Annual Report 2009/10 - Melbourne Cricket Club

Annual Report 2009/10 

Melbourne Cricket Club

Our mission 

The Melbourne Cricket Club is a private club with public responsibilities. 

It has two primary roles: 

• Managing the MCG as the world’s best stadium for all people. 

• Providing the best services and facilities to its members while ensuring 

our unique sporting culture and heritage are enhanced and appreciated. 

Strategic vision 

The club’s strategic direction is underpinned by the following dimensions: 

• Improving the engagement we have with our members and waiting list candidates. 

• Destination MCG — giving people more reasons to visit, more often. 

• Environmental responsibility. 

• World-class MCG: The amenity upgrade continues. 

In achieving these initiatives, we recognise that we must continue to deliver excellence in 

all of our core operations. 

Our values 

Respect 

The club prides itself on the respect and esteem it has earnt over its long and prestigious 

history. As staff, we respect our work colleagues, their abilities and views. We work as a 

team towards a common goal. 

By pursuing excellence and using our people to constantly deliver on our promises, we 

will earn the respect of our colleagues, stakeholders, customers and the wider community. 

People 

People are the most important asset in our organisation. Our staff feel important through 

a variety of recognition programs and initiatives and are immensely proud of their 

involvement at such an iconic venue. 

Our staff enjoy their time at work and are recognised in a variety of ways for their 

performance. Integrity, honesty, loyalty and teamwork are the keys to providing 

a memorable customer service experience for our patrons and members. 

Heritage 

We will continue to develop the MCG into one of the world’s finest sporting stadiums 

and Australia’s greatest sporting icon, drawing on our history to reinforce its image as 

the People’s Ground. 

The club’s history, its rich and vast heritage collection and its culture will be observed, 

preserved and displayed for our members and visitors to savour. 

Excellence 

We are committed, collectively and as individuals, to strive for excellence at all times — using 

the best suited products and processes to deliver major events and consistently exceed 

expectations of service to our customers. 

We commit to improving the level of enjoyment for patrons, members and their 

guests while at the MCG.

President’s Report 

david meiklejohn AM, president 

It is my pleasure to report to members on another successful year for 

both the club and the MCG. 

The 2009/2010 year was notable for 

several landmark agreements that 

will have a positive and sustainable 

impact on the club, the ground and its many 

stakeholders for many years ahead. 

These agreements were elements of the 

arrangement whereby more money will be 

paid by the club and the ground to Victorian 

football clubs using the MCG for home games 

and whereby the grand final is committed to 

be held at the MCG until 2037. 

The club has agreed to pay an additional 

$100,000 of MCG income per home game, 

plus a graduated bonus payment for higher 

than expected attendances. For the 2009 

football season, this resulted in $5.1 million 

being paid to Victorian clubs, money that 

previously was unavailable to them. 

As part of the agreement, the club has assumed 

management responsibility for Yarra Park, a 

major undertaking that includes construction 

of a sub-surface water recycling facility just 

north of the MCC members’ Gate 2 entrance. 

Water is the key to the health of Yarra Park 

and we will have sufficient resources to service 

the non-potable needs of Yarra Park plus the 

MCG and Punt Road Oval. 

Concurrently, we have commissioned a 

scoping exercise by our architects for some 

refurbishment of the Great Southern Stand (GSS), 

construction of which was completed some 

20 years ago. The GSS was revolutionary in 

its day and has been a tremendous asset for 

the ground, but it suffers by comparison with 

the new Northern Stand and needs a 

makeover in some areas. 

The State Government has allocated 

$30 million towards work on the GSS and 

$6 million towards the Yarra Park project. 

These contributions further underline the 

importance of the MCG in the fabric of 

Victorian life. Work in Yarra Park should 

start later this year. 

The National Sports Museum has operated 

satisfactorily in a difficult period and delivered 

an operating surplus for the year to March 31. 

This was a good result given the slowdown in 

interstate and international tourism and the 

museum has quickly become an integral part 

of day-to-day operations of the MCG. 

Also integral to the MCG are our volunteers. 

We are fortunate to have such a large and loyal 

band of people who are willing to devote their 

time to enhancing the experience of visitors to 

the ground and assisting with essential 

research work in the MCC Library. I thank all 

of them for their valuable contribution. 

It was especially pleasing to welcome the 

Melbourne Football Club (MFC) back into 

the MCC fold as a sporting section. Closer 

relations with the football club are important 

for both bodies and I was delighted to join 

MFC president, Jim Stynes, in encouraging 

Melbourne supporters to become joint 

MCC/MFC members. Many MCC members 

who support the Demons have taken up this 

joint membership to the direct benefit of the 

MFC’s finances. 

An important milestone was passed in 

February when we celebrated 25 years of football 

and cricket at the MCG under lights. The light 

towers have changed the face of sport played 

at the MCG and have generated substantially 

improved returns for all codes, players and 

administrators associated with the ground. 

The club congratulates the Geelong Cats on 

their superior performances in recent years 

which have yielded two premierships in the 

last three years, and the Victorian Bushrangers 

who clinched their second successive Sheffield 

Shield with victory over Queensland at the 

MCG in March. 

We also congratulate the MCC First and 

Third elevens on winning the flag in 

Premier Cricket in 2009/10. The First XI 

broke a 12-year drought and have now won a 

record 19 premierships in the District/Premier 

cricket competition. 

During the year the club lost two of its 

Honorary Life members with the passing of 

Dr Donald Cordner and Clive Fairbairn. Both 

ABOVE: Melbourne Football Club CEO Cameron 

Schwab and president Jim Stynes, with 

David Meiklejohn and MCC CEO Stephen Gough, 

formalise the return of the MFC as an MCC 

Sporting Section. 

LEFT: David Meiklejohn presents Robert Rouch 

with the Hans Ebeling Award at the Sporting 

Sections Annual Dinner. 

were former MCC committeemen (Dr Cordner 

was also president for seven years), and they 

served the club with distinction and loyalty 

over many, many decades. Clive was a 

revered figure in cricket circles while Donald 

was widely respected in both the community 

generally and in football circles as an icon 

of the Melbourne Football Club. They will 

be sadly missed. 

It is also with great sadness that we 

record the passing of Mr Sidney Vernon 

Axup. Affectionately known as Vern, he was 

the club’s oldest member when he died in 

July 2009 aged 105. 

Our working relationship with the Trust 

remains sound and we continue to work 

positively together to improve and develop the 

ground and its surrounds. I thank the 

chairman of the MCG Trust, John Wylie, and 

the other Trust members for their support. 

Finally, I extend sincere thanks to our 

CEO Stephen Gough and his able staff on 

their efforts in ensuring that the club and the 

ground ran smoothly and efficiently in the 

year under review. There is much in prospect 

and I have every confidence that our MCC 

people can meet the many challenges that 

will be presented. 

David Meiklejohn AM 

MCC Annual Report 2009/10 

1

MCC Committee 2009/10 

DAVID MEIKLEJOHN AM 

PRESIDENT 

Joined the committee in 1987. Elected 

Treasurer in 1993, Vice-President in 2001 

and President in 2007. Chairman of the 

Executive Sub-committee, an ex-officio 

member of all MCC sub-committees and 

Chairman of the MCC Foundation and the 

National Sports Museum Ltd. 

DAVID CRAWFORD AO 

VICE-PRESIDENT 


Treasurer in 2001 and Vice-President in 2009. 

A member of the Executive, Finance & Audit, 

Ground and MCC Foundation sub-committees 

and a director of the MCC Foundation and the 


Bob Lloyd 

vice-president 


Vice-President in 1992. Chairman of the 

Ground Sub-committee, a member of the 

Executive Sub-committee and a director of the 

MCC Foundation and the National Sports 

Museum Ltd. Chairman of the MCC Cricket 

Sub-committee. Received the Hans Ebeling 

Award in 2004. 

David Crow 

Joined the committee in 1993. A member of 

the Club, Cricket, Finance & Audit and MCC 

Foundation Sub-committees and a director of 

the MCC Foundation. 

Peter Dakin 


the Cricket, Ground and Finance & Audit 

Sub-committees, a director of the MCC 

Foundation and a member of the National 

Sports Museum Advisory Board. 

Will Fowles 

Joined the committee in 2005. A member 

of the Club, Finance & Audit and MCC 

Foundation Sub-committees and a director 

of the MCC Foundation. 

Peter Mitchell 

Joined the committee in 1985. A member of the 

Club, Ground and MCC Foundation Sub-committees 

and a director of the MCC Foundation. Chairman 

of the MCC Sporting Sections Sub-committee and 

a life member of the MCC Tennis Section. 

Received the Hans Ebeling Award in 1984. 

Jane Nathan 

Joined the committee in 2004. A member 

of the Ground and MCC Foundation 

Sub-committees and a director of the 

MCC Foundation. 

Paul Sheahan 

vice-president 


Vice-President in 2003. Chairman of the Club 

Sub-committee and a member of the Executive 

and MCC Foundation Sub-committees and the 

National Sports Museum Advisory Board. A 

director of the MCC Foundation and the 


Steven Smith 


the Club Sub-committee and a director of 

the MCC Foundation. A former Melbourne 

Football Club player. 

Stephen Spargo 

Joined the committee in 2000. Chairman of the 

MCC Foundation Sub-committee, a member of 

the Club and Finance & Audit Sub-committees 

and a director of the MCC Foundation. 

MICHAEL ANDREW 

TREASURER 

Joined the committee in April 2007. Elected 

Treasurer in 2009. Chairman of the Finance & 

Audit Sub-committee and a member of the 

Foundation Sub-committee. Chairman of the 

National Sports Museum Advisory Board and a 

director of the MCC Foundation and the 


KAREN WOOD 

Joined the committee in 2009. A member of 

the Club Sub-committee and a director of 

the MCC Foundation. 

Ted Yencken 

Joined the committee in 2001. Chairman of the 

National Sports Museum Project Group, a 

member of the Ground Sub-committee and a 

director of the MCC Foundation. 

2 MCC Annual Report 2009/10

MCC Senior Management 

STEPHEN GOUGH 

CHIEF EXECUTIVE OFFICER 

Overall responsibility for the delivery of the 

strategic plan and day-to-day operation of the 

club, MCG and National Sports Museum via his 

senior management team. Reports to the 

MCC Committee and MCG Trust. 

REBECCA HARVEY 

EXECUTIVE MANAGER 

HOSPITALITY 

Works with the club’s hospitality provider to 

review the food and beverage offerings throughout 

the MCG. Investigates opportunities to ensure the 

MCG provides innovative and quality products, as 

well as developing the venue’s function business. 

SCOTT BUTLER 

GENERAL MANAGER 

MEMBER AND CUSTOMER SERVICES 

Responsible for the programs and activities 

relating to MCC membership and club life, 

including functions, database management, 

customer service, event delivery and the club’s 

cricket, sporting sections and special interest 

groups. Oversees the organisation’s communications 

plan, main customer interface and delivery of the 

Affinity membership system project. 

TREVOR DOHNT 


EVENT OPERATIONS 

Responsible for the planning and delivery of all 

major events staged at the MCG and to liaise and 

negotiate with existing and potential venue users 

regarding terms and conditions. A member of the 

Great Southern Stand refurbishment project team. 

CLIVE DRISCOLL 


FINANCE AND INFORMATION SYSTEMS 

Administers the finances of the club’s entities, 

including reporting, performance management, 

investment and debt management. Delivers 

and maintains IT systems and network technology 

for the business. 

PETER FRENCH 

ASSISTANT TO CHIEF EXECUTIVE OFFICER 

Acts as an internal resource to the president, 

committee and chief executive officer on various 

projects and plans as required. 

GERARD GRIFFIN 


PROJECTS AND STRATEGY 

Responsible for the management of key projects, 

including the Great Southern Stand refurbishment, 

and operational procedures in Yarra Park. 

Coordinates the strategic planning process, 

including the club’s annual business plan and risk 

assessment system, as well as the Destination 

MCG strategic initiative. 

MARGARET BIRTLEY 


HERITAGE AND TOURISM 

Oversees operation of the National Sports Museum, 

MCC Museum, MCC Library and MCG Tours, a key 

plank of the Destination MCG initiative. Manages 

the club’s heritage collection as per its 

acquisitions guidelines. 

SHARON RAPPOLT 


HUMAN RESOURCEs 

Ensures that the MCC has a comprehensive 

and effective human resources system, including 

safety management, that supports the 

achievement of the club’s business plan objectives. 

LISA TRAINOR 


COMMERCIAL OPERATIONS 

Responsible for the MCG’s marketing initiatives, 

including corporate sales, business development 

and commercial arrangements with sponsors, 

suppliers, advertising and merchandise. A key 

member of the Destination MCG project team. 

TONY WARE 


ENVIRONMENT AND TURF DEVELOPMENT 

Is responsible for the strategic initiative relating 

to environmental responsibility, including 

delivering a water recycling facility to Yarra Park 

and reducing the stadium’s carbon footprint, and 

developing long-term solutions for the welfare of 

the MCG playing surface. 

PETER WEARNE 


FACILITIES 

Responsible for the strategic and operational 

performance of the built assets at the MCG and 

other MCC-managed sites, including 

maintenance, security, turf management and 

cleaning. A member of the Great Southern Stand 

refurbishment project team. 


3

Chief Executive’s Report 

Stephen Gough, CEO 

The 2009/10 year was one of significance with regard to the club’s future, containing 

several initiatives and agreements that will extend our tenure at the MCG and help 

achieve our strategic aims. 

On the field, we again delivered a 

consistent, high-quality program of 

events for our members, patrons and 

corporate clients, as well as further 

consolidating the National Sports Museum 

and MCG Tours as key tourist attractions. 

AFL-Victorian Government 

Agreement 

In September 2009 the MCC, together with 

the MCG Trust, reached agreement with the 

AFL and the Victorian Government on some 

important developments concerning the future 

of the MCG and the surrounding Yarra Park 

precinct. The main aspects were: 

• 1. The licence agreement between the MCC 

and the AFL has been extended by five years, 

ensuring football (and the AFL Grand Final) 

is played at the MCG until at least 2037. 

• 2. AFL clubs playing home games at the 

MCG will receive at least an additional 

$4.6 million a year — or $100,000 a game 

— for the next 10 years from MCG revenues. 

Furthermore, an incentive program based 

on attendances will see the AFL receive 

$1.50 per head for attendances between 

2.1 million and 2.5 million patrons, $2 per 

head for attendances between 2.5 million 

and three million and $3 per head for 

attendances in excess of three million. 

• 3. The management of Yarra Park has been 

transferred to the MCG Trust, which in 

turn has delegated operational 

management to the MCC, with a key water 

and landscaping project to secure the future 

of the trees in the park and preserve existing 

car parking entitlements. 

• 4. The Victorian Government will deliver 

a capped contribution of $30 million 

towards a refurbishment within the AFL 

Members Reserve in the Great Southern 

Stand and $6 million towards the project 

in Yarra Park. 

This is a beneficial outcome for all parties 

as it reinforces the connection between the 

stadium, the code, the clubs and the MCC 

for an additional five years to 2037. 

YARRA PARK 

Yarra Park has a significant indigenous 

history and is also noted for both its 

landscape and sporting heritage, dating 

back to the 1850s. 

In recent years, the grounds and trees in 

Yarra Park have deteriorated, largely due to 

Melbourne’s continued drought. Urgent 

attention, especially through the harvesting 

and application of non-potable Class A water, 

is required to restore the health of Yarra Park. 

ABOVE: The MCC will invest $16 million to redress the damaging effects of drought and establish 

historic Yarra Park as a sustainable, multi-use precinct. The Victorian Government will contribute 

a further $6 million to the project. 

From March 15, 2010 management of the 

parkland has become the day-to-day 

responsibility of the MCC, following the 

delegation of this role by the MCG Trust. 

As part of the agreement outlined above, the 

MCC has developed a Yarra Park Master Plan 

to greatly improve the parkland and protect it 

from the effects of the drought. 

We will invest $16m in Yarra Park to 

undertake the water recycling project and 

implement the master plan, providing 180 

million litres of non-potable water on an 

annual basis. This will provide adequate 

water for a revitalised Yarra Park as well as 

significantly reducing the MCG’s water usage. 

The plan will see the re-establishment of 

avenues of trees and the introduction of tree 

protection measures, selected tree planting and 

additional mulching, new garden beds, lawn 

upgrades, playground improvements and new 

pedestrian paths. 

This is a landmark project for the club as 

we work to achieve our vision of a sustainable, 

multi-use Yarra Park precinct. 

GREAT SOUTHERN STAND 

REFURBISHMENT 

The Victorian Government has committed 

$30 million for a refurbishment of the 

Great Southern Stand and a detailed scoping 

study by the MCC has commenced. 

The scoping works will investigate how 

best to revitalise some of the entry points to 

the ground, including more streamlined 

ticketing areas as well as upgrades to food 

and beverage areas and basement floor 

food courts. 

It will also look into replacement and 

upgrades to seating, public concourses, 

amenities and a refurbishment of function and 

dining rooms for greater patron comfort. 

These works could then be considered for 


LEFT: The absorbing AFL Grand Final 

between St Kilda and Geelong drew 

nearly 100,000 fans to the MCG for the 

season finale. 

BELOW: The Victorian Bushrangers’ 

matches in the Twenty20 Big Bash 

in January attracted unprecedented 

support for domestic matches. 

staging in the future as part of a Great 

Southern Stand master plan. Work is planned 

to commence during the latter part of the 

2010/11 financial year. 

OPERATING RESULTS 

The club recorded a net loss for the financial 

year ending March 31, 2010 of $4.68 million. 

This result is impacted significantly by 

payments made to AFL clubs playing home 

games at the MCG, as detailed earlier in 

this report. 

The club continues to meet its obligations 

with respect to the northern stand 

redevelopment debt. 

AFL 

The 2009 AFL season at the MCG was highly 

successful. For the second consecutive year, 

the ground hosted seven finals (including the 

grand final), attracting 2,791,061 people 

through the turnstiles. 

This represents almost 40 per cent of the 

AFL’s season aggregate of 6,985,633, which 

again underlines the importance of the 

stadium to Australian football. 

The grand final was an absorbing duel 

between the two best teams, St Kilda and 

Geelong. The cold and wet conditions did not 

detract from the contest, as the Cats avenged 

their defeat by Hawthorn in 2008, edging out 

Highest AFL home and away attendances at the MCG in 2009 

Attendance Match dATE 

87,043 Richmond v Carlton March 26 

84,938 Carlton v Collingwood July 24 

84,825 Essendon v Collingwood April 25 

83,407 Essendon v Carlton June 26 

82,834 Collingwood v Carlton May 17 

77,699 Collingwood v Essendon July 3 

77,278 Hawthorn v Essendon August 29 

73,625 Richmond v Essendon May 23 

70,370 Carlton v Essendon April 11 

the Saints by 12 points before a crowd of 

99,251. We congratulate Geelong Football 

Club on their triumph. 

The MCG hosted 18 of the 19 best-attended 

home and away matches, which is well above 

the AFL’s minimum requirement to schedule 

10 of the best 12 games at the MCG. The 

continued improved performance of the 

Victorian clubs contributed to this result. 

Melbourne Football Club 

The MCC, together with the AFL, 

continued its financial assistance for 

Melbourne Football Club in 2009-10 as 

the MFC officially returned as an MCC 

Sporting Section. This support for 2010 is set 

at $1.25 million, while the AFL has also 

allocated $1 million. 

A viable MFC is important to the MCC/MCG 

and the competition as a whole. More than 

20,000 MCC members are Melbourne 

supporters. The club was delighted that nearly 

9000 of them elected to take dual MFC/MCC 

membership in 2009. 

CRICKET 

The MCG hosted one Test, a Twenty20 

international and two one-day internationals 

in the 2009/10 cricket season, attracting 257,322 

patrons, down slightly on the previous summer. 

Australia defeated Pakistan by 170 runs in 


5

RIGHT: The Socceroos took on New Zealand at the 

MCG on May 24, 2010 in a farewell match before 

their World Cup campaign in South Africa. 

BELOW, RIGHT: Melbourne footballers 

Jack Grimes (left) and Brent Moloney visit the 

National Sports Museum to absorb some of their 

club’s history. 

an entertaining Boxing Day Test, which attracted 

156,267 fans across the four-and-a-half days. 

Rejuvenated Aussie batsman Shane Watson 

was named man of the match for his innings 

of 93 and 120 not out. 

Pakistan entered the final day at 3/170 

chasing 422 for victory, but Nathan Hauritz 

did the damage as an off-spinner should on a 

fifth-day pitch, taking five wickets as the 

visitors fell short. 

While the two 50-over contests involving 

the West Indies on February 7 and 19 failed 

to attract large numbers, there is little doubt 

that the Twenty20 format has arrived as an 

entertainment package for cricket fans. 

The Twenty20 international between Australia 

and Pakistan on February 5 saw 60,054 

people watch Australia win a tight contest. 

Perhaps more significantly, the Victorian 

Bushrangers’ matches in the Twenty20 Big 

Bash competition in early January produced 

some phenomenal attendances. 

On January 15 the Bushrangers hosted 

the Tasmanian Tigers at the MCG and 

attracted an Australian domestic attendance 

record of 43,125 — another record for the 

MCG. The huge crowd followed a very 

healthy 28,052 who attended the Bushrangers’ 

first match on January 2. 

The Bushrangers enjoyed another stellar 

season, winning Victoria’s 28th Sheffield 

Shield (and back-to-back titles) and the Big 

Bash trophy, as well as reaching the Ford 

Ranger Cup Final. Our congratulations are 

extended to captain Cameron White, coach 

Greg Shipperd and the team on their 

continued dominance at domestic level. 

OTHER EVENTS 

The MCG hosted two international football 

matches involving the Socceroos in the past 

12 months, against Japan (June 17, 2009) and 

New Zealand (May 24, 2010). 

The events attracted 74,100 and 55,659 

respectively, with the latter a chance for 

Australians to farewell the Socceroos 

before their FIFA World Cup campaign in 

South Africa. 

Following the agreement between the 

AFL and Football Federation Australia, the 

club was able to confirm the availability of 

the MCG should Australia host the 2022 

FIFA World Cup. 

The AFL released the MCC from its 

contractual obligations to host AFL home 

and away matches during a 10-week period 

in 2022. Once the outcome of Australia’s 

bid is known, likely to be at the end of this 

year, we will keep members informed of 

any developments. 

NATIONAL SPORTS MUSEUM 

AND MCG TOURS 

The National Sports Museum (NSM) 

completed its second year of operation in 

strong shape despite challenging global 

economic conditions that affected many 

tourist attractions in Australia during 2009 

and a series of large-scale competing 

exhibitions in the marketplace. 

More than 147,000 visitors undertook 

an MCG Tour or visited the National 

Sports Museum (incorporating the 

Australian Gallery of Sport and Olympic 

Museum) in 2009/10. Pleasingly, more than 

40,000 of these visitors were school groups, 

increasing the prospect of return visits by 

these children with their families in future. 

A significant development during the year 

was the launch of the National Sports 

Museum Creative Arts Fellowship to further 

foster a connection between art and sport in 

the community. Prominent businessman and 

philanthropist, Basil Sellers AM, donated the 

$50,000 prize and Stewart Russell and Kate 

Daw were selected as the first recipients of 

the fellowship. Basil’s interest in art and 

sport is well known and we thank him for 

his ongoing support. 

A number of temporary exhibitions were 

hosted in our exhibitions gallery, including 

League of Legends — 100 Years of Rugby 

League in Australia, The Long Ride — 100 

Years of Australian Surfing, Driving Force: 

The Australian Grand Prix Program 

Collection and a series of commemorative 

grand final posters by renowned cartoonist, 

William Ellis Green (“WEG”). The 2008 

Beijing Olympic Games — Australian 

Olympians Display brought together a series 


Panellists Matthew Richardson, Leigh 

Matthews and Gerard Healy entertained 

guests at the Football Season Launch 

Luncheon in the Members Dining Room 

on March 24. 

of objects of significance to Australian 

Olympians during their time in Beijing. 

Volunteers play an important part in the 

tourism product on offer at the MCG. To that 

end, we were delighted that our MCG guides 

and NSM volunteers were recognised with a 

Melbourne Award for their “Contribution to 

the Profile of Melbourne” in September 2009. 

Our volunteers were lauded for the quality of 

the MCG visitor experience and the important 

role they play in welcoming visitors to 

Melbourne. We thank them for their tireless 

work and support. 

In addition to our foundation sponsors 

Coca-Cola, Grocon and Spotless, we welcome 

new sponsor United Group Limited, which 

pioneered the idea of sponsoring a visit to the 

NSM for one Year 9 class from every 

Victorian state school. We have also been well 

supported by the Herald & Weekly Times, 

Ticketek and the Australian Football League 

and its broadcast partners. 

Finally, we are very pleased to be 

welcoming the Champions-Thoroughbred 

Racing Gallery to the NSM. The agreement 

with the Australian Racing Museum will see 

this gallery open in October 2010. 

MCC MEMBERSHIP 

Membership intake 

The election of Full members in July 2009 

comprised candidates on the waiting list 

nominated from May 1, 1988 to 

September 30, 1988. 

Waiting list candidates nominated from 

November 1, 1994 to January 31, 1995 

inclusive were offered Restricted or 

Restricted Junior membership, while those 

nominated prior to November 1, 1994 and 

who turned 15 years of age prior to 

Members by category 

at August 31, 2009 

Full 60,286 

Restricted 39,994 

Total 100,280 

Waiting List 194,097 

September 1, 2009 were offered Restricted 

Junior membership. 

Functions 

The club again held a wide range of functions 

for members and guests. These include 

luncheons for our volunteers and 50-year 

members, induction functions for new 

members, a football season launch, Members’ 

Dinner, Young Members’ Ball and a Brownlow 

Medal night with the Coodabeen Champions. 

Champion New Zealand all-rounder 

Sir Richard Hadlee was a wonderful guest 

speaker at The Bradman Luncheon, which 

celebrates the life of Australia’s greatest 

cricketer. Hadlee touched on his experiences 

with the infamous MCG Bay 13 crowd, 

personal encounters with Bradman and his 

fears for the future of Test cricket. 

In addition to the annual functions 

offering, several additional initiatives were 

developed during the year. In October, the 

club recognised the 25th anniversary of the 

first intake of female members with a 

cocktail party in the Members Dining Room. 

More than 350 lady members celebrated a 

quarter of a century of involvement with our 

famous institution. 

The National Sports Museum opened its 

doors for a series of five cocktail parties 

designed to showcase the museum to 

members. The response to these functions 

was highly encouraging. 

Finally, members were treated to hospitality 

in an exclusive MCC marquee over the four 

days of the Australian Masters at Kingston 

Heath in November, where Tiger Woods won 

his first Masters before record crowds. 

MCC Cricket 

The 2009/10 Premier Cricket season was one 

of immense satisfaction for the club, as our 

First XI broke a premiership drought 

stretching back to 1997/98 with a hard-fought 

win over St Kilda in the final. Captain-coach 

Adam Dale and his team are to be commended 

on their efforts. 

The captain was outstanding in the final, 

capturing 6/44 from 38 overs to complete a 

fabulous season in charge. Batsman Robert 

Cooper was awarded the John Scholes Medal 

for best player in the final, following his 


7

More than 14,000 women and 

100 men helped raise breast 

cancer awareness with this 

stunning display at the Field of 

Women LIVE event on the MCG 

on May 7, 2010. 

105 in a team total of 230. To cap off a 

great season for the club, the Third XI also 

won the premiership. 

Fast bowler Robert Cassell capped an 

inspirational comeback from injury by 

winning the Club Champion Trophy, 

following an outstanding season that netted 

47 wickets at 14.31 and a two-year contract 

with South Australia. We wish him well. 

The club continues to develop and produce 

first-class cricketers. In addition to the 

consistent performances of Brad Hodge and 

Andrew McDonald on the domestic scene, it 

was encouraging to see batsman Michael Hill 

make his Victorian debut and talented 

teenager Alex Keath receive a Bushrangers 

contract for the next three years. 

Our Winter Olympians 

The MCC had two of its members competing 

in both the Winter Olympics and Paralympic 

Games in Vancouver earlier this year. Katya 

Crema and Dave Morris represented Australia 

in the Winter Olympics (February 13-26) 

while Mitchell Gourley and James Millar 

featured in the Paralympic Winter Games in 

March. The club congratulates these athletes 

on their achievements. 

Sporting Sections/Special Interest Groups 

The club’s 11 Sporting Sections — baseball, 

bowls, croquet, football, golf, hockey, 

lacrosse, real tennis, target shooting, 

squash and tennis — produced another 

commendable year of performances. The 

club’s website examines these in greater 

detail than can be recorded here. 

The most notable achievement perhaps was 

that of Real Tennis Section member Rob Fahey, 

who recently won an amazing tenth world title. 

Fahey has been the world champion since 

1994, which places him as one of Australia’s 

most successful sportsmen. He has won 11 

Australian Opens, 10 French Opens, eight US 

Opens and eight British Opens, including three 

grand slams (2000, 2001 and 2008) and three 

world doubles titles. 

The club’s special interest groups — Bridge 

Club, Long Room Wine and Food Society, 

War Veterans Group, Women of MCC, 

XXIX Club and Young Members Club — 

continue to grow and prosper. We encourage 

members to become involved with the various 

activities undertaken by these groups. 

PARTNERS/SUPPLIERS 

The club welcomed a fourth Icon partner 

during the year when Foster’s Group joined 

Coca-Cola Amatil, Herald & Weekly Times 

and National Australia Bank as the ground’s 

key commercial partners. We are very grateful 

for their support. 

We also maintained strong commercial 

relationships with a number of licensees, 

partners and suppliers, among them Stadia 

Media, The Promotions Factory, Patties Foods, 

Cadbury, Tabcorp Holdings, Nestlé Peters Ice 

Cream, Internode, Sharp, Simplot Australia, 

Mars Food Australia (Masterfoods), The 

Smith’s Snackfood Company and Don KRC. 

We also welcomed Tetley, Douwe Egberts and 

Closed Loop as new preferred suppliers during 

the course of the year. 

COMMUNITY ACTIVITY 

In addition to our high-profile role as a 

venue manager and tourist destination, less 

widely known is the MCC’s active role in 

community events. 

Examples of this include the facilitation of 

the Melbourne Marathon, allowing participants 

the chance to grace the hallowed MCG turf as 

they crossed the finish line, holding the 

annual Rite of Passage day for families and 

sponsoring grass-root AFL Victoria 

programs to deliver statewide competitions, 

coaches’ education clinics and the promotion 

of girls’ football. 

This year, our involvement extended to 

supporting the Field of Women LIVE event at 

the MCG to raise breast cancer awareness, the 

RSL’s Raise a Glass Appeal and the annual 

Dreamtime at the ’G match, which recognises 

the significant role the indigenous community 

has played in shaping Australian football. 

ACKNOWLEDGEMENTS 

I am pleased to acknowledge the support and 

guidance provided by MCC president David 

Meiklejohn and his committee throughout 

another busy and challenging year. The 

countless hours of voluntary service given by 

our committee members is greatly appreciated. 

The same can also be said of the MCG 

Trustees, led by chairman John Wylie. 

I also wish to acknowledge the club’s 

management team, staff and volunteers for 

their outstanding contribution during the 

year, as well as the support provided by our 

key stakeholders — the AFL, Cricket Australia, 

Cricket Victoria and the State Government 

of Victoria. 

Finally, to the members, I thank you for 

your contribution to the club and trust that 

you continue to enjoy the many benefits of 

MCC membership. 

Stephen Gough 

Chief Executive Officer 


Melbourne Cricket Club 

& Controlled Entities 

Annual Concise Financial Report 

for the year ended 31 March 2010 

IMPORTANT INFORMATION FOR MEMBERS 

The Committee Report, Concise Financial Report and Auditor’s Report 

contained within this document represent a Concise Report. 

Members wishing to receive the full financial report and Auditor’s 

Report may arrange delivery by calling the Melbourne Cricket Club 

office on (+61 3) 9657 8888. 

The Concise Report contained within this document has been 

derived from the full financial report of the Melbourne Cricket Club & 

Controlled Entities for the financial year ended 31 March 2010 and 

cannot be expected to provide as full an understanding of the financial 

performance, financial position and financing and investing activities of 

the consolidated entity as the full financial report. 


9

Committee Report 

Melbourne Cricket Club & Controlled Entities 

Concise Report 

Your Committee submits its report for the year ended 31 March 2010. 

COMMITTEE MEMBERS 

The names of the Committee members of the Melbourne Cricket Club 

(“the Club”) in office during the financial year and until the date of this 

report are as follows. Committee members were in office for the entire 

period unless otherwise stated. 

David E. Meiklejohn AM, David A. Crawford AO, Robert G. Lloyd, 

A. Paul Sheahan, Michael J. Andrew, David S. Crow, Peter A. Dakin, 

William D. Fowles, Peter A. Mitchell, Jane L. Nathan, Steven J. Smith, 

Stephen C. Spargo, Edward R. Yencken and Karen J. Wood. 

NATURE OF OPERATIONS AND PRINCIPAL ACTIVITIES 

The principal activities of the Club during the year were the ground 

management of the Melbourne Cricket Ground (“MCG”) and the 

encouragement and promotion of sport. 

There was no significant change in the nature of these activities 

during that period, other than the appointment of the Melbourne 

Cricket Ground Trust (“MCG Trust”) as the manager for Yarra Park 

from 15 March 2010 and its subsequent full delegation of these 

responsibilities to the Club. 

RESULTS AND REVIEW OF OPERATIONS 

The consolidated net loss of the Club and its controlled entities amounted 

to $4.683 million compared with a net profit of the previous year of 

$8.925 million (includes a $9.500 million grant from the State of Victoria). 

The major impact for the 2009/10 year was the successful 

negotiation of an increase in AFL content at the MCG that provided 

the AFL clubs with approximately an extra $6.000 million per annum. 

These monies comprise $0.100 million per match (46 matches) and an 

incentive payment for attendances in excess of 2.100 million per 

annum. This agreement is for 10 years commencing from the 2009 AFL 

season. In return, the AFL committed to a five-year extension of our 

contract to 2037. The 2009 AFL season was very strong with attendances 

of 2,791,261 at an average of 52,665 per match. 

Furthermore, the State of Victoria will provide $30.000 million to a 

Great Southern Stand refurbishment and $6.000 million to works in 

Yarra Park. The Club, as Ground Manager, will provide $16.000 

million for a water recycling facility in Yarra Park following the 

transfer of Yarra Park management from the City of Melbourne (“the 

Council”) to the MCG Trust on 15 March 2010. The MCG Trust has 

delegated this management to the Club. 

As a result, assets at fair value of $1.203 million were transferred 

from the Council to the Club and have been recognised as revenue 

in the accounts. 

It should be noted that in comparison with the previous year, the 

Club did not receive any Government grants (2009: $9.500 million) 

and together with the extra payments to the AFL, our results are in 

line with 2008/09. 

The Club continues to generate positive operational cash flows from 

its activities. 

The net operating result of the parent entity is materially in line with 

results of the consolidated entity. 

10 MCC Annual Report 2009/10



Committee Report (continued) 

SIGNIFICANT CHANGES IN THE STATE OF AFFAIRS 

There have been no significant changes in the Club’s state of affairs 

during the financial year. 

SIGNIFICANT EVENTS AFTER THE BALANCE DATE 

There have been no significant events occurring after balance date, 

which may affect either the Club’s operations or results of those 

operations or the Club’s state of affairs. 

LIKELY DEVELOPMENTS AND EXPECTED RESULTS 

The Committee does not expect any significant changes to the 

operations of the Club. 

ENVIRONMENTAL REGULATION AND PERFORMANCE 

The Club has completed an environmental management plan for the 

MCG. The plan establishes guidelines for energy, water and waste 

management at the stadium. Action plans extending to 2010/11 have 

been formulated to address issues that have been identified through the 

development of the environmental management plan. 

SECURITY 

Given the MCG’s status as an iconic event venue in Australia, the Club 

has placed high importance upon the management and mitigation of 

security risk issues. Accordingly, several strategic security 

management initiatives are ongoing. These measures have enhanced 

the safety of ground users on event and non-event days. The 

Committee and Club management will continue to develop and 

implement security risk reduction strategies. 

SAFETY 

The Club provides a strong focus on Occupational Health and Safety at 

the MCG. This is evidenced by the Club maintaining its Advanced 

SafetyMAP accreditation following the annual independent audit. 

SafetyMAP covers Committee, staff, contractors and MCG tenants 

and is always under review. 

The review of policies and procedures occurs regularly through 

reporting to the Committee and its Sub-Committees, management and 

staff and Health and Safety Committee. 

INDEMNIFICATION AND INSURANCE OF COMMITTEE 

MEMBERS 

The Club has provided and paid premiums for Directors’ and Officers’ 

Liability and Legal Expenses insurance contracts, covering members of the 

Committee and the Directors, Executives and Statutory Officers of the Club. 

The insurance is in respect of legal liability for damages and legal 

costs arising from claims made by reason of any omission or acts (other 

than dishonesty) by them, whilst acting in their individual or collective 

capacity as members of the Committee or officers of the Club. 

The total amount of insurance contract premiums paid during the 

period was $51,000. 

ROUNDING 

The financial report is presented in Australian dollars and all values are 

rounded to the nearest thousand dollars ($’000) (where rounding is 

applicable, with the exception of Auditors’ Remuneration) under the 

option available to the Club under ASIC Class Order 98/0100. The 

Club is an entity to which the Class Order applies. 

Signed in accordance with a resolution of the Committee. 

David E. Meiklejohn AM 

President 

Melbourne, 12 July 2010 

Michael J. Andrew 

Treasurer 


11



Statement of Comprehensive Income 

YEAR ENDED 31 MARCH 2010 Notes CONSOLIDATED PARENT 

2010 2009 2010 2009 

$’000 $’000 $’000 $’000 

Revenue 3 103,180 103,066 100,259 99,722 

Other income 9,003 15,008 9,003 15,008 

TOTAL INCOME 3 112,183 118,074 109,262 114,730 

Arena expenses (5,848) (5,677) (5,848) (5,677) 

Facilities expenses (12,663) (12,250) (12,663) (12,250) 

Commercial Operations expenses (6,880) (7,311) (6,880) (7,311) 

Member contributions to the gate (11,775) (10,462) (11,775) (10,462) 

Membership and Customer Services expenses (5,210) (5,349) (5,210) (5,349) 

Events Administration expenses (14,081) (7,441) (14,081) (7,441) 

Administration expenses (10,070) (9,891) (10,070) (9,891) 

Depreciation expenses (27,056) (25,794) (27,056) (25,794) 

National Sports Museum Limited (“NSM”) expenses (2,597) (2,909) - - 

Finance costs expense (20,686) (22,065) (20,686) (22,065) 

NET (LOSS) / PROFIT (4,683) 8,925 (5,007) 8,490 

OTHER COMPREHENSIVE INCOME 

Fair value revaluation of NSM Collection 10 - - - 

Cash flow hedge: Gain / (loss) taken to equity 192 - 192 - 

OTHER COMPREHENSIVE INCOME / (LOSS) 202 - 192 - 

TOTAL COMPREHENSIVE (LOSS) / INCOME (4,481) 8,925 (4,815) 8,490 


TRENDS IN REVENUES AND EXPENDITURES 



Discussion and Analysis 

– Statement of Comprehensive Income 

Income 

Total consolidated income decreased from $118.074 million in 2009 to 

$112.183 million in 2010 (see note 3 for further details). The major 

item contributing to this result was: 

• No government grant income was received in 2010. In the prior year, 

$9.500 million was received from the State of Victoria for the 

Southern Concourse upgrade. 

Expenses 

Total consolidated expenses increased by $7.717 million to 

$116.866 million. The key movement in expense categories was: 

• Event Administration expenses increased significantly due to 

additional payments totalling $6.083 million pursuant to an updated 

agreement between the Club and the AFL. Under this agreement, 

payments to AFL Clubs hosting home matches at the MCG have 

increased by $0.100 million per match, whilst an incentive scheme 

for event attendances is now in place, calculated on a scale basis for 

attendance numbers greater than 2.100 million each season. Further 

current arrangements for staging home and away matches and finals 

have been extended by five years to 2037. 


13



Statement of Financial Position 

AT 31 MARCH 2010 CONSOLIDATED PARENT 


$’000 $’000 $’000 $’000 

CURRENT ASSETS 

Cash and cash equivalents 39,368 33,597 38,372 32,655 

Trade and other receivables 13,387 11,618 13,421 11,571 

Other assets 1,168 1,015 1,168 1,013 

TOTAL CURRENT ASSETS 53,923 46,230 52,961 45,239 

NON-CURRENT ASSETS 

Property, plant and equipment 

- MCG building improvements 507,002 530,333 507,002 530,333 

- Plant and equipment 12,514 11,467 12,057 11,111 

- Work in progress 1,933 1,929 1,933 1,929 

- Yarra Park assets 1,203 - 1,203 - 

Other assets 152 686 152 686 

Derivative financial instruments 88 - 88 - 

TOTAL NON-CURRENT ASSETS 522,892 544,415 522,435 544,059 

TOTAL ASSETS 576,815 590,645 575,396 589,298 

CURRENT LIABILITIES 

Trade and other payables 41,463 40,915 40,853 40,043 

Interest bearing loans and borrowings 11,498 10,566 11,498 10,566 

Provisions 2,421 2,689 2,421 2,689 

TOTAL CURRENT LIABILITIES 55,382 54,170 54,772 53,298 

NON-CURRENT LIABILITIES 

Trade and other payables 10,063 8,617 10,063 8,617 

Interest bearing loans and borrowings 296,231 308,242 296,231 308,242 

Provisions 136 132 136 132 

TOTAL NON-CURRENT LIABILITIES 306,430 316,991 306,430 316,991 

TOTAL LIABILITIES 361,812 371,161 361,202 370,289 

NET ASSETS 215,003 219,484 214,194 219,009 

EQUITY 

Accumulated funds 214,803 219,484 214,004 219,009 

Reserves 200 - 190 - 

TOTAL EQUITY 215,003 219,484 214,194 219,009 


CHANGES IN THE COMPOSITION 

OF ASSETS AND LIABILITIES 

Consolidated Net Assets decreased by $4.481 million to $215.003 million. 




– Statement of Financial Position 

Changes in Assets 

The major changes were: 

Current Assets 

• An increase in Cash assets of $5.771 million. Refer to Discussion and 

Analysis – Statement of Cash Flows. 

Changes in Liabilities 

The major changes were: 

Non-Current Liabilities 

• A decrease in interest bearing liabilities of $12.011 million, due to 

principal repaid on term loans associated with the MCG Redevelopment. 

Non-Current Assets 

• A decrease in MCG building improvements of $23.331 million due 

to depreciation applied to a stable asset base. 

• The recording of Yarra Park plant and equipment assets totalling 

$1.203 million that were contributed to the Club by the MCG Trust 

for nil consideration. This transaction accords with the delegation by 

the MCG Trust to the Club of its Yarra Park responsibilities 

effective 15 March 2010. 

• A derivative financial instrument asset was recorded following the 

execution of a CPI indexed swap agreement between the Club and 

Treasury Corporation Victoria, relating to the Club’s existing long 

term amortising inflation indexed Great Southern Stand bonds. 


15



Statement of Changes in Equity 

YEAR ENDED 31 MARCH 2010 

CONSOLIDATED 

Accumulated Asset Revaluation Yarra Park Cash Flow Hedge Total 

Funds Reserve Reserve Reserve Equity 

$’000 $’000 $’000 $’000 $’000 

Balance at 1 April 2008 210,559 - - - 210,559 

Profit / (Loss) for the year 8,925 - - - 8,925 

Other Comprehensive Income for the year - - - - - 

Total Comprehensive Income for the period 8,925 - - - 8,925 

Balance at 31 March 2009 219,484 - - - 219,484 

(Loss) / Profit for the year (4,683) - - - (4,683) 

Transfer to Yarra Park reserve 2 - (2) - - 

Other Comprehensive Income for the year - 10 - 192 202 

Total Comprehensive Income for the period (4,681) 10 (2) 192 (4,481) 

Balance at 31 March 2010 214,803 10 (2) 192 215,003 




Statement of Changes in Equity (continued) 

YEAR ENDED 31 MARCH 2010 

PARENT 

Accumulated Yarra Park Cash Flow Hedge Total 

Funds Reserve Reserve Equity 

$’000 $’000 $’000 $’000 

Balance at 1 April 2008 210,519 - - 210,519 

Profit / (Loss) for the year 8,490 - - 8,490 

Other Comprehensive Income for the year - - - - 

Total Comprehensive Income for the period 8,490 - - 8,490 

Balance at 31 March 2009 219,009 - - 219,009 

(Loss) / Profit for the year (5,007) - - (5,007) 

Transfer to Yarra Park reserve 2 (2) - - 

Other Comprehensive Income for the year - - 192 192 

Total Comprehensive Income for the period (5,005) (2) 192 (4,815) 

Balance at 31 March 2010 214,004 (2) 192 214,194 


– Statement of Changes in Equity 

CHANGES IN THE COMPOSITION 

OF TOTAL EQUITY 

Consolidated total equity in the current year fell by $4.481 million 

to $215.003 million. 

The major equity movements during the year were: 

• The reported net loss of $4.683 million. 

• The recording of a cash flow hedge reserve following the execution 

of a CPI indexed swap agreement. Refer Discussion and Analysis – 

Statement of Financial Position. 

• The establishment of a Yarra Park Reserve as a sub-component of 

equity. The net surplus/deficit of Yarra Park revenue and expenditure 

items (as defined in a separate accounting policy with the MCG Trust) 

is transferred to this Reserve so these amounts can be spent on the 

operation, management, maintenance and improvement of Yarra Park. 


17

YEAR ENDED 31 MARCH 2010 CONSOLIDATED PARENT 


$’000 $’000 $’000 $’000 

CASH FLOWS FROM OPERATING ACTIVITIES 

Receipts from operating activities (inclusive of GST) 104,897 109,276 102,192 106,018 

Payments to suppliers and employees (inclusive of GST) (72,802) (62,036) (70,117) (59,261) 

Interest received 1,262 1,833 1,228 1,465 

Interest paid (20,083) (21,563) (20,083) (21,563) 

NET CASH FLOWS FROM OPERATING ACTIVITIES 13,274 27,510 13,220 26,659 

CASH FLOWS FROM INVESTING ACTIVITIES 

Purchase of property, plant and equipment (4,223) (26,111) (4,223) (26,111) 

Contributions relating to MCG Redevelopment 4,110 1,928 4,110 1,928 

Contributions relating to Southern Concourse upgrade - 9,500 - 9,500 

NET CASH FLOWS (USED IN) INVESTING ACTIVITIES (113) (14,683) (113) (14,683) 

CASH FLOWS FROM FINANCING ACTIVITIES 



Statement of Cash Flows 

Contributions from related party 3,690 3,580 3,690 3,580 

Repayments of borrowings (11,080) (9,339) (11,080) (9,339) 

NET CASH FLOWS (USED IN) FINANCING ACTIVITIES (7,390) (5,759) (7,390) (5,759) 

NET INCREASE IN CASH AND CASH EQUIVALENTS 5,771 7,068 5,717 6,217 

Cash and cash equivalents at beginning of the year 33,597 26,529 32,655 26,438 

CASH AND CASH EQUIVALENTS AT END OF THE YEAR 39,368 33,597 38,372 32,655 


– Statement of Cash Flows 

CHANGES IN CASH FLOWS 

There was a net increase in consolidated cash holdings during the year 

totalling $5.771 million. 

The major changes in cash movements during the year included 

the following: 

• With the completion of the NSM Stage Two and the Southern 

Concourse extension in the prior year, expenditure on property, plant 

and equipment fell significantly. 

• Receipts from operating activities decreased in consequence of 

movements in trade receivables and income in advance received 

from key contractors. 

• Payments to suppliers and employees increased, principally due to 

payments totalling $6.083 million resulting from an updated 

agreement between the Club and the AFL. Refer to Discussion and 

Analysis – Statement of Comprehensive Income. 

• Grant funding from the State of Victoria relating to the Southern 

Concourse upgrade was received in the prior year. 


Notes to the Concise Financial Statements 

31 MARCH 2010 



1. BASIS OF PREPARATION OF THE CONCISE FINANCIAL REPORT 

The concise financial report has been prepared in accordance with the 

requirements of Accounting Standard AASB 1039 “Concise Financial 

Reports”. The financial report is presented in Australian dollars. 

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

(a) Basis of consolidation 

The consolidated financial statements are those of the consolidated 

entity, comprising the Club, MCC Nominees Pty Ltd (a subsidiary) and 

NSM (a controlled entity). The ultimate parent is the Club. The Club 

recognises the operations of NSM within its financial statements, but 

the Australian Gallery of Sport (“AGOS”) Sporting Collection is an 

asset recorded in the financial statements of the MCG Trust. 

Amounts relating to the construction and fit-out of NSM are 

recorded in the Club’s financial report as they are considered part of 

the MCG. There are no equity investments included in the parent 

entity relating to NSM. 

The financial statements of the subsidiary and the controlled entity 

are prepared for the same reporting period as the parent company, 

using consistent accounting policies. 

In preparing the consolidated financial statements, all intercompany 

balances and transactions, income and expenses and profit and losses 

resulting from intra-group transactions have been eliminated in full. 

The subsidiary and controlled entity are fully consolidated from 

the date on which control is transferred to the Group and cease to 

be consolidated from the date on which control is transferred out 

of the Group. 

The Melbourne Cricket Club Foundation Limited (“Foundation”), a 

company limited by guarantee, is categorised as a director related party 

and is not consolidated into the Club’s accounts. Established as a 

vehicle to encourage and promote the playing of sports and preserve 

and manage the Foundation’s Museum and Library, it has a 

distinctly separate purpose to the Club, which acts as the manager 

of the MCG under a management agreement with the MCG Trust and 

the State Government of Victoria. 

the relevant Ministers of the State Government of Victoria through a 

formal Instrument of Delegation and Second Deed of Amendment to 

the MCG Management and Indemnity Deed. These agreements appoint 

and allow the Club to fulfil all of the responsibilities assigned to the 

MCG Trust under the Yarra Park Amendment Act as the Reserve 

Manager of Yarra Park. 

The Club has agreed a separate accounting policy with the MCG 

Trust that details those revenue and expense items that are received or 

incurred by the Club in the performance of their role as the Manager of 

Yarra Park. These amounts are included in the totals in the Statement 

of Comprehensive Income of the Club. 

The net surplus/deficit of these identified items is then transferred to 

a separate reserve as a sub-component of equity so that these amounts 

can be identified and spent on the operation, management, maintenance 

and improvement of Yarra Park. 

The Club has also recorded a number of Yarra Park plant and equipment 

assets that have been contributed by the MCG Trust for nil consideration. 

(b) Yarra Park 

Yarra Park (the parklands surrounding the MCG) was permanently 

reserved as a public park in June 1873. Since 1917, the Council had 

acted as the Committee of Management for Yarra Park. Effective 

from 15 March 2010, the Melbourne Cricket Ground and Yarra Park 

Amendment Act 2009 (“Yarra Park Amendment Act”) revokes the 

appointment of the Council and appoints the MCG Trust as the 

Committee of Management for Yarra Park, thereby expanding the 

functions of the MCG Trust and specifying the management 

arrangements and the implementation of an improvements plan for 

Yarra Park. 

Under the Yarra Park Amendment Act, the MCG Trust also assumes 

responsibility for car parking arrangements, receiving advice from the 

Yarra Park Advisory Committee on the operation and management of 

Yarra Park, and the honouring of existing licences and contracts 

established by the Council. Further, any money received by or on behalf 

of the MCG Trust in relation to Yarra Park may only be spent on the 

operation, management, maintenance and improvement of Yarra Park, 

and such monies received and spent must be separately accounted for in 

the financial report. 

The Yarra Park Amendment Act also allows the MCG Trust to 

delegate its functions and responsibilities for Yarra Park to the Club 

and it has done so via the execution by the MCG Trust, the Club and 


19




(continued) 

31 MARCH 2010 CONSOLIDATED PARENT 

3. INCOME 


$’000 $’000 $’000 $’000 

Revenue from sales 463 474 453 465 

Membership and Customer Services-related revenue 41,189 38,683 41,189 38,683 

Event-related revenue 24,427 24,174 24,427 24,174 

Commercial Operations revenue 23,555 25,727 23,555 25,727 

NSM revenues 2,877 2,967 - - 

AFL revenues 8,013 7,922 8,013 7,922 

Interest income 1,262 1,833 1,228 1,465 

Other revenues 1,394 1,286 1,394 1,286 

103,180 103,066 100,259 99,722 

Total other income 9,003 15,008 9,003 15,008 

Total income 112,183 118,074 109,262 114,730 

4. SUBSEQUENT EVENTS 

There have been no significant events occurring after balance date, 

which may affect either the Club’s operations or results of those 

operations or the Club’s state of affairs. 

5. RELATED PARTY DISCLOSURES 

(a) The Committee Members of the Melbourne Cricket Club and 

Controlled Entities during the financial year were: 

David E. Meiklejohn AM (President) 

David A. Crawford AO (Vice-President) 

Robert G. Lloyd (Vice-President) 

A. Paul Sheahan (Vice-President) 

Michael J. Andrew (Treasurer) 

David S. Crow 

Peter A. Dakin 

William D. Fowles 

Peter A. Mitchell 

Jane L. Nathan 

Steven J. Smith 

Stephen C. Spargo 

Karen J. Wood 

Edward R. Yencken 

No remuneration was paid to the Committee Members during the year. 





(continued) 

31 MARCH 2010 

5. RELATED PARTY DISCLOSURES (continued) 

(b) The following related party transactions occurred during the 

financial year: 

(i) Transactions with other related parties 

a) MCG Trust 

The Club is party to a “Deed of Variation of Lease” with the MCG 

Trust pursuant to which, the Club’s existing tenancy of the MCG was 

extended until 31 March 2042 with an option to extend its lease over 

the members’ reserve for a further 25 years. 

Under a separate management agreement with the MCG Trust and 

the State of Victoria, the Club’s role as ground manager of the MCG 

has also been extended until 31 March 2042. 

During the year, the Club paid the MCG Trust $3.793 million 

(2009: $3.715 million) in respect of its lease rental of the MCG. 

The MCG Trust distributed $3.690 million from its cash reserves to 

the Club for the repayment of term loans and amortising inflation 

indexed bonds (2009: $3.580 million). 

From time to time, the Club undertakes transactions on behalf of the 

MCG Trust. As at year-end, amounts receivable by the Club from the 

MCG Trust were nil (2009: $0.026 million). Amounts owing to the 

Club are settled on 30-day terms and are non interest-bearing. 

The MCG Trust has also delegated its functions and responsibilities 

for the management of Yarra Park to the Club. It has done so via the 

execution by the MCG Trust, the Club and the relevant State 

Government of Victoria Ministers through a formal Instrument of 

Delegation and Second Deed of Amendment to the MCG Management 

and Indemnity Deed. These agreements appoint and allow the Club to 

fulfil all of the responsibilities assigned to the MCG Trust under the 

Yarra Park Amendment Act as the Reserve Manager of Yarra Park. 

b) National Sports Museum 

From time to time, the Club undertakes transactions on behalf of NSM. 

As at year-end, amounts receivable by the Club from NSM were 

$0.071 million (2009: $0.164 million). Amounts payable by the Club 

to NSM were nil (2009: $0.017 million). Amounts owing to the Club 

and NSM are settled on 30-day terms and are non interest-bearing. 

These amounts are eliminated in the consolidated financial report. 

(ii) Transactions with director-related entities 

The Foundation is a director related entity of the Club as it shares 

common directorships. 

During the year, the Club remitted to the Foundation $1.797 million 

(2009: $1.760 million) in line with the provisions of the amended 

Indemnity Deed between the MCG Trust and the Club. 

From time to time, the Club undertakes transactions on behalf of the 

Foundation. As at year-end, amounts receivable by the Club from the 

Foundation were $0.012 million (2009: $0.189 million). Amounts 

payable by the Club to the Foundation totalled nil (2009: $0.163 million). 

Amounts receivable by NSM from the Foundation at year end were 

$0.001 million (2009: $0.002 million). 

A number of the Club’s Committee members held directorships with 

other entities during the current year. Those entities entering into 

business transactions with the Club on normal commercial terms and 

conditions during the year were: 

Mr David E. Meiklejohn AM 

- Director of Coca-Cola Amatil Limited 

- Director of Australia & New Zealand Banking Group Limited 

Mr David A. Crawford AO 

- Chairman of Foster’s Group Limited 

- Director of BHP Billiton Limited 

Mr Michael J. Andrew 

- Chairman of KPMG Australia 

These Committee members did not participate in the decisions to enter 

into business transactions with the Club. 

c) Other 

Key management personnel are determined to be the Chief Executive 

Officer, General Managers and Executive Managers of the Club. 

During the year, total annual remuneration of $2,282,826 was paid to 

these personnel for the services provided to the Club. 


21

In accordance with a resolution of the Committee of the Melbourne 

Cricket Club, I state that: 

In the opinion of the Committee members: 

(a) The concise financial report of the consolidated entity for the year 

ended 31 March 2010 is in accordance with Accounting Standard 

AASB 1039 “Concise Financial Reports”; and 

(b) The financial statements and specific disclosures included in this 

concise report have been derived from the full financial report for the 

year ended 31 March 2010. 

On behalf of the Committee 



Statement by the Committee 

David E. Meiklejohn AM 

President 

Michael J. Andrew 

Treasurer 

Melbourne, 12 July 2010 


Independent auditor’s report to the members of 

the Melbourne Cricket Club 

Report on the Concise Financial Report 

The accompanying concise financial report of the Melbourne Cricket Club 

comprises the statement of financial position as at 31 March 2010, the 

statement of comprehensive income, statement of changes in equity and 

statement of cash flows for the year then ended and related notes, 

derived from the audited financial report of the Melbourne Cricket 

Club for the year ended 31 March 2010. The concise financial report 

also includes discussion and analysis and the statement by the 

committee. The concise financial report does not contain all the 

disclosures required by the Australian Accounting Standards. 

Committee’s Responsibility for the Concise 

Financial Report 

The Committee are responsible for the preparation and presentation of 

the concise financial report in accordance with Accounting Standard 

AASB 1039 Concise Financial Reports. This responsibility includes 

establishing and maintaining internal controls relevant to the 

preparation of the concise financial report; selecting and applying 

appropriate accounting policies; and making accounting estimates that 

are reasonable in the circumstances. 

Auditor’s Responsibility 

Our responsibility is to express an opinion on the concise financial 

report based on our audit procedures. We have conducted an independent 

audit, in accordance with Australian Auditing Standards, of the 

financial report of the Melbourne Cricket Club for the year ended 

31 March 2010. Our audit report on the financial report for the year 

was signed on 12 July 2010 and was not subject to any modification. 

The Australian Auditing Standards require that we comply with 

relevant ethical requirements relating to audit engagements and plan 

and perform the audit to obtain reasonable assurance whether the 

financial report for the year is free from material misstatement. 

Our procedures in respect of the concise financial report included 

testing that the information in the concise financial report is derived 

from, and is consistent with, the financial report for the year, and 

examination on a test basis, of evidence supporting the amounts, 

discussion and analysis, and other disclosures which were not directly 

derived from the financial report for the year. These procedures have 

been undertaken to form an opinion whether, in all material respects, 

the concise financial report complies with Accounting Standard AASB 

1039 Concise Financial Reports and whether the discussion and 

analysis complies with the requirements laid down in AASB 1039 

Concise Financial Reports. 

We believe that the audit evidence we have obtained is sufficient and 

appropriate to provide a basis for our audit opinion. 

Independence 

In conducting our audit, we have complied with the independence 

requirements of Australian professional accounting bodies. 

Auditor’s Opinion 

In our opinion, the concise financial report, including the discussion 

and analysis and the statement by the committee of the Melbourne 

Cricket Club for the year ended 31 March 2010 complies with 

Accounting Standard AASB 1039 Concise Financial Reports. 

Ernst & Young 

John D. Davies 

Partner 

Melbourne 

12 July 2010 


23

Governance statement 

INTRODUCTION 

The Melbourne Cricket Club (“the Club”) is a 

body corporate incorporated under the Melbourne 

Cricket Club Act 1974 consisting of persons who 

under, and in accordance with, the provisions of 

the Club’s rules are members of the Club. 

The business and affairs of the Club are 

overseen and controlled by a Committee (“the 

Committee”). The Committee comprises members 

of the Club elected to the following honorary 

office bearer positions, namely, a president, three 

vice-presidents and a treasurer, and nine other 

Club members elected to the Committee. 

The Club will be governed with integrity and 

in a responsible and accountable manner. The 

Committee and management are dedicated in 

their approach to work continuously to improve 

strategies and structures in pursuit of excellence. 

This will be achieved by critically assessing 

performances while respecting the boundaries 

between the committee and management. 

The Committee meets at least 10 times a year 

for the purposes of overseeing all aspects of the 

Club’s business plan and objectives. It also 

deliberates on its responsibilities as ground 

manager of the Melbourne Cricket Ground 

(“MCG”) for the Melbourne Cricket Ground 

Trust (“MCG Trust”). 

Additionally, the Committee reviews the 

performance of the Club’s management team in 

consultation with the Club’s chief executive officer, 

Stephen Gough, measuring results against the 

business plan objectives, ensuring compliance with 

legal requirements and monitoring the strategic 

risk management plan. 

Eight meetings and one special meeting of the 

committee were held during the period April 1, 

2009 to March 31, 2010 and the record of 

attendance of members of the Committee during 

the period is as follows: 

D.E. Meiklejohn 9/9 P.A. Dakin 9/9 

R.G. Lloyd 9/9 W.D. Fowles 9/9 

P.A. Mitchell 8/9 K. Wood 6/9 

A.P. Sheahan 8/9 J.L. Nathan 8/9 

D.A. Crawford 5/9 S.J. Smith 8/9 

M.J. Andrew 5/9 S.C. Spargo 9/9 

D.S. Crow 7/9 E.R. Yencken 6/9 

Because of inevitable Committee absences, the 

club rules have been amended to provide for 

attendance by technology. A brief description of the 

club’s approach to governance is outlined below. 

MEMBERS’ ROLE 

The Club’s rules require that a meeting of Full 

members of the Club be held annually (“the 

Annual General Meeting”). The purpose of the 

Annual General Meeting is to: 

• Receive reports and audited financial 

statements from the Committee in respect of 

the immediately preceding financial year. 

• Elect office bearers and other members of 

the Committee. 

• Consider any other business for which notice 

has been given in accordance with the rules set 

out in the Club’s constitution. 

All Full (voting) members of the Club are 

advised in the notice of the Annual General 

Meeting about Committee retirements and 

nominations for election or re-election. Full 

members are encouraged to attend the Annual 

General Meeting. 

COMMITTEE COMPOSITION 

(as at March 31, 2010) 

The names and details of the members of 

Committee in office at the date of this statement are 

set out elsewhere in this annual report. 

The composition of the Committee reflects the 

broad range of experience, skills and knowledge 

required to oversee the management and control 

of the Club’s business and affairs. 

SUB-COMMITTEES 

To assist in the execution of its responsibilities, 

the Committee has established a number of 

sub-committees to which the president appoints 

committee members. 

Sub-committees operate principally in a review 

or advisory capacity (except where powers are 

expressly conferred on or delegated to a 

sub-committee by the Committee). 

Sub-committees meet as required either 

monthly or, in some cases, bi-monthly. The 

current composition and functions of the 

sub-committees are summarised below: 

Executive 

Deals with specific Committee referrals, 

succession and urgent matters between 

Committee meetings. 

D.E. Meiklejohn (Chairman; 6/6 meetings 

attended), R.G. Lloyd (6/6), A.P. Sheahan (6/6), 

D.A. Crawford (4/6), M.J Andrew (1/6). 

Club 

Monitors the Club’s membership policies and 

arrangements including nomination and admission 

procedures and membership benefits and services. 

It also oversees compliance with the rules set out 

in the Club’s constitution. 

A.P. Sheahan (Chairman; 5/5), D.S. Crow (4/5), 

M. J. Andrew (3/5), W. D. Fowles (4/5), P.A. 

Mitchell (2/5), S.J. Smith (4/5), S.C. Spargo (5/5), 

K. Wood (3/5), D.E. Meiklejohn (ex-officio; 5/5). 

Cricket 

Oversees all matters in relation to the cricket 

activities of the Club and its relationship with 

cricket authorities. 

R.G. Lloyd (Chairman; 6/6), D.S. Crow (5/6), 

A.P. Sheahan (3/6), P.A. Dakin (5/6). 

Finance and Audit 

Oversees the Club’s accounting and reporting 

practices including effectiveness of accounting 

and internal control systems, management 

reporting and compliance with policy, regulatory 

and legal requirements. 

Also reviews risk and evaluates procedures, 

the scope and quality of audit practices and 

oversees and monitors IT performance. 

M.J. Andrew (Chairman; 5/5), D.S. Crow (2/5), 

P. A. Dakin (5/5), W. D. Fowles (4/5), 

S. C. Spargo (5/5), D.E. Meiklejohn (ex-officio 5/5). 

Ground 

Reviews and monitors the Club’s ground 

management operations including management of 

the MCG and outside grounds, commercial 

relationships, buildings, facilities, events, human 

resources and occupational health and safety matters. 

R.G. Lloyd (Chairman; 6/6), D.A. Crawford (3/6), 

P.A. Dakin (6/6), P.A. Mitchell (2/6), 

J.L. Nathan (6/6), E.R. Yencken (5/6), 

D.E. Meiklejohn (ex-officio; 4/6). 

National Sports Museum Limited 

Responsible for all operational and financial issues 

to do with the National Sports Museum. 

D.E. Meiklejohn (Chairman; 4/4), 

M.J Andrew (2/4), D.A. Crawford (3/4), 

R.G. Lloyd (4/4), A.P. Sheahan (4/4). 

OTHER COMMITTEE RESPONSIBILITIES 

In addition to the formal sub-committees 

established by the Committee, members of 

Committee are involved in the following 

additional sub-committees and related funds or 

corporate bodies which meet on an as needs basis: 

MCC Sporting Sections, Legal, AFL, Melbourne 

Cricket Club Foundation and MCC Nominees. 

Members of the Committee who are appointed 

to cricket and the Club’s various Sporting Sections 

as Committee representatives are set out below: 

Cricket: 

Baseball: 

Bowls: 

Croquet: 

Football: 

Golf: 

Hockey: 

Lacrosse: 

Real Tennis: 

Shooting: 

Squash: 

Tennis: 

R.G. Lloyd 

D.S. Crow 

D.A. Crawford 

S. Smith 

S.C. Spargo 

P.A. Mitchell 

D.E. Meiklejohn 

M.J. Andrew 

J.L. Nathan 

A.P. Sheahan 

S.C. Spargo 

P.A. Dakin 

COMMUNICATION TO MEMBERS 

The Committee aims to ensure that members are 

informed of all major developments affecting the 

Club. Information is communicated to members 

as follows: 

• An annual report is made available to all 

members, either via post or electronically. 

It includes relevant information about the 

operations of the Club during the year, changes 

in the state of affairs of the Club and details 

of future developments, in addition to other 

disclosures required by the Club’s rules and 

policies or by law. 

• The MCC News magazine is made available to 

members three times yearly. 

• Club member information is published every 

Thursday in the sporting sections of the 

Herald Sun and The Age newspapers. 

• Regular emails are broadcast to those members who 

have submitted their email address to the Club. 

• The MCC, MCG and National Sports 

Museum websites also are regularly updated. 

www.mcc.org.au 

www.mcg.org.au 

www.nsm.org.au 


MCC Health and Safety policy 

OUR COMMITMENT 

To provide a safe environment for employees, contractors, 

promoters, tenants and patrons at all our sites. 

We believe: 

• Safety of everyone who visits or works at an MCC 

managed site is a priority. 

• Safety is everyone’s responsibility. 

• Working safely is a condition of employment for all staff 

and contractors. 

• Everyone’s involvement in health and safety is essential. 

• Training and leadership are critical in creating a safety culture. 

• Creating a safety conscious workplace is a management priority. 

We will create a safe environment by: 

• Providing safe work conditions and safe systems of work. 

• Providing the necessary training to staff and contractors. 

• Ensuring legislative compliance through implementation 

of a rigorous health and safety system. 

• Monitoring our performance through internal and external 

auditing of our safety systems against SafetyMAP criteria. 

• Having an active and encompassing Health and 

Safety Committee. 

• Identifying risks and implementing controls to reduce 

the risk to as low as reasonably practicable.

Melbourne Cricket Ground 

PO Box 175 East Melbourne Victoria 8002 Australia 

T 61 3 9657 8888 F 61 3 9650 5682 www.mcc.org.au ABN 92 871 871 964

Annual Report 2009/10 - Melbourne Cricket Club

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