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May 23paul2 23, 2001

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The Paul Condon report

The Future of the ICC

132. Large sums of money are now generated by the commercial activities of the individual boards and the ICC centrally. As a result, a strong case is made for a more coordinated and regulatory approach by the ICC. There is also a need to develop the corporate governance of the ICC to match the significant sums of money now available to develop world cricket. The ICC will be in a stronger position if it continues to evolve from its origins as a loose and fragile alliance into a modern regulatory body whose role is clarified and whose transactions are more transparent and accountable. The recommendations I have set out below will enhance the reputation of the ICC and strengthen its moral and actual authority to deal with corruption in world cricket.

133. The understandable and legitimate aspiration to minimise tax obligations and the need to preserve commercial confidentiality in business transactions should not be allowed to reach the point where the ICC can be portrayed as a secretive and opaque organisation. The ICC must become more open, transparent and accountable. Consideration should be given to the publication of an annual report by the President and Chief Executive. It should review the past year and signpost future activity. Without breaching commercial confidentiality it should detail how the ICC is using its considerable financial resources to develop world cricket.

134. The large sums of money generated by the TV rights contracts and the distribution of this money require commensurate auditing processes. To avoid the perception or reality of misappropriation the ICC should develop an internal audit function which matches the new scale and risk of the commercial operations of the ICC.

135. The ICC has tried to address 'conflict of interest' issues for those who serve on the Executive Board of the ICC. The matter has not been resolved satisfactorily and needs to be revisited. It is very much in the interest of world cricket to attract experienced businessmen to serve on the Executive Board. However, the ICC must face up to the role ambiguity of having people with business interests linked to television serving on committees who award contracts for the TV rights. It must also face up to the perceptions involved in combining senior positions in cricket administration with personal business interests in betting and gaming. The ICC should review its policies and issue clear guidelines on 'conflict of interest' issues.

136. The ICC has an Ambassador programme designed to help develop cricket in countries where the game is not a major sport. The ICC should review the list of cricket ambassadors and remove from the list any names which no longer seem compatible with the fight against corruption.
Implementation of Recommendations

137. The ICC is at a critical point of evolution. I encourage it to build on recent developments and implement the programme of change set out in the recommendations in this report.

138. The new Chief Executive should be given the authority and responsibility to lead an implementation programme designed to put all of the approved recommendations into full effect before the World Cup in South Africa in the early part of 2003.


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