CSA Reports R238 Million Profit For 2024–25: What Drove It, Where It’s Going
CSA Reports R238 Million Profit For 2024–25: What Drove It, Where It’s Going
Cricket South Africa (CSA) has posted a net profit of R238 million for the 2024–25 financial year, marking a second straight year in the black after three years of losses. The profit is smaller than last year’s R815 million, but still meaningful in a season where the only profitable incoming tour was a four-match T20I series against India.
Key Numbers At A Glance
Net profit: R238 million (approx US$13.7m)
Prior year profit: R815 million (approx US$45.6m)
Broadcast and viewership revenue: R707 million (approx US$40m) driven by 1 billion views across 107 countries
ICC distributions: R378 million (approx US$21m)
Sponsorships: R125 million (approx US$7.2m) from seven new partners
Major expense: Professional cricket operations R1.3 billion (approx US$75m) including player salaries, match hosting, and facilities
Cash reserves: R1.42 billion (approx US$82m)
Income from the SA20 was not itemised in this reporting cycle.
How CSA Made A Profit With Few Lucrative Series
India’s four T20Is: The India tour was the primary profit engine from match revenues and broadcast pull.
Smart revenue mix: CSA balanced a lean home season (with Sri Lanka and Pakistan series typically loss-making) through broadcast deals, ICC disbursements, and an expanded sponsor roster.
Cost control and reserves: Keeping a tight grip on operating costs and holding strong reserves helped cushion volatility in the home schedule.
Why The Profit Fell From R815m To R238m
Last year’s result included exceptional tailwinds: a bumper event cycle, stronger broadcasting inflows, and recovery effects post-pandemic. This year was more “normal,” with fewer high-revenue tours and a heavier cost base in professional operations, plus event-independent expenses (salaries, venues, and upkeep).
Stadium Upgrades For 2027 Men’s World Cup
CSA’s integrated report confirms upgrades ahead of co-hosting the 2027 ICC Men’s Cricket World Cup with Zimbabwe and Namibia.
Wanderers and SuperSport Park: New high-definition LED floodlights
St George’s Park: Refurbished seating and a new scoreboard
Drop-in pitches: Development ongoing across the country
The goal is to create a lasting legacy—facilities, youth development, environmental accountability, and national pride—not just a one-off tournament bounce.
The 2025–26 Cricket Calendar And Trade-offs
To protect financial health and focus on 2027 preparations, CSA’s home international slate is lean this summer:
No home men’s Tests this summer
WTC title defence starts away in Pakistan next month
All-format tour of India follows
SA20 starts on Boxing Day
Only men’s internationals at home: five T20Is vs West Indies in Jan–Feb 2026
The WTC mace goes on a country-wide trophy tour to keep Test engagement alive despite no home fixtures
What The Numbers Mean For South African Cricket
Financial stability: Two consecutive profits plus R1.42b in reserves give CSA cushion to invest in infrastructure, pathways, and the women’s game.
Revenue concentration risk: India series remain disproportionately lucrative. CSA’s push for more sponsors and global viewership (1 billion in 107 countries) helps diversify, but tour composition still matters.
Cost discipline: Professional cricket operations are CSA’s biggest expense. Continual efficiency in hosting and scheduling will be key to sustaining surpluses in “average” seasons.
SA20’s strategic role: While not itemised in this report, the league is vital for domestic growth, talent retention, and long-term commercial stability.
Strategic Priorities Before 2027
Lock in broadcast and sponsorship value for the World Cup window.
Complete stadium upgrades and accelerate drop-in pitch readiness.
Support domestic pathways and women’s professional structures to widen elite depth.
Keep Test cricket visible through creative fan engagement (trophy tours, content, SA A fixtures) in a lean home-Test year.
Maintain reserves strength to buffer low-revenue seasons.
Bottom Line
CSA’s R238 million profit shows a viable model even in a mixed touring year: anchor one big series, diversify income with global media reach and sponsors, control costs, and invest in future-ready infrastructure. With 2027 on the horizon, the finances, upgrades, and planning point to a board trying to balance today’s books with tomorrow’s legacy.