscribes to the values expressed in the Code of Corporate Practices and Conduct as set out in King III and has already implemented several aspects of the Code. procedures in relation to safety, health, economic, social and environmental impacts, as well as remuneration and benefits Adoption and monitoring of the Code of Conduct and related matters Approval and adoption of statutory communications to stakeholders Appointment of the CEO and management of the company Approval of the appointment and removal of the directors, the auditors and the Company Secretary While retaining overall accountability, the Board has delegated authority to the Chief Executive Officer to run the day-to-day affairs of the Company. The Board has also created sub-committees to enable it to discharge its duties and responsibilities properly and to fulfil its decisionmaking process effectively. Each committee acts with appropriate terms of reference. Board committees may take independent professional advice at the Company s expense when necessary. Composition of the Board The Board is comprised of sixteen directors as of 30 April The directors are: Five independent directors Seven non-independent directors One executive director (ex Officio) Three alternate directors bizhub Highveld Lions players celebrate Tshepo Moreki of the Cape Cobras s dismissal during day 1 of the Sunfoil Series match between bizhub Highveld Lions and Buildnat Cape Cobras at Bidvest Wanderers Stadium on October 05, (Photo by Sydney Seshibedi/Gallo Images) Annual Reports 2017 The Board Board of Directors Corporate governance within the Company is managed and monitored by a unitary Board of Directors and various Board sub-committees. The key principles underpinning the governance of the Company are to ensure that the Company conducts its business as a responsible corporate citizen through the development and implementation of strategies and policies that are integrated into every area of its operations and to carry out the dictates of the Langa Commission agreement until a new board is elected and operates according to an amended Memorandum of Incorporation (MOI) without the transitional period arrangements in accordance with the Langa recommendations. Board accountability In accordance with its charter, the Board is responsible for: Approval and adoption of strategic and annual business plans, the setting of objectives and the review of key risk and performance areas Approval of commitments outside the authority delegated to executive management Review of management s performance against set objectives at regular Board meetings Determination of overall policies and processes to ensure the integrity of the Company s management of risk and internal control Approval and adoption of Group policies, programmes, and Jack Madiseng is the President of the Board. Gregory Fredericks is an Executive Director and the Chief Executive Officer. The roles of the Chairman and Chief Executive Officer are not vested in the same person and there is a clearly outlined division of responsibilities. Five independent directors were put in place; this was through a process conducted by an independent nominations committee appointed by the Board. The Board received a slate of independent directors from the Nominations Committee for their consideration. The Board then recommended the independent directors to the Members Council in the AGM in July 2016 for their confirmation. The names of the directors as on 30 April 2017 are set out on page 21 and 22 of this report. The Board ensures that no individual has unfettered powers of decisionmaking and authority and ensures that stakeholder interests are protected. The Board considers that there is an appropriate balance of knowledge, expertise and collective experience among the nonexecutive directors. Any new appointments to the Board will involve a formal and transparent process and are a matter of consideration for the full Board and ratified by the Members Council, assisted by the nominations committee. When approaching directors, the Board considers its needs regarding expertise, experience, diversity, and number of members. Effective control is exercised through the Chief Executive Officer, who is accountable through regular reports to the Board. The nonexecutive directors are considered to have the skills and experience to bring unrestrained judgement to bear on issues of strategy, resources, 28. Annual Reports

16 transformation, diversity and employment equity, standards of conduct, evaluation of results as well as on economic, social and environmental policies. Roles and responsibilities The Board sets the strategic objectives of the Company, determines investment policy and performance criteria and delegates to management the detailed planning and implementation of policies in accordance with the appropriate risk parameters. The Board monitors compliance with policies and achievement against objectives by holding management accountable for its activities through monthly performance reporting and budget updates. Members are encouraged to debate and challenge issues in an atmosphere of mutual respect and co-operation. The role of the Board is regulated in a formal Board charter that defines its authority and power. Senior executives have access to Board meetings as and when necessary to apprise the directors of important events and to devise strategy. This encourages interaction, good communication and close co-operation between directors and management. Where directors are unable to attend Board meetings for any reason, every effort is made to obtain and communicate to the meeting any comments they may have regarding the agenda and general items. In total nine Board meetings were held during the year, including two special general meetings. Directors are entitled, at the Company s expense, to seek independent professional advice regarding Company issues for the furtherance of their duties. All directors have access to the CEO who is responsible for ensuring Company compliance with applicable legislation and procedures. Conflicts of interest The directors are required to avoid a situation where they may have an interest which conflicts with the Company s interest. A conflict of interest policy ensures that directors disclose conflicts of interest at every meeting in terms of section 75 of the Companies Act. In addition, directors present an updated list of their directorships and interests to the Company Secretary on an annual basis, or when a change has occurred in their directorships. Board self assessment The Company is an association not for gain and the non-independent directors were appointed in terms of the Langa Commission agreement. Consequently, no Board and non-executive director assessments were required. The Board has, however, conducted self-assessment and the results thereof was compiled by Statucor and communicated to the Board. Board sub-committees Committees of the Board are appointed to perform specific tasks affecting the affairs of the Company. Committees of the Board have as the prime object of assisting the Board and management in fulfilling their responsibilities. Committees are, however, not to interfere with the responsibilities of the CEO and management with regard to the management of the Company and the implementation of operational issues. Therefore, any recommendations or proposals, particularly of a financial nature affecting operational issues, must receive the prior approval of the CEO before being submitted to the Board. addition, committees are required to only deal with business falling within their delegated authority. It is the general duty of committees to deal with all business timeously and to submit recommendations to the Company for its consideration and approval. In carrying out its tasks, a committee may obtain such outside or other independent professional advice as it considers necessary to carry out its duties, subject to such directives as may be determined by the Board. The quorum for meetings of committees shall, in all cases, be one more than half the number of persons officially appointed to the specific committee. In determining the persons present and comprising the quorum, the ex officio members and co-opted members shall not be included. Notwithstanding the composition of the committees, the Board may, at its discretion if circumstances so require, vary the composition of any committee. The President and the CEO shall be ex officio members of all committees. The role of Board sub-committees is formalised by terms of reference that define their authority and scope. Each sub-committee is chaired by a non-executive director. The Board sub-committees consist of the Executive, Remuneration, Audit and Risk, Finance and Procurement, Stadium, Commercial and Marketing, Cricket Pipeline, Cricket Clubs, Disciplinary, Transformation, Social and Ethics and Legal & Governance committees. Remuneration committee Fagmeedah Petersen-Lurie (Chair) Jack Madiseng Anne Vilas Sikender Wadvalla Roles and responsibilities This committee determines the framework, policy and costs of executive and senior management remuneration. The committee strives to achieve adequate, competitive and fair compensation in recognising and rewarding executive directors and senior employees to ensure their motivation and retention. The committee refers specific recommendations for non-executive director remuneration to the Board for deliberation. No person is involved in decisions as to his or her own remuneration. In fulfilling its duties, the Remuneration Committee pays due attention to succession plans and the retention of key executives. This committee: Ensures that the Group has a remuneration policy which is aligned with the Group strategy and performance goals Assesses and reviews remuneration policies, employee short-term and long-term incentive schemes and performance bonuses Approves the remuneration of executive directors and senior management Considers management proposals in respect of fees for nonexecutive directors, which are tabled for shareholder approval at the annual general meeting Determines executive and staff participation in the long-term incentive schemes Audit and risk committee Yusuf Seth (Chair) Simphiwe Dzengwa (D Chair) Mike Sacher Ebrahim Lambat Asanda Tsotsi Anne Vilas Fagmeedah Petersen-Lurie Ntsongo Sibiya Sikender Wadvalla Roles and responsibilities The committee has an independent role with accountability to both the Board and stakeholders. The overall function of the committee is to assist the directors in discharging their responsibilities relating to the safeguarding of assets, the operation of adequate effective systems and control processes and the preparation of fairly presented financial statements in compliance with all applicable legal and regulatory requirements and accounting standards. The committee s role is to ensure the integrity of the financial reporting and audit processes and the maintenance of sound risk management and internal control systems. It has a wide range of powers to consult, both internally and externally, and must be provided with sufficient resources to examine financial reporting and other strategic issues according to its written terms of reference, as confirmed by the Board. This committee: Monitors the integrity of the annual and interim financial statements and external financial reports Oversees relations with the external auditors and reviews the effectiveness of the business assurance/internal audit function Evaluates the findings of business assurance/internal audit and external audit, the actions taken, the adequacy of the system of internal financial and operational control and reviews accounting policies and financial information issued to stakeholders Recommends to the Board the selection of the Company s external auditors, approves the remuneration and terms of engagement of the external auditors, considers and pre-approves non-audit services and monitors the external auditor s independence and effectiveness Has the authority to seek information it requires from any employee The Audit and Risk Committee reports its activities and makes recommendation to the Board. The Audit and Risk Committee is satisfied that the external auditors are independent of the Company and that the Financial Manager has appropriate experience and expertise. Finance & procurement committee Farouk Seedat (Chair) Mike Sacher (D Chair) Anne Vilas Ntsongo Sibiya Ebrahim Lambat Simphiwe Dzengwa Fatima Habib Sikender Wadvalla Roles and responsibilities The role of the GCB s Finance and Procurement Committee is to: Finance Function Assist the Board in assessing the going concern status of the company at the financial year-end To recommend approval of budgets to the Board Ensure timely preparation of Annual Financial Statements Develop internal controls and approve related policies and procedures. To review monthly financial reports. To approve Treasury management plans Procurement Function To ensure that the GCB s procurement strategies are implemented and sustained To recommend and approve budgets within authorities This committee: Is largely responsible for financial and corporate responsibilities in conjunction with management Prepares financial budgets and forecasts for the Group and complies and presents the annual financial statement Interacts extensively with the Audit and Risk Committee and the Group auditors business reviews and risk controls Ensures that the Group s financial affairs are managed in accordance with good financial practice and good corporate governance according to the highest ethical principles Stadium, commercial and marketing committee STADIUM Sikender Wadvalla (Chair) Koketso Muller (D Chair) Gordon Templeton Jabulani Mkhwebane Mohammed Majam Clive Mavimbela Itumeleng Mokgotsi Alan Botha Tshepiso Sennelo Patrick Moroney Roles and responsibilities COMMERCIAL & MARKETING Simphiwe Dzengwa (Chair) Gordon Templeton (D Chair) David Terbrugge Elite Mabhena Mohammed Majam Tlhogi (Paul) More Salman Khan Mbali Mkoko Fatima Habib Verusha Maharaj Susan Parker To provide the strategic direction for the Commercial and Marketing Unit in the company To approve the business plan and budget of the unit To exercise oversight over governance issues in the unit To provide guidance to the unit To receive and review reports and give feedback to the unit Shall act as a committee of control, liaison and co-ordination of commercial and stadium operations and shall implement all policies of the Board or any of its directives or instructions from time to time Shall receive, consider and assess all reports and recommendations of a financial nature affecting the management of commercial and No committee or individual member is mandated to make decisions stadium matters and to implement an appropriate programme of binding on the Company without prior approval of the Board. In 30. Annual Reports 2017 Annual Reports This committee:

17 action through the management. All aspects of a financial nature shall be reported to the Finance and Procurement Committee and shall only be authorized if in accordance with an approved budget. Any unapproved item is to be referred to the Board via Finco Shall, in liaison with management, submit annually to Finco for ratification and submission to the Board, a Business Plan and Budget incorporating an estimate of income and expenditure and cash flow relating to activities for the next financial year. This budget, which shall include a detailed Capex budget accompanied by a statement of actual income and expenditure for the current year, is to be in the hands of Finco by 15 March each year and shall include, inter alia, proposed expenditure relating to; services, maintenance, development and cost of events Shall ensure that all relevant information affecting financial budgetary issues is brought to the attention of management timeously, prior to the preparation and presentation of the annual financial budget to Finco Shall ensure that there is compliance with the financial authorization policies of the Company. This has particular relevance in cases when tenders are called for any capital and/or maintenance projects Shall consider and action, if so required, any matters referred to by the Board Shall assist in all aspects of the stadium maintenance programmes Shall be responsible (the chairman) for the submission of monthly and any other specific reports to the CEO to enable him to report to the Board Shall assist the Chief Executive Officer with policy and strategic issues which include all aspects of stadium capital, maintenance programmes, policies and commercial issues, including recommendations to the Finance and Procurement Committee on budgetary issues Cricket pipeline committee Yasin Manack (Chair) Ntsongo Sibiya (D Chair) Earl Glennistor Faizel Sallie Ronald Vergie Jack Madiseng Monde Ngejane Sadia Tayob Reuben Mandlazi Sandile Masengemi Geoffrey Toyana Koketso Muller Colin Gxowa (ex officio) Dean Laing Nomsa Tsime Gauteng Department of Basic Education University Representative Coaches Association Representative Roles and responsibilities Deals with all development (amateur) cricket matters as audited in the Company development programme, as well as women s and differently abled cricket Seeks to broaden the culture of the game and foster a supportive culture Shapes a future cricket culture that covers all levels of the game Minimises the loss of cricketers Assists capacity building amongst previously disadvantaged South Africans Assists management and monitors the alignment of the Company development plans with the CSA Presidential Plan and the Langa Report This committee is responsible: To act as a committee for liaison and co-ordination of all amateur cricket as it relates to KFC, Schools, Hubs, RPCs, etc. and shall recommend proposals to the Board for implementation. To receive, consider and assess all reports and recommendations on various aspects of amateur cricket to implement an appropriate programme of action in respect thereof To ensure that all relevant information affecting amateur cricket are brought to the attention of Board To consider and action, if so required, any matters referred to by the Board The Chairman of the Committee shall, liaise with the Board where required For talent identification o GCB Pipeline Policy o GCB Transformation Policy o Talent at School o Women s & Girls Cricket o Hubs & RPC o Academy System o Universities o Coaching o Transition from School & Club Cricket & TID in clubs o The Strikers o Facilities o Umpires & Scorers Cricket clubs committee Sikender Wadvalla (Chair) Mohammed Majam (D Chair) Mohsin Ahmed Dale Hermanson Karel Mouton Mark Patterson Mahmood Takolia Afzal Saloojee Doug Neilson Lewis Manthata Monde Ngejane Faizel Sallie Lucky Lesele Jack Madiseng Sadia Tayob Odette Allen Keith McIntyre Roles and responsibilities This committee: Assists in the full-time operation of all aspects of amateur cricket Includes representatives from clubs, schools, development, umpires, coaches, deaf, blind, impaired and women s cricket Assists in the full-time operation of club cricket and consists of representatives from clubs and the Umpires Association Acts as a committee of liaison and co-ordination of Strikers cricket and shall implement all policies of the Board or any of its directives or instructions from time to time Will receive, consider and assess all reports and recommendations on various aspects of Strikers cricket and, through management, implement an appropriate programme of action in respect thereof Will receive, consider and assess all requests and recommendations of a cricketing nature and which may or may not have financial implications or affecting the administration of Strikers cricket, playing fields, facilities and amenities, and to implement an appropriate programme of action through the management. All aspects of a financial nature shall be reported to the Board and shall only be authorised if in accordance with an approved budget. Any unapproved item is to be referred to the Board via the Finance and Procurement Committee (Finco) Liaises with management to submit annually to Finco for ratification and submission to the Board a business plan and budget incorporating an estimate of income and expenditure and cash flow relating to activities for the next financial year. The Chairman of the Cricket Playing Committee shall, in liaison with management, be responsible for the submission of monthly and any other specific reports required by the Board Disciplinary committee Mike Sacher (Chair) Adv. Lesego Mokhutswane (D. Chair) Roger Burne Anton Du Randt Mahmood Takolia Roles and responsibilities This committee: Deals with breaches of by-laws and the Code of Behaviour in club cricket in Gauteng Transformation and social & ethics committee Fatima Habib (Chair) Matodzi Ratshimbilani (D Chair) Mohammed Majam Yasin Manack Lethabo Mashigo Mark Patterson David Terbrugge Lewis Manthata Earl Glennistor Brian Van Rooyen Koketso Muller Gordon Templeton Transformation roles and responsibilities To promote, encourage, advance and generally assist the Board and the CEO in transformation and development of all aspects of the Company s operations and administration, including, but not limited to stakeholders, employees, cricket at provincial, club, youth and schools level The committee will assist in: o The process of unlocking the human asset of the Company s organisation by allowing all legitimate stakeholders to be heard, to encourage local ownership and accountability to the people who are represented o o o o o o Ensuring that the Company s constitution is a unifying force, reflecting the sentiments of a modern organisation, promoting sound governance, facilitating strategic guidance, encapsulating the executive powers and accountabilities and protecting our codes of conduct Bridging the existing gaps between schools and youth cricket, club cricket, provincial cricket and international cricket in order to minimise loss of human potential and optimise the return on cricket s human and financial investments In the acknowledgement, recording and appreciation of Black cricket during the past century in order to establish a rich and comprehensive history of South African cricket, recognising our diversity as a source of strength In the development of a programme aimed at broadening the culture of the game and democratising opportunities in all our communities. This programme must ultimately assist in establishing cricket as the people s game, which integrates all communities into cricket activities, thereby contributing to the shaping of a future cricket culture. It must cover all levels, aspects and parameters of cricket In supporting a financially and operationally viable and stable affiliate base. This will be achieved by establishing a fair and equitable policy for the distribution of funds that is accepted and supported by affiliates and rewards affiliates for their contribution to cricket The promotion of the cricketing reasons and business forces that necessitate the Company to drive cricket to the majority of the people of this country at all levels of the game To promote programmes designed to develop the potential of players from historically disadvantaged communities and to monitor on an on-going basis the selection of all Gauteng representative teams in terms of the Company s selection policy To co-ordinate programmes in liaison with other committees of the Board To report to the Board on its proposals and activities Social and Ethics roles and responsibilities The Social and Ethics Committee must monitor the Company s activities with regard to matters relating to: Social and economic development, including the Company s standing in terms of the goals and purposes of; o The 10 principles set out in the United Nations Global Company Principles o The OECD recommendations regarding corruption o The Employment Equity Act, No. 55 of 1998 o The Broad-Based Black Economic Empowerment Act, No. 53 of 2003 Good corporate citizenship, including the Company s: o Promotion of equality, prevention of unfair discrimination and measures to address corruption o Contribution to development of the communities in which its activities are predominantly conduct or within which its products or services are predominantly marketed o Record of sponsorship, donations and charitable giving The environment, health and public safety, including the impact of the Company s activities and of its products and services Consumer relationships, including the Company s policies and records relating to advertising, public relations and compliance with consumer protection laws Labour and employment matters If one considers the requirements of King III with respect to ethical leadership and ethical behaviour, some additional functions may include: Reviewing the adequacy and effectiveness of the Company s engagement and interaction with its stakeholders Considering substantive national and international regulatory developments, overseeing their operationalization as well as practice in the fields of social and ethics management Reviewing and approve the policy and strategy pertaining to the 32. Annual Reports 2017 Annual Reports

18 Company s programme of corporate social investment Determining clearly articulated ethical standards (Code of Ethics) and ensuring that the Company takes measures to achieve adherence to these in all aspects of the business, thus achieving a sustainable ethical corporate culture within the Company Monitoring that management develop and implement programmes, guidelines and practices congruent with the Company s social and ethics policies Reviewing the material risks and liabilities relating to the provisions of the Code of Ethics and ensure that such risks are managed as part of the Company s risk management programme Reviewing the Company s performance in implementing the provisions of the Code of Ethics Obtaining external assurance of the Company s ethics performance on an annual basis and include in the integrated report an assurance statement related to the ethics performance of the Company Ensuring that management has allocated adequate resources to comply with social and ethics policies, codes of best practice and regulatory requirements. The Social and Ethics Committee must report to shareholders at the Annual General Meeting. At least 1 (one) member of the Committee must attend the Annual General Meeting of the Company to report back to shareholders on the activities of the Company. Although there is no legislative requirement for the committee to issue a written report, it is recommended that a written report be included in the Company s integrated report, director s report or its governance report, whichever is the most appropriate in the circumstances Legal and governance committee Matodzi Ratshimbilani (Chair) Willie Wannenburg (D. Chair) Shawn Christiansen Anton Du Randt Adv. Lesego Mokhutswane Fagmeedah Petersen-Lurie Jeremy Meiring Roles and responsibilities To assist the Board and the CEO in discharging their duties with regard to legislative enactments, the common law and its MOI To review, on an on-going basis, any constitutional issues in the light of transformational developments To review, on an on-going basis, all contractual relationships of the Company To review, on a bi-annual basis, legal systems and procedures To make recommendations to the Board on any matters relating to and arising from reviews or investigations This committee exercises oversight over: The Memorandum of Incorporation All policy documents of the GCB Gives guidance on company legal matters Gives guidance to the Board on any amendments to the GCB governance documents Momentum Friendship Match between Alexandra Hub and St Stithians College at Alexandra Cricket Club on March 15, (Photo by Lee Warren/Gallo Images) Alyssa Erxleben during the CSA Cricket Week Girls U/19 on December 12, 2016 in Pretoria. (Photo by Johan Rynners/Gallo Images) 34. Annual Reports 2017 Annual Reports

19 Strategic objective #2: Developing quality winning teams The GCB aims to develop quality winning cricket by attracting, developing and retaining the best talent while ensuring our transformation goals. We have many dedicated youth-development programmes in place with the aim of enabling active participation in cricket. Our focus is on developing young players and developing amateur cricket in Gauteng. We achieve this through Mini cricket, Schools Cricket, Club cricket, the GCB Academy and the Gauteng Strikers, Women and Girls cricket and Township cricket programmes. We employ some of the best coaches and offer education programmes so that coaches are best equipped to develop talent. We have put in place improved support systems so that players can excel, and ensure that we offer them quality playing opportunities to master their skills. KFC Mini Cricket Mini Cricket is the entry level for our pipeline. The programme team are doing a sterling job in introducing the game to boys and girls across the province. We have expanded our reach and are moving into spaces where cricket hasn t been played before. Youth and schools cricket We are immensely proud of our teams who played in the schools league. Our Gauteng Schools U15 teams played well during the national cricket week, and the U17 team won the national team title. Congratulations to Kgaudisa Molefe and Mudiwa Chanakira for being selected to play in the Cubs week for the Lions and CSA U17 teams. The Lions Cubs team won the Cubs Week in Cape Town for the fourth time in a row in December Further our U19 team produced several South African U19 players, with special congratulations going to Wiaan Mulder, Mohammed Mayet, Mitchell Van Burren and Wandile Makwetu. The annual Sunfoil Township Night Tournament continues to give kids a great opportunity for playing cricket under lights and further enhancing their cricket skills, whilst helping foster passion for the sport. Women and Girls cricket The Women and Girls U19 teams did us proud. They were placed second in the National Women s Cricket Week and the U19 Girls National Cricket Week respectively. We are proud of the on-going success of our Women s League, which continues to grow in popularity, in total there are now 14 women s cricket clubs. The senior women s team placed second in the national tournament and 10 were selected for the various national teams Raisibe Nthozake, Shabnim Ismail, Trisha Chetty, Lerato Langa, Jenna Searle, Robyn Searle, Nkuli Thabethe, Paballo Tshidi, Palesa Mapoo and Yolani Fourie. Gauteng Strikers The flagship team of Amateur Cricket, the Gauteng Strikers, continue producing quality players for the franchise. The Strikers enjoyed a good start to the season under new coach Sandile Masengemi, winning two matches in the Africa T20 competition whilst only narrowly losing the third match. While the Sunday 3-Day Cup saw the Strikers finish as runners-up in their group, unfortunately they did not fare as well in the CSA Provincial One-Day Challenge, where they finished fifth out of seven teams in their pool. Gauteng Academy Formerly known as the High Performance Programme, this initiative continues to play an important role in our cricket development in Gauteng. A total of 17 players participated in the programme in During the 2016/17 season, Wandile Gwavu was named the Franchise Academy coach and the Lions Franchise Academy team won the Franchise Academy Week. Coaches The GCB is committed to ensuring that we have a strong pipeline of coaches, we invest in coaching education to help develop our coaches. We are proud of the fact that the GCB was the first franchise to have a fulltime coach for the women s team, coach Johnson Mafa. GCB runs cricket courses through its coaching education office on behalf of Cricket SA, the aim of the coaching education office is to ensure that the coaches in our RPC/Hub system/traditional cricketing schools and premier league are suitable certified to improve and maintain the standard of coaching and cricket. KFC Mini Cricket kids and South African players Walk onto the field for the national anthems during the 2nd KFC T20 International match between South Africa and Sri Lanka at Bidvest Wanderers Stadium on January 22, (Photo by Sydney Seshibedi/Gallo Images) 36. Annual Reports 2017 Annual Reports

20 Q&A with Geoffrey Toyana, Lions Head Coach Geoffrey Toyana, who played provincial cricket for Gauteng, Easterns and the Titans, has been the bizhub Highveld Lions coach since Under his guidance the bizhub Highveld Lions has made an impressive turnaround, winning the Momentum One Day Cup and coming second overall in the Sunfoil Series in the 2015/16 season. In the 2016/17 season the team had a challenging year due to the impact of player progression to the national side and injuries, however the coaching staff is focussed on improving the team in the seasons to come. bizhub Highveld Lions during a drinks break in the Sunfoil Series match at Bidvest Wanderers Stadium. (Photo by Lee Warren/Gallo Images) As the Head Coach of the bizhub Highveld Lions what is your role? First and foremost my role is to ensure that we continually strive towards occupying the top positions on the log. This means that everyday when I work with the team I need to continually challenge each player. I have to ensure that we have the right balance of talent on the field. How do you create winning teams? Preparing our players to perform well is one of our most important roles. Much like working in business, it is important that we have a strategy in place with achievable goals, one that fosters team spirit. Effectively communicating the strategy to the team is essential so that everyone is focussed on achieving our common goal. While winning trophies is always welcome, making sure our players are playing at their optimum level is essentially our focus. Last year a number of bizhub Highveld Lions players represented the Proteas. What do you attribute to this success? We have had a fantastic year with Temba Bavuma, Dwaine Pretorius, Mangaliso Mosehle, Reeza Hendricks, Kagiso Rabada, Aaron Phangiso, Stephen Cook Wihan Lubbe, Wiaan Mulder and Hardus Viljoen being selected into the National side. Their success is a result of a winning combination of talent, discipline, guile together with the systems we have in place to develop talent. What does it mean to be a bizhub Highveld Lions player? For many cricket players who have worked tirelessly to achieve this, it is a significant milestone and one to be very proud of. The Lions is the natural steppingstone for selection into the national team, however the hard work doesn t stop here. Lions players have to continually play at their best to be considered for selection for their country. What do you do to keep your players committed to playing for the team? It s no secret that international cricket franchises are keen on many of our players and monetary incentives can be very enticing. While we cannot prevent our players from leaving, we hope that through our commitment to each individual as they forge their cricket career we create that sense of loyalty that keeps them at home. With the Proteas on a winning streak there s more reason to remain loyal to South African cricket. Regardless, the exodus of talent is no reason to panic; it s in part due to the globalisation of sport and a worldwide trend. Rassie Van der Dussen and Reeza Hendricks during the Momentum One Day Cup match between bizhub Highveld Lions and VKB Knights at Bidvest Wanderers Stadium on March 05, (Photo by Sydney Seshibedi/Gallo Images) bizhub Highveld Lions is leading the way when it comes to transformation tell us how you are achieving this? For over 15 years we have focused on transforming cricket because we are passionate about it and now we have a solid foundation to build upon. We have worked hard to achieve transformation at a franchise level whilst nurturing our grassroots programmes. How are you able to develop a strong pipeline of development players? The GCB and NW Cricket run two of the most effective Hub and Regional Performance Centre (RPC) programmes in the country. The programme is essentially about bringing young players into a structured programme with qualified coaches, and this is helping us to develop a strong pipeline. The fact that we are helping to produce players for the national team shows us that our system is working. Aaron Phangiso is considered a great example of someone who has come through the system to achieve, what do you attribute this to? Aaron is a cricketer with immense talent. His love of cricket started at school when his vice principal spotted his talent and encouraged him to follow his dreams, mentoring him in the years to come. He received a cricket scholarship to Christian Brothers College, Pretoria, followed by a short stint at the Titans. However, he has said that it was when he joined the Lions that he managed to find his spark and form. The Lions coaching systems helped Aaron prepare for the Proteas. His debut was in 2012 in a T20 match against New Zealand. One of his biggest achievements, which eventually led to him being called up to the national set-up, was dismissing Indian cricket legend Sachin Tendulkar in the T20 Champions League. His success can be attributed to talent, determination and the right systems in place to help him achieve his dreams. KFC Mini Cricket kids form a guard of honour during the CSAT20 Challenge match between bizhub Highveld Lions and Multiply Titans at Bidvest Wanderers Stadium on November 12, (Photo by Lee Warren/Gallo Images) 38. Annual Reports 2017 Annual Reports

21 Cricket is a positive activity for youth and we are committed to helping ensure cricket thrives especially in the disadvantaged communities under our jurisdiction. While clubs offer sporting facilities for young cricketers, they also provide a positive activity for the youth, providing life-skills beyond the game. Further clubs maintain the tradition and spirit of cricket for the next generation and are a key portal for our talent pipeline. To ensure that club cricket thrives it is important to offer enjoyable cricketing opportunities, with excellent coaches and worldclass facilities. Club cricket GCB now has 12 premier league clubs that comply with CSA targets in terms of transformational representation. It was incredibly exciting to see Jeppe Cricket Club win the inaugural Momentum Community Cup this year, testament to the hard work and dedication of the Club. We believe that club cricket is hugely significant in the province, it offers an opportunity for schools boys and girls to not only play cricket, but to be part of the same team as their heroes who are currently playing first class or national cricket. Further it enables the GCB to form relationships with our communities, this is key to enabling talent development and ensuring cricket thrives. Hubs and RPC system We are most proud of our development programme in the townships, facilitated through the Hubs and Regional Performance Centre (RPC) system. It is doing exactly what we hoped for, by offering children in the townships access to excellent coaching, thereby enabling them to develop their cricketing skills, evidenced by those kids now playing in the provincial teams such as Tsepo Bopape and Kgaudise Molefe. What we have now found is that the model-c, private and boys schools are now giving our township boys school bursaries and also the opportunity to play our Hubs in the boys school leagues. However, we remain concerned about the little assistance we receive from the municipality with regards to looking after the facilities we have in the townships. While grounds like the Soweto Cricket Oval, Dobsonville Cricket Oval, Alexandra Cricket Oval are still predominantly looked after by GCB, Lenasia Cricket Stadium and Kagiso Cricket Oval are maintained by the council. Facilities like Lenasia Tech Grounds are gold in that they have four AstroTurf wickets and four turf wickets, but as GCB we depend on council to look after them as we have very little control over them, which is a concern as they require specialist maintenance. Strategic objective #3: Ensuring that club and school cricket thrives The GCB aims to ensure that club and schools cricket thrives especially in disadvantaged areas. Thando Makwetu and Liam McCarthy from St. Stithian`s College run between the stumps during the Momentum Friendship Match between Alexandra Hub and St Stithians College at Alexandra Cricket Club on March 15, (Photo by Lee Warren/Gallo)Images) 40. Annual Reports 2017 Annual Reports

22 Q&A with Colin Gxowa, Amateur Cricket Manager Players from the Lions T20 Champions, St Stithian s College, during the match on day 2 of the Coca-Cola Schools T20 Challenge at Kraaifontein Cricket Club on March 24, 2017 in Cape Town. (Photo by Grant Pitcher/Gallo Images) As the Gauteng Cricket Board Amateur Cricket Manager, Colin combines his love of cricket and passion for sports development. His role is varied, challenging and interesting as he oversees the development of the future cricket pipeline. As amateur manager what are you doing to achieve grassroots development, especially in previously disadvantaged areas? While we acknowledge and support the role played by the traditional cricketing schools in developing cricket in Johannesburg and the surrounding areas, the reality is that the future of cricket in the province and the country depends on dramatically broadening grassroots cricket development. This is not an easy task. Outside of these traditional cricketing schools access to facilities, coaches and an understanding of what it takes to develop a world-class cricketer is severely lacking. The provision of cricketing facilities is not something that the GCB can tackle alone; we need to work with national and provincial government and the municipalities to improve these. But where we can make a difference is at a coaching level. As the GCB we employ a total of 53 people (11 full-time) to coach young players in disadvantaged areas, and to prepare pitches for under-resourced clubs so that we can start making a difference in the future prospects of talented players in the province. Currently we have one Regional Performance Centre (RPC) located in Soweto, and five Hubs in Gauteng namely Lenasia, Dobsonville, Kagiso, Alexander and Cecil Payne serving these communities. In the 2017/2018 season we add Sedibeng as a new Hub, which will extend our programme reach even further. Are there any stories that spring to mind that highlight the difference your coaches are making? There are so many incredible stories that come out of our programmes, yet one that springs immediately to mind is that of Katlego and Tebogo Thena. Born in Dobsonville, the Thena twins started playing cricket at the age of eight. Coached by Harmony Ntshinga, our Dobsonville Hubs Head Coach, they played in Mini Cricket over time climbing the ranks fuelled by their ambition, passion and dedication. They both received scholarships to attend Jeppe High School for Boys, and were selected to play at the 2016 Coca-Cola Khaya Majola Week. As you mentioned earlier, developing cricket at a grassroots level demands a collaborative approach. How do you work with Government to grow and transform cricket in Gauteng? More than half of my day is spent working with other stakeholders, especially Government, to expand the reach of the game in Gauteng. When the Department of Sports and Recreation hosts events that include cricket, such as the Summer Games series, we ensure that the facilities are up to standard and that they have the support they need in terms of personnel and equipment. You are also responsible for overseeing Gauteng s participation in national programmes such as KFC Mini Cricket, which has brought the joy of cricket to young people between the ages of 6 and 12 in South Africa since How many children under your jurisdiction have the opportunity to participate in the KFC Mini Cricket this year? For many children the KFC Mini Cricket is a highlight of their summer, it is played at 229 schools under our jurisdiction, providing 657 coaches to 6,847 children. In 2016/2017 it was introduced to 18 new schools, reaching a further 432 children. There were also a number of festivals held this year in Orange Farm (120 children), Johannesburg Central West (360 children), the Vaal programme (420 children) and the Sunfoil test match festival (300 children) played at the Bidvest Wanderers Stadium. The GCB U19 team were crowned champions for the third consecutive time at the Coca-Cola Khaya Majola U19 National Week. To what do you attribute their success? The U19 team has been the pride of our development programme, having won the Coca-Cola Khaya Majola U19 National Week competition four times in the last five years. The team s success is thanks to our Hubs system. This caters for schools in disadvantaged areas by offering the learners access to a central venue to play cricket, at the Hub we offer coaching and host matches. From this we are able to identify and select the most promising players who then participate in the Coca-Cola Kaya Majola Week. Identified players also get further opportunities such as access to coaching at the Regional Performance Centres. Alongside this the GCB manages the circuit, district and regional leagues, which take place both during the season and out of season. Developing Women and Girls cricket is another of your key focus areas. Is female cricket growing in popularity in Gauteng? Women and Girls cricket continues to grow at a school and club level. What is exciting is that Girls cricket is thriving in the townships with Jeppe Primary School being joint winners in last years primary school cricket final. At a high school level the B-league grew from three teams to eight teams last season. At a club level the number of Womens club teams nearly doubled from seven to fifteen. This growing pipeline continues to bear fruit with ten female cricketers from the province selected to represent the various national teams in the 2016/2017 season. And it s not just playing cricket where Womens cricket is growing, these days more women attend matches. Please explain the role of the Gauteng Academy? The Gauteng Academy (formerly known as the High Performance Programme) is a 12-week winter programme aimed at grooming high potential players for the bizhub Highveld Lions. Each player attends four sessions per week focussing on fitness and life skills as well as batting, bowling and fielding skills. A total of 17 players participated in the programme in 2016, with two of them going on to play for the bizhub Highveld Lions, testament to the success of the programme. The GCB has done excellent work to develop good black coaches in Gauteng. How have you achieved this? Gift Mathe the GCB s coaching and education manager is one such coach who is passionate about cricket. During his career he has had a lasting impact on many talented players including Cobras player Omphile Ramela, who he introduced to mini cricket when he was a youngster. From the early days Mathe recognised Ramela s talent, coaching him to play at KFC Mini Cricket. He then went on to play at St John s School for Boys after securing a bursary; this enabled him to attend a private school and to play in a variety of cricket leagues leading to his selection for the Cobras. Now recognised as one of a handful of black African batsmen to make their name in the longer format, Ramela captained the Cobras whilst at the same time studying for a Masters in Economics. Today players like Temba Bavuma and Kagiso Rabada are household names. Yet you have seen them come through the ranks from school level all the way to their star performances for the Proteas. From your interactions with them, to what do you attribute to their success and what can the GCB do to ensure a strong pipeline of players of this calibre going forward? Sport has always been an antidote for the stark realities of South African society, and the need for role models will always be there. Through their performances over the last two seasons, both Temba Bavuma and Kagiso Rabada strive to inspire thousands of youngsters and that is one of their biggest motives, alongside their desire to play winning cricket. Lethabo Gulwa appeals behind the stumps during the Momentum Friendship Match between Alexandra Hub and St Stithians College at Alexandra Cricket Club on March 15, (Photo by Lee Warren/Gallo Images) Josh Richards in action during the match against the Inland Focus School on day 2 of the Coca- Cola Schools T20 Challenge at Kraaifontein Cricket Club on March 24, 2017 in Cape Town, South Africa. (Photo by Grant Pitcher/Gallo Images) Glen Adams and Liam Smith during the CSA Franchise Academy Week on March 16, 2017 in Potchefstroom. (Photo by Sydney Seshibedi/Gallo Images) 42. Annual Reports 2017 Annual Reports

23 Strategic objective #4: Maintaining the Bidvest Wanderers reputation as an iconic stadium The GCB focussed on ensuring an unparalleled stadium experience and on maintaining a modern stadium. The GCB works hard to ensure that each match day runs seamlessly and offers spectators a world-class experience. Market research undertaken shows that the Bidvest Wanderers Stadium is the only cricket stadium in the country where spectators prefer watching a game live at the stadium rather than watch it on television. The 2016/2017 season A number of international matches were played at the Bidvest Wanderers Stadium this season. South Africa played against Australia in the KFC T20 International in October, during the Australia s tour of South Africa. During the Sri Lanka tour of South Africa, the Proteas played against Sri Lanka at the Bidvest Wanderers Stadium, in three competitions including the KFC T20 International, The Sunfoil Test Series and the Momentum One-Day International Pink Day (see page 51 for more information on Pink Day). South Africa won the series 3-0 with the last game played to a roaring crowd at the Bullring as the Sri Lankan team crumbled. Maintaining and improving the Bullring During the year in review we invested approximately R2,549,830 in our stadium repairs and maintenance programme. Improving access As part of our programme to improve stadium access, we have committed to installing three new lifts by the end of July 2017; so far two lifts have been installed. These will be strategically placed in key areas, with the new lifts in the Unity Stand set to provide better access to the Long Room, the Media Centre, the Centenary Pavilion and the business centre which is located in the Memorial Stand. The total cost of installation is R3,368,000, we believe that this is a key investment in order to meet our objectives of our modernisation programme. Upgrading seating The seats on the balcony of the Long Room were re-upholstered at a cost of R330,000. This upgrade complemented the look and feel of the Long Room renovations, which were completed in the previous financial year. Further, we invested R847,000 to improve seating in the Unity Stand, with the final block of seats completed at the start of the 2016/2017 season. Improving the indoor nets lighting We have committed to investing R86,000 towards improving the lighting within the indoor nets. These will be upgraded to exceed the International norm of 750 lux levels, and will ensure that the indoor lighting is on par with the best indoor facilities in the world. Modernising suite doors access control We aim to upgrade all suite doors access control points by 31 August 2017 at a cost of R1,600,000. The system installed will be on par with the best hotels in South Africa, replacing an obsolete system, and will improve access control and security. Updating our close-circuit television network We received approval on our proposed plan to invest R600,000 in improving our CCTV solutions. This will include expanding the CCTV coverage perimeter to add in the bowl area, which includes player areas, spectators and support services. Once installed it will be on a par with the best modern stadiums in South Africa. The upgrade is on track to be fully installed by 31 August Responding to the needs of changing fans We are committed to ensuring a great fan experience through various initiatives. Responding to transport challenges Given the demands of parking around the stadium, the GCB embarked on a project to increase the drop-and-go access to the stadium. To achieve this we have engaged with key service providers, namely Park and Ride SA (operating from Melrose Arch), Uber, Zebra Cabs and Shesha Tuks, providing spectators with a variety of easy-to-use transport options on match days. Further, we have secured extra parking at the Wanderers Golf Club, which now allows parking on its driving range for a further 500 vehicles. Ensuring a greener stadium We are cognisant of our role in greening our stadium and the importance of alleviating the Bullring s impact on the environment. We have numerous programmes in place in order to achieve this. Through our water management programme, run-off water from the stadium s roof is trapped in a reservoir and then pumped back into the stadium via a booster-pump as irrigation water for the outfield. Waterless urinals are also in place in the men s toilets. Our energy management programme involves using two large generators on event days, these can also be used should power-outages occur. The generators assist in the decrease in the monthly maximum demand charges of City Power. Further, electricity and water consumption is monitored by a real-time monitor solution Meteringonline software. Consumption metering has been changed to Time-Of-Use (TOU) tariff, since most matches are played on Saturdays and Sundays on the off-peak usage period. Wherever possible, lights are being changed to LED lighting, which consume less energy and more cost effective. We recognise that waste management is an area for improvement; currently this is being undertake on request by ad hoc service providers. We are though committed to engaging with cleaning service providers to find a solution for 100m3 of waste disposed during international matches. The South African team during the 2nd Momentum ODI match between South Africa and Australia at Bidvest Wanderers Stadium on October 02, (Photo by Lee Warren/Gallo Images) 44. Annual Reports 2017 Annual Reports

24 KFC kids and players of South Africa and Sri Lanka for the National anthems before the 2nd KFC T20 International match at Bidvest Wanderers Stadium on January 22, (Photo by Sydney Seshibedi/Gallo Images) Q&A with Cyril Martin, Stadium Manager Having managed three of South Africa s top cricket stadiums, Cyril is an expert in delivering the premium cricket events associated with the Bidvest Wanderers Stadium. You have had the opportunity to manage stadiums across South Africa, why is the Bidvest Wanderers Stadium so special? South Africa has many great stadiums and while I was privileged to spend many happy years in Cape Town managing Newlands Stadium, I am delighted now to be responsible for the Wanderers. It is often recognised as one of the top five cricketing venues in the world, and is certainly a stadium that holds a special place in the hearts of all South African cricket fans it was where South Africa played its first test match in 1956, and where South Africa played its first ODI after readmission into the ICC in The 2003 World Cup Final was played at the Wanderers where Australia emerged victorious over India. But perhaps the most exciting match ever to be played at the Wanderers was when South Africa set the world record chase in 2006 against Australia, a record that still stands ten years later. With the home crowd behind them they overcame Australia s world record total of 434 and won the match by four runs. What style of cricket does the pitch at the Wanderers lend itself to? The playing surface at the Wanderers is exceptional and makes for very fast cricket. The Wanderers holds the record for the fastest one day international fifty, the fastest one day international, the fastest innings over 100, the highest first wicket partnership for South Africa, the fastest one day international partnership, the second highest one day international total and the most centuries in a one day international innings. A full house Bullring. Momentum One Day International Pink Day. Photo: Sean Brand Photography What does it take to maintain this world-leading pitch? The Wanderers has a new, fully automatic irrigation system and a state-of-the-art drainage system ensuring that the pitch remains at a premium level. We use a selective watering approach in order to achieve a perfect pitch. The grounds team start with making the pitch entirely firm, but then ensure that the parts of the wicket on either side of the stumps are kept dry. The middle stretch of the wicket is watered and rolled sufficiently to keep it firm and true ; we roll it frequently with the two tonne roller to achieve this. But unlike with green wickets, the watering has to be lighter so that there isn t excess moisture below the surface, and the wicket does remain slightly dry. The grass quotient doesn t always matter, as long as you can keep up to 3-4mm on it, and roll it in. The pitch is rolled four times a day with light watering in between these sessions, this ensures that the pitch will remain flat, and allows for the ball to come on nicely to the bat. In terms of facilities, how does the Wanderers compare? We regularly invest in the Wanderers to ensure that the stadium s facilities are worldclass. Our most recent investments include a new electronic scoreboard, a high quality PA system, integrated CCTV, a top-class broadcast centre and an efficient ticketing system. We are now also exploring options to improve our parking facilities. How many people can the Wanderers seat? The Wanderers is South Africa s biggest cricketing ground, yet it is not that big by international standards. The stadium seats 34,000 people, interestingly this is only a third of the capacity of the world s biggest cricket stadium the Melbourne Cricket Ground, which seats over 100,000 people. India has 15 cricketing grounds that are bigger than the Wanderers! But while it is smaller than its international contemporaries, the Wanderers is known for its electric atmosphere because of the way it was designed, it is affectionately known as the Bullring. Many say that the roar of the home crowd easily intimidates visiting teams playing in the centre of the ring, and this makes for a phenomenal fan experience. The Wanderers Stadium is only used for cricket 29 days a year. What else is the stadium used for during the year? The biggest challenge of managing a stadium is ensuring that you maximise your asset by creating a multi-purpose venue. In the case of the Wanderers this is challenging as it is situated in a residential area making hosting events like music concerts, which the Wanderers would be a great venue for, a challenge given associated noise and traffic. We continue to work with the local residents associations to find solutions and have managed to get their buy-in to host Carols by Candlelight once a year. We do though rent out our many function rooms for private events and recently upgraded the Long Room for this purpose. The Wanderers is now also home to a sports medical centre and an elite functional conditioning centre, which are used by our teams and the public. The Wanderers also has nearly 200 suites leased to top corporate companies, and we are also looking at ways of better using these during times of slow economic growth. This year we took the decision to rent out some of these suites as office space and this is working really well. We are also investigating other options such as having a permanent restaurant at the Wanderers. 46. Annual Reports 2017 Annual Reports

25 Strategic objective #5: Grow our fan base The GCB is focussed on developing an exceptionally strong fan and support base by developing strong brands that fans can relate to, creating an electric atmosphere at the Bidvest Wanderers stadium and by organising successful events. The GCB is also responsible for growing fan support for its franchise, the bizhub Highveld Lions. Building strong brands The marketing mission of the GCB is to be the best supported cricket brand in South Africa, the best entertainment option and the venue of choice. A consolidated and revised strategy for the three brands (the GCB, the bizhub Highveld Lions and the Bidvest Wanderers stadium) has been approved. The view is to support the objectives of the GCB by building the bizhub Highveld Lions and Bidvest Wanderers brands. This serves the greater Cricket South Africa marketing plan, which is to deliver strong team and stadium brands to enhance event appeal. The Companies embarked on a brand-positioning project in 2016 to ensure that we create synergy between the three brands. We are extremely inspired by the results from both our research and believe that the implementation of this strategy will see a deeper emotional connection with our fans. The new brand campaign, Join the Charge was introduced in August 2016, signalling the start of a new chapter in the brand journey of the GCB, Bidvest Wanderers and bizhub Highveld Lions. It creates a groundswell of anticipation for fans and the team alike to come together. Ensuring an unparalleled stadium experience The GCB remains committed to creating an unparalleled stadium experience for the more than 100,000 fans that enjoyed cricket at the Bidvest Wanderers stadium in the 2016/2017 season. Two of the top three reasons cricket fans are attending less live cricket matches relates to televised coverage its convenience and quality (Sponsorlink Q4, 2015). However, in a GCB fan survey amongst Gauteng cricket fans conducted in June 2016, 88% said that the Bidvest Wanderers stadium experience is better than watching the game on TV, while a significant 93% feel like they are missing out when they don t attend a big game at the Bullring. In another recent survey, compiled by leading sports research agency Nielsen Sports (previously Repucom), fans voted a game at the Wanderers as one not to be missed. Appointment of a master concessionaire A highlight of the year in terms of improving the stadium experience was the appointment of a master concessionaire for all the public food vending in the stadium. This has enabled a uniform look and feel for all vending facilities and has also enabled us to improve on the fan experience by accommodating changing dietary requirements and preferences. It has also enabled us to enforce better standards and service. The feedback from the public has been overwhelmingly positive and is an indication that this has added great value to the Bidvest Wanderers Stadium experience. This will be reassessed at the end of the 2017/2018 cricket season. Repositioning of season passes The 2016/17 season saw a complete relook at the way in which the Bidvest Wanderers positions season tickets. Sports fans are looking for brands that speak to them in a unique way and as a result we have worked to create customised packages for our different types of fans including our corporate clients that make up 60% of our season ticket base. The partnership with Sun International has also contributed to the appeal of our season passes. As the Lifestyle partner of the bizhub Highveld Lions and the Bidvest Wanderers Stadium, Sun International provides lucrative benefits to season ticket holders, adding to the appeal of these products. Further, the SunZone is an incredible and unique experience for any cricket patron. Organising successful events Pink Day Pink Day remains a major highlight of the Bidvest Wanderers calendar and this year was no different (see p.51 and 52 for more information). The Pink Day accounted a total of R6,235,225 in advertising value equivalent (AVE) during Pink Day has been nominated for a Sports Industry Award for Creative Campaign of the Year as well as Activation of the Year. Media24 workshop with schools WeCan24 and the bizhub Highveld Lions have teamed up to help children learn multimedia journalism. WeCan24 is an education project by Media24 that teaches children how to use their cellphones to create content they can share and become citizen journalists. The content generated goes onto the WeCan24 platform. To reach the goal of teaching 10,000 South African children within four years, WeCan24 hosted a journalism workshop at the Bidvest Wanderers Stadium in Johannesburg. Learners were taught valuable skills and had the opportunity to conduct a real-life press conference with bizhub Highveld Lions players. Comedy sketches Other initiatives to reach new and growing audiences included engaging in comedy sketches through Radio Raps with popular Afrikaans comedian, Jonathan, and through Comedy Central with the well-known comedian Joey Rasdien. Matrix Golden Ticket competition Inspired by the well-known children s book, Charlie and the Chocolate Factory, the Matrix Golden Ticket competition offered one lucky supporter who bought a ticket to this specific game the chance to win a golden ticket, which opened the door to a once in a lifetime experience for them and five friends including a helicopter ride to the stadium and VIP treatment. Partnership with proved once again to be an incredible asset in the marketing and promotion of our brand campaigns providing additional airtime to promote our campaigns. They also regularly hosted players in studio. Weber fan braai Lions fans were offered an exclusive opportunity through a social media and database competition to spend time with the bizhub Highveld Lions players and Weber celebrity chef, Tommy Thompson. Glamcam booth at T20 double-header fixture Although some players are not often available to interact with fans due to national commitments, spectators at the T20 double-header fixture had the opportunity to take their picture with Stephen Cook, Temba Bavuma and Kagiso Rabada through the Glamcam booth. Growing support for the bizhub Highveld Lions According to the SponsorLink tracker for Q3 of 2016, support for the Lions amongst all respondents and avid cricket fans has increased by 5% and 6% respectively since 2015, moving Lions to the top of the franchise list. Although these are relatively small increases, the movement is in the right direction. A key take out is that over 25% (and growing year-on-year) of the Gauteng cricket fan base (which is the target market) are Lions fans, which is noteworthy as cricket fans are predominantly Proteas supporters. Our social media presence grew substantially during the course of the year as a result of increased focus and resources dedicated to this area of activity. 48. Annual Reports 2017 Annual Reports

26 Q&A with Andra Ferreira Nel, Marketing and Corporate Communications Manager bizhub Highveld Lions social media gets a boost As Marketing and Corporate Communications Manager, Andra has undertaken many notable marketing initiatives to ensure that the Bidvest Wanderers Stadium is synonymous with the place to watch cricket, one of the stand out events being the Pink Day. The Momentum ODI Pink Day is regarded as one of the highlight games of the season; please tell us how it came into being? The Gauteng Cricket Board founded the Momentum ODI Pink Day as an annual event where the Proteas players swap their traditional Green & Gold cricket gear and wear pink to raise awareness of and funds for breast cancer. It is now one of the most popular events in the South African cricket calendar and is played to a sold-out stadium. What is the history of the Momentum ODI Pink Day? The first Pink Day was played in 2011 and since then we have raised close to R3 million for local cancer awareness programmes and non-profit organisations. The money has been used to buy mobile mammography and gynaecology testing centres, bringing screening to communities who previously didn t have access to these essential preventative services. Who else supports the Momentum ODI Pink Day? Pink Day has many supporters including Cricket South Africa, commercial sponsors such as Momentum, The Bidvest Group and the fans that flock to the stadium. CSA sponsors Castle, New Balance and SAB are also involved and have their own great initiatives, such as bonus donations for fan catches in the stands, backing the team for a number of catches and sponsoring a clip on beer sales. Fans are also encouraged to make cash donations via a dedicated SMS line. How much money did you raise at the last Momentum ODI Pink Day? We raised a total of R600,000, with R3,2 million in the history of this event. Although none of the target areas for the Proteas to land balls into the inflated Momentum M and onto Castle Corner s roof, landed their mark, Momentum and Castle nevertheless each donated R100,000 to PinkDrive. The Proteas performance of boundaries, wickets and catches scored R32,000 and R16,600 from Bidvest and Standard Bank respectively. Further, Standard Bank contributed an extra R55,000 to the PinkDrive. New Balance, the Proteas technical partners, contributed a further R12,000 through sales of the pink replica ODI jersey. What is so special about the Momentum ODI Pink Day? While there are many memorable moments, the fact that the Proteas are yet to lose a match played in pink is really special. Saying this, if I was to reflect on standout great moments one of the most memorable Pink Days was played in 2015 when South Africa played against the West Indies at the Bidvest Wanderers Stadium. During the game AB de Villiers, Riley Rossouw and Hashim Amla all scored centuries to give South Africa a total of 439, going on to set a new world record in ODI cricket. Captain De Villiers led from the front, scoring the fastest century in one-day international history. What did you do to make Pink Day special this year? This was a great year for Pink Day. CSA, Momentum and Bidvest Wanderers partnered with local suppliers to create pink suits for our executive team. We want to extend the challenge to the rest of corporate South Afrca and other interested parties and hope to see well-known South Africans taking up the challenge too. Other than the Momentum ODI Pink Day, what else is done to ensure that the Bidvest Wanderers Stadium remains the iconic cricket stadium? In 2016 we invested in research to better understand our supporters so that our marketing initiatives meet their needs, to ensure that we deliver the best stadium experience possible. The research, conducted by Repucom, showed that 88% of fans prefer watching cricket at the stadium than on TV. Lack of parking was highlighted as a priority concern for fans, so we are working on solutions to enable a better experience such as improved shuttle options and traffic flow management systems. We also learnt that our fans see cricket as a family outing, making the stadium family-friendly is therefore essential. To do this we will provide entertainment for the kids, introduce measures to control alcohol consumption, offer player autograph sessions and provide family ticket packages. The bizhub Highveld Lions, together with various partners, hosted the first Campout at Bidvest Wanderers where 100 kids from the GCB Development programme were given a bed of their very own. Image: Sean Brand Photography The experience at Bidvest Wanderers has been voted by fans as one not to be missed. Photo: Sean Brand Photography Analysis period 1 August April 2017 Print Media Online Radio TV AVE: R 64,461,090 CIR: 62,170,746 Articles: 1,111 AVE: R 91,270,000 CIR: 2,151,431,142 Articles: 2,708 AVE: R 15,916,010 CIR: 394,750,714 Mentions: 783 Print Media + Online Media + Radio Media + TV Media Pink day viewership facts and figures BRC TAMS data shows that 6.32 million unique viewers watched live TV coverage of the four Pink Day ODIs, accounting for 51% of the total unique audience across live TV coverage of the 18 Momentum ODIs. This is significant considering that the four ODIs accounted for only 23% of the total TV of the four home tours When looking at average audience overall, the Pink Day ODIs have delivered a higher average audience when compared to the average audience of all ODIs broadcast on both SABC3 and SuperSport 2. On SABC3, the audience was on average 11% higher and on SuperSport 21% higher The Pink Day ODI played during the West Indies home tour achieved an average audience 41% higher on SuperSport compared to the average audience across live TV coverage of all five ODIs The Pink Day ODIs have attracted a larger average percentage share of the total available audience compared to the average percentage share achieved over the series. On SABC the share is 17% higher and on SuperSport 13% more The fact that the Proteas won all four of the Pink Day ODIs will have contributed to higher viewership The viewership profile analysis of the Pink Day ODIs does not report any significant shifts, and mirrors that of the average viewership profile of Proteas matches broadcast on SABC and SuperSport Research info courtesy of Nielsen South Africa AVE: R 61,858,982 CIR: 350,398,533 Mentions: 1,075 = AVE: R 233,506,082 Circulation: 2,958,751,135 Articles: 5,677 From a PR perspective we also saw growth in terms advertising value equivalent (growth from R72.5 million in 2015 to R171.9 million in 2016). During the year we also made a big effort to improve the presence of the bizhub Highveld Lions in our stadium branding at both the Bidvest Wanderers Stadium and Senwes Park. 50. Annual Reports 2017 Annual Reports

27 CFO report for the year ended 30 April 2017 GCB Company Strategic objective #6: Building a commercially successful and financially sustainable company The GCB aims to build a commercially successful and financially sustainable company by ensuring strong brands, growing the base of funding and creating multiple revenue streams. The 2016/2017 year was a year of some highs and a few lows from a financial perspective. Gauteng Cricket Board company made a profit after tax of R105,005 and Gauteng Cricket Board Group made a profit after tax of R153,688. From the perspective of new revenue generation, we made some decent headway in turning the Bidvest Wanderers into a 365 day-a-year business. With the help of Cricket South Africa, we could convert several suites into functioning office facilities as well as three meeting rooms. Thus, we now generate rental income from suites that were previously unsellable, as well as avail the tenants with meeting room facilities. Rental received grew from R1.28 million in 2015/2016 to R2.37 million in 2016/2017. Gauteng Cricket also managed to secure R2.6 million from the National Lottery Fund for Youth, Women and Black Club Cricket. With this money, we could better service these areas and with the addition of two new mini buses we will have enduring benefit. From an international cricket perspective, we came off a successful summer England tour into a year with some ambitious targets. Clearly the Proteas were more ambitious than us against Sri Lanka which resulted in a three-day Test Match and hence lost gate revenue from day four and five. With the hosting agreement in place with Cricket South Africa we also had to share in the losses of an unsuccessful tri-angular series between the Proteas, Australia and Ireland. Poorer than expected followings from the Australian and Sri Lankan tour groups resulted in lower than expected revenue in our most profitable match day area, hospitality. We saw a drop-in revenue of R400,000 to just under R2.05 million for the year. With the first full year of post Longroom, Balcony and Gallery renovations we can now reflect on the learnings within this area of function revenue generation and improve in 2017/2018. From a capital investment perspective, we added over R9 million to the balance sheet during 2016/2017. This included, but is not limited to facility investment, new vehicles, as mentioned above, new outfield and facilities equipment, a new website and the installation of three new lifts. On the operating expenditure side of the business we managed to maintain or reduce many of our administrative expenses. This, along with the funding received from the National Lottery, has allowed us to increase our spend within the various areas of the pipeline even though certain of the grants from Cricket South Africa reduced because of changes in the geopolitical demarcations. Looking ahead, the results of the incentive scorecard for the year were released and from a finance and administrative perspective we came tied first with Northerns and finished overall second in the process. The financial incentive that was received will give us a strong platform to launch into the new year which is undoubtedly going to be full of opportunity. Barry Whitfield Chief Financial Officer Barry Whitfield (Chief Financial Officer) The iconic Bullring Skyline. Photo: Sean Brand Photography 52. Annual Reports 2017 Annual Reports

28 Gauteng Cricket Board NPC General information (Registration Number 1977/002554/08) Consolidated and Separate Annual Financial Statements for the year ended 30 April 2017 INDEX The reports and statements set out below comprise the consolidated annual financial statements presented to the shareholder: General Information 55 Independent Auditor s Report Director Responsibilities and Approval 59 Director s Report 60 Statement of Financial Position 61 Statement of Profit or Loss and Comprehensive Income 62 Statement of Changes in Equity Statement of Cash Flow 65 COUNTRY OF INCORPORATION AND DOMICILE NATURE OF BUSINESS AND PRINCIPAL ACTIVITIES DIRECTORS * Alternate director REGISTERED OFFICE BANKERS AUDITORS COMPANY SECRETARY PREPARER South Africa Promotion, administration, development and co-ordination of cricket and to market and manage the Bidvest Wanderers Stadium and associated facilities for sporting events. JM Madiseng (President) GA Fredericks (CEO) NA Vilas M Majam F Petersen-Lurie MV Ratshimbilani MS Sacher F Sallie DJ Terbrugge FM Habib S Dzengwa (appointed 09 September 2016) KS Muller (appointed 12 November 2016) NL Sibiya (appointed 16 August 2016) YA Manack (appointed 10 August 2016) * BF Lesele (appointed 10 August 2016) * MS Patterson (appointed 01 October 2016) * S Firer (resigned 14 October 2016) D Lewis (resigned 14 June 2016) TG Moroe (resigned 04 October 2016) GG Templeton (resigned 29 September 2016) Bidvest Wanderers Stadium Corlett Drive Illovo 2196 ABSA Bank Limited First Rand Bank Limited Nkonki Inc Nkonki House 1 1 Simba Road Sunninghill Johannesburg 2191 Kilgetty Statutory Services 26 Fort Street Birnam 2196 EC Stander B Compt, B Com Law Professional Accountant (SA) 54. Annual Reports 2017 Annual Reports

29 56. Annual Reports 2017 Annual Reports

30 Directors responsibilities and approval The directors are required by the South African Companies Act to maintain adequate accounting records and are responsible for the content and integrity of the annual financial statements and related financial information included in this report. It is their responsibility to ensure that the consolidated annual financial statements satisfy the financial reporting standards as to form and content and present fairly the consolidated and separate statement of financial position, results of operations and business of the Group, and explain the transactions and financial position of the business of the Group at the end of the financial year. The consolidated annual financial statements are based upon appropriate accounting policies consistently applied throughout the Group and supported by reasonable and prudent judgements and estimates. The directors believe that all representations made to the independent auditor during the audit were valid and appropriate. The external auditors unqualified audit report is presented on pages 56 to 58. The consolidated and separate annual financial statements as set out on pages 60 to 65 were approved by the board on 4 July 2017 and were signed on their behalf by: The directors acknowledge that they are ultimately responsible for the system of internal financial control established by the company and place considerable importance on maintaining a strong control environment. To enable the directors to meet these responsibilities, the board sets standards for internal control aimed at reducing the risk of error or loss in a cost effective manner. The standards include the proper delegation of responsibilities within a clearly defined framework, effective accounting procedures and adequate segregation of duties to ensure an acceptable level of risk. These controls are monitored throughout the Group and all employees are required to maintain the highest ethical standards in ensuring the Group s business is conducted in a manner that in all reasonable circumstances is above reproach. The focus of risk management in the Group is on identifying, assessing, managing and monitoring all known forms of risk across the Group. While operating risk cannot be fully eliminated, the Group endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems and ethical behaviour are applied and managed within predetermined procedures and constraints. The directors are of the opinion, based on the information and explanations given by management and the external auditors, that the system of internal control provides reasonable assurance that the financial records may be relied on for the preparation of the consolidated and separate annual financial statements. However, any system of internal financial control can provide only reasonable, and not absolute, assurance against material misstatement or loss. The going-concern basis has been adopted in preparing the financial statements. Based on forecasts and available cash resources the directors have no reason to believe that the Group will not be a going concern in the foreseeable future. The consolidated financial statements support the viability of the Group. The financial statements have been audited by the independent auditing firm, Nkonki Inc., who have been given unrestricted access to all financial records and related data, including minutes of all meetings of shareholders, the board of directors and committees of the board. JM Madiseng (President) GA Fredericks (CEO) 58. Annual Reports 2017 Annual Reports

31 Directors report The directors present their report for the year ended 30 April 2017 Statements of financial position Figures in R Group 2017 Group 2016 Company 2017 Company Review of Activities Main business and operations The principal activity of the Group is promotion, administration, development and co-ordination of cricket and to market and manage the Bidvest Wanderers Stadium and associated facilities for sporting events. There were no major changes herein during the year. The operating results and consolidated statement of financial position of the Group are fully set out in the attached financial statements and do not in our opinion require any further comment. 2. Going Concern The consolidated and separate annual financial statements have been prepared on the basis of accounting policies applicable to a going concern. This basis presumes that funds will be available to finance future operations and the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business. 3. Events after reporting date The directors are not aware of any matter or circumstance arising since the end of the financial year to the date of this report that could have a material effect of the financial position of the company. 4. Directors interest in contracts Mrs NA Vilas is a director of the Gauteng Cricket Board NPC and a finance committee member of the Lions Cricket (Pty)Ltd. Lions Cricket (Pty) Ltd has entered into an agreement with Opal Sports (Pty) Ltd in respect of sports equipment and sponsorships. 5. Directors The directors of the company during the year and to the date of this report are as follows: Name: JM Madiseng (President) GA Fredericks (CEO) NA Vilas M Majam F Petersen-Lurie MV Ratshimbilan MS Sacher F Sallie DJ Terbrugge FM Habib S Dzengwa (appointed 09 September 2016) KS Muller (appointed 12 November 2016) NL Sibiya (appointed 16 August 2016) YA Manack (appointed 10 August 2016) * BF Lesele (appointed 10 August 2016) * MS Patterson (appointed 01 October 2016) * S Firer (resigned 14 October 2016) D Lewis (resigned 14 June 2016) TG Moroe (resigned 04 October 2016) GG Templeton (resigned 29 September 2016) * Alternate director 6. Interest in subsidiary Lions Cricket (Pty) Ltd 55% 7. Auditors Nkonki Inc. were the auditors for the year under review Assets Non-Current Assets Property, plant and equipment Intangible assets Investment in subsidiary Deferred taxation assets Current Assets Current taxation asset Trade and other receivables Cash and cash equivalents Total Assets Equity and Liabilities Equity Other components of equity Retained earnings Non-controlling interest Non-Current Liabilities Deferred revenue Current Liabilities Provisions Trade and other payables Deferred revenue Total Equity and Liabilities Annual Reports 2017 Annual Reports

32 Statements of profit or loss and comprehensive income Figures in R Group 2017 Group 2016 Company 2017 Company 2016 Revenue Other income Operating costs ( ) ( ) ( ) ( ) Operating Loss ( ) ( ) ( ) ( ) Finance income Finance costs (3 787) - (186) - Profit before taxation Taxation expense ( ) ( ) Profit for the year Total comprehensive income attributable to: Non-controlling interests Owners of the parent Annual Reports 2017 Annual Reports Statements of changes in equity Total Non-controlling interest Equity attributable to company Retained earnings Coaches account fund Women s account Fund Bursary Fund Joe Pamensky Benevolent Fund Figures in R Group Balance at 1 May Total comprehensive income for the year Profit for the year Total comprehensive income for the year Funds disbursed - - (20 036) - - (20 036) - (20 036) Funds received Balance at 30 April Balance at 1 May Total comprehensive income for the year Profit for the year Total comprehensive income for the year Funds received Funds disbursed (11 342) - (11 342) - (11 342) Balance at 30 April

33 Statements of changes in equity Total Retained earnings Coaches account fund Women s account Fund Bursary Fund Joe Pamensky Benevolent Fund Figures in R Company Balance at 1 May Total comprehensive income for the year Profit for the year Total comprehensive income for the year Funds disbursed (20 036) - - (20 036) Funds received Balance at 30 April Balance at 1 May Total comprehensive income for the year Profit for the year Total comprehensive income for the year Funds received Funds disbursed (11 342) - (11 342) Balance at 30 April Statements of cash flows Figures in R Group 2017 Group 2016 Company 2017 Company 2016 Cash flows from operating activities Profit for the year Adjustments for: Finance costs Income tax ( ) ( ) Amortisation of Intangible assets Depreciation of Property, plant and equipment Finance income ( ) ( ) ( ) ( ) Deferred revenue ( ) ( ) ( ) ( ) Other reserves (8 773) (18 636) (8 773) (18 636) Operating cash flow before working capital changes ( ) ( ) ( ) ( ) Working capital changes Increase in trade and other receivables ( ) ( ) ( ) ( ) Increase in trade and other payables Cash utilised in operating activities ( ) ( ) ( ) ( ) Finance income Finance costs (3 787) - (186) - Deferred revenue - Cash Received Income tax paid - ( ) - - Net cash from operating activities Cash flows from investing activities Property, plant and equipment acquired ( ) ( ) ( ) ( ) Intangible assets acquired ( ) - ( ) - Net cash utilised in investing activities ( ) ( ) ( ) ( ) (Decrease)/Increase in cash and cash equivalents ( ) ( ) Cash and cash equivalents at beginning of the year Cash and cash equivalents at end of the year Annual Reports 2017 Annual Reports

34 Report of the bizhub Highveld Lions 66. Annual Reports 2017 Annual Reports

35 Our Board Coaching staff Dr Monyane Nkagisang (Chairman) Jack Madiseng (Vice Chairman) Greg Fredericks (Chief Executive Officer) Geoffrey Toyana (Head Coach) Gordon Parsons (Bowling Coach) Craig Govender (Physiotherapist) Heinrich Strydom (General Manager) Johannes Ebersohn (Company Secretary) Barry Whitfield (Chief Financial Officer) Jeff Lunsky (Fitness Trainer) Joseph Maswanganyi Jan Weideman Fatima Habib David Terbrugge Faizel Sallie 68. Annual Reports 2017 Annual Reports

36 Message from the Chairman The bizhub Highveld Lions did not have the best season on record, finishing fifth in the Momentum One Day Cup and the Sunfoil Series log, and third in the 2016/2017 T20 Challenge. However, a big reason for this was that a number of our experienced professionals were selected to represent South Africa. This strong pipeline that we are providing to the national team is something that we are proud of. Dr Monyane Nkagisang (Chairman) During the 2016/2017 season Kagiso Rabada and Temba Bavuma both had many excellent performances for the Proteas at both a Test and ODI level. Dwaine Pretorius and Aaron Phangiso also represented the national side in both formats while Stephen Cook played in the Test side for two of the tours. Reeza Hendriks, Mangaliso Moshehle and Aaron Phangiso all played in the T20 format for the Proteas while Eddie Leie and Hardus Viljoen both made the South African A side. I am particularly excited by the performance of our younger players including Wiaan Mulder, Bjorn Fortuin and Wihan Lubbe who really showed their promise by being selected for various international tournaments and I believe that we can expect more from them in the season to come. Nine of the players in our team made their franchise debut in 2016/2017 meaning that our team lacked the depth we had in previous years, but I believe that with the experience these players now have behind them we have a foundation for a better performance in the upcoming season. Dwaine Pretorius consistent performances both with the bat and the ball during the season earned him a number of awards at our annual awards ceremony in April including Batsman of the Year, Players Player of the Year and Player of the Year. Bowler of the Year went to Bjorn Fortuin. Growing our fan base Our vision as a franchise is not only to be the most successful cricket team in South Africa, but also to have the biggest fan base. Understanding the need to get our players to recognise the importance of building our brand we introduced a new award this year, for the Lions Brand Ambassador of the Year. This reward, which went to Dominic Hendricks, recognises players that have best represented the franchise off of the field. It is determined by the number of appearances and interviews that players do on behalf of the franchise. I am pleased to report that the Lions are the most supported franchise team in South Africa, with support for the team increasing by 6% over the course of the year. I would like to congratulate our marketing team for their efforts in helping us achieve this. Worth pointing out is that over a quarter of Gauteng cricket fans see themselves as Lions supporters over Proteas supporters, which is something we can be proud of. Looking ahead We were sad to bid farewell to Temba Bavuma at the end of the season. He is an excellent example of a player that we have brought through our various structures and we take great pride in the success he has achieved. Although we would have loved for him to stay at the Lions, we respect his decision to go back to his roots in the Cape and know that he will be a great asset wherever he chooses to play. We will continue to support him throughout his career and are grateful for the role that he has played in our team environment both on the field and off, especially the mentorship role he played for our younger players. A total of 17 players have been given contracts for the 2017/2018 season and I am excited that we have retained the majority of our more senior players including Rassie van der Dussen, Dwaine Pretorius and Dominic Hendricks. I am also excited to welcome Omphile Ramela back home to the Bullring to continue to build on his promising cricket career. I would like to take this opportunity to thank the Board and Greg Fredericks and his team for their support during the year, as well as the coaching staff under the sound leadership of Geoffrey Toyana. I believe that the foundation is there for us to produce some excellent performances in the coming season and I look forward to seeing what the team has in store for us in the 2017/2018. Dr Monyane Nkagisang Chairman Date: 10 July 2017 Bjorn Fortuin during the Momentum One Day Cup match between bizhub Highveld Lions and Warriors Bidvest Wanderers Stadium on February 19, (Photo by Lee Warren/Gallo Images) 70. Annual Reports 2017 Annual Reports

37 Message from the Head Coach On paper this was not the best season for the bizhub Highveld Lions. However, the reality is that we faced a number of obstacles not least of which was the fact that we lost a number of team members to the national squad including Kagiso Rabada who proved his worth at a national level with some stellar performances for the Proteas. Geoffrey Toyana (Head Coach) We also had injuries affecting some of our key players. As a result of these obstacles we had to loan players from other franchises, something we have not done in the past. Nonetheless the Lions achieved some memorable moments this season, and as Head Coach I am proud of all our players whose hard work got us to the semi-finals of the T20 domestic league, and the last week of the Sunfoil Series, giving us an outside chance of lifting the trophy. During the season we welcomed thirteen new talented cricketers into the Lion s family. We had a high number of young players join the team, and while they were relatively inexperienced, they gave it their best. We were pleased to sign Reeza Hendricks, Mangaliso Mosehle and the promising Wiaan Mulder, who helped strengthen our side and all of them had a decent first season. however we were disappointed to finish fifth in the end. Unfortunately, the loss of Hardus Viljoen half way through the season impacted our performance, as he is currently the only player in our structures who can bowl at a very high pace. CSA T20 Challenge Under the leadership of Aaron Phangiso, the team was quietly confident that we would do well even though we were without players that were playing overseas with the national squad. We didn t perform as well as we hoped though, especially as we had to face the Cobras in Paarl to make the play-offs. The Cobras had an impressive line-up including Amla, Duminy, Levi and Parnell. We played against the Warriors in Port Elizabeth, and while we started batting well unfortunately we finished in third place. While we did not win, I was happy that the team made it to the semi-finals. In line with our strategy to develop quality, winning teams, we held a team-building event in Skukuza. Our focus during this event was to reinforce our team culture so that all our new players could get to know each other better because we believe that this is central to creating an ethos that leads to success. Coming into the season I was confident that this group of young players was going to be competitive, what pleased me the most was their incredible team spirit, which was evident for the entire season. On reflection we recognise that a lack of experience let us down, compounded by the loss of pace by Hardus Viljoen at a critical stage of our season, making it more difficult for the Lions to perform at their best. While some may view this past season as a poor one for the Lions, the hurdles we faced meant we had to adjust our approach and learnt lessons along the way. Competition report Sunfoil Series We started the series well, beating the Cobras in our first game, however as we progressed our batting let us down. We knew that it was always going to be tough playing in the Sunfoil Series without the likes of Stephen Cook and Temba Bavuma in our team. The previous year we had the experience of Neil McKenzie, Alviro Petersen and Thami Tsolekile, which also played in our favour. Momentum One Day Cup As defending champions we were disappointed to come fifth in the Momentum One Day Cup. While we made a good start winning three out of five games, and Reeza Hendricks was superb with the bat, we lost our impetus. Overall we were disappointing with the bat and ball, we acknowledge that we let our fans and our stakeholders down, however we are determined to come back stronger next season. Looking ahead While we have good bowlers on our team, we need to sign a few more experienced bowlers this season in order to achieve the pace to compete at this level. On the batting front, I believe that the experience of this season gone by will put us in good stead as we move forward. We may have underachieved this season, and the players and coaching staff know that we have some work to do, however I am positive that our hard work and the strength of team will ensure we will achieve great things in the future. Geoffrey Toyana Head Coach Dwaine Pretorius and Nicky van den Bergh held the batting together The bizhub Highveld Lions Annual Awards Function was hosted at the Palace nicely for us, we were happy to reach the last week of the competition, of the Lost City in Sun City. 72. Annual Reports 2017 Annual Reports

38 Financial Manager s report for the year ended 30 April 2017 bizhub Highveld Lions (Pty) Ltd The 2016/2017 year will not be viewed a successful one from a playing perspective as we failed to generate any prize money during the season. Barry Whitfield (Financial Manager) Financial Review The dark cloud that covered Lions cricket during the Cricket South Africa investigation into player match fixing seems to have left our loyal sponsors undeterred, in fact we have managed to expand our sponsor base with the addition of Imperial Toyota coming on board, for which we thank them. We can be heartened by the fact that we still have two team sponsors and one associate sponsor. Player and staff costs increased compared to 2015/2016 since the franchise needed to pull players from the semi-pro ranks. The reasons were two-fold in that several our contracted senior players were called up for Cricket South Africa duties and a few of our other senior players were unavailable for some of the season due to injury. As a result, we can be proud that we managed to make a profit after tax for the year was R48,684 compared to 2015/2016 of R423,624 which included prize money for first place in Momentum One Day Cup and second in the Sunfoil Cup. Barry Whitfield Financial Manager The bizhub Highveld Lions in their CSA T20 Challenge game against the Hollywoodbets Dolphins at Bidvest Wanderers Stadium on November 27, (Photo by Johan Rynners/Gallo Images) 74. Annual Reports 2017 Annual Reports

39 76. Annual Reports 2017 Annual Reports

40 Directors responsibilities and approval (Registration Number 2003/031558/07) Audited Annual Financial Statements for the year ended 30 April 2017 The directors are required by the South African Companies Act to maintain adequate accounting records and are responsible for the content and integrity of the annual financial statements and related financial information included in this report. It is their responsibility to ensure that the annual financial statements satisfy the financial reporting standards as to form and content and present fairly the statement of financial position, results of operations and business of the company at the end of the financial year. The annual financial statements are based upon appropriate accounting policies consistently applied throughout the company and supported by reasonable and prudent judgements and estimates. auditor during the audit were valid and appropriate. The external auditors unqualified audit report is presented on pages 76 to 78. The annual financial statements as set out on pages 81 to 84 were approved by the board on 10 July 2017 and were signed on their behalf by: Dr MG Nkagisang (President) GA Fredericks (CEO) The directors acknowledge that they are ultimately responsible for the system of internal financial control established by the company and place considerable importance on maintaining a strong control environment. To enable the directors to meet these responsibilities, the board sets standards for internal control aimed at reducing the risk of error or loss in a cost effective manner. The standards include the proper delegation of responsibilities within a clearly defined framework, effective accounting procedures and adequate segregation of duties to ensure an acceptable level of risk. These controls are monitored throughout the company and all employees are required to maintain the highest ethical standards in ensuring the company s business is conducted in a manner that in all reasonable circumstances is above reproach. The focus of risk management in the company is on identifying, assessing, managing and monitoring all known forms of risk across the company. While operating risk cannot be fully eliminated, the company endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems and ethical behaviour are applied and managed within predetermined procedures and constraints. The directors are of the opinion, based on the information and explanations given by management, that the system of internal control provides reasonable assurance that the financial records may be relied on for the preparation of the annual financial statements. However, any system of internal financial control can provide only reasonable, and not absolute, assurance against material misstatement or loss. The goingconcern basis has been adopted in preparing the financial statements. Based on forecasts and available cash resources the directors have no reason to believe that the company will not be a going concern in the foreseeable future. The financial statements support the viability of the company. The financial statements have been audited by the independent auditing firm, Nkonki Inc., who have been given unrestricted access to all financial records and related data, including minutes of all meetings of shareholders, the board of directors and committees of the board. The directors believe that all representations made to the independent 78. Annual Reports 2017 Annual Reports

41 Directors report The directors present their report for the year ended 30 April 2017 Statement of financial position Figures in R Review of Activities Main business and operations The principal activily of the company is marketing and management of cricket teams that play domestic cricket, as well as all activities ancillary or related thereto. Tnere were no major changes herein during the year. The operating results and statement of financial position of the company are fully set out in the attached financial statements and do not in our opinion require any further comment. ProfiU(Loss) after tax for the company amounted to R 24,944 (2016: (R423,624)) 2. Going Concern The annual financial statements have been prepared on the basis of accounting policies applicable to a going concern. This basis presumes that funds will be available to finance future operations and the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business. 3. Events after reporting date The directors are not aware of any matter or circumstance arising since the end of the financial year to the date of this report that could have a material effect of the financial position of the company. 4. Directors interest in contracts Mrs NA Vilas is a committee member of the Lions Cricket (PIy)Ltd and a director of Opal Sports (Ply) Ltd. Lions Cricket (Ply) Ltd has entered into an agreement with Opal Sports in respect of sports equipment and sponsorships. Refer to note 18 for further disclosure. 5. Authorised and issued share capital No changes were approved or made to the authorised or issued share capital of the company during the year. Borrowing limitations In terms of the Memorandum of Incorporation of the company, the directors may exercise all the powers of the company to borrow money, as they consider appropriate. 6. Dividends No dividends were declared nor paid to shareholders during the year. 7. Directors The directors of the company during the year and to the date of this report are as follows: Name: Dr MG Nkagisang (President) GA Fredericks (CEO) J Maswanganyi HM Strydom FSailie DJ Terbrugge FM Habib (appointed 29 November 2016) JM Madiseng (appointed 29 November 2016) TG Moroe (resigned 29 November 2016) GG Templeton (resigned 20 November 2016) 8. Secretary The company s designated secretary is JJ Eberson 9. Shareholders There have been no changes in ownership and the shareholders remain: % Gauteng Cricket Board N PC 55 North West Cricket NPC Auditors Nkonki Inc. were the auditors for the year under review Assets Non-Current Assets Property, plant and equipment Intangible assets Deferred taxation assets Current Assets Current taxation asset Trade and other receivables Cash and cash equivalents Total Assets Equity and Liabilities Equity Issued capital Retained earnings Current Liabilities Provisions Trade and other payables Total Equity and Liabilities Annual Reports 2017 Annual Reports

42 Statement of profit or loss and comprehensive income Statement of changes in equity Figures in R Figures in R Share Capital Retained earnings Total Revenue Operating costs ( ) ( ) Operating (loss)/profit ( ) Finance income Finance costs (3 601) - Profit before taxation Taxation expense (18 933) ( ) Profit for the year Balance at 1 May Total comprehensive loss for the year Profit for the year Total comprehensive loss for the year Balance at 30 April Balance at 1 May Total comprehensive income for the year Profit for the year Total comprehensive income for the year Balance at 30 April Annual Reports 2017 Annual Reports

43 Statement of cash flows Notice of Annual General Meeting Gauteng Cricket Board (NPC) Figures in R Cash flows from operating activities Profit before tax Adjustments for: Finance costs Amortisation of Intangible assets Depreciation of Property, plant and equipment Finance income ( ) ( ) Operating cash flow before working capital changes ( ) Working capital changes (Increase)/decrease in trade and other receivables ( ) (Decrease)/increase in trade and other payables ( ) Cash (utilised in)/generated by operating activities ( ) Investment income Finance costs (3 601) - Income tax paid (77 000) ( ) Net cash from operating activities ( ) Cash flows from investing activities Property, plant and equipment acquired (45 325) (4 909) Intangible assets acquired (99 800) - Net cash utilised in investing activities ( ) (4 909) (Decrease)/increase in cash and cash equivalents ( ) Cash and cash equivalents at beginning of the year Cash and cash equivalents at end of the year Registration Number: 1977/002554/08 Notice is hereby given that the 40th Annual General Meeting of members of Gauteng Cricket Board (NPC) ( the Company ) will be held in the Longroom, Unity Pavillion, Bidvest Wanderers Stadium, Corlett Drive, Illovo, 2196, on Wednesday, 26 July 2017 at 18h30 to: a) Deal with the business of the AGM as set out in the MOI (See attached Agenda) Specifically: For the sake of clarification: b) Kindly note in accordance with the MOI: - i) Quorum Requirements for Members Meetings During Transitional Period These quorum requirements are subject to the particular quorum requirements applicable to Members meetings during the Transitional Period as set out hereunder: ii) Quorum for Ordinary Resolutions: Quorum with reference to the attendance at any general meetings, including AGM of GCB during the Transitional Period, shall mean voting members present by authorized representative or by proxy and representing 51% (fifty-one percent) of the total voting rights entitlement of each Interest Group, provided that the authorized representatives of at least 50% (fifty percent) of the voting members from each Interest Group must be present in person; A member (or its duly nominated delegate(s)) entitled to vote at the Annual General Meeting may appoint a proxy or proxies to attend and speak and vote in his/her stead. A proxy need not be a member of the Company. Completed proxy forms should be received at the registered office of the Company not less than 24 hours before the time appointed for the holding of the Annual General Meeting. AGENDA OF ANNUAL GENERAL MEETING OF THE GAUTENG CRICKET BOARD (NPC) TO BE HELD AT THE BIDVEST WANDERERS STADIUM, WEDNESDAY, 26 JULY 2017 AT 18:30 1. OPENING AND WELCOME 2. CONFIRMATION OF AGENDA AND NOTICE OF MEETINGS 3. ADOPTION OF PREVIOUS MINUTES OF THE 27TH JULY MATTERS ARISING FROM PREVIOUS MEETING 5. CONSIDER THE REPORT OF THE BOARD FOR THE PERIOD UNDER REVIEW AND TO RECEIVE AND ADOPT AUDITED FINANCIAL STATEMENTS OF THE COMPANY FOR IMMEDIATELY PRECEDING FINANCIAL YEAR ENDED 30 APRIL 2017; 6. STAGGERING OF DIRECTORS 7. EVALUATION OF BOARD OF DIRECTORS 8. CONFIRM THE APPOINTMENT OF: 8.1. Non-Independent Director/s 8.2. Independent Director/s 8.3. Alternate Director/s 8.4. Honorary patron pursuant to paragraph 24.1 of the company s memorandum of incorporation ( MOI ); 8.5. Honorary life presidents pursuant to paragraph 24.2 of the MOI; 8.6. Honorary life vice presidents and to appoint any additional honorary life vice presidents nominated pursuant to paragraph 26.1 of the MOI; 9. APPOINT AUDITORS PURSUANT TO PARAGRAPH 26.1 OF THE MOI; 10. FIX REMUNERATION OF THE AUDITORS; 11. SPECIAL BUSINESS OF WHICH DUE NOTICE HAS BEEN GIVEN; c) Staggering of directors [accepted at Special General Meeting 28th September 2016] 14.1 The need to retain valuable skills, maintain continuity of leadership, knowledge and experience and to balance this with the introduction of persons with new ideas and expertise is regarded as essential to the current and future successes of the Gauteng Cricket Board. The implementation of the new staggered director s tenure program will come into effect at the AGM of 2016 which coincides with the first term of the transitional arrangements as per the Langa report and recommendations At the conclusion of the first term of office of the transitional arrangements (AGM of 2016), three (3) Board members will retire. The three (3) Board members will comprise one (1) from each of the interest groups being Black African Clubs (BAC), Concerned Cricket Fraternity (CCF) and Previously Advantaged Clubs (PAC) In the years 2016 to 2019, some board term lengths will be adjusted downward in order to create staggering that results in Board positions coming up for election each year. Once this staggering process has been achieved, all elected Board positions will be 3-year term limits going forward. 12. GENERAL BUSINESS. 13. CLOSURE By order of the Board. G FREDERICKS CHIEF EXECUTIVE OFFICER 05 July 2017 Gauteng Cricket Board (NPC) (Reg. No. 1977/002554/08) Registered office: The Bidvest Wanderers Cricket Stadium Corlett Drive Illovo P O Box 55309, Northlands, Annual Reports 2017 Annual Reports

44 Stakeholder informaton & contact details Gauteng Cricket Board Bidvest Wanderers Stadium Corlett Drive Illovo 2116 Telephone Number: Websites: Annual Reports 2017

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