NLC Integrated Report 2022

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INTEGRATED
REPORT 2022
About the National Lotteries Commission (NLC) The NLC was established in terms of the
Lotteries Act 57 of 1997, as amended, to regulate the National Lottery, and sports pools, as sports
pools depend highly on the sustainability of the Operator, they cannot be run independently of the
Operator, as well as other lotteries, including society lotteries, to raise funds for worthy causes.
THE ACT MANDATED THE BOARD TO
REGULATE the National Lottery ADVISE the Minister of Trade industry DISTRIBUTE a portion of the revenue
and sports pools as well as other and competition on policy matters from the National Lottery to good causes
lotteries, including society lotteries relating to the National Lottery, sports through the National Lottery Distribution
and sports pools. pools and other lotteries. Trust Fund (NLDTF).
REPORT NAVIGAT ION

SIX CAPITALS MATERIAL MATTERS STRATEGIC OBJECTIVES
Macro-economic Strategic objective one
Financial
conditions A professional and sustainable organisation
Strategic objective two

Interpretation of
Human Innovative and agile frameworks, systems and
legislation
standards that are globally competitive
Social and Challenges in Strategic objective three

relationship regulation Safe and sustainable lotteries and sports pool
Strategic objective four

Manufactured Online gaming
A sustainable and impactful civil society sector
Sustainability
Intellectual of the National
Lottery
Natural
INTEGRATED
REPORT 2022
TABLE OF CONTEN TS
GENERAL INFORMATION FINANCIAL STATEMENTS

2 CORPORATE GOVERNANCE 56
FOR THE NATIONAL LOTTERY
Performance overview for 2021/22 4 Board profiles 57
DISTRIBUTION TRUST FUND 172
General information 5 NLC corporate governance framework 61
Report of the Auditor-General 174
About our report 6
Statement of Financial Performance 179
List of abbreviations/acronyms 6
Maximising revenue for good OPERATIONAL EXCELLENCE 84
Statement of Financial Position 180
causes in a responsible manner 8 Statement of Changes in Net Assets 181
Supporting sustainable lotteries and sports Statement of Cash Flows 182
Our material matters 10
pools trough our regulatory activities 85 Statement of Comparison of Budget
What we do and who we serve 12
Operations at a glance 86 and Actual Amounts 183
Our organisational structure and
Enabling catalytic change through our grand Summary of Significant Accounting Policies 185
Executive Committee 14
funding activities 93 Notes to the Financial Statements 193
Foreword by the Minister 16
Grant funding 94
Accounting Authority Foreword 18
Operations Division 98 FINANCIAL STATEMENTS
Commissioner’s overview 20
Human Capital 104 FOR THE NATIONAL LOTTERY
Stakeholder engagement and dialogue 22
PARTICIPANTS TRUST 203
Risk management 28 FINANCIAL INFORMATION 110 Report of the auditor-general to the trustees
Strategy overview 33
Our business model 36 Chief Financial Officer’s review 112 of the National Lotteries Participants Trust 204
Accounting Authority Report for the Trustees’ Report for the National Lotteries
National Lotteries Commission 116 Participants Trust 208
PERFORMANCE INFORMATION 38 Report of the Auditor-General to Parliament Practitioner’s Compilation 209
on National Lotteries Commission 120 Statement of Financial Performance 210
Situational analysis 40 Annexure – Auditor-General’s responsibility for Statement of Financial Position 211
Performance against our strategy 44 the Audit 126 Statement of Changes in Net Assets 212
Our progress 46 Statement of Financial Performance 127 Statement of Cash Flows 213
Statement of Financial Position 128 Statement of Comparison of Budget and
Statement of Changes in Net Assets 129 Actual Amounts 214
Statement of Cash Flows 130 Summary of Accounting Policies 215
Statement of Comparison of Budget and Notes to the Annual Financial Statements 219
Actual Amounts: Group 131
Statement of Comparison of Budget and
Actual Amounts: Company 133 BENEFICIARY LIST 226
Summary of Significant Accounting Policies 135
Allocations 2021/2022 Financial Year 227
Notes to the Financial Statements 148
National Lotteries Commission Integrated Report 2022 1

GENERAL
INFORMATION
Performance overview for 2021/21 4
General information 5
About our report 6
List of abbreviations/acronyms 6
Maximising revenue for good causes in a responsible manner 8
Our material matters 10
What we do and who we serve 12
Our organisational structure and Executive Committee 14
Foreword by the Minister 16
Accounting Authority Foreword 18
Commissioner’s overview 20
Stakeholder engagement and dialogue 22
Risk management 28
Strategy overview 33
Our business model 36
SECTION A
2 National Lotteries Commission Integrated Report 2022

General Performance Corporate Operational Financial Beneficiary
information information governance excellence information list
A B C D E F

PERFORMANCE OVERVIEW
FOR 2021/22
100% 2 990
of all identified and monitoring reports
reported illegal lottery were completed against
schemes investigated a target of 2 500
(2020/21: 100%) (2020/21: 1 460).
12 002 (6 936 Average minimum of

permanent and 5 066 11.12% equitable
temporary jobs) and distribution to all
263 229 secondary provinces exceeding
beneficiaries 5% target
(2020/21: 8 959 jobs created (2020/21: 9.6%)
and 367 783 secondary beneficiaries)
On average first
Achieved Level-5 tranches were paid
B-BBEE rating within 33 days of
(2020/21: Level 5) receipt of a compliant
grant agreement
94 % of all first Certified as a

tranche payments Top Employer for the
were paid within the second consecutive
regulated 60 days year
(2020/21: 92%)
292 education and

972 retailer 100% of funding awareness activities
inspections was allocated conducted
were conducted to identified priority against a target of
(2021: 654) areas 40 engagements
(2020/21: 27)

A B C D E F
GENERAL
INFORMATION
National Lotteries
Registered name
Commission
Block D, Hatfield Gardens,

Registered office
333 Grosvenor Street, Hatfield, Pretoria, 0083
address
South Africa
Postal address PO Box 1556 Brooklyn Square, Pretoria, 0075
Contact telephone Switchboard +27 12 432 1300, Fax +27 12 432 1387
numbers Info Centre 0860 065 383
Email address info@nlcsa.org.za
Website address www.nlcsa.org.za
External auditors’ Auditor-General South Africa, 4 Daventry Street, Lynnwood Bridge Office Park,
information Lynnwood Manor, Pretoria, 0081
Absa, First National Bank, Nedbank, Rand Merchant Bank

Bankers’ information
and Standard Bank
Company Secretary Adv Nompumelelo Nene (FCIS)

ABOUT OUR REPORT
INTEGRATED REPORTING SCOPE
REPORTING PURPOSE AND BOUNDARY
The NLC fulfils its mandate through This integrated report 2021/22 is our primary report to stakeholders, covering the
the application of the principles of financial period 1 April 2021 to 31 March 2022. The report includes the NLC’s
openness and transparency. leadership overviews, organisational overviews, financial performance, strategic
performance, outlook, and corporate governance overview. As regulators of the
We are proud to present our
lotteries industry, we do not report on the performance of Ithuba Holdings (RF)
2021/22 integrated report,
Proprietary Limited.
which aims to highlight our
successes and challenges The content covers the material matters that impact the sustainability of our industry,
throughout the 2021/22 financial organisation, and stakeholders, as well as how the organisation creates value for
period. We are working towards the broader society over the short, medium and long term. Our material matters
meeting all International <IR> are identified, evaluated, prioritised and determined in line with the NLC Materiality
Framework (2021) requirements Framework. The Materiality Framework is reviewed annually and included in the Annual
as we progress on our integrated Performance Plan (APP). Material matters are included in this report and developed
reporting journey. after consideration of the ministerial priorities, strategic risk register (see page 28), our
strategy (see page 23), as well as our reporting framework.
DIRECTOR APPROVAL AND PROCESS DISCLOSURES

The report draws on information from other detailed reports.
We relied on our five-year strategic plan and APP (published on our website), which reflect the NLC’s long-term, mid-term and short-term
objectives in line with the National Treasury Framework for Strategic Plans and APPs. Interviews with key stakeholders was also conducted to
ensure all material information is included in the report.
The Board acknowledges its responsibility to ensure the integrity of the information contained in the integrated report. The Board Audit and
Risk Committee was instrumental in providing guidance on this process and keeping the Board abreast of the reporting progress. The Board
is of the opinion that this integrated report is presented in compliance with the Integrated Reporting International <IR> Framework (2021).
To the best of our collective knowledge and belief, the Board confirms that:
• All information and amounts disclosed in the integrated report are consistent with the AFS audited by the Auditor-General.
• The integrated report is complete, accurate and is free from any omissions.
• The integrated report has been prepared in accordance with the guidelines on the annual report as issued by National Treasury.
• The AFS (Part E) have been prepared in accordance with the GRAP standards applicable to the NLC.
• The Board was responsible for the preparation of the AFS, and the judgements made in providing this information.
LIST OF ABBREVIATIONS/ACRO
AA Accounting Authority DA Distributing Agency
Act The Lotteries Act (Act No. 57 of 1997), as ERM Enterprise risk management
amended
GRAP Generally Recognised Accounting Practice
AFS Annual Financial Statements
HCM Human Capital Management
AGSA Auditor-General South Africa IoDSA Institute of Directors South Africa
APP Annual Performance Plan IPSAS International Public Sector Accounting
Board Board of Directors of the NLC Standards
CATHSSETA Culture, Arts, Tourism, Hospitality, Sports, M&E Monitoring and Evaluation
Sector Education and Training Authority MTEF Medium-term Expenditure Framework
Commissioner Commissioner of the NLC NDP National Development Plan

A B C D E F
REPORTING
FRAMEWORKS ASSURANCE
Our integrated report 2021/2022 The NLC has adopted the combined assurance model, which has been designed to highlight
endeavours to be concise. However, we relevant high-risk areas and the assurance to be provided for the NLC to be appraised of the
are cognisant of addressing all material risk management efforts undertaken to manage risks to an acceptable level.
stakeholder reporting requirements
enshrined in the Lotteries Act, Public Activity Standard/Code Assurance provider
Finance Management Act (PFMA), Treasury Financial information GRAP Auditor-General South Africa
Regulations and National Treasury presented here
Reporting Standards guidelines, published
on our website http://www.nlcsa.org.za/ Strategic PFMA NLC Board Audit and Risk Committee
acts/. performance
Our Group annual financial statements (AFS) B-BBEE information BEE Act 53 of 2003 and Siyandisa Verification Solutions
follow Generally Recognised Accounting Codes of Good Practice
Practice (GRAP) standards for AFS. Operational PFMA and Lotteries Act NLC Audit and Risk Committee
information
We apply the King IV Code.
REPORT VERSIONS
• The Board was responsible for establishing and implementing a system For the period under review, the NLC has produced
of internal control, which has been designed to provide reasonable limited print copies of the integrated report. The full
assurance as to the integrity and reliability of the performance
integrated report is also available electronically at
information, the human resources information and the AFS.
• The external auditors are engaged to express an independent opinion www.nlcsa.org.za
on the AFS. In our opinion, the integrated report fairly reflects the
operations, performance information, human capital information and the
financial affairs of the entity for the financial year ended 31 March 2022.
Signed on behalf of the Board
Ms BD Ferguson TCC Mampane

Independent Non-executive Commissioner
31 July 2022 31 July 2022
ONYMS
NGO Non-governmental Organisation PFMA Public Finance Management Act
(Act No. 1 of 1999) as amended
NLC The National Lotteries Commission
established in terms of the Lotteries PPE Personal protective equipment
Amendment Act, including its controlled
R&D Research and development
entities, being National Lotteries
Distribution Trust Fund and National RFP Request for Proposal
Lotteries Participants Trust SCA Supreme Court of Appeal
NLDTF National Lottery Distribution Trust Fund SCM Supply Chain Management
NLPT National Lotteries Participants Trust SHE Safety, Health and Environment
NPO Non-profit organisation SOP Standard operating procedures
OHS Occupational Health and Safety The dtic Department of Trade, Industry and
Competition

MAXIMISING REVENUE FOR GOOD CAUSES
IN A RESPONSIBLE MANNER
Our vision is to be a catalyst for social upliftment.
To achieve this aim, we seek to align with global
and national frameworks and goals that support
sustainable social change.
THE SA CONSTITUTION IS THE FOUNDATION

FROM WHICH SOCIAL UPLIFTMENT IS CATALYSED
The Constitution of South Africa is the supreme The NLC’s ambition is catalysing social
law of the Republic, providing legal foundations for upliftment is anchored around this
the existence of the country. It sets out the rights supreme law, supported by the United
and duties of its citizens and defines the priorities Nations Sustainable Development Goals
for the upliftment of the country. (UN SDGs) and National Development
Plan 2030
THE NLC’S SOCIAL UPLIFTMENT OUTCOMES

ARE IN LINE WITH THE BROADER UN SDGS
The UN SDGs provide direction and clarity concerning the developmental goals that must be achieved to
support sustainable life on earth.
Based on an analysis of SDG interlinkages, the following five SDG targets were identified as those
with the most enabling connections for South Africa
INDICATOR INDICATOR INDICATOR INDICATOR INDICATOR
2.1 5.1 6.6 7.3 8.1

DESCRIPTION DESCRIPTION DESCRIPTION DESCRIPTION DESCRIPTION
By 2030, end hunger End all forms of By 2020, protect By 2030, double Sustain per capita
and ensure access by discrimination and restore water- the global rate of economic growth
all people, in particular against all related ecosystems, improvement in in accordance
the poor and people in women and girls including mountains, energy efficiency. with national
vulnerable situations, everywhere. forests, wetlands, circumstances and,
including infants, to rivers, aquifers and in particular, at least
safe, nutritious and lakes. 7% gross domestic
sufficient food all year product growth per
round. annum in the least
developed countries.

A B C D E F
The NLC, through its mandate, plays a

role to bring about growth by ensuring that funds
THE NLC’S ROLE IN are distributed to qualifying beneficiaries
SUPPORTING THE Sectors funded by the NLC contribute to:
BROADER AMBITIONS OF
THE SDGS AND THE NDP
Job Rural Infrastructure

creation development development
IN LINE WITH ITS MANDATE, VISION
AND MISSION, THE NLC’S FORMULATION
OF PROGRAMME ACTIVITIES AND
TARGETS IS ALIGNED TO THE POLITICAL, Promoting Social
SOCIAL AND ECONOMIC REALITIES OF wellness cohesion
SOUTH AFRICA.
This aligns to the objectives of the NDP as well as the
In particular, the NLC’s role and functions as outlined in the government’s nine-point plan to eliminate poverty and reduce
Amended Lotteries Act places an obligation on the organisation inequality by 2030 while stimulating economic growth.
to support, both directly and indirectly, the electoral mandate of
government. From a strategic perspective, the sight of government In this regard, over R30 billion has been distributed to good causes
priorities provides a significant opportunity for the NLC within the since the NLC’s inception. However, the reliance on a single source
disciplinary context of social development and social upliftment. of funds does not make it possible to address the needs of the entire
non-profit organisation (NPO) sector in South Africa.
This is a matter best addressed through our funding for impact
model discussed in detail throughout this report.
THE NATIONAL DEVELOPMENT

PLAN (NDP) AND THE SDGS
Within our unique South African context,
development efforts are driven by the NDP, which
aims to ensure that all South Africans obtain a
However, all 17 SDGs remain decent standard of living through the elimination of
poverty and by addressing high levels of inequality.
pertinent to the South African It defines a desired destination and identifies
context, as reflected in our high the role different sectors of society must play in
reaching that goal.
levels of poverty, income and gender It became evident from South Africa’s 2019
inequality, differential access to high- country report to the United Nations that the
NDP has a 74% convergence with the SDGs,
quality education and healthcare, especially with respect to the extent that the NDP
prioritises job creation, the elimination of poverty,
poor economic growth rates and low the reduction of inequality and growing an inclusive
levels of job creation. economy by 2030.

OUR MATERIAL
MATTERS OUR APPROACH
TO MATERIALITY
Our material matters arise

Matters are from a variety of issues, such as
ASSESS
considered material interdependence on government
policies, local and international market
if they have the trends, as well as South Africa’s
potential to impact socioeconomic environment.
our performance
significantly and
therefore our ability
to create value over
the short, medium Our Board engages
and long term. with material matters in
the development of the strategy
Our assessment of and strategic risk review. The
DETERMINE
materiality involves Board also provides oversight in ensuring
identifying those that the NLC proactively addresses
identified material matters.
matters that affect
Our executive management ensures
our regulatory that material matters are
mandate to create a managed appropriately and
safe and sustainable remain relevant.
lotteries industry
while protecting
participants
and maximising
revenue to ensure a
sustainable fund for We pride ourselves on
ENGAGE
engaging extensively with our

good causes. stakeholders to identify risk and
opportunities.

A B C D E F
With the persistent challenges facing the South African economy, including poverty and low levels of
employment, as well as an urgent need for economic growth, we continued to face challenges in meeting the
unrealistic demand on the NLDTF.
We continue to look for innovative measures to maximise revenue while encouraging and channelling our
Macroeconomic valued beneficiaries to explore other forms of funding through the introduction of society lotteries and innovative
conditions
projects to support the sustainability of their organisations.
Interpretation of the Lotteries Act, No. 57 of 1997, specifically regarding the Appointment of a Chairperson of
the Board, remained a challenge – where if interpreted incorrectly, the appointment of the Chairperson has a
Interpretation of potential of adversely impacting the operations of the Commission.
legislation
The Lotteries Act requires amendment to ensure that the NLC has full regulatory powers. These include the
issuing of penalties for certain regulatory breaches and inspectorate powers to police and enforce the Act on
illegal operations.
Administrative penalties are tools used by regulators to enforce compliance with legislation. These penalties
should be of a monetary value and be imposed without reliance on a court process for the enforcement
thereof.
Challenges Powers to appoint inspectors with all required enforcement powers to conduct inspections on illegal lotteries
in regulation would assist in effective execution of the mandate of policing lotteries.
Challenges identified by the Board in regulating the lotteries industry include conflicting legislation and different
regulators for gambling, as it’s separated from lotteries which create ambiguity in regulation and a lack of
enforcement powers to effectively regulate lotteries.
The lottery industry remains competitive, with licenced and registered local lotteries finding themselves
competing with foreign lotteries due to online platforms. Online gaming is providing more options for
consumers; however, it is also threatening the revenue generated by traditional lottery operators. The
proliferation of online operators also poses threats to the restrictive legislated environment.
The global lottery industry is coming to grips with the rapid changes resulting from online gaming and the use of
technology. Within this context, the NLC is expected to regulate the lotteries and sports pools industry and curb
Online gaming the scourge of illegal lotteries. The NLC is further expected to advise the Minister on the issuing of the licence
to conduct the National Lottery and sports pools while ensuring the National Lottery and sports pools are
conducted with all due propriety; that the interests of every participant in the National Lottery are adequately
protected and that the net proceeds of the National Lottery are as large as possible.
The Board developed and submitted the Request for Proposal for the Fourth National Lottery Licence
Strategy and Draft Proposal to the Minister of Trade, Industry and Competition and sports pool Licences.
Sustainability of Delays in implementation of the strategy may have adverse results on the sustainability of the National Lottery
the National Lottery and sports pools.
and sports pools

WHAT WE DO AND WHO WE SERVE
The NLC is the sole regulator for lotteries and sports pools in South
Africa. The NLC is also the largest grant funder reaching up to 3 390
beneficiaries’, countrywide during the period under review.
CONSTITUTIONAL MANDATE
The NLC has the sole mandate to regulate and prohibit lotteries and sports pools and to provide for matters connected therewith.
LEGISLATIVE MANDATE
• To ensure that the National Lottery and sports pools are conducted with all due propriety and strictly in accordance with the
Constitution, this Act, all other applicable law and the licence for the National Lottery, together with any agreement pertaining to that
licence and that the interests of every participant in the National Lottery are adequately protected.
• Conduct research on worthy causes that may be funded without lodging an application prescribed in terms of the Lotteries Act, upon
request by the Minister, Board or on its own initiative in consultation with the Board.
• Invite applications for grants from worthy causes in the prescribed manner, upon request by the Minister, Board or on its own initiative
in consultation with the Board.
• Promoting public knowledge and awareness, developing and implementing educational and informational measures to instruct the
public on the lotteries and provisions of the Lotteries Act, as amended, and educating the public by detailing the process, requirements
and qualifications relating to the application for grants in terms of this Act.
• Manage staff, and its financial, administrative and clerical functions; and exercise any other function as delegated or directed by the Minister
or the Board.
MISSION
To ensure better regulation and social upliftment through innovation.
To be a global, Refer to page 71
innovative leader in
regulating safe and To maximise revenue for good causes in a responsible manner.
sustainable lotteries Refer to page 87
and sports pools.
To distribute funds, equitably and expeditiously.
Refer to page 94
OUR STRATEGIC OBJECTIVE

STRATEGIC OBJECTIVE ONE STRATEGIC OBJECTIVE TWO STRATEGIC OBJECTIVE
To ensure that the NLC remains To ensure that the trust and integrity THREE
a professional and sustainable of the lottery landscape is maintained Supporting a sustainable and
organisation with innovative and agile through exercising our regulatory impactful civil society sector
frameworks, systems and standards oversight in enforcing safe and to boost economic growth,
that are globally competitive. sustainable lotteries and sports pools. inclusion and to enable
meaningful transformation.
CORE VALUES
We are committed to achieving sustainable growth through the practice of good corporate governance, the provision of excellent
service and sound regulatory practice. In fulfilling the mission and delivery of our mandate, we demonstrate:
INTEGRITY: SERVICE SOCIAL PERFORMANCE INNOVATION AND

To be honest, EXCELLENCE: CONSCIOUSNESS: EXCELLENCE: AGILITY:
open, accessible To provide a level of To be sensitive to the To take ownership of our To continuously strive
and fair in all our service that is of a high needs of communities responsibilities, to work effectively, to redefine standards of
dealings, decisions quality, is target-based and in order to initiate efficiently, with professionalism, and excellence in the work
and actions. meets the expectations of social upliftment. to ensure a positive, sustainable we do.
all stakeholders. impact on the communities we serve.

A B C D E F
OPERATIONAL MANDATE
REGULATOR
MONITORS APPLICATIONS
ACTIVITIES
Regulates Lotteries and

Sports Pools Administers and NGOS
facilitates adjudication of grant
applications. NPOS
NPC
TRUSTS
ITHUBA is the third licence operator of
the South African National Lottery and FUNDING
Sports Pools. Miscellaneous
2%
TRANSFER
OPERATES THE
WEEKLY
23%
NATIONAL LOTTERY AND
SPORTS POOLS 28%
National Lottery Distribution Trust 47%

Fund (NLDTF)
The NLDTF is established for
The National Lottery and Sport collection and disbursing funding
Pools is operated by ITHUBA, to whom for worthy causes. FUNDING
the Licences were granted in 2015.
OUR GEOGRAPHIC FOOTPRINT

Geographical footprint = 307 employees (inclusive of interns and fixed-term contracts).
Number of employees Number of beneficiaries
Retail terminals National Lottery ticket sales GAUTENG LIMPOPO
Number of Lottery jackpot winners 186 391 19 590

6 333 R4 404 841 832 1 355 R306 230 096
The total of 21 604 retail terminals includes:
3 852 797
502 looped/service terminals countrywide
3 412 in-lane terminals countrywide
MPUMALANGA
13 319
NORTH WEST 2 390 R286 816 780
13 176 884
1 230 R336 563 708 KWAZULU-NATAL
916 18 922
2 679 R581 865 336
NORTHERN CAPE FREE STATE
1 067
13 173 14 217
365 R101 730 472 1 060 R213 484 151
573 641
EASTERN CAPE
WESTERN CAPE
16 303
15 299
Number of lottery jackpot winners: 970 R298 892 190
1 308 R607 903 255 11 147 number of jackpot winners 627
2 361 64 number of jackpot millionaires

OUR ORGANISATIONAL STRUCTURE AND
EXECUTIVE COMMITTEE
BOARD OF DIRECTORS
The NLC’s Executive
Committee (Exco),
led by Commissioner,
Thabang Mampane, Commissioner
is required to apply Ms Thabang Charlotte Mampane
principles of openness
and transparency, exercise
the functions assigned to
it in accordance with the
Lotteries Act, as well as
other applicable laws and
Chief Audit Executive
best practice. Ms Daisy Ledwaba
The Exco ensures the legislative The Chief Audit Executive

reports administratively to the
functions of the NLC are achieved
Commissioner and functionally
and has a total of 154 years to the Board Audit and
Risk Committee in line with
of overall experience in varied
PFMA requirements
industries. This dynamic experience
base has assisted the NLC in
achieving its legislative function
and mandate.

A B C D E F
EXECUTIVE COMMITTEE
Chief Financial Officer Chief Information Officer

Ms Xolile Ntuli Mr Mothibi Ramusi
CA(SA) ITCP (SA)
Executive Manager: Chief Operating Officer

Regulatory Compliance
Mr Phillemon Letwaba
Ms Tintswalo Nkuna CA(SA)
Executive Manager: Company Secretary

Legal
Adv N Nene
Mr Thendo Ramagoma FCIS
(Appointed 1 January 2022)

FOREWORD BY
THE MINISTER
The NLC is an important

entity and its work is
intended to serve the
poorest and most vulnerable
of South Africans. This
Report provides details of
the activities of the NLC,
and list of beneficiaries in
the 2021/22 financial year.
I am confident that this report and the provision of
the list of beneficiaries will facilitate transparency
and accountability in the affairs of the NLC after
attempts by the Commission and the previous
Board to restrict access to information on the
distribution of funds.

A B C D E F
After several years of effort by the Ministry and The NLC received a qualified audit opinion on the
department in pursuing allegations of malfeasance financial accounts and a number of internal controls
in the granting of public funds to the most vulnerable and compliance deficiencies that the accounting
in our society, I am pleased to report that the veil on authority did not effectively oversee relating to
maladministration in the (NLC) began to lift during financial reporting and compliance with legislation
the period under review. were identified. The new Board on an urgent basis
must address these issues.
Since August 2019, at the start of the new
Administration the Ministry and department At the time of the audit, investigations were still
took several steps to address allegations of ongoing against the NLC, being the Special
misconduct, including: Investigating Unit (SIU) investigation on the NLC
for the period 1 January 2014 to 6 November
• undertaking physical visits by the dtic internal
2021 and the investigation by the Directorate for
audit team on claimed project buildings.
Priority Crime Investigation (Hawks) relating to grant
• commissioning an independent forensic funding allegations levelled against beneficiaries,
investigation into specific projects. management and previous board members.
• requesting implicated NLC staff to be suspended.
During the course of investigations, the
• laying criminal charges with SAPS. Commissioner, the Chief Operating Officer and Chief
• supporting the appointment of the Financial Officer resigned.
Special investigating Unit (SIU) to look into
Against the background, I am gratified that a new
maladministration at the NLC.
Board with persons of high integrity and standing in
• resisting pressure from orchestrated marches on our society were appointed. The Board is headed by
the offices of the Ministry. Dr Barney Pityana, a respected public figure and the
• opposing a number of applications by external Board members comprise Dr Cassius Lubisi (former
entities to suppress disclosure of beneficiary head of Cabinet), Ms Precious Mvelane, a chartered
information and successfully challenging the accountant, Mr Willie Hofmeyr, former head of the
NLC’s grounds for refusing to disclose such Asset Forfeiture Unit and Ms Beryl Ferguson, a
information, and previous MP with experience in governance.
• opposing a number of court applications by I have requested the Board to prioritise measures
the NLC against the Ministry on governance to hold implicated persons to account and I am
matters, including the decision to commission confident that the process of re-building trust in the
an independent forensic investigation, which NLC is now in good hands.
decision was upheld by the Gauteng High Court.
Following a referral letter by the SIU in August

2021 containing details of findings involving an NLC
Board member and an official, I requested that the
Auditor General be advised of the contents thereof; Ebrahim Patel
which was done in September 2021. Minister of Trade, Industry and Competition

ACCOUNTING AUTHORITY
FOREWORD
To catalyse positive change, it is
imperative that we, as a nation, pull
together in a singular direction, aligning
with global and national goals that
support sustainable social change.

A B C D E F
Largest grant
Achieved
funder reaching R1.2 billion
Level 5 3 294 beneficiaries distributed to good causes in
B-BBEE rating the year under review
during the year
The UN SDGs provide a framework concerning Furthermore, through various stakeholder

the developmental goals that must be achieved to engagements, the Commission encouraged
support sustainable life on earth. Within our unique organisations to register society lotteries and
South African context, development efforts are ensured the continued operation of the National
driven by the NDP, which aims to eliminate poverty Lottery to deliver funding for the most vulnerable in
and reduce inequality by 2030 and aligns strongly society, implementing both applications-based and
with the SDGs. proactive funding models.
We believe that South Africa can realise these The NLC remains committed to growing
goals by growing an inclusive economy, building and preserving the trust relationship with its
capabilities, enhancing the state’s capacity, and stakeholders to fulfil its stated purpose of catalysing
promoting leadership and partnerships throughout social upliftment. The Board of the NLC recognises
society. Therefore, in line with its mandate, vision that it provides oversight to an integral asset of
and mission, the NLC’s formulation of programme society and has adopted a stakeholder inclusive
activities and targets are aligned with the political, approach in executing its corporate governance
social and economic realities of South Africa, as well and advisory role on the efficacy of the Lotteries
as the global goals encapsulated in the SDGs. Act, as amended. To this end, the NLC continuously
reviews its strategies to ensure the organisation
Indeed, the NLC exists to create sustainable
can meet its stated aims and protect the public
lotteries and sports pools that support a thriving
through compliance, monitoring, and enforcement
society, ensuring participant protection against
of lotteries and sports pools while delivering
illegal operators and generating funds through
social impact.
licenced operators to support the non-profit sector.
During the year, through its regulatory work, the
NLC ensured its stakeholders were protected from
unscrupulous operators of prohibited lotteries by Signed on behalf of the Board
shutting down these illegal operations. Ms BD Ferguson

COMMISSIONER’S
OVERVIEW
Since inception, the NLC has sought to safeguard all
lottery participants while maximising the proceeds
from the National Lottery intended for good causes
to enable catalytic change within our country. Within
our current context, we can say with all certainty that
achieving this aim has never been more critical.
Mrs TCC Mampane
Commissioner
100% of all identified and

The NLC was certified
reported illegal lottery
schemes investigated as a Top Employer for
(2020/21: 100%).
a second year.
Robust risk management processes enabled

business resilience.
ENSURING RESILIENCE WITHIN A

CHALLENGING ENVIRONMENT
As a nation, we find ourselves in a new economic
reality following the hardships brought on by the
COVID-19 pandemic and resultant lockdowns.
Indeed, many nations are grappling with efforts to
bring economies back on track while balancing
the risk of the pandemic. The consequent impact
on organisations such as the NLC is an increased
demand for funding as employment levels decline
and sources of relief dry up.
Within this context, we sought to fulfil our mandates

and respond swiftly to the intensified needs of our
stakeholders over this time. Indeed, our robust risk
management processes enabled the organisation to
make informed decisions and respond proactively.

A B C D E F
MAXIMISING THE IMPACT OF stakeholder groups. The recommendations put forward

OUR ACTIVITIES have been integrated into our strategic thinking.
Regulatory compliance is the cornerstone of the NLC, (Please see our stakeholder section on page 22 for
with the organisation’s primary mandate being that of further discussion on the survey findings.)
a regulator. Our regulatory approach aims to create
an enabling environment for existing and prospective LOOKING TO THE FUTURE
lotteries and sport pool operators to grow the sector All government services must be reliable and stable, yet
and maximise revenue generation for good causes. dynamic in the face of a constantly changing landscape
The increased prevalence of online lotteries requires of needs. In keeping with this theme, the NLC continues
tighter regulation to protect households’ resources to evolve through efforts aimed at organisational
from illegal operators, while the need for the types of renewal and digital transformation to enhance its dual
services rendered by NGOs has increased due to the mandate of regulation and grant-making.
economic impact of measures implemented to keep
The term of the current National Lottery Operator
COVID-19 at bay. With this in mind, we conducted
expires in May 2023, and the Board has fulfilled their
972 retailer inspections against a target of 650 to
legal obligation of ensuring that the Fourth National
ensure that the integrity of the National Lottery and
Lottery Licence Strategy was developed and timeously
sports pools are maintained. Likewise, despite the
submitted to the Executive Authority. The respective
challenges presented by our context, investigations
legal teams of the NLC and the Minister are engaged
were conducted on 100% of identified and reported
lottery schemes and 2990 monitoring reports were in the process of legal clarification relating to the
completed against a target of 2500. RFP document.
The NLC managed, notwithstanding harsh economic The NLC has continued to chart plans to ensure
conditions and excessive demand on the fund, to integration between the work of the department, with
fund worthy causes to the tune of R1.2 billion and continual progress reported to the Ministry. Likewise,
ensured 100% of funds were allocated to identified our APP was not about introducing many new
priority areas. objectives but, rather, delivering a fresh approach to
implementation, with a focus on integration to enhance
LIVING OUR VALUES the development impact of the work of the NLC.
The Board is committed to clean governance as it
provides strategic direction to and accountability over OUTLOOK AND APPRECIATION
the running of the NLC, in line with the King IV Report The NLC remains committed to social upliftment and,
on Corporate Governance. Members of the Board are as such, has reviewed our plans to ensure that we
professionals from diverse backgrounds, aligned with continue to respond to the heightening needs of our
the values of the NLC, and dedicate time to steering stakeholders with agility and responsibility to create
the organisation toward maximum positive impact for maximum impact while protecting the public through
the benefit of the hundreds of thousands of South compliance, monitoring and enforcement of lotteries
Africans whose lives are changed for the better and sports pools.
through our regulatory and funding activities.
I extend my sincere gratitude to the staff of the NLC,
The NLC takes cognisance of all issues raised by who continuously strive for performance excellence
our stakeholders, implementing required controls to
and demonstrate a continued commitment to being
ensure our dual mandates are delivered effectively
catalysts for social upliftment. I also wish to thank the
and efficiently. Additionally, our controls are
Board and Exco for the strength of leadership they
continually enhanced to mitigate against potential
have demonstrated during these challenging times. And
and perceived corruption through ground-breaking
finally, to our shareholder and other stakeholders, thank
initiatives to safeguard the organisation and ensure
you for your continued support.
that our valued employees and external stakeholders
engage in ethical practices.
Furthermore, a national perception survey was

independently conducted to evaluate and enhance
the different functions facilitated by the NLC. The
study aimed to clarify the views and opinions held
by participants from various internal and external

STAKEHOLDER ENGAGEMENT
AND DIALOGUE
The NLC has a range of stakeholders who have influence over the NLC and its operations and/
or over whom the NLC has influence. The table below covers the key stakeholders, explains
their influence on the NLC or the influence over them, the means of NLC engagement, their
legitimate needs, interests and expectations and how the NLC has responded to these.
REGULATORY RESPONSE TO • Identifying best practice in respect of participants protection

LEGITIMATE NEEDS OF STAKEHOLDERS in the lotteries sector.
Key stakeholders of NLC’s regulatory function include lottery • Enabling the NLC to make responsible play an integral part
participants, lottery operators and other gaming regulators. The NLC of its regulatory mandate and in so doing, minimise harm to
strives to provide an enabling environment for licenced operators to society.
conduct their affairs without a heavy regulatory burden to comply with.
• Stating clear rules for the National Lottery operator and
To this end, the NLC engages regularly with the National Lottery sports pools operator, society and other lottery operators
Operator to ensure that regulatory requirements are streamlined, relating to:
and that National Lottery operations are conducted efficiently while
– Ensuring that interests of players and vulnerable groups
regulatory compliance is maintained.
are protected.
As part of implementing one of the 2017 Indaba Resolutions to increase – Ensuring that the Act and its regulations, together with
the uptake of society lotteries as a means of fundraising for NPOs, a requirements of the licences (for National Lottery and
model for conducting society lotteries was created to assist NPOs. sports pools) are strictly adhered to.
Compliance seminars are also held with organisations to create – Providing the public with accurate information to enable
awareness on requirements of the Lotteries Act. informed choices to be made about the National Lottery,
The Board approved the participants protection strategy, which aims sports pools, society and other lotteries.
to ensure achievement of the NLC’s legislated mandate to protect the • Promoting a positive reputation for the National Lottery,
interests of lottery participants. Objectives of the strategy, implemented sports pools, society and other lotteries, accurately
through workshops conducted across the country, include: reflecting their integrity as regulated lotteries and
scheme operators.
OVERVIEW OF STAKEHOLDER ENGAGEMENT DURING THE YEAR
NEEDS, INTERESTS AND

INFLUENCE ENGAGEMENT EXPECTATIONS
NATIONAL • Revenue • Bi-annual joint Board • Regulatory fairness
LOTTERY LICENCED • Sustainability meetings • Interaction
OPERATOR AND • Influence public • Monthly joint operations • Predictability
perception meetings
OTHER LOTTERIES • Promptness
• Image and integrity of the • Ongoing basis • Approvals continuity
Board
NLC RESPONSE RELEVANT

MATERIAL MATTERS
The NLC Board provided oversight in the monitoring of the Operator. The Board
considered and approved the Operator’s business and marketing plans, which
include the game design. The NLC strengthened relations with enforcement
agencies to create an enabling environment for the licensee.

A B C D E F
GOVERNMENT, NEEDS, INTERESTS AND

GOVERNMENT INFLUENCE ENGAGEMENT EXPECTATIONS
AGENCIES AND • Approvals and timing of: • Portfolio Committee • Conformance
REGULATORS – Approvals engagements • Governance continuity
– Assistance • Ministerial engagements reporting
The NLC is
• Appointment of Board/ • The dti CCRD initiatives • Accountability
accountable to its
shareholder, being distributing agencies • Agreed methods through • Governance integrity ethics
the government legislation MOUs • Contribution to national
and has established • Regulatory environment • Prescribed reporting priorities
relationships with • Remuneration to respective Portfolio
other key government Committees, the dti,
• Sanction
stakeholders pursuant National Treasury
to its objectives. • Legislation
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The Board submitted quarterly performance reports to the Executive Authority.
The Commission responded to all Parliamentary Questions comprehensively and
timeously. There was one engagement on behalf of the Minister in relation to RFP
matters and several correspondence the Board responded to.

NLC APPLICANTS INFLUENCE ENGAGEMENT EXPECTATIONS
AND BENEFICIARIES • Public perception • Indabas and post- • Clarity of criteria
• Turnaround Indaba stakeholder • Transparency
engagements, as detailed
• Risk profile of the Board • Responsiveness
The NLC is a in the Operations Report
grantmaker, and a key • Geographic spread of • Turnaround
• Capacity building
funding
objective is to ensure workshops, as detailed in • Mentorship/guidance
equitable distribution of • Quality of grants the Operations Report • Accessibility
the NLTDF. • Social impact • Walk-in centres • Interaction accessibility
• Risk • Fairness and consistency
• Public acknowledgement • Visibility
and declaration of grants
received
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The NLC engaged with applicants through the provincial stakeholder
engagements, education and awareness sessions, as well as various media
platforms to discuss NLC funding matters, to support society lotteries towards
greater sustainability and to support the capacity building of stakeholders.

STAKEHOLDER ENGAGEMENT AND DIALOGUE ( CONTINUED)

THE PUBLIC AND INFLUENCE ENGAGEMENT EXPECTATIONS
NATIONAL LOTTERY • Ensuring the integrity of the • NLC website • Transparency
PARTICIPANTS lottery to sustain interest • Social media platforms • Integrity
in the lottery and growth in
• Media coverage • Assistance and counselling
The NLC is required lottery ticket sales
to protect participants • National Lottery draw • Visibility
• Uplift society through grant
and raise public shows • Communication
funding
knowledge and • Fair chance of realising
awareness, developing their aspirations of winning
and implementing
• Consistent delivery
educational and
informational measures • Information sharing
to educate the public • Regulatory fairness
regarding the lotteries • Access to the National
and provisions of the Lottery and sports pools
Lotteries Act.
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The National Lottery Participant Trust (NLPT) was established for protection of participants.
The NLPT obtained an unqualified audit opinion in the year under review.
The NLC implemented the participant protection strategy.
For more information on the outcomes of the above initiatives, please see page 92.

NLC EMPLOYEES AND INFLUENCE ENGAGEMENT EXPECTATIONS
ORGANISED LABOUR • Productivity • Quarterly staff meetings • Conformance to
• Morale • Internal communications legislation/standards
• Public perception • Awareness sessions • Integrity
NLC employees
• Performance effectiveness • Wellness engagements • Comprehensiveness and
are key drivers of
accuracy of information
the organisation’s • Policy
continued success. • Reporting
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The NLC was certified Top Employer benchmarked against best practice and global standards.
Zithande, the employee assistance programme, continued to show increase in uptake.
The NLC responds positively to staff development, while balancing the interest of the NLC and
considering skills capacity required for the sustainability of the organisation.
For more information, please see page 104.

A B C D E F

MEDIA AND INFLUENCE ENGAGEMENT EXPECTATIONS
INTEREST GROUPS • Public perception • Media briefings • Transparency and fairness
• Policy • Press statements • Control of excessive
• Structure • Information sharing on participation
The NLC’s reputation
various media platforms • Communication
is a critical element
involvement enforcement
of the performance
of the organisation • Regular communication
as the custodian of • Access to information
public funds, ensuring • Indaba
the credibility of the
• Post-Indaba stakeholder
National Lottery, sports
engagements
pools and and player
protection. • Social media
• Responses to enquiries
• Publishing of media
statements
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The NLC continues to engage with media through responses to questions posed
by outlets.
The NLC proactively engages with various media outlets to educate the public on
the NLC’s mandate and initiatives.

• Enforcement • Investigations • Interaction
ILLEGAL
• Predictability
LOTTERY OPERATORS
• Promptness
• Approvals
• Continuity
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
100% of all identified and reported lottery schemes investigated

STAKEHOLDER ENGAGEMENT AND DIALOGUE ( CONTINUED)

SUPPLIERS • Risk • Supplier development • Transparency
• Effectiveness workshops are conducted • Fairness
at all provinces to
• Turnaround • Consistency
capacitate provinces on
procurement matters • Ethical behaviour
• Early payment to alleviate
unnecessary cash flow
pressures experienced by
BEE suppliers
• Encourage joint ventures
between large and small
businesses
• Encourage
sub-contracting
to emerging black
enterprises and SMMEs
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
We invested in localised procurement and empowering disadvantaged groups.
We supported our suppliers through the payment of invoices within 14 days of receipt.

AUDITOR-GENERAL • Governance • Rigorous external audit • Conformance to
• Compliance processes legislation/standards
• Public perception • Integrity
• Comprehensiveness and
accuracy of information
• Reporting
RELEVANT
NLC RESPONSE
MATERIAL MATTERS
The NLC engaged robustly with external auditors during the 2021/22 audit in line with
the external audit strategy and engagement letters. Site visits to sampled projects were
undertaken. The NLC engaged with the Auditor-General at the scheduled Audit Steering
Committee meetings.

A B C D E F
STAKEHOLDER
HOT TOPICS
We seek to maintain high levels of transparency to build and
maintain trust with our stakeholders, growing social capital
to enable value creation and protect against value erosion.
In line with this, below is a summary of critical matters that arose as areas of
heightened stakeholder interest as part of a recent stakeholder perception
survey. Some of the most salient issues include:
ENSURING A CONSISTENT STANDARD OF PROGRESSING NLC TECHNOLOGICAL

SERVICE DELIVERY ADVANCEMENT
Stakeholders expressed the need for the same high standard of It was recommended that a forward-looking technology
service delivery across all provincial branches. approach is adopted by integrating innovative platforms in all
operational areas of the NLC, where it adds value.
GRANT APPLICATION PROCESS – ADDRESSING GRANTEE

ACCESSIBILITY AND COMMUNICATION DISCLOSURE AND OVERSIGHT
DURING THE PROCESS The strong sentiment expressed by internal and external
Stakeholders desire the grant application process to be stakeholders that it is in the public interest to disclose the
as accessible and straightforward as possible. Having the names of grantees makes a strong case that the NLC Board
application forms available in a selection of South African national could remind Parliament of its discretion under the provisions
languages, as well as in an online and hard copy format, were of parliamentary rule 189 to decide whether grantee information
raised as issues. Furthermore, there is a need for feedback should be treated as confidential or not also considering the
to applicants during the period they await the result of their POPIA compliance requirements. Stakeholders expressed
application. This will create transparency and contribute to a need for more inspectors to be appointed to inspect the
improved service delivery. The need for more support by the NLC operations of grant applicants and grantees to ensure that the
during the application process was also expressed, especially funds are responsibly utilised to the benefit of society.
in rural areas. The establishment of smaller rural NLC satellite
offices is therefore considered.
ENHANCING CLARITY ON DISCRETIONARY A LACK OF UNDERSTANDING OF THE

GRANTS REGULATORY FUNCTION OF THE NLC
The pessimistic view held mainly by external stakeholders It was noted that there was a general lack of awareness
regarding discretionary grants for worthy good causes requires regarding the regulatory function of the NLC, necessitating more
reviewing and subsequent communication providing clarity proactive education to increase public awareness of this crucial
regarding the decisions taken concerning this matter. role in ensuring that the interests of all participants in the National
Lottery are adequately protected.

RISK MANAGEMENT
Our priority in managing risk is that lotteries and sports pools be
conducted properly and responsibly, ensuring participants are
duly protected. However, certain risks, by their nature, are largely
unpredictable, and it is the strategic focus of the organisation to ensure
resilience and business continuity in the face of adverse risk effects.
OVERVIEW
Risk management is an integral part of our governance model financial year-end, with further easing of restrictions expected
and daily operations. We focus on reducing uncertainty by in the period after year-end. In addition, the organisation has
minimising the downside effects of risk. Where feasible, formally adopted key learnings presented by the pandemic
we also actively seek and capitalise on the potential upside in building upon its general crisis readiness and resilience
presented by strategic and operational opportunities that programmes, with the primary intent to ensure organisational
support the achievement of our strategic objectives. We are a readiness and capability to respond to various forms of
learning organisation and embrace learnings and opportunities operational disruption.
inherent in specific risks that may arise from time to time. We
recognise that our work directly impacts particular areas of OUR RISK MANAGEMENT POLICY
shareholder value, risk, and, in some cases, reputation. We The organisation’s risk management efforts are directed by an
prioritise ensuring that any adverse effects on the shareholder enterprise risk management policy, which the Board approves
are minimised, detected early, and duly resolved at the most after receiving inputs and recommendations from the Audit
optimal cost-benefit ratios. Through ongoing shareholder and Risk Committee and the executive management team.
interface by the Board and from an operational perspective This policy provides clear and measurable principles that will
by the executive management team, we continue to build and be achieved by the risk management programme and that
maintain a value-building and mandate-centric relationship shall be observed by all officials within the organisation.
between the organisation and the shareholder.
STRUCTURE AND
CRISIS READINESS AND ACCOUNTABILITY MANAGEMENT
ORGANISATIONAL RESILIENCE To realise effective governance over risk and align with the
For the material part of the period under review, organisational risk policy, the organisation has implemented
the organisation had to navigate the effects of the the following structure:
COVID-19 pandemic declared in 2020. As a result, adjusted
alert level 1 was put in place from 1 October 2021 up to the
BOARD OF THE NLC

ACCOUNTABLE FOR THE EFFECTIVE AND EFFICIENT MANAGEMENT OF RISK
RISK CULTURE AND

RISK POLICY RISK APPETITE STAKEHOLDER ASSURANCE
LEADERSHIP
COMMISSIONER AUDIT AND RISK COMMITTEE

RISK CULTURE, IMPLEMENTATION, MONITORING AND ASSURANCE RISK OVERSIGHT, MONITORING AND INDEPENDENT ASSURANCE
KEY AREAS OF RESPONSIBILITY KEY AREAS OF RESPONSIBILITY

• Providing executive team leadership in development and implementation of • Provision of independent oversight on the adequacy and effectiveness of
a well-resourced, robust and culture-centric risk management programme. risk management programmes and processes within the organisation.
• Leading in the risk oversight process within the organisation through • Provision of oversight over the activities and outcomes of internal audit,
effectively contracting with the executive team, as well as ongoing risk external audit and risk management functions.
monitoring and accountability management. • Provision of integrated assurance reporting to the Board on the status of
• Providing primary assurance overview to the Board and Audit and Risk governance, risk and compliance management.
Committee.

A B C D E F
STRATEGIC COMBINED ASSURANCE

ORGANISATIONAL LINES OF PRIMARY AND INDEPENDENT ASSURANCE
FIRST LAYER ASSURANCE SECOND LAYER ASSURANCE THIRD LAYER ASSURANCEE

IMPLEMENTATION, EMBEDDING, SUPERVISION EXTENDED AND CROSS-CUTTING ASSURANCE INDEPENDENT ASSURANCE AND VALIDATION
• Regulatory compliance division • Company Secretary’s office
• Grant funding • Human capital division KEY AREAS OF RESPONSIBILITY
• Marketing and communication • Legal and forensics division • Independent assurance on the adequacy and
• Financial division • ICT division effectiveness of risk management.
• Commissioner’s office • Enterprise risk management unit • Advisory and input on combined assurance
and enterprise risk management programme,
whether in support of the risk management
KEY AREAS OF RESPONSIBILITY process or support
• Developing and implementing an appropriate risk framework and supporting of risk management programmes.
sub-frameworks to enable risk management.
• Enabling of an optimal risk culture through culture building interventions, as well
as promoting an ethical organisation.
OUR RISK APPETITE POSITION MANAGING REPUTATIONAL RISK

The risk appetite position of the organisation is formally The NLC has a formalised zero-tolerance policy for incidents
recorded in an approved risk appetite framework and and actions that compromise the integrity of the National
statement. The organisation also formalises its risk Lottery, sports pools, the NLC, and the shareholder. In
tolerance thresholds related to each risk appetite theme, addition, we have a formal marketing and communications
reflecting upon the degrees of variance in performance policy and strategy that includes a stakeholder management
arising because of risk and the relative acceptability thereof. programme. Our approach to reputational management
Risk tolerance limits are also beneficial in promoting the includes active management of media and social media.
prevention and early detection of potential risk appetite However, we also recognise that a poor reputation is a
breaches. During the year, the organisation manages and symptom of an underlying cause. For that reason, we
tracks a range of strategic key risk indicators related to continually assess the critical drivers of reputational risk,
the stated risk tolerance thresholds and strategic risks. seek to understand and manage these and develop future
Although positive outcomes were achieved in all such risk management strategies. A documented reputational
indicators, the organisation did experience significant risk framework is in place to respond to any reputational
risk exposure arising from adverse media coverage. threats, but its underlying intent is the prevention of
This strategic risk impact was escalated to the Board such reputational risk occurrences. Media coverage is
for resolution in line with the risk governance protocols actively monitored through media monitoring tools, where
of the organisation as well as our formal reputational any negative media is investigated through the forensic
risk framework. department of the NLC. As a complementary initiative,
continuous fraud and ethics awareness workshops are
periodically conducted, targeted at staff members and
key stakeholders.

RISK MANAGEMENT ( CONTINUED)
KEY STRATEGIC RISKS AND RESPONSES

Our top strategic risks are diverse and consider issues that may directly impact the achievement of our strategic objectives,
annual performance plans, regulatory mandate, and reputation, among other aspects. We have adopted a formalised and
ongoing risk assessment process and identified emerging risks during the year as part of that culture. By implementing an agile
and responsive emerging risk management process, we can ensure that our risk information, priorities, and responses remain
relevant in the face of ever-changing circumstances. The core strategic risks of the organisation are as below:
STRATEGIC STRATEGIC RISK

OUTCOME STATEMENT
We have formalised regulatory oversight structures and policies, supported by a continual drive to ensure that
the organisation has the requisite skills to enable effective regulatory oversight. The Independent Verification
System for independent verification of National Lottery ticket sales is a crucial risk response mechanism
further augmented by our additional data analysis tools and competencies as an organisation. As an
System does not ongoing enhancement strategy, we work continually with the Department of Trade, Industry and Competition
provide for sufficient (shareholder) to enable a responsive and up-to-date legislative framework that ultimately enhances the
regulatory oversight protection of lottery participants and beneficiaries of the work of the NLC.
The NLC has committed to developing a strategy to address inadequacies in independent monitoring of
the National Lottery, sports pools, and other lotteries. This strategy, it is envisaged, shall consider emerging
technologies that optimise the effectiveness and reliability of oversight outcomes.
Our focus on preventing, detecting, and combating illegal lottery operations is not only empowered by
legislation but is also further enhanced through collaboration with other regulators, law enforcement agencies
and stakeholders in the market and internationally.
Ineffective
We seek to prevent illegal lottery activity through active media monitoring, formal registration criteria, and an
enforcement and easy registration process for compliant lotteries. In addition, ongoing education is a tool relied upon to inform
prohibition action the public of lotteries and sports pools regulations and how they can best be protected as participants.
One of the main challenges is a lack of awareness regarding the nature of illegal lotteries amongst participants
and those conducting them, which is managed through structured and ongoing awareness campaigns.
The NLC has implemented a formal sustainability strategy providing guidelines and objectives for sustainability
under various themes. The annual and ongoing budget preparation and monitoring processes ensure that the
organisation remains in touch with its financial health and implements required financial mitigations timeously.
In addition, the organisation implements a reserving strategy to absorb the economic effects of uncertainties
Impaired and disruptions. This is combined with ongoing cost-containment measures and revenue maximisation
organisational strategies that are reviewed formally at least annually.
sustainability Cost containment is supported by awareness sessions with staff members designed to build a cost-saving
culture through seeking out cost efficiencies while ensuring that the NLC’s organisational mandate is
achieved. The revenue generation model continues to be reviewed, and as part of that process, the revenue
maximisation strategy was developed during the financial year under review, pending Board approval.

A B C D E F

OUTCOME STATEMENT
Failure by the Through the request for proposal (RFP) management process, the NLC assists the Executive Authority in
Executive Authority reaching a conclusion on the National Lottery Operator.
to appoint a National This supports a considered and balanced RFP process that is informed by a formal RFP strategy and
Lottery Operator considers pertinent procurement laws and regulations. In addition, a reserving strategy is in place to protect
on time business continuity and ensure that the NLC is less affected by key business disruptions should these arise.
Formal business continuity planning is supported by robust crisis management and emergency planning.
Such supporting contingency management practices include a pandemic mitigation strategy, off-site backup
solution, a disaster recovery policy and structured health and safety management in terms of an occupational
health and safety policy. Moreover, there are additional interventions in the form of an employee wellness
Critical programme and crisis communications management to deal with the fallout resulting from certain business
disruptions.
business continuity
disruptions We have placed heightened emphasis on third-party or strategic partner impacts on business continuity by
formally reviewing key third-party business continuity arrangements and ensuring effective alignment between
the organisational business continuity plans and relevant third-party plans. The NLC additionally ensures
ongoing monitoring of the National Lottery Operator’s business continuity arrangements to ensure operational
continuity is not impaired by significant adverse occurrences at the National Lottery Operator.
We make every effort to protect the privacy of personal information and have implemented related formal
protocols. Such protocols include a commitment to protect personal information in public disclosures
unless this is required in terms of legislation. A formalised ICT strategy guides the priorities and focus areas
Ineffective of the ICT function of the NLC. This strategy is aligned with and responsive to the organisational strategy.
The organisation has also developed a cloud-based services strategy that should result in the progressive
management
migration of services to the cloud environment. ICT security is a priority of the organisation and is addressed
of information through a formal ICT security policy and supporting sub-processes.
As part of the organisation’s stringent management processes over personal information, there is an ongoing
review and implementation process to enable full compliance with the Protection of Personal Information Act.
A formal human capital strategy informs the NLC’s human capital management initiatives in support of
Non-optimal the organisational strategy. Additional wellness interventions are a crucial risk management measure that
human capital works with the health and safety policy. Performance management and related development is a formalised
structure and skills to process within the NLC designed to drive performance through recognition, incentivisation and consequence
meet the organisation’s management regarding individual and team performance.
mandate and
A detailed review of the current organisational structure and alignment thereof has been conducted, and as the
strategic obligations
needs, technology, and work of the NLC continue to evolve, the organisation will ensure any required reskilling
of staff members is implemented in line with formal change management processes.

RISK MANAGEMENT ( CONTINUED)

OUTCOME STATEMENT
The NLC is committed to delivering on its mandate in a manner that ensures sound strategic outcomes
and builds shareholder value. A non-functional relationship between the NLC and the shareholder would
significantly impair performance and service delivery with the potential effect of reputational harm and loss of
integrity of the National Lottery, sports pools, the NLC, other lotteries, and the shareholder.
Ineffective
shareholder relations In meeting the intents of formal shareholder compacting, there are ongoing shareholder interface and
communication processes in terms of a formal stakeholder management process that are bi-directional and
whose primary focus is to ensure the efficient implementation of the NLC mandate. In addition, the Board
engages periodically with the shareholder on critical strategic matters.
The Minister of the Department of Trade, Industry and Competition periodically appoints Board members
and distributing agencies. The organisation has supplemented its succession plan with a comprehensive
knowledge management strategy.
Ineffective
The NLC has also prioritised the development of a Board succession strategy, including a handover process
governance and
to ensure continuity and lesser disruption of the oversight work of the Board. The expiry of contracts for key
succession planning positions within the NLC is a significant risk to overall governance and succession management. Therefore,
the organisation has ensured ongoing communication with the shareholder where intervention is required to fill
such critical vacancies.
The organisation holds a zero-tolerance policy toward any acts of fraud, corruption, and related misconduct.
The organisation will therefore not condone such actions, whether known or unknown and expects the highest
standards of ethical conduct of its officials and related parties. Driven by a formal anti-fraud and corruption
policy, the organisation enables timely fraud reporting, investigation and resolution through a range of related
standard operating procedures.
The organisation performs a periodic review of its fraud risks through a formal fraud risk assessment.
We support openness and transparency through a set of organisational values, a clearly communicated
whistleblowing policy and channels thereof, and protecting the rights of whistle-blowers in terms of legislation.
Fraud and An ethics policy underpins our approach to ethics, overseen by the Human Resources, Ethics and Social
Responsibility Committee.
unethical conduct
A periodic conflict of interest assessment is conducted in various areas of the organisation, and the findings
thereof are resolved and included in future organisational process improvements. Through adequate
segregation of duties, awareness building and consequence management, we give priority to the management
of fraud risks within the organisation – not only as a cause of financial losses but a fundamental cause
of reputational risk as well as a direct cause of loss of value and protection for lottery participants and
beneficiaries.
The NLC prioritised and rolled out an organisational compliance framework and an ethics awareness
programme during the period under review.

A B C D E F
STRATEGIC
OVERVIEW
The development, implementation and maintenance
of a performance management policy is critical in
meeting the needs of our stakeholders effectively,
efficiently and economically.
Our reporting legislative requirements include:
Performance management process NLC
Strategic planning Treasury Regulations – chapter 30
Budgeting and implementation planning Treasury Regulations – chapter 30
Implementation Treasury Regulations – chapter 30
Reporting (in-year and annual reporting) PFMA, section 55(2)(a) and Treasury
The NLC’s planning aims to undertake the following:
• Achieve a uniform approach to ensure compliance with the PFMA in relation to performance
management and reporting.
• Promote open and transparent management of performance information strategy and measurement
process.
• Uphold sound corporate governance principles.
Please see page 12 for our vision, mission and values.
Performance management within the NLC is an integrated management strategy that seeks to:
• Create a shared vision of the purpose, aims and values of the NLC.
• Help stakeholders and employees understand their part in contributing to the achievement of
organisational aims and goals, as well as maintaining organisational values.
• Manage and enhance the performance of individual employees and that of the NLC as a whole.
• The performance management process comprises planning, budgeting, monitoring and reporting of
performance.

STRATEGIC
OVERVIEW
The diagram below depicts the relationship between the processes and also highlights the Executive Authority’s accountability
for the process to Parliament.
OVERSIGHT
BY PARLIAMENT, PROVINCIAL LEGISLATURE OR MUNICIPAL COUNCIL
POLICY
DEVELOPMENT
Strategic planning
Specify
Assess and
performance
adjust
indicators
Institution
Year-end national department Operational planning
reporting provincial department and budgeting
municipality public entity
municipal entity
Set targets
and allocate
resources
Implementation and
in-year planning

A B C D E F
ULTIMATE OUTCOMES
Compliant and
Competent, capable regulated lottery Fair and equitable
and relevant industry receptive distribution of grant
lottery industry. to the NLC funding.
mandate.
STRATEGIC OBJECTIVES
A professional Innovative and agile Safe and A sustainable and

and sustainable frameworks, systems sustainable lotteries impactful civil
organisation and standards that are and sports pool society sector
globally competitive
For more information on our performance against our strategy, please see page 38.

OUR BUSINESS
MODEL
1 CAPITAL INPUTS 2 Vetting persons that
run or are associated Ensuring player
with running the protection
National Lottery
Financial
The revenue derived from
maximising revenue through
regulation of the National Lottery
operator and society lotteries. Handling complaints Safeguarding the
Revenue includes a share of tickets about the National fairness of National
sales, expired and unclaimed Lottery Lottery draws
prizes, recognition of lottery
licence fees, registration fees from
society lotteries, fees derived from
imposing penalties, sundry income
and investment income.
Human Providing regulatory

Protecting the
National Lottery
The NLC’s skilled workforce who approvals and
brand and integrity of
are catalysts for social upliftment Ministerial advice
the National Lottery
and embody the NLC’s values.
Intellectual
The NLC’s intangible assets that Monitoring the Monitoring of
work to enhance the day-to-day implementation of protection and
operations of the organisation. Social Responsibility payment of prize
These include the NLC’s ERP Programme winners
system, feasibility studies, the grant
funding system and development
research, as well as the NLC
regulatory and grant funding
model procedures, processes and
governance. The NLC and National ACTIVITIES
Lottery logos and brands and
reputation are also included.
Funding for THAT ENABLE OUR Stakeholder
impact engagements
GRANT OUTPUT
Manufactured
The NLC’s tangible assets that Pursuing
work to facilitate the day-to-day Education
beneficiary
operations of the organisation. This and awareness
centrism
includes the NLC’s buildings and
Proactive
technological tools.
funding
Natural
Natural resources refer to the
water, paper, land and other natural
resources that are used in the
course of our day-to-day business. To Ensure Financial
To enhance To Implement Relevant
Sustainability, Control
administration and Initiatives Geared To Ensure Fair
and Discipline in
ensure compliance with towards Ensuring and Equitable
Social and relationship applicable legislation
line with Applicable
Compliance with Grant Allocations
Legislation and
The NLC is a stakeholder-focused and policy prescripts the Act
Policy Prescripts
entity. Engagements with our
internal and external stakeholders
have ensured that we maximise
revenue for worthy causes and
make the NLC fund accessible. SUPPORTED BY OUR STRATEGIC OBJECTIVES

A B C D E F
Catalysing social upliftment remains at the forefront

of our collective minds as we pursue the everyday
efforts that culminate in large scale change.
3 4
Financial
REGULATING LOTTERIES
AND SPORTS POOLS •
•
R1.172 billion allocated for good causes (2021: R1.14 billion).
Accelerated disbursements to funded organisations.
The NLC regulates various • Economic growth and development for
successful applicants.
lotteries, including sports • Injection of funds into economic circulation.
pools, society lotteries, raffles
and competitions. Human
The NLC monitors and regulates • Low staff turnover at less than 2%.
• Elimination of backlog.
the running of various lottery
• Improved and efficient administration.
competitions, including those
• Better regulation.
organised by non-profit • Strong internal controls.
organisations to raise funds, and
by companies to promote their Intellectual
goods and services. • Development of society lotteries model,
Balancing between our critical resources
resulting in R53.5 million in funds raised by NPOs (2021: R29.6 million).

• Lotto logo licenced, resulting in R7.1 billion revenue from ticket sales
(2021: R6.5 billion) and R1.641billion generated for funding good causes
(2021: R1.47 billion).
Manufactured
• Acquisition of provincial offices.
• NLC-funded infrastructure projects.
Natural
• The NLC invested in environmental projects and boreholes in drought areas,
which has resulted in food security and ensure water availability.
GRANT FUNDING • Food security and water preservation were areas that featured prominently
during the year, including the funding to support micro-agricultural projects in all
nine provinces.
The NLC also serves as a grant
funder, providing registered
Social and relationship
NPOs with funding to establish
• Localised procurement by the National Lottery Operator.
projects that improve the lives of
• Procurement by the National Lottery Operator to B-BBEE companies.
everyday South Africans. • Continued frequent and intensive stakeholder engagements.
• Engagements with our internal and external stakeholders have ensured that we
maximise revenue for worthy causes and make the NLC fund accessible.
• 14 days payment turnaround times to established businesses.
• 11 days payment turnaround times to SMEs.
• First tranches paid within 33 days on average to beneficiaries.
• R158.2 million procurement towards designated groups (2021: R148 million).

PERFORMANCE
INFORMATION
Situational analysis 40
Performance against our strategy 44
Our progress 46
SECTION B

A B C D E F

SITUATIONAL
ANALYSIS
LACK OF ECONOMIC GROWTH
RELATED MATERIAL MATTER
Macroeconomic conditions
UNPACKING THE CONTEXT KEY FACTS
In 2020, the global extreme poverty rate rose significantly. Hundreds of millions • SA economy no longer stable
were pushed back into extreme poverty and chronic hunger due to COVID-19 and • Illegal gambling a threat
the resulting lockdowns and negative impacts on economies globally. The global
• R2.4 billion spent on illegal gambling
economic output contracted in real terms by 3.2% during 2020. Off of this low
activities
base, the IMF is expecting that it will grow by 6.0% in 2021 and 4.9% during 20221.
• Loss in tax revenues to government
In South Africa, the average consumer is becoming poorer in real terms, evident estimated at R140 million
when considering the declining real GDP per capita trend. Since 2014, the real
GDP per capita has decreased by between 0.1% and 1% each year, with more
significant impacts during 2020.
1 IMF World Economic Outlook Update, July 2021, https://www.imf.org/en/Publications/WEO/Issues/2021/07/27/world-economic-outlook-update-

july-2021
OUR RESPONSE
The NLC does not receive funds from the fiscus, and the dependence on a single source of revenue against rising inflation and an
increase in the NPO ask has become a considerable challenge. In addition, the funding model of these organisations appears to
promote dependency on consistent external support. This challenge arguably represents an opportunity for the possible emergence
of a more sustainable funding model for these organisations, which we hope to explore by enhancing our grant funding model.
The NLC receives, on average, approximately 80% of its funding from the share of ticket sales. While the invigoration of the games
has increased gross revenue, it does little to measure up against the growth and demand for funding. The NLC is further faced
with increased competition from bookmakers and illegal lottery operators. The advent of the COVID-19 pandemic presents further
challenges, particularly concerning its impact on revenue. The proposed amendments to the Gaming Bill could positively impact the
NLC. Amendments to the gaming legislation in the country could provide enforcement powers to the NLC to combat illegal lotteries
and provide opportunities through licensing bookmakers for taking bets on the outcome of the National Lottery. However, the lack
of alignment between the Provincial Gaming Legislation and the National Gaming Bill implies that illegal lotteries will remain a threat.
Fantasy gaming is also not addressed by the legislated amendments.
RESPONDING STRATEGICALLY
CONTRIBUTING TO BROADER GOALS

A B C D E F
THE FOURTH INDUSTRIAL REVOLUTION
Macroeconomic Challenges in
Online gaming
conditions regulation
The speed of current breakthroughs in technology has no historical precedent. Compared with • The Essential Eight
previous industrial revolutions, the Fourth Industrial Revolution is evolving at an exponential technologies that matter
rather than a linear pace. This rapid growth in technology is changing how people live and work. most for business today
Technology platforms currently central to this revolution include artificial intelligence, augmented • Artificial Intelligence
reality, blockchain, drones, the internet of things, robotics, virtual reality and 3D-printing2. Such
• Augmented reality
technologies increasingly blur the lines between the digital, biological and physical worlds.
• Blockchain
Technological advancements such as these challenge regulators and policymakers, particularly
• Drones
in the gaming industry, including the National Lottery. Since the legalisation of gambling in
South Africa in 1996, the gambling industry has grown and evolved substantially. Technological • Internet of things
advancements in existing and new forms of gambling have emerged and have created challenges • Robotics
for regulators and policy makers to regulate the gaming industry effectively. This has been shown
• Virtual reality
by certain forms of illegal gambling persistently growing in popularity.
• 3-D printing
2
PWC, Eight emerging technologies and six convergence themes you need to know about, https://www.pwc.com/us/en/tech-effect/emerging-tech/
essential-eight – technologies.html
OUR RESPONSE
The NLC’s enterprise-wide architecture aims to harness the positive impact of the Fourth Industrial Revolution. The NLC has set
aside necessary investments to enable staff and external stakeholders to participate and benefit from a secured infrastructure
and enterprise architecture. Prioritising cybersecurity capabilities is another critical priority to protect the organisation and our
stakeholders’ data, assets and reputations and is also fundamental to effective digital transformation.
Online gambling has changed the landscape as people want to participate at their convenience. The scourge of illegal online lotteries
and gambling has encroached on the lottery space. The promotion of fantasy gaming further exacerbates the situation. Innovation
remains a tool towards success, especially within an era of increasingly advancing business, social, and economic environments.
We introduce innovative methods of interaction to allow stakeholders to take on new roles as enabled and empowered participants.
To capitalise on these opportunities, the NLC will ensure that the developed technology roadmap encapsulates principles of flexibility,
scalability and affordability within an appropriate risk-tolerant infrastructure and enterprise environment. It must, however, be noted
that introducing new services in a network often presents challenges, such as security issues. At the NLC, this is addressed through
the enacted ICT governance framework.The NLC receives, on average, approximately 80% of its funding from the share of ticket
sales. While the invigoration of the games has increased gross revenue, it does little to measure up against the growth and demand
for funding. The NLC is further faced with increased competition from bookmakers and illegal lottery operators. The advent of the
COVID-19 pandemic presents further challenges, particularly concerning its impact on revenue. The proposed amendments to the
Gaming Bill could positively impact the NLC. Amendments to the gaming legislation in the country could provide enforcement powers
to the NLC to combat illegal lotteries and provide opportunities through licensing bookmakers for taking bets on the outcome of the
National Lottery. However, the lack of alignment between the Provincial Gaming Legislation and the National Gaming Bill implies that
illegal lotteries will remain a threat. Fantasy gaming is also not addressed by the legislated amendments.

SITUATIONAL ANALYSIS (CONTINUED)
HIGH UNEMPLOYMENT
Macroeconomic conditions
Before the pandemic’s onset, the economy stagnated, the unemployment rate • South Africa is the most unequal
was at its highest level in over a decade, poverty and inequality remained a country in the world.
significant concern, and the fiscal situation was deteriorating due to lower-than- • The unemployment rate is 63.9% for
expected revenue earnings and growing sovereign debt. Moreover, the COVID-19 those aged 15–24 and 42.1% for
pandemic has caused millions of workers to lose their jobs, while the number of those aged 25–34, while the current
discouraged workers also increased. official national rate stands at 34.5%.
OUR RESPONSE
The National Lottery differs from other gaming categories in that it is operated to generate funds for charitable, sports, arts and
other worthy causes rather than as an entity focused on maximising returns for shareholders. The NLC’s primary aim when
considering funding for impact hinges on the project’s sustainability, with emphasis on the number of jobs created and sustained
through its funding. During the year, the organisation created 12 002 (6 936 permanent and 5 066 temporary jobs) through its
funding. Regarding the secondary beneficiaries, a total of 263 229 individuals reported having been served or reached with
various services offered by the NLC’s beneficiaries. These are beneficiaries that have directly benefitted from NLC-funded
programmes or projects.

A B C D E F
CLIMATE CHANGE
Macroeconomic conditions Online gaming
According to the Global Risks Report • South Africa is experiencing significant effects of climate change – including
2021, extreme weather, climate action increased temperatures and rainfall variability.
failure, and human-led environmental • The observed rate of warming is more than twice the global rate of
damage are among the highest temperature increase for the western parts and the northeast.
likelihood risks for the next 10 years.
• Extreme weather events in South Africa are increasing – including heat
waves, lengthening dry spells and increased rainfall intensity.
OUR RESPONSE
In line with the material impacts of the climate crisis on the most vulnerable in our society, food security and water preservation
were areas that featured prominently in the NLC’s funding plan during the year.

K EY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES
There were no key policy developments or legislative changes for the period under review.

PERFORMANCE AGAINST
OUR STRATEGY
WHAT WE WANT TO ACHIEVE
Our impact statement – Safe and sustainable lottery

industry for maximum economic and social impact.
HOW WE INTEND TO GET THERE
(OUR STRATEGIC OBJECTIVES)
Innovative and agile

A sustainable
A professional and frameworks, systems Safe and sustainable
and impactful civil
sustainable organisation and standards that are lotteries and sports pool
society sector
globally competitive
MEASURING OUR PROGRESS
(OUTCOME INDICATORS)
• Action plan on raising • Percentage disbursement • Implement the National • A minimum of 90% of
service delivery standards. of grants as per GNR644, Lottery monitoring matrix. funding allocated to
• Number of education and 6(c)(iv). • Implement the sports pool identified priority areas.
awareness engagements • Level 7 B-BBEE score to be monitoring matrix. • Alignment of the approved
conducted nationally. obtained. • The National Lottery and grant funding model.
• NLC reputation brand • Second phase of the sports pools enforcement • Completion of 2500
management action Fourth RFP National Lottery policy to be implemented. monitoring reports.
plan developed and Licence to be implemented. • An evaluation into actions • Number of funding agents
implemented. to reduce the risk of harm registered and accredited.
to children and those most
susceptible to excessive
gaming to be conducted.
• Number of retailer
inspections to be
conducted nationally.
• Percentage of
investigations on reported
and identified lottery
schemes.
PROGRAMME 1: PROGRAMME 2: PROGRAMME 3:

ADMINISTRATION AND BUSINESS SUPPORT REGULATORY GRANT-MAKING
COMPLIANCE

A B C D E F

PERFORMANCE AGAINST OUR STRATEGY (CONTINUED)
OUR PROGRESS
PROGRAMME 1: ADMINISTRATION AND BUSINESS SUPPORT
Audited Actual Audited Actual

Outcome Output Output Indicator Performance 2019/20 Performance 2020/21
Stakeholder
Research & 1.1 The action plan perception survey
Development to on raising service concluded, and
measure –
delivery standards action plan
stakeholder implemented. approved by the
satisfaction Board
20
1.2 Number of stakeholder
education and 187 engagements
Education & awareness stakeholder focused on
Awareness engagements engagements regulatory
A professional conducted conducted mandate
nationally
and sustainable conducted
organisation
1.3 NLC
Reputation
Protect and Brand
Strengthen Management
NLC’s Brand Action Plan
Reputation developed and
implemented

A B C D E F
Deviation from Planned

Planned Annual Target Actual Achievement target to Actual
2021/22 2021/22 Achievement 2021/22 Reasons for deviation
Implementation of the Achieved.

action plan on raising The action plan on
service delivery raising service delivery
standards standards was
implemented.
Achieved.
Conduct 40 education The achievement is due
292 education and
and awareness to the ability of the NLC
awareness
engagements to conduct virtual
engagements were
nationally engagements.
conducted nationally.
Develop & implement Achieved.

the The NLC Brand
NLC Reputation reputation
Brand management plan was
Management developed &
Plan implemented.

PROGRAMME 2: REGULATORY COMPLIANCE

2.1 Percentage
Optimise disbursement of 91% of 80% of
returns to grants as per grants grants
good causes GNR644, disbursed disbursed
6(c)(iv)
Innovative
and agile
frameworks,
2.2 Level 7 BBBEE
systems and Organisational score BBBEE Level 8 BBBEE Level 5
Compliance
standards Obtained
that are
globally
competitive
2.3 2nd Phase
Awarding of 4th RFP
of the 4th RFP
the 4th Licence
National Lottery
National Strategy
Licence
Lottery Licence developed
implemented

A B C D E F

The achievement is due

85% of grants Achieved. to the concerted effort
paid in line with 94% of grants were throughout the value
the regulated paid within the chain to ensure
60 day regulated 60 day efficiency
timeframe timeframe. improvements in
turnaround times.
The achievement is as
a result of the Grant
Making contribution to
Achieved.
Obtain a Level 7 Skills Development
NLC obtained a Level
BBBEE score through relevant
5 BBBEE score. programs; capacity
building initiatives as
well as internal training.
Phase 2 could not The respective legal

proceed without the teams of the NLC and
Implement approval of the RFP the Minister are
Phase 2 of 4th Not Achieved. strategy. engaged in a process
RFP National of legal clarification
Lottery Licence relating to the RFP
document.

OUR PROGRESS AGAINST
PERFORMANCE (CONTINUED) OUR STRATEGY (CONTINUED)
PROGRAMME 3 – GRANT MAKING

3.1 The National Compliance with Compliance with

Fair and safe Lottery monitoring licence conditions licence conditions
national lottery matrix monitored monitored
implemented
3.2 The Sports Compliance with

Fair and safe Pool monitoring licence conditions
sports pools matrix monitored
implemented
Enforcement
Policy for 3.3 The National National Lottery
regulating the Lottery and Sports and Sports Pools
national lottery Pools Enforcement Enforcement
by providing a Policy Policy developed
framework for implemented and implemented
the decisions
made
Safe and
sustainable 3.4 An evaluation Responsible Play
into actions to
lotteries and and Complaints
Protecting the reduce the risk of 9 Participant Resolution
sports pools interests and harm to children Protection strategy
preventing harm and those most Programs developed and
to participants susceptible to implemented approved by the
excessive gaming Board
conducted
Retailer 3.5 Number of

Inspections to 654 retailer
retailer inspections
ensure the inspections
conducted
integrity of the conducted
nationally
National Lottery
3.6 Percentage 100% of all 100% of all

Protecting the investigations on identified and identified and
interests and reported and reported lottery reported lottery
preventing harm identified lottery schemes schemes
to participants schemes investigated investigated

A B C D E F

Achieved.
Implementation of the The National Lottery
National Lottery monitoring matrix was
Monitoring Matrix implemented.
Achieved.
Implementation of the The Sports Pool
Sports Pool Monitoring monitoring matrix was
Matrix implemented.
Achieved.
Implementation of the The National Lottery
National Lottery and and Sports Pools
Sports Pools Enforcement Policy
Enforcement Policy was implemented.
Achieved.
Conduct an Evaluation The evaluation of
of actions to reduce actions to reduce the
the risk of harm to risk of harm to children
children and those and those most
most susceptible to susceptible to
excessive gaming excessive gaming was
conducted.
a result of the easing of
Achieved. Covid 19 restrictions
650 retailer inspections 1044 retailer and a strategy of doing
conducted inspections were repeat inspections to
conducted. ensure consistency in
compliance and
operations at certain
Conduct investigations Achieved.

on 100% of all 100% of identified and
identified and reported reported lottery
lottery schemes schemes were
investigated.


Percentage of 4.1 A minimum of

funding to 100% of funds
90% allocated to
identified priority allocated to
identified priority
areas to ensure priority areas
areas
impact
A revised Grant
Funding Model 4.2 The aligned Alignment of the
Grant Funding
aligned to the Grant Funding enhancements of
A sustainable developmental Model Model approved the revised grant
by the Board
and impactful needs of South implemented funding model
Africa
civil society
sector
Monitoring and 4.3 2500 1460
Evaluation of the monitoring reports 2500 site visits monitoring reports
projects we fund completed (site visits)
Legitimisation of 4.4 Number of

the NLC’s Registered and
funding agents
relationship with accredited 10
registered and
Agents assisting funding agents
accredited
applicants

A B C D E F

a result of efficiency
Achieved. improvements
Allocation of 90% of 100% of funds was throughout the value
funds to identified allocated to identified chain including the
priority areas priority areas. pre-screening that
commences before an
application is accepted.
Achieved.
Implementation of the The aligned grant
aligned Grant Funding funding model was
Model implemented.
Achieved. The achievement is due

Completion of 2500 2990 monitoring to the ability to conduct
monitoring reports reports were the project monitoring
completed. virtually.
Achieved.
Register and accredit 15 funding agents were
15 funding agents registered and
accredited.

LINKING PERFORMANCE WITH BUDGETS

2021/2022
Actual (Over)/under
Budget expenditure expenditure
Output indicator R’000 R’000 R’000
The action plan on raising service delivery standards implemented –
Number of education and awareness engagements conducted nationally 2 000 3 959 (1 959)
The NLC Reputation Brand Management Action Plan developed and implemented. –
Percentage disbursement of grants as per GNR644, 6(c)(iv) 1 170 936 1 172 631 (1 695)
Level 7 B-BBEE score obtained 200 50 150
Second Phase of the 4th RFP National Lottery Licence implemented 34 802 2 691 32 111
The National Lottery monitoring matrix implemented – – –
The Sports Pool monitoring matrix implemented – – –
The Enforcement Policy in relation to the National Lottery ad sports pools implemented – – –
An evaluation into actions to reduce the risk of harm to children and those most susceptible
to excessive gaming conducted – – –
Number of retailer inspections conducted nationally – – –
Percentage investigations on reported and identified lottery schemes – – –
A minimum of 90% allocated to identified priority areas 1 170 936 1 172 631 (1 695)
The aligned Grant Funding Model implemented –
2 500 monitoring reports completed 2 675 1 299 1 377
Number of funding agents registered and accredited – – –

A B C D E F
REVENUE COLLECTION
2020/2021 2021/2022
Actual amount (Over)/under Actual amount (Over)/under

Estimate collected collection Estimate collected collection
Sources of revenue R’000 R’000 R’000 R’000 R’000 R’000
Share of ticket sales 1 643 310 1 488 460 (154 850) 1 549 363 1 641 379 (92 016)
Interest received 129 543 81 323 (48 220) 74 205 69 654 4 551
Society and other lotteries 50 80 30 61 96 35
Revenue from Participants Trust 109 000 164 481 55 481 157 481 99 423 58 058
Revocations 20 000 23 959 3 959 10 000 28 871 (18 871)
Sundry Income 1 000 2 127 1 127 4 000 2 263 1 737
Licence signing fees 2 500 2 500 – 2 500 2 500 –
Penalties – Ithuba Holdings (RF) Pty (Ltd) – 1 402 1 402 – – –
Total 1 905 403 1 764 332 (141 071) 1 797 610 1 844 186 (46 576)
CAPITAL INVESTMENT
2020/2021 2021/2022
Actual (Over)/under Actual (Over)/under

Budget expenditure expenditure Budget expenditure expenditure
Infrastructure projects R’000 R’000 R’000 R’000 R’000 R’000
Capital Expenditure 25 685 6 695 18 990 20 050 9 439 10 610

CORPORATE
GOVERNANCE
Board profiles 57
NLC corporate governance framework 61
SECTION C

A B C D E F
BOARD
PROFILES
Bachelor of Primary Education, MSc in Development Planning, Executive Development Programme,
Diploma – Practical Project Management
Experience:
Ms Brown has been a public servant for more than 15 years, a majority of which she held Senior
Ms A Brown (47) Management positions in MandE. She worked for the South African Human Rights Commission
and proceeded to the following departments, namely Land Affairs, National Prosecuting Authority,
Non-executive Board Member Corporative Governance and Traditional Affairs, KZN Corporative Governance and Traditional
(Minister’s Representative) Affairs, Mineral Resources and currently at the dti. She sits on the NLC Board as the Minister’s
Appointed 1 April 2017 Representative.
* Resigned March 2022 Ms Brown is a member of the Institute of Directors South Africa (IoDSA).
Committee membership:
Board Review Committee; Board Regulatory Compliance and Legal Committee; Board and
Distributing Agency Committee; Board Nominations Committee
BAccounting, Bcompt (Hons), CTA, BAdmin (Hons), MBA, International Executive Development
Programme, Gaming Executive Development Programme, Certificate in Labour Relations,
Advanced Programme in Human Resources
Experience:
Ms Dondur (55) Ms Dondur has extensive corporate experience, governance and compliance skills as well as
comprehensive understanding of accounting standards and financial reporting. As an independent
Independent non-executive member of numerous boards and as the Audit and Risk Committee Chairperson she
Non-executive Board Member continues to give strategic guidance and direction on the practical application of various disciplines
Appointed 1 April 2017 applicable to boards.
Board Review Committee; Board Regulatory Compliance and Legal Committee; Board Audit
and Risk Committee; Board Nominations Committee; Board Human Capital, Social and Ethics
Committee
PHD in Development Studies, MA Development Studies, BA Psychology (Hons), University

Education Diploma
Experience:
Dr Madzivhandila has held various board memberships in development agencies. He is a strategist
with hands-on experience in community development and stakeholder relations. His strength lies in
Dr M Madzivhandila (58)
change and diversity management.
Independent Non-executive
Appointed 1 April 2017 Committee membership:
% Departed February 2022
Board Review Committee; Board Regulatory Compliance and Legal Committee; Board Audit
and Risk Committee; Board Nominations Committee; Board Human Capital, Social and Ethics
Committee

BOARD PROFILES (CONTINUED)
Bachelor of Commerce, Honours in Accounting, Master of Science (Bus. Admin)
Experience:
Prof Gordhan has been a non-executive director since 2006 at various public entities in the RSA.
In his directorship career he has held various positions including chairing of boards and audit
committees.
Prof YN Gordhan (71)
CA(SA) Committee membership:
Board Review Committee; Board Regulatory Compliance and Legal Committee; Board Audit and
Appointed 1 April 2017 Risk Committee; Board and Distributing Agency Committee; Board Nominations Committee; Board
Human Capital, Social and Ethics Committee
BProc, Bachelor of Laws, Master of Laws, Graduate Diploma in Company Direction (Corporate
Governance), Financial Management (Finance for Non-Financial Managers), Various Certificates of
Attendance in Human Capital and Performance Management
Experience:
Adv Huma has held various executive and non-executive director positions since 1984. He has
Adv WE Huma (61)
chaired various committees including audit committees in public entities since 2001. Adv Huma
has extensive experience, knowledge and understanding of corporate governance, Compliance,
Appointed 1 April 2017 Project, Financial and Risk Management as well as Business Administration and Law.
@ Resigned October 2021
Board Review Committee; Board Regulatory Compliance and Legal Committee; Board Audit and
Risk Committee; Board and Distributing Agency Committee; Board Nominations Committee; Board
Chartered Accountant, Registered Auditor, Specialist Diploma in Auditing, Bachelor of Commerce

in Accounting (Honours), Bachelor of Commerce (Accounting)
Experience:
Ms Mvulane is a Chartered Accountant (SAICA) and a Registered Auditor (IRBA). She has over
Ms Precious Mvulane 18 years’ experience in different finance roles, i.e. auditor (internal and external) in the private and
CA(SA), RA (46) public sector. She has also been involved with governance structures for the past 11 years and
Independent Non-executive sits on 10 boards as an audit committee member, of which she chairs 5. One of these board is
the IRBA (her own professional body) and IBASA. Over the past seven years, she has trained over
Appointed 24 March 2022
1 500 entrepreneurs and 200 non-profit organizational leaders. Her clients include Absa, Standard
Bank, SAB Kickstart, National Gazelles – ATNS, the Hope Factory (SAICA ED programme), UPD,
BP South Africa, Accenture and Clicks Group.

A B C D E F
Education Gender
1
2 4
2
2
4
2
Humanities Male
Commerce Female
Finance
Accounting
Legal
Bachelor of Science (B.Sc.), Higher Diploma in Education (HDE), Bachelor of Education (cum
laude), Doctor of Philosophy
Experience:
Dr Cassius Reginald Lubisi is an accomplished academic, educationist, public service manager and
Dr Cassius Lubisi (56) strategist, and brings to the Presidency many years of experience at a strategic level in the public
Independent Non-executive service and academia. Previously, Dr Lubisi was the Superintendent-General of the Department
of Education in KwaZulu-Natal, where he was responsible for the overall strategic direction
and management of the Department. Prior to joining the KwaZulu-Natal provincial government
as head of department in 2005, Dr Lubisi was Deputy Director-General for General Education
and Training in the national Department of Education. He has also served as Special Adviser to
Former Education Minister Kader Asmal. He was Chairperson of Umalusi, the Council for Quality
Assurance in General and Further Education and Training, from June 2002 to May 2004.He worked
for 10 years as a lecturer and senior lecturer at the School of Education in the Pietermaritzburg
campus of the University of Natal. On secondment from the University, he became the project
manager and chairperson of the ministerial project committee to develop the National Curriculum
Statement for Grades 10 to 12 from 2002 to 2003.The Mpumalanga province-born Dr Lubisi
studied at the University of Natal and completed his Bachelor of Science, Bachelor of Education
and Higher Diploma in Education degrees, with the Bachelor of Education being completed
cum laude. Dr Lubisi completed his doctoral degree with the University of Nottingham in the United
Kingdom, having researched the topic “An investigation into mathematics teachers’ perceptions
and practices of classroom assessment in South African lower secondary schools”.He has been
involved in several projects, including the ministerial review of Curriculum2005, Telematic Learning
Systems, the South African Democracy Education Trust and the Nelson Mandela Foundation.
Diploma in Business Management and Economics, Certificates in Corporate Governance, Finance

and Management Development Programme for Women
Experience:
Ms Ferguson is a seasoned leader and entrepreneur with over 30 years business experience. Her
Ms Beryl Ferguson (65) participation and leadership roles accompanied with key strengths that consistently achieve collective
Independent Non-executive creative competencies from her teams. She encourages the generation of alternative knowledge
Appointed 24 March 2022 combinations, towards achieving optimum organisational performance. Her experience is reflected
in her detail at strategy execution that emphasises the importance of talent advancement with
management and its strategic impact on organisational performance culture – in information intensive
organisations. As the board chairman of SANBI she leverages knowledge management to organise
and direct knowledge intensive activities in order to achieve the SANBI mandate.

BOARD PROFILES (CONTINUED)
Education Gender
1
2 4
2
2
4
2
Humanities Male
Commerce Female
Finance
Accounting
Legal
BA in Economics at the University of Cape Town in 1976, followed by a Masters degree in

Economic History from the same university in 1984. In 1989, he also obtained an LLB from the
University of Cape Town. He was admitted as an attorney in 1991.
Experience:
Mr Willie Hofmeyr (68)
Mr Hofmeyr is a Deputy National Director of Public Prosecutions in South Africa. He was the Head
of the Asset Forfeiture Unit (AFU) at the National Prosecuting Authority and in the past he has
Appointed 24 March 2022 been responsible for their Legal Affairs Division and their Special Investigating Unit. He is an expert
on asset forfeiture and recovery, anti-corruption strategies and the working of the South African
Constitution and Bill of Rights.
Mr Hofmeyr is the longest-serving Deputy National Director of Public Prosecutions, having been
appointed by President Thabo Mbeki in 2001.Mr Hofmeyr served for five years as a Member of
Parliament in South Africa, supporting the government of President Nelson Mandela. During this
time, he served as the Chairperson of the Constitutional Assembly committee that drafted the
chapter on the Judiciary in the new Constitution, and he was a Parliamentary Counsellor to the
Deputy President.
LLB, BCom (Marketing), FCIS, Certified Ethics Officer, International Executive Development
Programme
Experience:
Adv Nene has experience in various private and public entities. She is an admitted advocate in the
Adv N Nene (FCIS) (41)
High Court of South Africa and a Fellow Chartered Company Secretary.
Company Secretary

A B C D E F
NLC CORPORATE GOVERNANCE

FRAMEWORK
The NLC’s corporate governance framework embodies the with projections, the AFS, budget of estimated revenue and
Lotteries Act No. 57 of 1997 as amended, the PFMA, principles expenditure, strategic and annual performance plans, a fraud
contained in the Companies Act and King IV code, as well as best prevention plan and a risk management plan within the stipulated
practice processes and systems that enable the Commission periods as indicated under the PFMA and Treasury Regulations
to meet corporate governance expectations, as well as provide Compliance Schedule.
direction and control while supporting accountability.
Parliament, through the Portfolio Committee on Trade and Industry
The Minister of Trade and Industry, in his capacity as the Executive (Portfolio Committee), exercises oversight of the service delivery
Authority of the NLC, exercises oversight in accordance with performance and commitments made in terms of the NLC’s
provisions of the PFMA. The NLC complied with all reporting strategy and APP. There were no engagements with the Portfolio
requirements of the PFMA and Treasury Regulations Compliance Committee during they year under review. The NLC continued to
Schedule through the submission of quarterly reports, respond to Parliamentary Questions.
management accounts, income and expenditure statements
THE BOARD CHARTER

The Board Charter was reviewed in March 2021 with an effective date of 1 April 2021. The Board Charter guides the Board
with respect to their functions, powers and responsibilities. The comprehensiveness and effectiveness of the Charter was
put to the test in the current financial year when the term of office of the Chairperson came to an end on 30 November
2020. In the absence of a Chairperson, the Board continued to navigate its activities through election of one of its own
members present at meetings to preside over Board meetings.
OVERVIEW OF THE BOARD’S STATUTORY DUTIES

Over and above the responsibility for setting the strategic direction of the NLC, finance and performance objectives, the
Board has applied the principles of openness and transparency in fulfilling its statutory duties to:
DUTY OUTCOMES
Advise the Minister on issuing • Fourth National Lottery Licence Request for Proposal: Strategy and
of the licence to conduct the proposed RFP Document for publishing submitted in line with Section 13(2)
National Lottery. (a) of the Lotteries Act requirements.
RESPONSIBLE Board Regulatory Compliance and Legal Committee

COMMITTEE
DUTY OUTCOMES
Advise the Minister on the Advised Minister on the Efficacy of Legislation: Legislative Review:
efficacy of legislation
• Advice to the Minister of Trade, Industry and Competition on any Matter
pertaining to lotteries and
Relating to the National Lottery and Other Lotteries or Any Other Matter on
ancillary matters.
which the Minister requires the Advice of The Board: Sale of National Lottery
Tickets as an Essential Service.
• Submission on approval for Multi-year Funding submitted in line with Lotteries
Act requirements.
• Re-configuration of NLC Distributing Agencies.

COMMITTEE

NLC CORPORATE GOVERNANCE FRAMEWORK (CONTINUED)
DUTY OUTCOMES
Ensure that the National • Monitoring of National Lottery Operations and oversight of National Lottery
Lottery and sports pools are and Sports Pools Compliance matrix.
conducted with all • Approval of policies and strategies related to ensuring the National Lottery
due propriety. and Sports Pools are conducted with due proprietary.
• Oversight over the National Lottery Participants Trust.

COMMITTEE
DUTY OUTCOMES
Advise the Minister on • The NLC has approved a participant protection strategy which entails
establishing and implementing guidelines on market overstimulation and restrictions of underage play.
social responsibility MOUs concluded ensures responsible play through combating of illegal
programmes in respect of lotteries.
lotteries.

COMMITTEE
DUTY OUTCOMES
Ensure that the interests of • Oversight of the National Lottery Participants Trust.
every participant in the • Approval of related policies and strategies. Monitoring of implementation of
National Lottery are policies.
adequately protected.
• See page 87 of Regulatory Compliance report.
RESPONSIBLE Board Regulatory Compliance and

COMMITTEE Legal Committee/Board Audit and Risk Committee
DUTY OUTCOMES
Administer and invest the • Approval of Investment Policy and Strategy.
money paid to the NLDTF in • Previous investment strategy implemented yielding on average 8% return
accordance with the Lotteries on investment.
Act.

COMMITTEE

A B C D E F
DUTY OUTCOMES
Ensure that net proceeds • Approval of game design from the Operator. Monitoring financial dimensions of
of the National Lottery are National Lottery Operations.
as large as possible.
• Approval of Investment Policy and Strategy.
• Approval of Revenue maximisation strategy.
• Education and Awareness on Society Lotteries and other lotteries.
RESPONSIBLE
Board Regulatory Compliance and Legal Committee/Board Audit and Risk Committee
COMMITTEE
DUTY OUTCOMES
Perform such additional • All Board duties performed in line with legislative prescripts. There were no additional
duties in respect of duties assigned by the Minister.
lotteries as the Minister
may assign to the Board.

COMMITTEE
DUTY OUTCOMES
Administer the NLDTF and • Approval and implementation of Regulations relating to funds for worthy causes,
hold it in trust. appropriate budget and M and E.
• See Finance and Operations Report.
RESPONSIBLE
Board Audit and Risk Committee/Board and Distributing Agency Committee
COMMITTEE
DUTY OUTCOMES
Monitor, regulate and • Approval of related policies and strategies. Monitoring of illegal lotteries and curbing of
police lotteries incidental the same. MOUs with relevant authorities and provincial gambling authorities.
to exempt entertainment, • See page 87 Regulatory Compliance and Legal report.
private lotteries and society
lotteries.

COMMITTEE

DUTY OUTCOMES
Make such arrangements • Oversight of the National Lottery Participants Trust. See Trust report under page 92 of
as may be specified in the the report.
licence for the protection
of prize monies and sums
for distribution.
RESPONSIBLE Board Audit and Risk Committee/Board Regulatory Compliance and Legal Committee
COMMITTEE
DUTY OUTCOMES
Advise the Minister on any Advised Minister on the Efficacy of Legislation: Legislative Review:
matter relating to the
• Advice to the Minister of Trade, Industry and Competition on any Matter Relating to
National Lottery and other
the National Lottery and Other Lotteries or Any Other Matter on which the Minister
lotteries or any other topic
requires the Advice of The Board: Sale of National Lottery Tickets as an Essential
on which the Minister
Service.
requires the advice of the
Board. • Advice relating to the Fourth National Lottery Licence.

COMMITTEE
DUTY OUTCOMES
Advise the Minister on • Legislative review recommendations submitted.
percentages of money to • Percentages of monies allocated maintained. See Operations and Finance reports.
be allocated.
Board Regulatory Compliance and Legal Committee/Board Audit and Risk Committee/Board
RESPONSIBLE and Distributing Agency Committee
COMMITTEE

A B C D E F
BOARD APPOINTMENTS
All Non-executive Board members are appointed by the Minister of Trade and Industry, in accordance with section 3 of the Lotteries Act as
amended. The Minister appoints a Chairperson, who shall be a person with relevant knowledge or experience with regard to matters connected
with the functions of the Board. Furthermore, one member designated by the Minister and not more than five members who have proven
business acumen or applicable knowledge or experience with regard to matters connected with the functions of the Board, and of whom at least
one should be a legal practitioner admitted to practice in the Republic and at least one a chartered accountant in the Republic. The Lotteries Act
further stipulates that at least four members shall be persons who are not in the service of any sphere of government. The Board currently has
two vacant positions. The NLC welcomed four Board members on 26 March 2022.
The Commissioner is an ex-officio member of the Board and is a member of the IoDSA. The approved organisational succession plan continued
to be implemented and monitored during the year under review.
INDEPENDENCE
All Non-executive Board members are considered to be independent as they have no material interest in the NLC, the National Lottery Operator,
beneficiaries or suppliers. Members are required to complete an annual disclosure of interest and required to disclose interest at every meeting to
ensure that circumstances that may give rise to a conflict of interest are managed and monitored effectively.
There were no conflicts of interest identified during the reporting period.
BOARD INDUCTION AND CONTINUOUS DEVELOPMENT

Board development sessions were convened during the year to ensure that all Board members are appraised on the functions of the Board and
operations of the NLC. The continuous development programmes aimed at enhancing the skill of the collective Board and assist the Board in its
strategic focus and that of the NLC were rolled out quarterly.
The Board is satisfied that the arrangements in place for accessing professional corporate governance services are effective as members are
subscribed to the Corporate Governance Body of Knowledge® and are full members of the IoDSA, the South African Institute of Chartered
Accountants, Law Society of South Africa and The Public Sector Committee Forum.
GOVERNANCE STRUCTURE
The Board reviewed its approach and arrangements for delegation to promote independent judgement and assist with the balance
of power and the effective discharge of duties without abdicating its accountability. Delegation arrangements were in accordance
with the Lotteries Act, as amended, which stipulates that the Board may appoint committees to assist it in efficiently and effectively
performing its functions and exercising its powers. Committees consist of such members of the Board as the Board may designate,
with the Board appointing the Chairperson of every committee. Every committee performs its functions in accordance with the
provisions of this Act and such directives of the Board that are not in conflict with such requirements. Any delegated function so
performed shall be deemed to have been performed by the Board.
As such, the Board comprised six committees, which included two statutory committees and five standing committees as
depicted below:
BOARD OF DIRECTORS
Regulatory Human Capital,

Audit and Risk Board and Review Nominations
Compliance and Social and Ethics
Committee DA Committee Committee Committee
Legal Committee Committee
COMMISSIONER
Executive Committee
Internal Audit Steering Committee ICT Steering Committee Manco
BOARD EVALUATION AND EFFECTIVENESS

The independent Board and Board Committee effectiveness for the year under review is underway. The outcomes and recommendations
from the review will be considered for implementation by the Board.

COMPANY SECRETARY
The Board reviewed and were satisfied that the skills, competence and experience of the Company Secretary adequately support the
performance of the required duties of the Board and that the office of the Company Secretary is empowered, with the position carrying the
necessary authority. The Company Secretary is not a member of the Board and has unfettered access to the Board while maintaining an arm’s-
length relationship with the Board and its members. As at 31 March 2022, the Board comprised of six members. In terms of Board Charter, the
Board must meet at least four times a year. The table below shows meeting attendance during the financial year ended 31 March 2022.
Quarterly
Board member Role meetings
Ms A Brown* Member 16/26
Ms DLT Dondur Member 21/26
Prof YN Gordhan Member 19/26
Adv WE Huma@ Member 2/26
Dr MA Madzivhandila% Member 19/26
Ms B Ferguson Member 2/26
Dr CR Lubisi Member 1/26
Ms PK Mvulane Member 2/26
Mr W Hofmeyr Member 2/26
* Resigned March 2022

@
Resigned October 2022
%
Departed February 2022
Meetings included:
• Statutory Meetings
• Special Board Meeting (AFS Approval, National Lottery Matters and Urgent Reports)
• NLC and Ithuba RF (Pty) Ltd Joint Boards meetings
• Board Strategy Sessions
• Board Risk Workshop
REVIEW COMMITTEE
Overview
The Review Committee is established in terms of Section 26H of the Lotteries Act. The Committee is chaired by the Chairperson of the NLC
Board and reviews decisions of the Distributing Agency concerning applications for grants, only on application by an aggrieved applicant in the
manner prescribed: Provided that such review shall be adjudicated by a Board Committee set up for such purpose without delay.
If the Board overrules the decision of the Distributing Agency, the Board may either order the Distributing Agency to re-evaluate the application,
taking into consideration matters raised by the Board or set aside the decision of the Distributing Agency and substitute it with an order the Board
deems appropriate.
Outcomes
During the year under review, the Board Review Committee considered a total of 381 review applications.
BRC outcomes and sector breakdown

Arts, culture Total amount
and national Miscellaneous allocated by
BRC outcomes Charities Sport heritage purposes Covid-19 Total the BRC
7 20 2 1
Reviewed DA decision R6 019 466 R4 190 080 R3 527 222 – R58 000 30 (8%) R11 094 768
Referred back to
the DA 1 1 1 – – 3 (1%) –
Upheld DA decision 169 16 146 16 1 348 (91%) –
Total 177 37 149 16 2 381 R11 094 768
The number of review applications upheld demonstrates consistency and fairness in the application of regulations relating to applications for
grants, related policies and guidelines by the DAs.

A B C D E F
Membership and attendance

The Board Review Committee comprises of six members, including the chairperson. The table below shows meeting attendance during the
financial year ended 31 March 2022.
Committee member Role Meetings

Ms B Ferguson Member 1/8
Dr CR Lubisi Member 0/8
Ms PK Mvulane Member 1/8
Mr W Hofmeyr Member 1/8
@
%
BOARD AND DISTRIBUTING AGENCY COMMITTEE

Overview
The Lotteries Act, as amended, stipulates that Chairpersons of the DAs may only attend meetings of the Board per invitation or if matters relating
to the adjudication of applications for grants or distribution of grants are to be discussed.
In view of provisions stipulated in section 3(1)(d) of the Lotteries Act and the nature of matters for discussions, the Board and DA Committee was
constituted to deal with DA matters relating to the adjudication of applications for grants and the operations of the DAs as matters relating to the
grant funding mandate of the NLC.
The Committee considered the funding priority areas for the ensuing year. It provided oversight of activities of the Operations Division, particularly
the number of grant applications received, performance against legislated timeframes, M and E methodology and outcomes and funding
implemented under Section 2A of the Lotteries Act (please see page 99 for more information).
Outcomes
During their engagements, the Committee reviewed its Charter and policy framework. The Committee’s oversight over the Operations Division
and Distributing Agencies ensured NLC’s strategic objectives and related outcomes were achieved. The Committee continues to ensure the
efficient and effective performance of the NLC through the Operations Division as well as ensure the fair and equitable distribution of funds
through independent and objective adjudication.
The Committee noted negative media reports as a result of the identified risk of conflicting beneficiaries and well as misunderstanding of the
Proactive Funding model. The NLC’s funding model as ensured that the NLC fulfils its mandate of equitable distribution and addressed identified
priorities in our communities. (Refer to Operations Report and Performance highlights)
The Committee was satisfied that it had performed all the functions required by its mandate and approved work plan.

The Board and Distributing Agency Committee comprises of four members and the Chairpersons of the Distributing Agency. The table below
shows meeting attendance during the financial year ended 31 March 2022.
Committee member Role Meetings

Ms M Letoaba Ex-Officio Member: Chairperson – ACNHDA 6/7
Mr T Ramagoma Ex-Officio Member: Deputy Chairperson – ACNHDA 5/7
Ms NP Loyilane Ex-Officio Member: Chairperson – CDA 6/7
Mr E Ncula Ex-Officio Member: Chairperson – SRDA 6/7
Dr J Adams Ex-Officio Member: Deputy Chairperson – SRDA 6/7
Mr J Du Preez Ex-Officio Member: CDA 2/7
Ms C Mofet-Mubu Ex-Officio Member: CDA 4/7
@
%
During their engagements the Committee reviewed its Charter and policy framework. The Committee’s oversight over the Operations Division and
Distributing Agencies ensured NLC’s strategic objectives and related outcomes were achieved (icons refer to Operations Report, Performance
Highlights). The Committee continues to ensure the efficient and effectively performance of the NLC through the Operations Division as well as
ensure the fair and equitable distribution of funds through independent and objective adjudication.
The Committee was satisfied that it had performed all the functions required by its mandate and approved work plan.

REGULATORY COMPLIANCE AND LEGAL COMMITTEE
Overview
The Regulatory Compliance and Legal Committee is a Committee charged with the duty to ensure that the Board advises the Minister on issuing
the licence to conduct the National Lottery as well as ensure that the National Lottery and sports pools are conducted with all due propriety
and strictly in accordance with the Constitution, the Lotteries Act, all other applicable law and the licence for the National Lottery together with
any agreement pertaining to that licence. The Committee is also expected to provide assurance to the Board that the NLC is fulfilling its primary
regulatory mandate, that is to ensure that the interests of every participant in the National Lottery are adequately protected.
Outcomes
The Board Regulatory Compliance Committee comprises of six members. In terms of Board Regulatory Compliance and Legal Charter, the
Committee must meet at least four times a year. During the financial year ended 31 March 2022, Committee convened on five occasions.
Compliance with laws and regulations

The Board recognises the role that compliance with applicable regulatory requirements plays in the governance and sustainability of the
Commission and undertakes to subscribe to fundamental principles to ensure compliance with relevant legislation. In discharging its duties of
ensuring that the Commission complies with legislation, the Board has committed that the Commission shall conduct its business in accordance
with applicable regulatory requirements and ensure that appropriate policies and frameworks are committed to, promoting a culture of
compliance within the NLC. The Board Regulatory Compliance and Legal Committee is charged with a duty to ensure organisational compliance
is maintained at an acceptable level and ensure that all instances of non-compliance are adequately followed up and resolved with sound and
practical business recommendations.
Organisational compliance monitoring was conducted, whereby Act owners (divisional liaisons where the Act is applicable) provided controls and
processes with which the NLC ensures compliance with the requirements of relevant acts. These controls and procedures were assessed for
correctness and validity through corroboration of supporting documents such as reports, policies, matrices, etc., and through enquiry with the
relevant Act owners.
Continuous monitoring of organisational compliance takes place every quarter and as determined by the organisational compliance and
governance unit to ensure that the NLC maintains acceptable levels of compliance with these critical pieces of legislation.
Policies developed internally were also subjected to alignment by oversight committees, including the Board, to ensure that they do not conflict
with laws and regulations relevant to the NLC. Organisational processes and operations were carried out in such a way as to ensure compliance
with applicable legislation in the areas of grant funding, lotteries compliance and enforcement, human resources management, financial
management, as well as information and communication technology.
There were no material or repeat regulatory penalties, sanctions or fines for non-compliance with statutory obligations, and there were no
environmental regulator inspections conducted during the period.
The Committee was satisfied that the NLC has complied with primary legislation governing the public entity, which are the Lotteries Act, as
amended, and the PFMA. Other applicable laws and regulations were complied with during the year under review.

The Committee comprises five members. In terms of the Board Regulatory Compliance and Legal Charter, the Committee must meet at least four
times a year. The table below shows meeting attendance during the financial year ended 31 March 2022.
Board member Role Meetings


@
%

A B C D E F
BOARD HUMAN CAPITAL, SOCIAL AND ETHICS COMMITTEE

Overview
The Board Human Capital, Social and Ethics Committee is constituted to ensure that the NLC has a clearly articulated recruitment and
remuneration philosophy and the design and implementation of remuneration structures that are market-related, consistent, fair, legally compliant
and equitable and the Board fulfils functions relating to its social and ethical environment, transformation objectives and employment equity as
contemplated in relevant legislation and best practice.
Outcomes
See our human capital discussion on page 104 and the remuneration report to follow.

The Board Human Capital, Social and Ethics Committee comprises of four members, including the chairperson.
The Board Human Capital, Social & Ethics Committee comprises of four members, including the chairperson. In terms of Board Charter, the
Committee must meet at least four a year. The table below shows meeting attendance during the financial year ended 31 March 2022.
Board member Role Quarterly

Dr MA Madzivhandila %
Chairperson 10/15
@
%
Board Human Capital, Social & Ethics Committee Meetings include Quarterly Meetings and Committee Policy Review Session.

DRIVING PERFORMANCE
THROUGH REWARD
At the NLC, we are committed to ensuring good corporate organisational objectives, we have listened to and sought feedback
governance and ethical leadership. We take our role in contributing from our shareholder and broader stakeholder group.
to the prevention of financial crime seriously and believe in the
Pleasingly, we are starting to see green shoots across our
transparent disclosure of our responsible remuneration policies and
business, and we remain optimistic that we are gaining momentum
practices, as well as our approach to the responsible management
in our recovery journey. Likewise, we seek to progress our
of our tax affairs.
employee value proposition. We strive to create an environment
The challenges of unprecedented events over the last two years where our employees feel deeply connected and aligned with our
have significantly impacted our organisation and employees. purpose and vision. This is demonstrated by their relentless focus
However, we have made significant progress on our reward journey on delivering at every stage of our journey. We want our employees
since the COVID-19 pandemic began. Furthermore, to ensure our to feel empowered and motivated to be part of an organisation that
reward strategy is fit for purpose and supports the delivery of our rewards and recognises high performance.
OUR REMUNERATION COMMITTEE

“Creating and preserving value through aligned reward.”
Our reward roadmap outlines the NLC’s reward journey since 2014, including those areas that will be
actioned in the next year and feedback on our engagements with stakeholders. Furthermore, the roadmap
outlines the committees’ focus areas during 2022 and its forward-looking focus areas for 2023.
THE PAST
NLC did a Formal Policy 2014. Calibration with Senior
It was built on an approach Management resulted in
where management applied
the prior the policy inception
the pillars of the policy
which defined the “fixed”
2022
the 25th perentile and all remuneration with benefits CURRENT
other employees’ @ the 50th
percentile.
being an expense to the
business.
SITUATION
The fixed remuneration was to The approach with TGP Excluding benefits
TGP AND exclude the medical aid and insured has created the “GAPS” seen externally
benefits. Hence the people pay on the benchmarking completed with
BENEFITS costs were defined without medical REMCHANNEL’S national market. The SOE
aid and risk benefits. benchmarking has also been completed.
REMUNERATION POLICY Efforts toward alignment include:

• Implementing SOE’s guidelines on remuneration and incentives.
We manage our remuneration fairly, responsibly, and
transparently. In addition, we strive to ensure that remuneration • Ensuring that the remuneration and incentive philosophy
practices support the NLC’S strategic objectives, encourage aligns with the shareholder compact to drive individual and
value creation and preservation while protecting against value organisational performance.
erosion, and advance the people agenda as an employer of • Ensuring adherence to the DPE’s guidelines for the
choice as part of our long-term sustainability strategy. remuneration of executives, prescribed officers, and non-
executive directors. Our remuneration policy has been
We seek to align with the requirements of the King Report on submitted to the Dtic (Department of trade, industry and
Corporate Governance for South Africa, 2016 (King IV)TM1. Competition) and our future-fit strategy will be finalised based
on feedback from the Board.
• Addressing the alignment of the remuneration of managerial
and bargaining unit employees.
1 Copyright and trademarks are owned by the Institute of Directors in

Southern Africa NPC and all of its rights are reserved. All further use in
this document is done with acknowledgement of this ownership.

A B C D E F
Our reward philosophy underpins our strategy in supporting a high-performance culture that rewards engaged employees that make
meaningful contributions to achieve the NLC’s purpose, vision, and values. Our core reward principles support the philosophy. Our reward
elements are delivered through core financial remuneration elements and design principles.
NLC core reward principles:
1. Internal Equity
2. External Competitiveness
3. Annual remuneration adjustments
4. Reward for Performance
REMUNERATION OBJECTIVES
Through our remuneration policy, we seek to achieve the following objectives:
Motivate to ensure
strategic alignment
Attract to enable the Achieve to support
and engage with organisational and retain achievement
of strategic
parity and sustainable
business
employees and individual top talent objectives equity performance
objectives
REMUNERATION MODEL
Our remuneration model balances short-term and long-term financial and non-financial rewards to drive a high-performance culture.
The critical components of this model include:
GUARANTEED PAY VARIABLE PAY NON-FINANCIAL
• Cash salary Short-term Long term Retention • Development and

• Company benefits incentives (STI): incentives incentives: for training
(provident fund Annual incentive (LTI) measured the retention of • Study assistance for
medical aid and scheme measured against long term key staff employees’ tertiary
insured benefits) against agreed performance education
• Study assistance for performance hurdles and targets • Study assistance for
DESCRIPTION
employees’ tertiary hurdles and (not implemented employees’ children’s

education targets as per the yet) tertiary education
Remuneration
• Leave benefits
Policy over and above the
Basic Conditions
of Employment Act
(BCEA)
• Employee wellness
programmes
• DBSA culture and
environment
• Fixed pay for the Encourage and • Encourage Retention of critical • Preferred and
scope and depth of reward superior continuous and scarce talent nurturing employer
OBJECTIVE
role, experience and performance in a high levels of • Conducive working

level of responsibility financial year performance environment
• Attract and retain • Long term
through competitive financial
base pay sustainability
• retention
ELIGIBILITY
All All Executive Executive All

management and management and
key talent key talent

DRIVING PERFORMANCE THROUGH REWARD (CONTINUED)
ALIGNING STRATEGY AND INCENTIVE COLA
STRUCTURES 6%
5%
Our strategy underpins the decisions taken in selecting our short- 5% 3,2% 4.5% 4.6%
4.1%
term incentive with metrics to ensure that our pay arrangements 4%
Percentage
4,5%
support the delivery of the organisation’s strategy and the 3%
fulfilment of our potential for long-term sustainable growth. 2%
1%
NLC is subscribed to RemChannel for benchmarked and salary
0%
survey. 2018/2019 CPI 2020/2021 CPI 2021/2022 CPI
Years
REMUNERATION PHILOSOPHY FOR EXECUTIVES

Our remuneration policy’s structure for directors, executives,
and other salaried employees reflects the different levels of
responsibility and market practices. The essential difference
is increased emphasis on incentives or variable performance-
related pay in senior roles.
We aim to attract and retain executive management in a
competitive market through fair and equitable remuneration.
Furthermore, our approach to remuneration strives to reward
performance that exceeds expectations and supports the
achievement of organisational objectives. Executive remuneration DRIVING EQUITY, DIVERSITY AND INCLUSION
is designed to demonstrate a clear relationship between We believe a diverse workforce representing the vibrant
performance and remuneration and comprises the following: communities operate in promotes innovation and drives
transformational growth. We are therefore committed to attracting
Guaranteed remuneration Variable remuneration and retaining a diverse workforce to serve our stakeholders.
Guaranteed remuneration is Variable remuneration The Employment Equity Act sets out the principle of equal
fixed and includes compulsory is linked to achieving pay for equal value, encouraging employers to make strides in
benefits, such as medical aid, individual and organisational addressing inequality in pay outcomes. The gender pay gap is
pension, group life and death performance objectives, one such matter to consider, with legislation being introduced
benefits, as well as allowances subject to defined in many countries worldwide, and South Africa, too, has taken
for motor vehicle expenses gatekeepers. steps to remedy the situation. We aim for balanced remuneration
and personal security. outcomes that are fair and responsible to all stakeholders, with
Short-term incentives relate
a clear pay-for-performance link to remuneration outcomes and
Annual increases are subject to a single financial year.
stakeholder value creation and preservation over the long term.
to approval by the shareholder.
The NLC seeks to offer similar benefits to all employees in the
same professional levels of work. However, harmonisation may
REMUNERATION ARRANGEMENTS FOR OTHER be gradual to account for the NLC’S financial situation and other
EMPLOYEES – BARGAINING UNIT such factors.
Increases for the bargaining unit are negotiated annually with
NEHAWU, the recognised labour union, considering various
internal and external factors such as affordability, market
conditions, and benchmark information.
A total increase pool of 4.5% was agreed upon for the bargaining
unit. Retrospective salary increases will apply for the 2020/21
financial year, with back-pay effective 1 April 2020 to 1 April 2021.

A B C D E F
STRATEGIC OUTLOOK – FUTURE FOCUS AREAS

We want our people and reward strategy to be focused on building a future-fit workforce, culture, and people experience that enables the
business to respond effectively to the needs of the organisation and its impact on the environment.
THE FUTURE “FIT” PLAN
It is a key requirement for an external A comprehensive review of

team to perform a “deep dive” into the the various allowances and
external benchmarking on the core benefits. This will include a
structures pay for all jobs. Design the cost analysis on all benefits.
correlation table of grades and pay A Revised Remuneration
to the market median with a 2023 Policy – Based on cost to
budget plan for once off payments. company
STEP STEP
2 4
STEP STEP
1 3
To develop an understanding The scope of the work to be Lead the HR team to adopt
of the internal and external conducted with REMCHANNEL the revised policy and pay
core structures to the grades and will include: system
of NLC. Have a guideline for
Recruitment on salary bands.  A high level job matching; and
 A review of the salaries to the
external median of the market
LOOKING AHEAD
Our reward roadmap seeks to enable a future-fit workforce aligned with the evolving needs of the business by:
• Implementing an agile operating model and ways of working to improve speed and efficiencies.
• Assessing current plans.
• Communicating results and identifying refinements.
• Conducting a risk assessment with improved people policies for 2022/2023.
• Implementing guiding principles on remuneration.
• Ensuring a total guaranteed pay compensation programme design.
• Revising the incentive plan provisions.
• Improving performance measures and goal setting.
• Enhancing administrative procedures.

Ethics management
At the NLC, we aim to grow and preserve relationships of trust with our stakeholders by conducting our business ethically and protecting the
public funds (received from the Operator and distributed to NPOs for good causes) against fraud and corruption. We believe that leadership
based on ethical foundations results in a culture of ethical and moral behaviour and compliance with laws, rules, codes and standards. The Board
exercised its responsibility to establish and maintain a culture of honesty, transparency, fairness, responsibility and accountability to position the
NLC as regulator and funder of choice. Our internal stakeholders are guided by policies that facilitate ethical decision-making during the ordinary
course of business. The offering of favours to gain unfair commercial advantages is strictly prohibited.
The composition of the Human Capital, Social and Ethics Committee is included on page 79 of the same report. The Committee meets quarterly
and during the current financial year met as outlined above.
During the current financial year, the Committee focused on and monitored NLC’s activities with respect to several matters including workplace,
employee wellness, environment, preferential procurement and B-BBEE.
Integrity in Action
A strong ethics programme grounded in our values is critical to ensuring we remain a responsible and ethical organisation. The NLC continues to
be transparent about the challenges we face, how we learn from them and how we use them as an opportunity to improve and push ourselves
to do better. This report sets out the efforts that have gone into building our NLC Ethics programme, raising awareness of it, monitoring it, and
continuously maintaining and tailoring it, to ensure it is fully embedded into our organisation. Ensuring our programme is implemented in every
office and business unit requires significant ongoing effort. By openly communicating on our programme, we hope we can contribute to the
continued development and evolution of ethics programmes and the promotion of responsible business practices.
Ethics Management Framework:

KEY ELEMENTS OF THE NLC ETHICS MANAGEMENT PROGRAMME
Training and Awareness: Speaking openly and raising concerns:
Training and raising awareness on Creating a culture of speaking out by providing
ethics and compliance risks safe channels to raise concerns and report
possible
Monitoring and reporting:

Assessing the effectiveness of programme ETHICS Policies, Procedures, Standards & Guidelines:
implementation, identifying opportunities MANAGEMENT Establishing approaches and requirements to mitigate
for improvement and reporting to the Board Ethics risks and reflect ethical expectations and
Advice: Risk Assessments:

Providing advice and guidance to Identifying, assessing, and
employees on ethics related matters evaluating Ethics risks and controls

A B C D E F
The NLC adopts the the Governance of Ethics Framework, as developed by The Ethics institution and endorsed by the Public Service
Commission. The Ethics Office report focuses on the elements of the Governane of Ethics Framework. The NLC’s Ethics Programme includes
risk assessments, policies, standards, procedures and guidelines, training and awareness, advice, monitoring, and reporting, as well creating
platforms that encourage speaking openly on possible misconduct. The key elements of our Ethics Management programme establish a risk-
based approach.
1. LEADERSHIP COMMITMENT AND GOVERNANCE STRUCTURES

The Board of the NLC is committed to integrity-based performance that protects and enhances the value and reputation of the National
Lotteries Commission. The NLC is committed to achieving sustainable growth through the practice of good corporate governance,
provision of excellent service and sound regulatory practice.
The Ethics Office provides a comprehensive report of its activities to the Commissioner, Exco, the Board Human Capital, Social & Ethics
Committee on a quarterly basis. The reporting structure is aligned to the adopted Ethics Management framework.
2. INSTITUTIONALISATION OF ETHICS IN THE WORKPLACE

NLC employees are guided by the ethics and conduct policy and gift and donations policy (code). An abridged version of this is included
in all supplier’s contract, grant agreements and the National Lottery operator licence. These stakeholders are expected to abide by the
same level of ethics.
The NLC code is available on the NLC intranet for all employees to access. The ethics office rolled out quarterly organisational ethics
interventions and subsequently considered ¬findings or outcomes of these initiatives. The code is currently under review by the Board.
In the coming ¬financial year, the NLC will continue implementing its ethics strategy, which will be aligned with the NLC sustainable
business strategy. All divisions and business units attended organisation-wide interventions with the themes indicated below:
• Living Our Values
The value activation campaign is aligned to prominent days of the calendar; where events of significance aligning to each of the five
values of the NLC, are used to launch each value activation. The campaign seeks individual understating of each employee of the
NLC of its value system. Employees were invited to interactive sessions. These sessions maximum participation from staff maximised
participation in the campaign through dialog and questions and answers sessions. An independent and external service provider was
sought to facilitate these sessions with the aim of creating a platform that is not bias, and independent.
• Diversity in the workplace
The Ethics Office and the NLC advocates for an environment that is free from discrimination based on gender, race, sexuality, etc, in
its Ethics and Conduct Policy. Staff were reminded to familiarise themselves with the policy to ensure that they understand the NLC’s
expectations when it comes to ethical conduct. The intervention was rolled out during women’s month as part of the commemoration
country wide.
• Ethics of Mental Health in the Workplace: Mental Health Awareness Conference
Pursuant to the Commisions statutory obligations to promote public knowledge and awareness by, amongst others developing and
implementing educational and informational measures to educate the public about the lotteries and educating the public by explaining
the process, requirements and qualifications relating to the application for grants in terms the Act, the Division continued with its
values awareness programme and focused on the Ethics of Mental Health in the workplace, in observance of Mental Health Month.
The conference was dedicated to creating awareness around Mental Health and the Ethics Office took it upon itself to educate staff
and its external stakeholders about mental health in the workplace to reduce the stigma and discrimination that people with mental
health issues are subjected to. This intervention enabled staff and stakeholders to learn from mental health professionals and engage
on issues relating to mental health. The intervention also assisted the Ethics Office in its quest to empower staff and stakeholders on
the expectations and standards of ethical behaviour within the NLC pertaining to mental health issues, especially in the workplace
• Quarterly Media Monitoring
As part of Ethics Risk Monitoring the Ethics Office has procured the services of Ethics Media monitoring services which will assist the
Ethics Office as well as the Legal and Investigations Division to proactively respond to media reports. Quarterly Ethics Media Reports
provide greater insight that centres on ethical or unethical criteria. The overall breakdown was that 66% of the coverage was ethical
and 34% was unethical. This is a sound outcome, and an improvement relative to the previous year. (In the annual period from 1 April
2020 to 31 March 2021, 40% of the coverage was ethical and 60% was unethical.)
• A Respectful Working Environment
This was a landmark session where different experts from different areas of business were invited to a panel discussion and
discussing pertinent workplace dynamics such as, sexual harassment in the workplace, bullying in the workplace, tribalism in the
workplace, equality, and discrimination in the workplace. The Ethics Office continued with the publication relating to the event NLC
Social Media platforms and through paid partnership with the Sunday World featuring various articles covering the theme of the event.

3. DECLARATIONS OF INTEREST
During the 2021/22 financial year, all Board members and employees lodged their disclosures of interest. The disclosures were assessed
internally by the Ethics Office and subsequently sent for external verification by an external service provider. No material conflicts of
interest were identified.
Internal and External Stakeholder Vetting

Grant Funding Applicants
During the 2021/22 financial year, the Ethics Office reported on the assessment of Conflict of Interest conducted for the Grant Funding
division. The purpose of this assessment was to provide feedback on conflict-of-interest assessment for funding applications submitted.
The NLC is always committed to conducting business ethically and thereby ensuring fairness and transparency.
The NLC Conflict of Interest Barometer is used to get a conflict-of-interest score for respective applicants. The score then determines the
COI category under which an applicant falls. Where an organisations conflict-of-interest score is 16 or greater, the application is referred
for external review. On external review, the applicant’s information is verified against the following databases:
• Companies and Intellectual Property Commission.
• CSD registration verification.
• 2 x Company Credit verification at different Credit Bureaus.
• Separate bank account verification (where needed).
• Regulatory bodies (if applicable).
• Deeds Office (if applicable).
The score is determined by the following two factors:
1. Association with an employee of the Commission
2. Association with any other organisation that has received or applied to receive funding from the Commission.
Conflict of Interest Status for Grant Funding Applicants
No/Potential Conflict of Interest or Managed Conflict of Interest or Fundamental Conflict of Interest or

Circumstance/Duty Circumstance/Duty Circumstance/Duty
98% 2% 0%
Assessment concluded; no further Refer for External Assessment Refer to Legal for Investigation.
assessment required. with Vetting Agency.
NLC continue to monitor compliance

with Grant Agreement.
Supplier Vetting
During the current financial year, the Ethics Office conducted vetting of suppliers who submitted proposals for business, from the SCM
office. Our independent external service provider conducted the vetting and provided reports which were advanced from the SCM office.
Feedback in terms of reports was shared with Supply Chain Management unit with findings and recommendations.
Staff Vetting
During the FY2021/22 a total of 280 employees out of a total of 304 had disclosed their interests on the MyDisclosure system.
This represents 92% compliance with the Ethics and Conduct Policy. Employee files of the 8% non-compliant members of staff were
submitted to HCM for sanctions in line with relevant policy. The following internal assessment, all staff declarations received by the Ethics
Office were referred for external verification.
The Ethics Office continues to ensure that the vetting process becomes an ongoing process to address and manage the risk of conflict of
interest that the NLC may be exposed to.

A B C D E F
STRATEGIC CONSIDERATIONS
While the NLC continues to be a catalyst for social upliftment - our commitment to running an organisation that is rooted in ethics and
integrity will never change. The introduction of our internal and external vetting process is yet another way we continue to ensure that
we uphold the highest ethical standards. In the coming financial year, the NLC is embarking on an exciting Integrity Enhancement
Programme for external and internal stakeholders. This programme will see the enhancement of our vetting processes and includes
integrity testing for staff, management and board and a Corporate Governance Development Programme for our beneficiaries.
The NLC employees are guided by the ethics and conduct policy and gift and donations policy (code). An abridged version of this is
included in all suppliers’ contracts, grant agreements and the National Lottery Operator licence. These stakeholders are expected to
abide by the same level of ethics. The NLC code is available on the NLC intranet for all employees to access.
The ethics office rolled out quarterly organisational ethics interventions and subsequently considered findings or outcomes of these
initiatives. The code was reviewed and approved by the Board during March 2021. In the coming financial year, the NLC will continue
implementing its ethics strategy, which will be aligned with the NLC sustainable business strategy. The NLC did not incur any fines during
the year.
All divisions and business units attended organisation-wide interventions, and interventions utilised the themes indicated below.
In the case that a Distributing Agency member being an employee or serving on the Board or equivalent governing body of an applicant
for NLDTF, the application from that applicant will be referred to another DA for adjudication. The table of interests declared by the
respective Distributing Agency members is indicated on page 37 of the report.
In the period under review, Board members and employees lodged their disclosures of interest, and no material conflicts of interest were
identified.
Gift declarations
In terms of the donations policy, employees are required to electronically disclose all gifts received from suppliers, from any person who
received a grant or intends to apply or has applied in terms of section 13, for a licence to conduct the National Lottery. The ethics office
recorded a total of 15 gifts during the period.
Health, safety and environmental issues

The NLC places the utmost importance on the health and safety of its employees and the public. The Committee was satisfied with
the assurance of the compliance division and internal audit that the Commission complied with all the applicable health, safety and
environmental laws and regulations. A building condition survey, which included fire rationale and detection, electrical networks
reticulation, ceiling condition, internal and external air quality testing, air-conditioning/HVAC condition and hydrocarbon testing, as well as
water quality sampling was undertaken to evaluate the compliance of NLC head office.
To comply with the provisions of the Occupational Health and Safety (OHS) Act to provide for the health and safety of personnel, visitors,
consultants and contractors, the NLC has an approved OHS policy and OHS implementation plan. An OHS Committee was appointed in
line with the Act to monitor and foster compliance on health and safety issues and recommend appropriate steps to be taken to address
risks and threats. Adherence to the Act has been monitored through a compliance register and risk register, which are presented to the
Board periodically.
Energy-saving, light switching systems were successfully installed. The Board approved the acquisition of provincial office
accommodation, and the Committee is looking forward to the green initiatives that will emanate from these acquisitions. During the
period under review, there were no fatalities, and eight minor injuries were recorded. The NLC has appointed Safety, Health and
Environment (SHE) representatives, of which 100% attended SHE representative functions training.

Social responsibility
The NLC’s core objectives speak to the promotion of social upliftment. Social responsibility is therefore an inherent part of the NLC’s daily
activities. Furthermore, in support of being catalysts for social upliftment, employees voluntarily donated and participated in several initiatives
driven by the office of the Commissioner.
BROAD BASED BLACK ECONOMIC EMPOWERMENT

During the current financial year, the Committee focused on and monitored NLC’s activities with respect to several matters including workplace,
employee wellness, environment, preferential procurement and B-BBEE. Information pertaining to the NLC standing on B-BBEE; Transformation;
and Skills, is elaborated on page 111.
BOARD NOMINATIONS COMMITTEE

Overview
The Board Nominations Committee was established to ensure that the Board comprise of the appropriate balance of knowledge, skills,
experience, diversity and independence for it to discharge its governance role and responsibility objectively and independently.
Outcomes
The Committee developed the Board’s code of conduct as well as code of ethics policies to enhance ethical leadership within the organisation.
An independent Board skills review was commissioned, and the process of enhancement of the Board’s skills and capacity initiated.

The Board Nominations Committee comprises of five members, including the chairperson. In terms of Committee Charter, the Board must meet
at least twice a year. During the financial year ended 31 March 2022, the Committee convened on three (3) occasions. The table below shows the
attendance of these meeting.
Board member Role Meetings

Adv WE Huma @
Member 1/3
@
%
BOARD AUDIT AND RISK COMMITTEE

The Audit and Risk Committee (“the Committee”) is established as an independent statutory committee in terms of the PFMA.
The Committee functions within approved terms of reference and complies with relevant legislation, regulation and governance codes.
The Committee submits this report for the financial year ended 31 March 2022, as required by Treasury Regulation 27.1.10 issued in terms of
Sections 76(4)(d) and 77 of the PFMA.
REPORT OF THE AUDIT AND RISK COMMITTEE

The Audit and Risk Committee (“the Committee”) is established as an independent statutory committee in terms of the PFMA.
The Committee functions within approved terms of reference and complies with relevant legislation, regulation and governance codes.
The Committee submits this report for the financial year ended 31 March 2022, as required by Treasury Regulation 27.1.10 issued in terms of
Sections 76(4)(d) and 77 of the PFMA.
Audit and Risk Committee Membership

The Committee consists of three Independent Members and was chaired by Ms Doris Dondur.
The audit committee comprises four members, including the chair, Ms Doris Dondur. In terms of section 77(b) of the PFMA, the audit committee
must meet at least twice a year. The Committee Charter makes provision for a minimum of four meetings per year. During the financial year ended
31 March 2022, the audit committee met on twenty-nine (29) occasions. The table below shows the attendance of these meetings.

A B C D E F
Audit And Risk Committee Responsibility

The Audit and Risk Committee reports that it is satisfied that it has complied with its responsibilities as outlined in Sections 76(4)(d)
and 77 of the PFMA and Treasury Regulation 27.1.10. The Committee also reports that it has adopted and reviewed formal terms of
reference as its Audit Committee charter and has discharged all its responsibilities as contained therein. The table below shows meeting
attendance during the financial year ended 31 March 2022.
Committee member Role Qualifications Meetings
Ms DLT Dondur Chairperson See page 57 29/29
Prof YN Gordhan Member See page 58 29/29
Adv WE Huma @
Member See page 58 2/29
Dr MA Madzivhandila% Member See page 57 24/29
Ms K Singh Representative from the dti B.Comt (Hons), CTA (Certificate of theory in 0/29
accounting), CIA (Certified Internal Auditor –
through IIA Global), Post-graduate Diploma in
Executive Development
Mr D Kekana Representative from the dti Bcom degree Certified Information 2/29
Systems auditor (CISA)
Certified Ethical Hacker Computer Hacking Forensics

Ms A Brown (By invitation) Board Member Investigator Appointment date: January 2019 4/2924/29
Adv T Nevondwe (By invitation) NLPT Chairperson See page 92 29/29
Ms T Ramuedzisi (By invitation) NLPT Trustee See page 92 29/29

@
%
Meetings include: :
• Special Meeting (AFS Approval, NLPT Workshop)
• Board Policy Review Session
• Investigation Reports
• Mainly 2021/2022 External Audit matters
A summary of the responsibilities discharged is as follows, with the detail of the specific sections after the summary:
Task Frequency Status

Review Audit Committee charter and recommend to the Board for approval Annually Complies
Approve Audit Committee annual work plan Annually Complies

Agree process for assessment of performance of the Committee Annually Complies
Review the performance of the Committee and its members and report back to the Board Annually Complies
Insurance Review and Renewal Annually Complies
Consider proposed approach to summarised annual results and to the annual report Annually Complies
Review policies, estimates and assumptions to be used in financial statements Annually Complies
Approve Audited Annual Financial statements Annually Complies
Overview of financial results YTD including: Quarterly Complies
• Procurement Report
Updates on accounting and compliance matters, including: Annually Complies
• AFS status
• Tax compliance
Approval of Annual Budgets Annually Complies
Approval of Annual Report Annually Complies

Task Frequency Status
Review the actual revenue and expenditure of the quarter Quarterly Complies
Review the APP Annually Complies
Review of delegation of authority matrix Annually Complies
Note Financial Management Division’s Functional Strategy Annually Complies
Approval of policies: Annually Complies

• Financial Performance
• Cash Management Policy
• Investment Policy
Review and approve the Internal Audit charter and recommend to the Board for approval Annually Complies
Approve the Internal Audit plan and resources Annually Complies
Evaluate the performance of the Internal Audit function and the requirement for an independent Annually Complies
quality review
Consider the Internal Audit formal documented review of the design, implementation and Annually Complies
effectiveness of the system of internal controls
Review whistle-blowers arrangements to enable employees and outside whistle-blowers to report, in Quarterly Complies
confidence, their concerns
Note Internal Audit Functional Strategy Annually Complies
Review risk management strategy Annually Complies
Review combined assurance model, progress and risk reports Quarterly Complies
Note Risk Functional Strategy Annually Complies
Assessment of Risk Registers Annually Complies
Review of the ICT strategy Annually Complies
Review ICT Charter and Policies Annually Complies
Review of ICT internal control framework Annually Complies
Review of ICT business resilience arrangements for disaster recovery Annually Complies
Review of Information Security strategy and management system Annually Complies
ICT Quarterly Reports Quarterly Complies
Note ICT Division’s Functional Strategy Annually Complies
Consider legal and regulatory requirements to the extent that they may have an impact on the Annually Complies
financial statements and annual report
Review the effectiveness of the system for monitoring compliance and the results of management’s Annually Complies
investigation and follow up of any instances of non-compliance
Review Compliance Risk Register Annually Complies
Approve the terms of engagement of the external auditor, including remuneration Annually Complies
Review and approve the annual external audit plan Annually Complies
External audit report feedback Bi-annually Complies
Assess the quality, effectiveness and performance of the external audit process Annually Complies
Review Auditors’ Report Annually Complies

A B C D E F
THE EFFECTIVENESS OF INTERNAL CONTROLS

The PFMA requires the Accounting Authority to ensure that the organisation has and maintains effective, efficient and transparent systems of
financial, risk management and internal control, while it is the Committee’s role to review the effectiveness of internal controls and oversee risk
management. Reviews on the effectiveness of the internal controls were conducted and they covered financial, operational, compliance and risk
assessment.
In line with the PFMA, Internal Audit provides the Committee and management with reasonable assurance that the internal controls are
appropriate and effective. This is achieved by evaluating internal controls to determine their effectiveness and efficiency, and by developing
recommendations for enhancement or improvement. The Committee’s review of the findings of the Internal Audit work, which was based on the
enterprise risk assessments conducted, revealed certain control weaknesses, in mitigating those risks mainly on:
• ICT environment; and
• Procurement processes not in accordance with supply chain management and National treasury prescripts.
These control weaknesses were brought to the attention of the Management team.
Through the Committee’s analysis of the Internal audit reports and engagement with the management team, the Committee reports that the
system of internal controls for the period under review was inadequate with room for improvement around ICT environment and supply chain
management and to reduce the risk to an acceptable level.
THE QUALITY OF THE QUARTERLY THE EFFECTIVENESS OF INTERNAL AUDIT

MANAGEMENT REPORTS Internal Audit is responsible for reviewing and providing
The Audit and Risk Committee has reviewed the quarterly assurance on the adequacy and effectiveness of the internal
management reports and is satisfied with the quality thereof. control environment across all the significant areas of the
organisation and its operations.
ENTERPRISE RISK MANAGEMENT The Committee is responsible for ensuring that the organisation’s
The enterprise risk management (ERM) function has in internal audit function is independent and has the necessary
consultation with the Committee, embarked on a multi-year resources, skills, standing and authority within the National
journey to implement an integrated risk approach, adapting Lottery Commission to enable it to discharge its responsibilities
the key learnings from the King IV Report on Corporate effectively. The Internal Auditors have unrestricted access to the
Governance™ for South Africa, 2016, COSO ERM Framework Committee.
2017 and the ISO 31000 Standards.
The Committee reviews and approves the internal audit plan
The Committee is satisfied with the scope and direction taken annually. Internal audit’s activities are measured against the
by ERM to ensure the organisation develops and implements approved internal audit plan and the Chief Audit Executive tables
an appropriate integrated and proactive risk management progress reports in this regard to the Committee.
approach, consistent with the needs, mandate and strategy of
In the year under review, the Internal Audit Activity developed and
the organisation and designed to strengthen decision-making
implemented a risk-based strategic and operational coverage
capabilities at all levels of the organisation. The committee
plan in accordance with the IIA standards and the Internal
is satisfied with the management of key risks and progress
Audit Methodology. This coverage plan was approved by the
on implementation of mitigation plans to manage risks to an
Committee and quarterly reviewed. The table below summarises
acceptable level, except for the following critical risks that are
the internal audit overall opinion for the financial year ended
outside the control of the organisation but have a bearing on the
31 March 2022 which was determined based on the audit results
NLC’s operations and execution of its mandate and strategy,
for the financial year under review:
namely:
• Ineffective shareholder relations. Audit area Overall rating
• Failure to timely recommend the appointment of the Fourth Information Technology Adequate and partially effective
National Lottery Licence Operator.
(room for improvement)
• Ineffective succession management for the Board and Audit Financial, Operations Adequate and effective
members of the Distribution Agency.
and compliance audits
As part of integrated reporting and to complement and improve
risk management, the organisation has adopted a combined Risk management audit Adequate and effective
assurance model with the objective of providing a basis for
identifying areas of potential assurance gaps by bringing
identified specific level of assurances to ensure that all risk gaps
are dealt with accordingly. The Committee is satisfied with:
• The level of assurance received.
• That there were no assurance gaps or duplication of efforts by
assurance providers.

The Audit and Risk Committee is satisfied that Internal Audit has EXTERNAL AUDIT: AUDITOR-GENERAL
properly discharged its functions and responsibilities in the year SOUTH AFRICA
under review. Internal audit has undertaken a quality assessment
review performed by independent firm and has achieved a The Committee noted the terms of the Auditor-General South Africa’s
Generally Conforms rating to the International Standards for engagement letter, audit strategy and audit fees in respect of the 2021/22
The Professional Practice of Internal Auditing. financial year.
Even with this rating a number of significant improvement The Committee also monitored the implementation of the action plans
opportunities were identified in 2021/22 financial year, mainly to address matters arising from the Management Report issued by the
relating to the management of and quality assurance of Auditor-General South Africa for the 2020/21 Financial Year.
audit engagements. A Partially Conforms overall rating was The Committee confirms that it was kept informed as to the progress
consequently achieved in the following series of International made with the external audit process and the challenges; on a regular
Internal Audit Standards: basis and by all involved.
• 2000 – Managing the Internal Audit Activity The Audit Committee has also had several in committee meetings with
• 2100 – Nature of Work the Auditor-General of South Africa.
• 2300 – Performing the Engagement The Committee concurs and accepts the conclusions of the
• 2400 – Communicating the results Auditor-General on the AFS and is of the opinion that the audited
The outcome of file reviews also received a Partially AFS be accepted and read together with the report of the
Conforms rating. Auditor-General South Africa.
The Committee is quarterly monitoring the implementation and

resolution of the findings related to this Quality Assessment GENERAL
Follow-Up Review and progress has been made in this regard. The Committee strongly recommends that the organisation
implements the recommendations made by its assurance
EVALUATION OF AFS providers, both internal and external audit, relating to
The Committee reviewed the AFS of the organisation and procurement and especially the Information Technology
is satisfied that they comply with the applicable Accounting recommendations.
Standards and that the accounting policies used are appropriate.
The AFS were reviewed with the following focus:
CONCLUSION
The Committee has reviewed the Auditor-General of South
• Significant financial reporting judgements and estimates. Africa’s management and audit reports for the financial year
• Clarity and completeness of disclosure and whether disclosures ended 31 March 2022 and concurs with their conclusions.
made have been set properly in context. The Committee therefore accepts the audit opinion and
conclusion expressed by the Auditor-General of South Africa
• Changes in the Accounting Policies and Practices.
on the AFS, annual performance report and annual report.
• Significant adjustments resulting from the Audit.
Signed on behalf of the Audit and Risk Committee by:
• Compliance with accounting standards and legal requirements.
• Explanation for the accounting treatment adopted.
• Reasons for year-on-year fluctuations.
• Asset valuations and revaluations.
• Re-assessment of the useful life of the assets. Ms Precious Mvulane
The review of the AFS and the Annual Report for the 2021/22 Board Audit and Risk Committee
Financial Year was done at the Committee’s meeting held on
31 July 2022. Date: 31 July 2022

A B C D E F

OPERATIONAL
EXCELLENCE
Supporting sustainable lotteries and sports pools through 85
our regulatory activities
Operations at a glance 86
Enabling catalytic change through our grand funding activities 93
Grant funding 94
Operations Division 98
Human Capital 104
SECTION D

A B C D E F
CASE STUDY
SUPPORTING SUSTAINABLE LOTTERIES AND SPORTS

POOLS THROUGH OUR REGULATORY ACTIVITIES
The NLC has a dual mandate to regulate all lotteries and sports pools and to fund good causes.
Through our regulatory work, we focus on, among others:
Ensuring player Safeguarding the fairness Monitoring protection and Ensuring compliance
protection of the National Lottery payment to prize winners and enforcement
To create and maintain a safe and sustainable lotteries industry while protecting participants.
REGULATORY APPROVALS ENSURE THE FAIRNESS AND INTEGRITY OF THE NATIONAL LOTTERY
For every amendment, such as new games, channels of play and changes to game rules and prize pay-out structures, the NLC receives
proposals from the Operator. These proposals are assessed and recommended to the Board to advise the Minister on approval thereof, as
required in the Act and the licence.
Before recommending approval, the NLC considers the following critical matters, among others:
Player Projected returns Impact on the
Legality
protection for good causes National Lottery brand
PROTECTING PLAYERS IS CENTRAL TO OUR MANDATE

Some of the critical activities we pursue to protect players include:
• Ensuring there are controls in place to protect against excessive play • Ensuring clear communication to players
• Confirming there are controls in place to protect against underage play • Certifying that the Operator pays prizes promptly
• Educating players about illegal lotteries and the consequences of • Protecting players against possible fraud
participation thereof • Ensuring the Operator protects the anonymity of winners
• Handling complaints about the National Lottery
OTHER REGULATORY OVERSIGHT ACTIVITIES CARRIED OUT DURING THE YEAR TO ENSURE THAT THE TRUST
AND INTEGRITY OF THE LOTTERY LANDSCAPE WERE MAINTAINED INCLUDED:
9 063 society lottery guidelines were distributed to Non-profit Organisations (“NPO’s”) in all provinces
Player protection and
compliance Awareness 100 seminars on society lotteries, lottery managers and participant protection
Programmes programmes were conducted in all provinces.
The Operator’s compliance against Licence requirements was continuously monitored,

and the Operator achieved a Level 1 B-BEE rating. Furthermore, we conducted reviews on Monitoring of the Operator
the Operator’s compliance with responsible play requirements.
As part of our enforcement mandate, we identify and keep informed of various schemes that are
advertised requiring public participation. It is only through detailed legal analysis that we can ascertain
Surveillance and whether or not such schemes can be deemed lotteries and, if so, whether they are permissible in terms of
investigation of lottery the Lotteries Act, as amended or are conducted without prior approval, which would render them illegal.
schemes 1058 lottery schemes were investigated and
And legal analysis drafted on 100% of identified and investigated lottery schemes. The financial impact
on the National Lottery was estimated at R77 538 500
A retailer refers to those vendors who operate terminals to sell lottery tickets.
Retailer inspections are conducted to ensure that the integrity of the National
Retailer inspections
Lottery and sports pools is maintained. During the year under review, the Regulatory
Compliance Division conducted 972 retailer inspections nationally.

OPERATIONS AT A GLANCE
REGULATORY GRANT FUNDING
Regulatory compliance is the cornerstone of the NLC, with the primary The NLC also serves as a Grant Funder, providing registered non-profit
mandate of the organisation being that of a regulator. organisations with funding to establish projects that improve the lives of
The division is charged with the responsibility of protecting the public everyday South Africans. Our grant funding focuses mainly in areas that
against prohibited lotteries through identifying, investigating and closing require enough support to be able to bring growth and change within
down activities, as well as implementing the participant protection impoverished communities. The impact of our grant funding model is
strategy. designed in a manner that plays a pertinent role in changing people’s
lives. We, as a commission, are guided by a strict mandate, that governs
The division continues to ensure that the regulator is central to our operations and helms the model of our grant funding.
shaping policy direction through engagement with stakeholders and
policymakers and ensuring that lotteries and sports pools are conducted
with due proprietary, that lottery participants are protected, and lotteries
provide contributions to good causes.
OPERATIONS DIVISION
MONITORING AND M&E MARKETING AND RESEARCH AND
EVALUATION (M&E) COMMUNICATIONS DEVELOPMENT (R&D) PROVINCIAL OFFICES
Measures the impact of Rooted in the vision – to be a The R&D Unit coordinates the The NLC provincial offices are
funding. catalyst for social upliftment – and research activities of the NLC. aimed at improving accessibility to
includes strategies and activities the NLC’s service offering.
within the area of stakeholder
relations.
INFORMATION,
ICT continues to be an enabler of conducting COMMUNICATIONS
business more efficiently. AND TECHNOLOGY
DIVISION
The human capital division represents the organisation’s heartbeat in that it ensures
the organisation gains knowledge, talents, skills, abilities, experience and intellectual
HUMAN CAPITAL
capital through the NLC’s most valued asset, its employees. DIVISION
The NLC is required to fulfil its mandate and ensure that the Commission performs its
functions efficiently and effectively in compliance with the Act and any other applicable
law. The Legal division ensures that the NLC provides guidance and support the
Board in applying the principles of openness and transparency to advise the Minister
on the efficacy of legislation pertaining to lotteries and ancillary matters, exercises its LEGAL SERVICES
power to institute legal proceedings in order to properly discharge its functions and
responsibilities and approach any court for any order the Board deems appropriate for
effective regulation and enforcement of the Lotteries Act.

A B C D E F
REGULATORY COMPLIANCE
OVERVIEW OF REGULATORY ACTIVITIES ACHIEVED IN LINE WITH OUR VALUES
Monitoring of all lotteries and sports pools to ensure they are conducted with integrity.
Being an enabling regulator for lotteries and sports pools operators to ensure that their requests for
regulatory approvals are attended to timeously. Addressing all enquiries and complaints by providing
complete and accurate information.
Protecting lottery and sports pool players’ interests; assisting operators of lotteries and sports pools
to adhere to regulatory requirements and enforce compliance.
Achieving our performance targets ensures that we remain effective in our regulatory work by
protecting lottery and sports pools players and supporting education and awareness on the Lotteries
Act.
Seeking new and improved ways of doing our work to ensure efficient and effective utilisation of
resources. Assessing and approving innovative ways proposed by lottery and sports pools operators
to ensure the success of their operations while adhering to regulatory requirements.
REGULATORY VALUE CHAIN

The NLC’s regulatory compliance value chain is based on the core regulatory activities of a well-functioning lotteries and sports
pools regulator.
• National Lottery • National Lottery • Issuing of National • Participants • National Lottery

and sports pools bid evaluation Lottery and sports protection. and sports pools
RFP. and adjudication. pools licence. • Education and compliance
• Society lottery • Society lottery • Certification of awareness. monitoring/
application. application society lotteries regulation.
• Enforcement.
processing. and schemes. • Society lotteries
• Other lotteries compliance
exempt monitoring/
application. regulation.
• Other lotteries
regulation.
The NLC’s mandate to regulate all lotteries and sports pools with integrity and ensure the protection of all participants is realised through the
activities of the Regulatory Compliance Division. The NLC’s regulatory mandate continues to be one of the organisation’s main priority areas,
focusing on regulating and monitoring the compliance and performance of the Operator with the Lotteries Act and licenses to conduct the
National Lottery and sports Pool. The NLC ensures optimum and balanced regulation of lottery operators through the regulatory compliance
model depicted on page 88.
In accordance with the Board’s directive to ensure that the NLC is positioned and recognised as a regulator, the following must
be implemented:
• Developing a strategy that will influence the direction of the legislation by advising the Minister.
• Aligning the structure to the regulatory mandate of the NLC.
• Introducing programmes that give effect to section 2B that stipulates that the Commission must ensure that the interests of participants in
the National Lottery are adequately protected.
• Exploring and recommending to the Minister innovative ways to combat illegal lotteries, including licensing certain illegal lotteries, i.e., Fafi
and online activities.
• Exploring opportunities in private lotteries as contemplated in the Lotteries Act.

REGULATORY COMPLIANCE (CONTINUED)
Financial
dimension
• Revenue
Leg dim y comp

• Key financial results
indicators
al r ens
ens lue
•
ion
dim lic va
Reg
equ ion
Equ rency
ula
irem
y
a
to
Pub
alit
nsp
r
Tra
ent
s
•
•
lian
ce
REGULATORY
COMPLIANCE
•
Soc
MODEL
Sta ge n
ens nal
tion
ma imen
ial
ion
•
keh e
dimeratio
per
fac
d
n a
atis
form
Em
ty
old nt
tivi
er s
plo
Op
anc
duc
er
s
yee
tom
i o
eo
Pro
rela ers an
Cus
f su
Social
tion
•
ppl
participation
•
i
s
dimension
d re
tail
• Social responsibility
ers
• Participation protection
• Supplier development
Source: [Dr Lea Meyer, 2013]
REGULATING THE NATIONAL LOTTERY

AND SPORTS POOLS OPERATOR
The National Lottery comprises various games of chance.
The main objective of our regulatory work is to ensure
that the integrity and reputation of the National Lottery
and sports pools are maintained. The protection of lottery
participants further remains top of our agenda to ensure
agreements by Ithuba adhere to the Act and licence
agreement.

A B C D E F
REGULATORY ACTIVITIES
Central to the mandate of the NLC is the regulation of the National Lottery. A licence to operate the National Lottery was awarded to Ithuba in
2015, in terms of the Lotteries Act, No. 57 of 1997, as amended. As part of the ongoing regulatory work and delivering on the APP target for
the period under review, the following was conducted in regulating and ensuring the Operator’s compliance with and performance against the
licence agreement and the Act:
1. VETTING PERSONS THAT RUN OR ARE ASSOCIATED WITH RUNNING THE NATIONAL LOTTERY
All directors and staff of the Operator are vetted, together with retailers who sell National Lottery tickets. The NLC also ensures that
contractors that conduct business with the Operator are also vetted to ensure that the integrity of the National Lottery is maintained, and
players are protected.
2. PROVIDING REGULATORY APPROVALS AND MINISTERIAL ADVICE

The NLC receives proposals from the Operator for new games or changes to existing games, the introduction of alternate channels
of play and amendments to game rules and prize pay-out structures. These proposals are assessed and approved by the Board
as required in the Act and the licence agreement. The Operator submitted various proposals during the year under review, and the
necessary approvals were granted once compliance with the Act and licence agreement were verified.
3. ENSURING PLAYER PROTECTION

Protecting players is central to our regulatory mandate. The following are some of the critical activities we perform to protect players:
Protecting players
Ensuring that the Conducting reviews Approving
against possible fraud
Operator pays prizes to ensure that the and monitoring
by ensuring the Operator
promptly by conducting Operator protects the descriptions and
implements appropriate
regular reviews of anonymity of winners, procedures for key
security measures to
payments to prize in line with licence processes (e.g., draws
verify the identity of
winners. requirements. and prize payments).
winners who claim prizes.
Ensuring that clear Handling complaints

Ensuring that there
information is available from players regarding Ensuring that there
are controls in place
to players, including service from the are controls in place
to protect players
information on games retailer or the Operator to protect against
against excessive
available, how to play after exhausting the underage play.
play.
and claim prizes. handling procedures.
4. SAFEGUARDING THE FAIRNESS OF THE NATIONAL LOTTERY DRAWS

Through inspections, reviews, certification and testing, we have ensured that all draws are fair, number selection is random, and results
are accurately recorded. Approved procedures govern how the National Lottery draws are carried out, and every draw is overseen by
independent auditors who also provide assurance that the draw is carried out correctly in line with approved procedures. Furthermore,
the Operator is required to carry out periodic tests and re-accreditation of draw equipment/systems to ensure the randomness of draw
results. The recently adopted Random Number Generator is independently tested and accredited for randomness and independence.
5. MONITORING OPERATOR COMPUTER GAMING SYSTEMS THROUGH THE INDEPENDENT VERIFICATION

SYSTEMS
The NLC monitors the reliability, security and efficiency of the National Lottery’s central gaming system and network of terminals to
ensure that every National Lottery ticket bought is appropriately recorded and included in the relevant draw. The system allows the NLC
to agree sales figures and prize shares and make certain that the number of winners and prize amounts are accurate after each draw.
The system also enables the NLC to confirm that monies due to good causes are correctly determined.

6. MONITORING OF PROTECTION AND PAYMENT OF PRIZE WINNERS

During the period under review, we monitored and verified that:
The correct prize The Operator transferred prize

allocation has been money won, but not yet claimed, into
made and paid across the Participants Trust Fund, to keep
all games. it secure for future prize claims.
Unclaimed and expired prizes are One of the critical regulatory tools for ensuring
transferred to the NLDTF. These are prizes the protection of participants is the NLPT, as it
that have not been claimed within 365 days safeguards the prize monies to ensure that all
after the draw date. winners are paid their winnings.
7. PROTECTING THE NATIONAL LOTTERY BRAND AND INTEGRITY OF THE NATIONAL LOTTERY
We have monitored the National Lottery website and other media to ensure the integrity of the National Lottery information displayed
therein. We also verified that Trademarks, Copyright and National Lottery logos correctly appear on all National Lottery materials available
to the public. This ensures that players can tell the difference between the National Lottery and other gambling products available in the
market. Retailer inspections were regularly conducted to ensure that retailers comply with regulatory requirements.
8. MONITORING THE IMPLEMENTATION OF SOCIAL RESPONSIBILITY PROGRAMMES, B-BBEE, SUPPLIER

DEVELOPMENT INITIATIVES, LOCALISATION AND ECONOMIC EMPOWERMENT REQUIREMENTS
The Act and licence agreement stipulates that the Operator will initiate and support opportunities for social and economic empowerment,
affirmative action, employment equity and representation, training and skills development, promotion of small businesses and job creation,
advancement of women in business, as well as winners counselling and financial advice. The Operator is also required to show commitment
to and comply with all B-BBEE legislation and localise its procurement of goods and services to the extent that it is reasonably possible,
without having a detrimental effect on the running of the National Lottery. The Operator has submitted the required progress reports on the
above initiatives, and the NLC has verified the information reported.
9. HANDLING COMPLAINTS ABOUT THE NATIONAL LOTTERY

The NLC has also handled complaints raised in connection with the National Lottery. Complaints are reported to the NLC as escalation after
exhausting the Operator’s complaints handling processes. However, the NLC accepts all complaints and forwards all those that require
preliminary handling by the Operator. A follow-up is conducted to ensure that all complaints are adequately handled in line with licence
requirements.

A B C D E F
10. ENSURING COMPLIANCE AND ENFORCEMENT

SOCIETY LOTTERIES
The Act permits NPOs to raise funds through lotteries. Interested NPOs are required to register with the NLC. As a result of our education
and awareness initiatives, we have noted an increase in organisations registering as societies. On registration, a society is eligible to submit
a lottery scheme to the NLC for registration. The Act allows an NPO to operate up to six schemes in a year, raising a maximum of R2 million
per scheme.
During the period under review, the division implemented a model for society lotteries. The Act authorises the NLC to conduct inspections
to determine that society lottery activities are undertaken in line with the Act. The summary of society-lottery-related activities conducted
during the year is indicated below: and The summary of revenue generated by the 74 schemes is reflected below:
Funds raised Funds raised

Society lotteries Statistics Month 2021–22 2020–2021
Number of societies registered 32 April R219 380 R362 010
Number of schemes registered 88 May R1 432 442 R338 800
Number of compliance inspections conducted 13 June R1 000 050 R115 090
Number of draw inspections conducted 24 July R306 900 R179 040
Number of pre-approval inspections conducted 33 August R2 202 900 R709 850
Number of exemptions granted 6 September R63 650 R618 560
Number of compliance seminars held 100 October R4 217 475 R812 900
Number of fundraising guidelines distributed 9 063 November R278 645 R3 793 149
Number of lottery returns assessed 74 December R901 850 R489 170
January R1 043 495 R232 865
February R39 880 620 R21 038 787
March R911 050 R905 536
Total R52 458 457 R29 595 702
Our focus for the new financial year will be to continue creating awareness on society lotteries and assisting NPOs who wish to run such
schemes in complying with the Act.
Illegal lotteries and schemes

As part of our enforcement mandate, we identified and were informed of various forms of schemes that were advertised requiring public
participation. Through detailed legal analysis, we ascertain whether or not such schemes can be considered to be lotteries and whether
they are permissible in terms of the Act. If such lotteries are conducted without prior approval of the Board, they are rendered illegal.
Society lotteries that were non-compliant with the Act were identified. We were successful in having such schemes declared illegal as they
were contrary to the Act. These schemes were subsequently discontinued.
Competitions that were run as promotional competitions, but not in compliance with requirements of the Consumer Protection Act,
were also identified as a form of illegal lottery, and the companies were instructed to discontinue competitions. These are considered
key achievements for the NLC for the year under review in delivering our mandate of monitoring and regulating lotteries. Below is a table
summarising the number of investigations conducted for the year:
Lottery schemes investigated Statistics

Number of illegal lotteries investigated and closed 56
Number of promotional competitions investigated and closed 1 010
Number of lottery schemes under investigation 9
Number of schemes investigated 1 075
Number of arrest operations for illegal lottery operators 2
Financial impact on illegal lotteries investigated 77 538 500 (R)
11. MONITORING OF PAYMENTS TO THE NLDTF

We have ensured that the proportion of National Lottery ticket sales that go to good causes, as well as any other prescribed payments, are
transferred from the Operator to the NLDTF in accordance with timelines specified in the licence. For the period under review, we verified
that the Operator’s payments are complete and accurate.

THE NLPT
The NLPT is established in terms of the Trust Property Control Act, No. 57 of 1998. The NLPT was founded by Ithuba Holdings (RF) Proprietary
Limited in accordance with the third licence to operate the National Lottery. The licence is a regulatory instrument provided for under the Lotteries
Act to enable the NLC to fulfil its regulatory mandate of monitoring Ithuba’s operations and Ithuba’s obligations to procure a Trust to protect,
amongst others, prize monies payable to National Lottery participants who have 365 days to claim their prizes. The duty of procuring the Trust is
a critical element of the regulatory function of the NLC as set out in section 10(1)(j) of the Lotteries Act.
The NLC Board, in its capacity as regulator, exercises oversight in accordance with the provisions of the Lotteries Act, the licence and the
principles contained in the King IV Code. The NLPT complied with all reporting requirements by submitting quarterly reports, management
accounts, income and expenditure statements and AFS within the stipulated periods as indicated by the Board of the NLC.
APPOINTMENT OF TRUSTEES
The Board of Trustees comprises two nominee Trustees, who are representatives of the NLC and Ithuba, respectively, and three independent
Trustees. The NLC, with consent from Ithuba, appoints a maximum of three independent Trustees. Trustees hold office for three years and are
eligible for re-appointment at the end of the three-year period.
INDEPENDENCE
All independent and nominee Trustees are deemed to be independent, having adhered to King IV Code principles of independence and criteria
for connected persons as defined in the Income Tax Act. A majority of the Trustees are independent as they have no material interest in the NLC,
interest in the National Lottery Operator, beneficiaries or suppliers. Trustees of the NLPT have fiduciary duties to the Trust and its beneficiaries.
The primary beneficiaries of the NLPT are participants in the lottery who are secured of their prize money as well as the NLDTF as a secondary
beneficiary of interest on the funds that are paid to the NLPT as well as unclaimed and expired prize money.
Trustees are required to complete an annual disclosure of interest. In addition, they are required to disclose interests at every meeting to ensure
that circumstances that may give rise to a conflict of interest are managed and monitored effectively. There were no conflicts of interest identified
during the reporting period.
TRUST ADMINISTRATOR
The Trust administrator is appointed to service the Trust for the duration of the third licence to operate the National Lottery. The Trust
administrator is accountable to the NLPT Board of Trustees for the performance of all financial, administrative, secretariat and clerical functions,
as well as any duties that the Board of Trustees may delegate.
MEMBERS AND ATTENDANCE

The Board of Trustees comprises five members, including the Chair, Adv Nevondwe. The Deed of Trust makes provision for a minimum of four
meetings per year. During the financial year ended 31 March 2022, the Board of Trustees met on eight occasions.
The table below shows the attendance of these meetings:
Date of Quarterly
Committee member Role Qualifications appointment meetings
Adv LT Nevondwe Chairperson LLB (University of Venda) 1 April 2016 9/9

LLM (University of Venda)
LLD (University of Limpopo)
Mr PR Letwaba, CA(SA) Member – NLC Representative BCom Accounting CTA 28 May 2015 0/9
Adv BE Mabuza Member – Ithuba BProc (NWU) LLB (Wits) 22 July 2015 8/9
Representative LLB (Georgetown University)
Ms MT Ramuedzisi CA(SA) ) Member BBusSc (UCT) 1 April 2016 9/9

HDipAcc (Wits) MCom (Computer Auditing)
(UJ) RA
Mr A Mahlalutye Member BSc Quantity Surveying (UCT) Masters in 1 February 2018 9/9
Business Leadership (UNISA)
Masters in Financial Management
(University of London)
Ms XS Ntuli Member BAccountig (UP) 1 February 2018 9/9

HDipAcc (Wits)
Meetings include Special meetings and workshops.

The NLPT Chairperson appeared before the NLC Board Audit and Risk Committee to report on the performance and financial information, and
other relevant matters concerning the Trust.

A B C D E F
CASE STUDY
ENABLING CATALYTIC CHANGE THROUGH

OUR GRANT FUNDING ACTIVITIES
Like many international development agencies and grant-making organisations across the
globe, the NLC finds itself in a place where it is required to do more with less, as demand
for funding outstrips availability.
Our context has demanded a more systematic and considered approach to grant-making, with our revised philosophy and strategic
positioning based on the core concept of funding for impact.
This approach moved the NLC from merely focusing on distributing funds to being more deeply involved and engaged in managing and
understanding the impact that our funding has on funded communities and grant holders. It repositioned the NLC to become more purposeful
in ensuring that it is indeed a catalyst for social upliftment, changing lives for the better and contributing to the development of the most
impoverished and marginalised communities.
Beyond the immense social impact of the NLC’s grant funding work, the National Lottery has also, over the years, had a significant impact
through job creation, localisation and B-BBEE, as well as through the overnight winners it has produced.
GRANT FUNDING
APPLICATION-BASED FUNDING PROACTIVE FUNDING

Seeks to fund non-profit entities working for the public good Aims to respond proactively to social problems and opportunities
through an application-based process. through a strategic and evidence-based mixed funding model.
100% OF FUNDS WERE ALLOCATED TO IDENTIFIED PRIORITY AREAS. R236 MILLION DISBURSED IN PROACTIVE FUNDING.
MONITORING AND EVALUATION

One of the primary purposes of M&E within the NLC is to measure the impact of the organisation’s funding. Since its inception, the NLC has
conducted approximately 10 000 monitoring site visits. These reports provide a wealth of data, including job creation, skills development and
the number of primary and secondary beneficiaries reached by project funding.
2 990 MONITORING REPORTS WERE COMPLETED.
REPORTING
Protection of R79 million Early Childhood
the vulnerable – funding towards Development –
R213 million. environmental projects. R209 million.
12 002 JOBS CREATED AND 263 229 SECONDARY BENEFICIARIES.
PROACTIVE FUNDING is the vehicle that allows the NLC to fund worthy causes aligned with the country’s developmental agenda
and respond to emergencies and disasters across South Africa outside of the application-based funding.
RESPONDING PROACTIVELY TO SAVE LIVES AND LIVELIHOODS RESPONDING WITH UBUNTU IN THE FACE OF LOSS
In the wake of the unprecedented impact of the July 2021 civil In April 2021, devastating fires tore through the Mother City, and the University
unrest on the economy and day-to-day life of many South of Cape Town bore the brunt of the disaster. Parts of their esteemed Jagger
Africans, the NLC delivered R5 million in aid to the KwaZulu-Natal Library were lost to the blaze, resulting in the loss of irreplaceable literature and
province. The handover took place on Thursday, 29 July 2021. artefacts from across the continent, including the first black-owned South
African newspaper, Imvo Zabantsundu, which was founded in 1884, along with
With hundreds of thousands of jobs at risk and approximately
thousands of materials from the African Studies Collection.
50 000 informal traders also estimated to be adversely impacted,
five non-profit organisations in KwaZulu-Natal were identified as The NLC’s proactive funding toward disaster relief for UCT in May 2021 included
the NLC’s implementing partners to roll out aid to all 11 districts the disbursement of R4 million to assist in rebuilding.
of the province. Initiatives included relief programmes, such as
“This generous contribution by the NLC will go a long way towards assisting
delivering essential goods and food parcels for vulnerable
the university as we continue with our recovery efforts. In addition, it will
members of the community.
benefit the student-centric initiatives we are putting in place, not only as a
This initiative followed similar funding for communities in Soweto direct response to the fire but also to continue ensuring that our students
and a grant to assist community radio station Alex FM in are optimally cared for.”
purchasing broadcasting equipment after their studios were also
UCT vice-chancellor Prof Mamokgethi Phakeng
affected during the unrest.

GRANT FUNDING
OVERVIEW OF GRANT FUNDING ACTIVITIES ACHIEVED IN LINE WITH OUR VALUES
The oversight responsibility for NLC’s grant funding model goes through rigorous corporate
governance processes.
We continued to enhance the experience of applicants and beneficiaries by improving the

operational efficiencies throughout the grant funding process to make it easier and less
burdensome to access grants.
Beneficiary centricity was not limited to the operational indicators of the beneficiary experience,
but also extended, to the respect and humanity with which the NLC engaged applicants, grant
holding organisations and communities at large.
The review of the grant funding model was undertaken to determine how to streamline the funding
process and eradicate unnecessary bureaucracy in the system. Notwithstanding legislative
impediments to improvements, the identified changes were aligned to ensure efficiency. The new
financial period will herald the implementation of the enhanced model.
The NLC values service excellence and is constantly innovating to provide the best possible grant-
making solutions. During the year, the revised grant funding model was approved by the Board.
The Grant Funding Department is responsible ACTIVITIES

for ensuring that grants are administered
efficiently and economically. Like many The funding of grants to good causes is the second mandate of the NLC and
international development agencies, public includes:
sector organisations, and grant-making
organisations across the globe, the NLC FUNDING FOR IMPACT
currently finds itself in a place where it is For some time, the revenue received from the Operator has been stagnant while
required to do more with less, as demand for the number of NPOs has grown considerably since 2010. In response, we have
funding outstrips what is available. revised the underpinning philosophy of our funding model to be based on funding
for impact. This calls for a more systematic and deliberate approach to grant-
In the context of the NLC, the organisation has making that enables the NLC to fund more effectively.
noted a decline in revenue from the National
Lottery Operator. This required a much It is the provision of funding to targeted projects and programmes that are
more systematic and considered approach catalytic in nature and lead to measurable, positive social change and community
to grant-making. The NLC also enhanced upliftment
beneficiaries’ experience by improving the
operational efficiency of the NLC, making it
PURSUING BENEFICIARY-CENTRICITY
easier and less burdensome to access grants. Apart from developing a better understanding of local needs, the NLC is
Beneficiary centricity was not limited only to committed to optimising beneficiary support. To achieve impact in funding
the operational indicators of the beneficiary organisational capabilities such as a programmatic approach, as well as results-
experience, but also extended to the respect based management, are being developed. A programme approach recognises
and humanity with which the NLC engaged that development takes place through interconnected actions within a specified
applicants, grant holding organisations and geographical location. It further recognises that there may be multiple needs that
communities at large. are often better addressed by numerous actors.

A B C D E F
Development is not a linear occurrence but a cross- EDUCATION AND AWARENESS

pollination of multivariate factors coalescing to produce the
Education and awareness constitute a critical component
desired change. A programme approach is better positioned
in the NLC’s strategy to empower beneficiaries holistically.
to impact various socioeconomic and political factors,
The programme’s primary aim is to develop informational
which produce a “defective” social system in a specific
measures to educate the public about lotteries and
environment. Adopting a programming approach goes some
provisions of the Lotteries Amendment Act, No. 32 of 2013
way in unearthing the underlying factors that enable the
and explain the process, requirements, and qualifications
social conditions that grant funding aims to address.
for grants.
The conceptual relationship between funding for impact
and beneficiary centricity is a causal one. Beneficiary STAKEHOLDER ENGAGEMENTS
centricity is one of the critical interventions that, if undertaken The overall objectives of stakeholder engagement include:
successfully, will enable more impactful funding in the • Understanding stakeholder realities and challenges to
context of the NLC. Therefore, beneficiary centricity is one of enable the NLC to improve the service delivery of its
the strategic and operational capabilities that the NLC should mandate.
develop to achieve impact in funding. The NLC’s vision is to • Educating the NLC’s stakeholders regarding its
be a catalyst for social upliftment with a brand promise of regulatory mandate and funding good causes aligned
changing lives. with the government priorities of poverty alleviation and
The broad societal impact that we aim to achieve extends job creation.
beyond financially sustaining the organisations that we fund • Encouraging and ensuring beneficiaries’ sustainability
to changing the lives of the beneficiaries that benefit from our by facilitating effective corporate governance, as well
funding, as well as the communities in which they live. as the development and implementation of norms and
standards for funding for the NLC’s beneficiaries.
PROACTIVE FUNDING
• Ensuring beneficiaries uphold effective risk management
One of the strategies introduced to address the shortcomings
and fraud prevention.
in priority areas, in general, is the introduction of the funding
model, which aims to respond to social problems and • Continuing to recognise beneficiaries complying with
opportunities through a strategic and evidence-based mixed corporate governance through beneficiary awards.
funding model. The amended legislation made provision
for proactive funding (research-based funding), which can
emanate from three sources: the Minister, the Board, or the
Commission. The NLC has already successfully implemented
several proactive funding projects.

GRANT FUNDING (CONTINUED)
OVERVIEW OF THE GRANT FUNDING MODEL

During the 2021/2022 financial year, we continued to enhance the experience of applicants and beneficiaries by improving the
operational efficiencies throughout the grant funding with the aim of making it easier and less burdensome to access grants.
Beneficiary centricity was not limited only to the operational indicators of the beneficiary experience, but also extended to the respect
and humanity with which the NLC engaged applicants, grant holding organisations and communities at large.
Legal framework Process maps
Adjudications by DAs
Application-based funding
• Section 26G of the Call for applications Applications

processed
Lotteries Amendment
Act – Applications for
grants
• NLC Policy and
Operational Strategic Payment and project
implementation
Legal process Approved
Framework: S10
– Grant Funding Policy
NLC Grant Funding model
Monitoring and Project Inform Rejected

reporting closure application
High level overview of proactive funding process
Planned proactive funding Unplanned proactive funding
RESEARCH
RESEARCH
Primary or secondary data
Primary or secondary data
SELECTION OF IMPLEMENTING
Proactive funding
SELECTION OF IMPLEMENTING
• Section 2A ORGANISATION
Consult key stakeholders
ORGANISATION
Consult key stakeholders
(Fourth level assurance)
• NLC Policy and

Board consultation
Board consultation
ASSESSMENT AND EVALUATION ASSESSMENT AND EVALUATION

Operational Strategic (First level assurance) (First level assurance)
Framework: S10 APPROVAL

APPROVAL
Approval of concept and budget in line with
Approval of concept and budget in line with
the delegation of authority framework
– Grant Funding Policy the delegation of authority framework
ASSURANCE COMMITTEE ASSURANCE COMMITTEE

Assurance on the process followed Assurance on the process followed
(Second level assurance) (Second level assurance)
MONITORING AND EVALUATION

(Third level assurance)
REPORTING

A B C D E F
Corporate governance framework Outcomes
While application-based and proactive funding process

maps have evolved since the inception of the NLC and
implementation of changes brought about by the Lotteries
Amendment Act, No. 32 of 2013, the NLC’s corporate
governance framework has remained consistent.
The NLC Board reviews its arrangements for delegation
annually to promote judgement and assist with the balance of
power and the effective discharge of duties without abdicating
its accountability. The committees in which in-depth analysis PROACTIVE FUNDING 2021/22 (R’000)
of proactive funding activities are dealt with are the Board
and Distributing Agency Committee and Board Audit and Risk
36 900 Arts
Committee.
NLC Mandate: Grant funding 139 700 Charities
0 Miscellaneous
w Sports
Board
Board Audit
Distributing
and Risk
Agency
Committee
Committee
Monitoring and evaluation

The oversight responsibility for NLC’s grant funding model
goes through The oversight responsibility for NLC’s grant
funding model goes through rigorous quarterly corporate
governance processes wherein:
1. Exco recommends to the respective Board Committee
the total budget for the financial year and, in terms of the
Proactive Funding Model, consultative presentation on
research-based programmes to be proactively funded.
2. The Board and Distributing Agency Committee consider
APPLICATION-BASED SECTOR ALLOCATIONS (R’000)
and deliberate on all matters relating to grant funding
(including proactive funding, which is 10% of the total
NLDTF funds allocation). The presentation includes
status and stage of completion and progress for funded 214 580 Arts
projects, M&E conducted.
3. The Board Audit and Risk Committee deals with the
478 298 Charities
budget allocation for grant funding, including proactive
funding, and cases of misconduct relating to NLDTF.
4. The Board considers and approves NLDTF budgets 18 107 Miscellaneous
and quarterly performance reports from the respective
Committees, which contains a detailed report on all
operational and governance aspects of the organisation, 259 954 Sports
including proactive funding.
5. The Board-approved quarterly performance reports are
submitted to the Minister and Portfolio Committee in line
with the PFMA compliance calendar and shareholder
compact.
The Board, which is mandated in terms of the Lotteries Act

to approve, determine, oversee or revise the Commission’s
operational strategic framework or policies, corporate
governance framework policies, human resources policies and
approve the appointment of senior executive employees of the
Commission, is satisfied that there are sufficient controls and
continues to assess internal processes and the governance
framework of the organisation.
During the financial year, the AGSA audited project files and
visited all sampled proactive projects for verification.

OPERATIONS DIVISION
OVERVIEW OF ACTIVITIES ACHIEVED IN LINE WITH OUR VALUES
The adjudications of applications were fair, and all decisions taken were communicated to the
applicant, with 98% of these communications within 30 days from the date of adjudication.
The commitment that the division showed to serve the public despite the challenges of COVID-19
demonstrated extraordinary courage. The division continued their work with competence and care,
resulting in positive impacts on thousands of lives.
The Operations Division across all provinces heeded the call to support the community’s needs and
distributed personal protective equipment (PPE) to remote communities to assist in curbing the
spread of COVID-19.
The ability of the division to move with speed in the face of the virus ensured that NGOs stayed
afloat, and 12 887 households received food parcels and PPE.
In responding to the COVID-19 virus, the NLC contributed R50 million towards the Solidarity Fund,
R10 million toward supplying PPE and food parcels to households and R150 million towards a
COVID-19 Relief Fund.
The Operations Division serves as an enabler for the smooth running of the organisations’ operations
with the ultimate goal of ensuring that set organisational objectives are accomplished efficiently and
economically.
The Operations Division is headed by the Chief Operations Officer and comprises nine provincial
offices; Grant Funding; Stakeholder Relations, Marketing and Communications; and Business
Development. The Operations Division is a cornerstone of the organisation that serves as a strategic
enabler for the smooth running of the organisations’ operations with the ultimate goal of ensuring that
set organisational objectives are accomplished efficiently and economically.
R&D UNIT
The NLC Board resolved the establishment of the R&D Unit in fulfilment of its responsibility to “conduct
research on appropriately deserving worthy causes that may be funded or recipients that may be
funded without lodging an application”. Additionally, the Board of the NLC may “determine or direct or
order the performance of research intended to enhance the optimum functioning of the Board and the
distribution of grants”.
The R&D Unit was therefore created within the Operations Division of the NLC. The unit is charged
with overseeing and coordinating the research activities of the NLC, including the commissioning of
research projects. The R&D Unit develops an annual research agenda and conducts relevant research
to support evidence-based decision-making with a primary focus on the two core mandates of the
organisation (i.e., regulation and grant-making).

A B C D E F
THE SITE VISITS CONDUCTED PER FINANCIAL YEAR PER SECTOR

2 990
3 000
2 500
2 000
1 500
1 206
1 002
1 000 754
500
28
0
Arts Culture Charities Sport and Miscellaneous Total
and National Recreation
Heritage
A total of 8,959 jobs were created. In terms of social groups, 4,167 were adults,
M&E UNIT 4,039 youth and 162 jobs were created for people with disabilities. The Arts,
Culture and National Heritage sector had the highest number of jobs created.
The M&E Unit was established in 2014 as one of
the functions under the Regulatory Compliance JOB CREATION PER FINANCIAL YEAR PER SECTOR
Division. The primary purpose of the unit is
2021/22
to monitor and report on funding outcomes,
6 770
and on overall impact of funding through the Total
5 060
commissioning of external evaluations. Over the
past eight years, the unit has commissioned or Arts, Culture and 1 961
conducted five impact evaluation studies and National Heritage 2 967
two data quality assessments.
4 667
The unit routinely monitors funded projects, Charities
1 797
collecting and reporting on various outcomes
indicators such as job creation, skills Sport and 131
development and beneficiaries reached with Recreation 213
services by NLC grantees as they implement
various projects and programmes. 11
Miscellaneous 83
Since its inception, the unit has conducted close
to 16 000 monitoring sessions, where they also 0 1 000 2 000 3 000 4 000 5 000 6 000 7 000
assist grantees on understanding the grant
agreement conditions, reporting requirements, Permanent jobs Temporary jobs
record keeping, and any other areas related to
monitoring and reporting as required.
Graph below shows the distribution of job creation among the three sectors.
More jobs were created under the Charities sector, followed by Arts, Culture and
National Heritage and, Sport and Recreation sectors. A total of 94 jobs were
created in the miscellaneous sector. A total 7 683 jobs (64 percent) were created
for women.
7 683
Total 4 147
11 830
2 731
Arts, Culture and 2 197
4 928
National Heritage
4 730
Charities 1 734
6 464
179
Sport and 165
344
Recreation
43
Miscellaneous 51
94
0 2000 4000 6000 8000 10000 12000
Female Male Total

OPERATIONS DIVISION (CONTINUED)
During the year under review, 2 990 monitoring reports were completed. The NLC adopted a
strategy of conducting virtual and physical monitoring due to alert level restrictions imposed
under the national state of disaster declared in March 2020.
ILLUSTRATES THE NUMBER OF PEOPLE WHO BENEFITED FROM SKILLS DEVELOPMENT

PROGRAMMES FUNDED IN 2021/22
8 000
7 000
6 340
5 969
6 000 5 733 5 760
5 000
4 000
3 000
2 000
1 000 440 371

204 236 140 140
27
0
Arts Culture and Charities Sport and Grand total
National Heritage Recreation
Number of staff with Number of staff with Grand total

accredited training non-accredited training
BENEFICIARIES REACHED PER FY PER SECTOR 2021/22

300 000
263 229
250 000
200 000
Graph on left shows the
distribution of beneficiaries
150 000 reached with services
125 571
provided by the grantee
104 983
organisations, through
100 000 programmes or projects
implemented.
50 000 32 374
301
0
Arts Culture and Charities Sport and Miscellaneous Total
National Heritage Recreation

A B C D E F
INFORMATION, COMMUNICATIONS
AND TECHNOLOGY
Maintained the integrity of our systems and prevented

incidences of cybersecurity breaches.
Enabled service excellence to all our stakeholders through our agile infrastructure that
supported remote engagements and service delivery throughout the pandemic.
Continual stakeholder engagement enabled through virtual platforms and other

technology-enabled means.
System uptime enabled performance excellence.
Business continuity measures, including platforms that enabled work-from-home

arrangements, enabled the NLC to respond agilely to the crisis.
ICT INFRASTRUCTURE AND SYSTEMS

A formalised ICT strategy guides the priorities and focus areas of the The ERP platform is available to all NLC employees across the
ICT function of the NLC. This strategy is aligned with and responsive country using a modern Multiprotocol Label Switching data network.
to the organisational strategy. This is further supported by clear This network enables seamless transmission of multiple data
ICT policies, which are enabled logically and practically through technology-based services such as email, internet, telephonic and
awareness building amongst staff members and subject-matter video conferencing applications. The ICT governance framework
expertise enhancement within the ICT function. The organisation has serves as a guideline in realising the upkeep and optimal operation
prioritised the appointment and development of required specialised of the ICT environment in terms of the solutions implemented. ICT
skills in line with a formalised ICT skills and infrastructure matrix that continues to institute the relevant service level agreements (SLAs),
aligns with the requirements of the ICT strategy. MOUs and standard operating procedures (SOPs). ICT continues
to enhance cybersecurity management, explore cloud services and
The implementation of an integrated ERP yielded favourable results
architectures, as well as expand interconnectivity with other entities
in enhancing the operational capacity of the entire organisation. The
in the government sector.
ERP platform is characterised by five core modules that collectively
lay the foundation to enable the organisation to conduct various
transactions.

INFORMATION, COMMUNICATIONS
AND TECHNOLOGY (CONTINUED)
CYBERSECURITY AND
INFORMATION SECURITY THREATS
ICT security is a priority of the organisation and is
addressed through a formal ICT security policy and
supporting sub-processes. Routine awareness
building is seen to assist in limiting the occurrence
of ICT threats as a result of human actions. Regular
network vulnerability assessments subject the NLC’s
networks to potential attack scenarios and determine
areas of strength and those for improvement. An
independent review of ICT security was conducted,
and the organisation is in the process of closing
noted gaps.
We make every effort to protect the privacy of
personal information and have implemented
strict protocols thereof. Such protocols include
a commitment to protect personal information in
public disclosures unless disclosure is required
in legislation. In addition to the organisational
information security policy and the ICT governance
framework, the organisation is currently ensuring
full compliance with the Protection of Personal
Information Act. To that end, the NLC has established
a formal implementation project team with
periodic reporting obligations and a formal project
implementation timeline.

A B C D E F
BEING AN EMPLOYER
OF CHOICE
Our people are our crucial enablers – the driving force behind the NLC’s vision and mission. Only
through their knowledge, skills and dedication will we meet our objective of becoming a global,
innovative leader in regulating safe and sustainable lotteries and sports pools. Ensuring we attract and
retain the best people through a strong employer brand is therefore critical to our success.
Moreover, at our core, the NLC is a learning organisation. We seek out best practices, proactively
find ways to engage and learn from one another and take internal and external feedback to heart –
earnestly desiring to develop our organisational capabilities over time. As such, we have again decided
to participate in the Top Employer South Africa certification. Having benefitted from the process in
2021, we recognise that this benchmark information provides our organisation with valuable feedback
that guides our benchmarking and improvement.
THE PROCESS
To become recognised as a Top Employer, we were evaluated according to entry criteria, and
thereafter, once approved, the organisation engaged in an HR Best Practices Survey. As part of
the process, the NLC’s human resource performance was benchmarked, and, through interactive
feedback sessions and insightful reports, these insights are integrated into our forward-looking
practices.
“In our research, we were glad to see that Top

Employers put their employees first from the outset of
the global health crisis. They responded and adapted
quickly to the ever-changing situation.” – David Plink, CEO of Top
Employers Institute.
THE OUTCOME
During the year, the NLC was again accredited as a Top Employer by the Top Employer Institute, with
an overall score of 81.95%.

HUMAN CAPITAL
Engaging employees on work-from-home practices to maintain productivity and ensure we

maintain professional integrity across the organisation.
Engaged in workplace preparedness training to upskill and support employees to thrive in the
current context.
Ensured heightened focus on employee mental wellbeing – focusing on enhancing resilience,

including introducing a resilience app.
Undertook a skills gap analysis in line with our future-fit people strategy and continued to focus
on ensuring a resilient succession pipeline by engaging in various organisational and individual
training, including executive coaching.
Initiated an innovation hub to create a platform for employees to develop and expand on innovative
ideas that can progress the organisation.

A B C D E F
The Human Capital Management (HCM) department positions itself as

a strategic partner that creates value and supports its stakeholders in
establishing a conducive working environment. The HCM operational
strategy is aligned with the organisational strategy. We therefore see
ourselves as a critical enabler of the NLC ultimate outcomes and are
custodians of a competent, capable and relevant public entity. HCM resides
firmly within the organisation’s strategic objectives and subscribes to the
requirements thereof, promoting the cascading of performance management
and measurement at all levels, as shown in the diagram below.
MANAGE TOWARDS ACHIEVING THESE RESULTS

nge to
cha we aim
?
IMPACTS Results-based management is a

at
Wh
The developmental management approach by which an

results of achieving organisation ensures that its processes,
specific outcomes products and services contribute to
the achievement of clearly stated
strategic results.
eve h
OUTCOMES
chi wis
?
to a t we
The medium-term results for particular

a
Wh
beneficiaries are the consequence of

achieving specific outputs
PLAN, BUDGET, IMPLEMENT
or
AND MONITOR
ive uce
OUTPUTS
del prod
r?
we
The final products or goods and services

at
Wh
produced for delivery
ACTIVITIES
do? we
A result is a measurable
at
Wh
The processes or actions that use a range of inputs to produce or describable change
the desired outputs and ultimately outcomes
emanating from a cause
and effect relationship.
wo to
the use
rk?
do t we
INPUTS
a
Wh
The resources that contribute to the production and delivery of outputs

HUMAN CAPITAL (CONTINUED)
EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK

Employee performance management is an ongoing process for establishing a shared understanding of organisational goals. The focus is
on aligning the NLC strategic objectives with the employees’ agreed measures, skills, competency requirements, development plans and
the delivery of results.
The emphasis is on improvement, learning and development to achieve the overall business strategy and create a high-performance
culture.
The balanced scorecard approach is one of the performance management tools that the NLC uses. It assists line managers in cascading
strategies into well-structured performance measures. The balanced scorecard offers a common platform for the entire organisation for
performance evaluation. It demands a systematic approach for carrying the NLC day-to-day and long-term activities efficiently.
The NLC’s effective performance management process establishes the foundation for excellence by:
• Linking individual employee objectives with the organisation’s mission and strategic plans, thereby enabling employees to
understand how they contribute to the achievement of broader business objectives.
• Focusing on setting clear performance objectives and expectations through the use of results, actions and behaviours.
• Defining clear development plans as part of the process.
EMPLOYEE WELLNESS PROGRAMMES

Our employee wellness programme (Zithande) has, since its inception, evolved to be an essential part of our organisation, with its core
focus on the physical, mental and financial health of our staff members and their families. The programme’s success can be seen in
the increased uptake of the programmes and services offered by Zithande, with a utilisation of 23.5% as at the end of the financial year
2021/2022. The most prevalent issues requiring support included personal performance matters and organisational issues requiring
robust staff engagement to produce a conducive working environment.
POLICY DEVELOPMENT
The NLC prides itself on its HCM policies aligned with legislature and supported by SOPs for ease of use. All functions are supported
by relevant policies that are in line with NLC strategy and Divisional Operational strategies. All policies are reviewed annually through the
Policy Review Committee to ensure standardisation and alignment.
ACHIEVEMENTS 2021/2022
HCM has achieved all targets for the year and ensured quality assurance. The year saw the successful implementation of the
performance excellence scorecard, which contributed to igniting a high-performance culture in the organisation. We conducted
workshops on the performance scorecard to ensure the mechanism was understood by all levels of the business. The leadership
development programme was achieved and has positively impacted the NLC staff interaction across the business.
As the Fourth Industrial Revolution becomes ever more pervasive, HCM conducted digital readiness assessments and a skills audit to
assess the digital readiness of employees and their attitude towards new technologies/Oracle Fusion (ERP) and to ensure that the NLC’s
mandate of being a regulator is supported by relevant technological, technical and soft skills.
CHALLENGES FACED BY THE NLC

The NLC has seen a fair share of labour relations matters common across all industries. The challenges include, among others, conflict
management and change management. Ensuring staff were supported in the transition to a work-from-home environment was also
crucial and necessitated a heightened focus on mental wellbeing within the current context.
FUTURE HUMAN CAPITAL PLANS/GOALS

Our innovation framework is inspired by the NLC’s recently adopted organisational value – Innovation and Agility. It consists of a cohesive
set of best practices that inspire cross-functional, multidisciplinary, visionary and imaginative teams to look beyond the obvious, explore
a broad range of possibilities, identify significant opportunities, make informed decisions about the most promising paths to pursue
and create a shared NLC vision for sustainability, progressive regulation, relevance, and impact. HCM is supporting the organisation’s
alignment within a 4IR context by creating an innovation hub platform, which will contribute to innovative organisational solutions going
forward.

A B C D E F
A skills analysis was conducted during the year to highlight the current dearth of skills within NLC as well as the key skills that are required
in order to deliver on divisional imperatives and the NLC’s mandate. The recommendations of the analysis will be implemented going
forward. Furthermore, the NLC organisational design has been evolving due to the legislative change and alignment to the grant funding
and regulatory compliance operational model. Implementing the ERP system to enable efficiency improvements has also contributed to
changes in organisational design. The focus areas for the new financial year include:
• Future-fit people strategy

Implementing the future-fit people strategy will create an evolving organisation that is human-led and digitally enabled. The
strategy’s focus will be on leadership, culture, competencies and skills needed for the future value created.
• Competent and credible workforce
HCM will utilise talent analytics based on business intelligence and business analysis to support the NLC. Upskilling and
reskilling programmes, professionalisation and capacitation of the NLC will be the priority during this financial year.
• High-performance culture
√ As a strategic business partner to all divisions, HCM will introduce programmes that cultivate a high-performance culture by
focusing on the following strategic performance areas:
√ 180 degrees performance management scorecard.
√ Implement a total reward model.
√ Return on human capital (labour costs, cost per hire and cost per trainee and absenteeism rates) as measurements to
manage the people cost.
PERSONNEL COST BY SALARY BAND

Average
% of personnel personnel
Personnel exp. to total cost per
expenditure personnel No. of employee
Level (R’000) cost employees (R’000)
Top management 22 212 7 7 3 173

Senior management 64 481 21 33 1 953
Professional qualified 70 998 23 50 1 419
Skilled 79 433 25 99 802
Semi-skilled 69 697 22 102 683
Unskilled 5 868 2 16 366
Total 312 689 000 100 307
PERFORMANCE REWARDS
% of performance
Performance Personnel rewards to total
rewards expenditure personnel cost
Programme/activity/objective (R’000) (R’000) (R’000)
Top management 4 385 71.30 2

Senior management 9 919 31.52 27
Professional qualified 10 378 30.13 28
Skilled 11 322 27.81 31
Semi-skilled 717 435.15 2
Unskilled – – –
Total 36 643 832.40 8.53 14

HUMAN CAPITAL (CONTINUED)
TRAINING COSTS
Training Average
Training Personnel expenditure as No. of training cost
expenditure expenditure a percentage of employees per employee
Occupational category (R) (R) personnel cost trained (R)
Top management 262 486.51 19 691 000.00 1.33 7 37 498.07
Senior management 368 431.06 57 162 000.00 0.64 28 13 158.25
Professional qualified 1 882 446.02 62 940 000.00 2.99 71 26 513.32
Skilled 621 575.18 70 417 000.00 0.88 56 11 099.56
Semi-skilled 482 782.03 61 786 000.00 0.78 37 13 048.16
Unskilled 113 986.04 5 202 000.00 2.19 34 3 352.53
Total 3 731 706.84 277 198 000.00 233
LABOUR RELATIONS: MISCONDUCT AND DISCIPLINARY ACTION

Nature of disciplinary action Number
Verbal warning –
Written warning 7
Final written warning 2
Dismissal 1
HUMAN RESOURCES OVERSIGHT STATISTICS

VACANCIES
2021/22
No. of
Occupational level employees
Top management 7
Senior management 37
Professional qualified 45
Skilled 88
Semi-skilled 113
Unskilled 17
Grand total 307
The NLC has 10 vacant positions on Senior Management level, eight of the 10 are Distributing Agency Members. NLC has adopted an approach
of filling openings/vacancies using their own internal succession and development plans.
EMPLOYMENT CHANGES
Employment at Employment
the beginning at end of
Occupational level of the period Appointments Termination period
Top management 7 1 1 7
Senior management 36 3 2 37
Professional qualified 46 2 3 45
Skilled 86 8 6 88
Semi-skilled 110 11 8 113
Unskilled 17 – – 17
Due to the successful implementation of our succession plan and internship programme, the NLC has over the year appointed fewer people
from outside the organisation to fill both higher and lower-level positions. Our internship programme ensures that our interns are trained
and empowered with the necessary skills, competencies, and experience to prepare them for permanent roles. On professional and Senior
Management levels, the NLC makes appointments from both internal and external sources.

A B C D E F
REASONS FOR STAFF LEAVING

Reason Number
Death 2
Resignation 7
Dismissal 1
Retirement 1
Ill-health 1
Expiry of contract 4
Other –
Total 16
The reasons for staff leaving vary and include:

1. Resignation comprises interns not completing their internship programmes and employees being appointed by other organisations.
2. The expiry of contracts includes internship contracts ending.
EQUITY TARGET AND EMPLOYMENT EQUITY STATUS

Males
African Coloured Indian White
Levels Current Target Current Target Current Target Current Target
Top management 3 3 – – – – – –
Senior management 17 10 2 1 1 1 – –
Professional
qualified 20 18 1 1 – – – –
Skilled 37 30 2 4 1 1 1 1
Semi-skilled 41 40 1 1 – – – –
Unskilled 3 5 – – – – – –
Females
African Coloured Indian White
Levels Current Target Current Target Current Target Current Target
Top management 4 4 – – – – – –
Senior management 12 18 3 3 1 1 1 1
Professional
qualified 23 23 – – – – 1 1
Skilled 45 45 1 1 – – 1 2
Semi-skilled 59 60 9 9 1 1 2 2
Unskilled 14 14 – – – – – –
People living with disability

Male Female
Levels Current Target Current Target
Top management 1 1 – –
Senior management – 1 3 2
Professional qualified 2 2 1 1
Skilled 2 2 – 2
Semi-skilled 2 2 1 1
Unskilled – – – –
As part of measures to redress the disadvantages in employment experienced by designated groups and ensure the equitable
representation in all occupation categories and levels within the NLC, we successfully achieved most of our employment equity targets.
However, improvement can be made by increasing the percentage of African female senior managers (targeting a 2% improvement).
The NLC has exceeded the target for people living with disabilities within the organisation, with 4% of our staff complement consisting
of people living with disabilities (2% above the target stipulated in the Employment Equity Act). The NLC endeavours to increase these
numbers to encourage diversity within the organisation.

FINANCIAL
INFORMATION
Chief Financial Officer’s review 112
Accounting Authority’s Report for the National Lotteries Commission 116
Report of the Auditor-General to Parliament on the National Lotteries 120
Commission
Annexure – Auditor-General’s responsibility for the Audit 125
Statement of Changes in Net Assets 129
Statement of Cash Flows 130
Statement of Comparison of Budget and Actual Amounts: Group 131
Statement of Comparison of Budget and Actual Amounts: Company 133
Notes to the Annual Financial Statements 148
SECTION E

A B C D E F

CHIEF FINANCIAL OFFICER’S
REVIEW
Beyond our responsibility to the people of South Africa
as the only National Lottery regulator and licence
holder, the NLC also fulfils the vital role of grant
funder, providing registered NPOs with funding to
establish projects that improve the lives of everyday
South Africans.
Ms Xolile Ntuli
Chief Financial Officer
Cash disbursed Ticket sales

amounted to increased by 10%
R1.49 billion to R1.64 billion
62% of our procurement spend was with 51%

or more black-owned businesses

A B C D E F
OUR PERFORMANCE WITHIN A about to expire. Moreover, a portion of the expired and
DYNAMIC CONTEXT unclaimed prizes was utilised to assist the Operator in
funding guaranteed jackpots to boost sales of National
In an operating environment characterised by Lottery tickets to maximise funding for worthy causes.
deteriorating macroeconomic fundamentals, we The 49% increase in unclaimed prizes results from the
faced continued challenges in meeting the growing rise in prizes won compared to the previous year. In
demand on the NLDTF. However, we continue to look addition, more first division winners had not yet claimed
for innovative measures to maximise revenue to meet their prizes by year-end. The Operator continues with its
the ever-increasing needs of our broader stakeholders campaigns to communicate on various platforms when
within a testing context. prizes are won and when prizes are about to expire.
Revenue from ticket sales increased by 10%. The Funds raised by society lottery operators increased
material increase can be attributed to the depressed
by 81%, with society lottery ticket sales mainly driven
National Lottery ticket sales in the prior year due to
by promotions at shopping malls and events attended
the impact of the COVID-19 pandemic. The sale of
by the public. Due to the impact of COVID-19 in 2020,
National Lottery tickets at retailer stores was prohibited
resulting in hard lockdown restrictions, society lottery
due to the COVID-19 pandemic during the second
scheme operators could not engage in promotions to
quarter of the 2020/2021 financial year. Pleasingly,
encourage the sale of tickets. However, as lockdown
grant allocations increased by 5.8% to R1.206 billion,
restrictions were eased, with public access opening
mainly due to the increase in revenue.
for the 2021/2022-year, society lottery operators could
Cash disbursed amounted to R1.49 billion, resume their promotions, resulting in higher public
representing an increase of 57% compared to the awareness and increased ticket sales. There was also
previous year. The increase is attributable to the an uptake in the registration of society lotteries and
allocation of grants being only one tranche, which their schemes.
means they were mostly paid in the year in which they
The fees received from society and scheme registrations have
were allocated. In total 94% of first tranches were
increased by 20% over the past year because more NPOs
paid within the regulated 60 days, with an average registered societies and schemes. With this in mind, the NLC
turnaround time of 35 days after receipt of a compliant will continue to educate and create awareness regarding
grant agreement. society lotteries to assist NPOs in generating their own revenue
to secure their sustainability.
Our liability was at R124 million as at 31 March 2022,
a decrease of 74% from the previous financial year. SUPPORTING OUR SUPPLIERS
The decline results from the payment of second
According to the World Bank, SMEs account for most
tranche grant allocations in the opening balance, and
businesses worldwide and are vital contributors to
most of the 2021 grant allocations were approved in
single tranches. job creation and global economic development. They
represent approximately 90% of businesses and
The NLC is mindful of the current economic realities, account for over 50% of employment.
and we have therefore intensified our processes
to improve efficiency in expenditure. Supply chain Recognising the criticality of the role of SMEs in
management controls and procedures are in place and achieving our overarching aim of catalysing social
are continually improved upon. Despite these efforts, upliftment, we gear our programmes towards supporting
our operating costs increased by 6.6% to R570 million, entrepreneurs to enable meaningful participation in the
primarily due to increased audit fees in education and economy. Through enterprise and supplier development
awareness campaigns. Additionally, the NLC faced initiatives, we provide financial and non‐financial support
unforeseen litigation matters. Legal and investigations to SMMEs to increase economic participation, thus
costs therefore rose due to the ongoing investigations stimulating job creation.
in relation to Proclamation R32 of 2020 to investigate The NLC remains focused on supporting supplier
allegations of corruption and maladministration. development programmes, localising procurement
Expired and unclaimed prizes decreased by 39% over and ensuring that our beneficiaries are paid timeously
the past year as a result of the continuous campaign within the legislated timeframes. We are committed
by the Operator communicating to participants/ to service delivery and the upliftment of communities
winners when prizes are won and when prizes are through the payment of our suppliers within 30 days.

CHIEF FINANCIAL OFFICER’S REVIEW (CONTINUED)
During the year, the NLC paid its suppliers in 10 days, based APPRECIATION
on actual payments made. A total of 34 days based on the
To the Board, thank you for your insight, wise counsel and
accounting formula.
guidance over the year. I also extend my appreciation to my
Supporting black entrepreneurs remains a crucial part of our fellow executives for their leadership and support as we sought
transformation strategy, and we will continue to measure black to navigate a challenging and uncertain operating environment.
business share in our procurement budget. Pleasingly, 62% of To the finance team, your tireless efforts towards excellence
our procurement spend was with 51% or more black-owned are appreciated. Finally, I thank our shareholder and other
businesses. To date the total procurement with designated stakeholders for your continued support.
groups as at 31 March 2022 amounted to R158.2 million as
As an organisation, the NLC recognises that our mission of
depicted below:
catalysing social upliftment has never been more critical,
• Ownership by black people – R127.3 million and we remain dogged in our determination to achieve this
• Ownership by youth – R18.5 million lofty aim.
• Ownership by black women – R11.9 million
• Ownership by black people with disability –
R478.2 thousand.
Ms Xolile Ntuli
Furthermore, we continue to work tirelessly to increase Chief Financial Officer
these percentages over time. We have also accelerated
our efforts to procure from businesses owned by women,
youth, those with disabilities, or military veterans. This is
illustrated by spending 45% of our procurement budget on
such enterprises.

A B C D E F
NATIONAL LOTTERIES
COMMISSION
CONSOLIDATED AND SEPARATE
ANNUAL FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2022
Accounting Authority’s Report for the National Lotteries Commission 116
Report of the Auditor-General to Parliament on the National Lotteries Commission 120
Annexure – Auditor-General’s responsibility for the Audit 125
Statement of Comparison of Budget and Actual Amounts: Group 131
Statement of Comparison of Budget and Actual Amounts: Company 133

ACCOUNTING AUTHORITY REPORT FOR THE NATIONAL
LOTTERIES COMMISSION
for the year ended 31 March 2022
The National Lotteries Commission Accounting Authority presents its fourteenth annual report, which is supplementary to the
audited separate and consolidated annual financial statements of the National Lotteries Commission (NLC), National Lottery
Distribution Trust Fund (NLDTF) and National Lotteries Participants Trust (NLPT) for the year ended 31 March 2022.
1. NATURE OF OPERATIONS
The NLC is a regulator of the National Lottery as well as other lotteries, including society lotteries to raise funds. Ithuba
RF (Pty) Ltd is a private company that currently operates the National Lottery and sports pools under a licence from the
government which commenced on 1 June 2015. The Operator pays a percentage of the revenue from national lottery
ticket sales to the NLDTF in terms of the Licence Agreement. These proceeds are destined for good causes as stipulated
in the Lotteries Act, No. 57 of 1997 (Lotteries Act), as amended and allocated to eligible and deserving applicants by
Distributing Agencies appointed by the Minister of Trade, Industry and Competition (dtic). Furthermore, the NLC may, upon
request by the Minister, Board or on its own initiative in consultation with the Board, conduct research on worthy good
causes that may be funded without lodging an application as prescribed in terms of the Lotteries Act.
The NLC Board administers the NLDTF and NLDTF transfers the necessary running costs to the NLC. The NLC withdraws
the necessary funds required from the NLDTF, based on the overall annual budget approved by the Minister of the dtic.
The National Lotteries Participants Trust (NLPT) was founded by Ithuba Holdings RF (Pty) Ltd in terms of the Licence
Agreement between the dtic, NLC and the Lottery Operator. The main objective of the NLPT is to hold monies in the
Trust on behalf of Ithuba for prize winners and monies for advanced plays. Independent Trustees are charged with the
responsibility to ensure that monies held in the Trust are safeguarded in terms of the Trust Deed.
2. STATEMENT OF RESPONSIBILITY FOR THE FINANCIAL STATEMENTS

To the best of our knowledge and belief, we confirm the following:
• All information and amounts disclosed in the annual report is consistent with the consolidated annual financial
statements audited by the Auditor General. The consolidated annual financial statements are complete, accurate and
free from any omissions.
• The annual report has been prepared in accordance with the guidelines on the annual report as issued by National
Treasury.
• The separate and consolidated annual financial statements have been prepared in accordance with the South African
Standards of Generally Recognised Accounting Practice applicable.
• The accounting authority is responsible for the preparation of the separate and consolidated annual financial statements
and for the judgements made in the financial statements. The accounting authority is responsible for establishing and
implementing a system of internal control that is designed to provide reasonable assurance to the integrity and reliability
of the performance information, the human capital information and the separate and consolidated annual financial
statements.

A B C D E F
3. OPERATING AND FINANCIAL REVIEW

SALIENT COMPARATIVE INFORMATION
SHARE OF TICKET SALES Revenue from share of ticket sales increased

(R’million) by 10% to R1.64 billion. National Lottery
Ticket sales were relatively lower in the prior
2000 financial year due to the impact of the
1 626 1 632 1 641 COVID-19 pandemic. The sale of national
1 488
1500 lottery tickets at retail stores was prohibited
1000 as a result of the COVID-19 pandemic during
the second quarterly of the 2019/2020
500 financial year.
0
2019 2020 2021 2022
NLC operating costs increased by 6,6% to

NLC OPERATING COSTS R570 million. This is mainly due to an
(R’million) increase in audit fees, increase in education
600 559 535 569 and awareness campaigns. Furthermore, the
500 463 NLC was faced with unforeseen litigation
400 matters. There was an increase in legal and
300 investigations costs as a result of the
200 ongoing investigations in terms of
100 Proclamation R32 of 2020.
0
2019 2020 2021 2022
ALLOCATION OF GRANTS
(R’million)
1 500 1 316
1 311
1 140 1 206
1 200
900
The grants allocations increased by 4% to
600 R1,190 billion mainly due to the increase in
300 revenue.
0
2019 2020 2021 2022
PROVISION FOR ALLOCATION

(R’million) The liability is currently R122 million as at
500 470 31 March 2022, a decrease of 74% from the
400 previous financial year. The decrease is
288 301 mainly attributable to payment of second
300
tranche grant allocations that were in the
200 opening balance and most of 2021 grant
124
100 allocations were approved in single tranches.
0
2019 2020 2021 2022

ACCOUNTING AUTHORITY REPORT FOR THE NATIONAL
LOTTERIES COMMISSION CONTINUED

CASH DISBURSED Cash disbursed amounts to R1.49 billion, an

(R’million) increase of 57% compared to the previous year.
The increase is attributable to the allocation of
2 000
grants being only one tranche which means they
1 557 1 491
1 500 were mostly paid in the year in which they were
1 285
allocated. In total 94% of first tranches were
1 000 952 paid within the regulated 60 days with an
average turnaround time of 35 days after receipt
500 of a compliant grant agreement.
0
2019 2020 2021 2022
Expired and unclaimed prizes decreased by

39% over the past year as a result of the
EXPIRED AND UNCLAIMED PRIZES continuous campaign by the Operator
(R’000) communicating to participants/winners when
200 186 993 180 047 prizes are won and when prizes are about to
159 376 expire. Furthermore, a portion of the expired
150
159 376 and unclaimed prizes were utilised to assist
100 97 450 the operator to fund guaranteed jackpots in
order to boost sales of national lottery tickets
50 to maximise funding for worthy causes.
0
2019 2020 2021 2022
UNCLAIMED PRIZES – WINNERS The 49% increase in unclaimed prizes is due

(R’000) an increase in prizes won when compared to
300 268 976
the previous year. There were more first
253 646 division winners who had not yet claimed
250 227 070
200 their prizes by year-end. The Operator
163 000
150 continues with its campaigns to communicate
100 in various platforms when prizes are won and
50 when prizes are about to expire.
0
2019 2020 2021 2022

A B C D E F

Funds raised by society lotteries operators increased by
81%. Society lottery ticket sales are mainly driven by
promotions at shopping malls and events attended by
FUNDS RAISED BY SOCIETY LOTTERIES the public. Due to the impact of COVID-19 in 2020,
(R’000) resulting in hard lockdown restrictions, Society lottery
scheme operators were unable to do such promotions
60 52 747 52 910 53 541 for the sale of tickets. As lockdown restrictions were
50 eased, with the opening of public access for the
40 2021-2022 year, society lottery operators were able to
29 596 resume their promotions which resulted in higher public
30 awareness and increased ticket sales. There was also
20 an uptake in the registration of society lotteries and their
10 schemes.
0
2019 2020 2021 2022
FEES RECEIVED FROM SOCIETY AND SCHEME REGISTRATION The fees received from society and scheme
(R’000) registrations have increased by 20% over the
100 94 96 past year due to more NPOs registering
80 societies and schemes. The NLC shall
80 70
continue to educate and create awareness on
60
society lotteries in order to assist NPOs to
40 generate their own revenue to contribute to
20 sustainability of the NPOs.
0
2019 2020 2021 2022
4. MATERIALITY FRAMEWORK IN TERMS OF TREASURY

REGULATION 28.1.5
For purposes of ‘material’ (sections 50(1), 55(2) and 66(1) of the Public Finance Management Act) and ‘significant’
(section 54 (2) of the Public Finance Management Act), the Accounting Authority developed and agreed on a framework
of acceptable levels of materiality and significance. Overall materiality for the year under review for consolidated annual
financial statements is 1% of the budgeted expenditure and for financial statements for NLC, NLDTF and NLPT is 1% of
budgeted operational expenditure, 1% of budgeted grants allocations and 1% of total assets respectively.
5. APPROVAL OF FINANCIAL STATEMENTS

The financial statements set out on pages to for the NLC, pages 2 to 20 for the NLDTF were approved by the Accounting
Authority on 31 May 2022 and are signed on their behalf.

REPORT OF THE
AUDITOR-GENERAL REPORT OF THE AUDITOR-GENERAL
TO PARLIAMENT ON NATIONAL
LOTTERIES COMMISSION

A B C D E F
REPORT ON THE AUDIT BASIS FOR QUALIFIED OPINION

IRREGULAR EXPENDITURE
OF THE CONSOLIDATED 3. The public entity did not identify and record
AND SEPARATE FINANCIAL some of the irregular expenditure in the notes to
the financial statements, as required by section
STATEMENTS 55(2)(b)(i) of the PFMA. The public entity made
QUALIFIED OPINION payments of R36 853 299 in contravention of
the supply chain management requirements,
1. I have audited the consolidated and separate which were not included in irregular
financial statements of the National Lotteries expenditure disclosed in note 39 of the annual
Commission and its subsidiaries (the group) financial statements.
set out on pages 127 to 177, which comprise
the consolidated and separate statement CONTEXT FOR THE OPINION
of financial position as at 31 March 2022,
4. I conducted my audit in accordance with the
the consolidated and separate statement of
International Standards on Auditing (ISAs).
financial performance, statement of changes
My responsibilities under those standards
in net assets, statement of cash flows and
are further described in the auditor-general’s
statement of comparison of budget and actual
responsibilities for the audit of the consolidated
amounts for the year then ended, as well as
and separate financial statements section of
notes to the consolidated and separate financial
my report.
statements, including a summary of significant
accounting policies. 5. I am independent of the group in accordance
with the International Ethics Standards Board
2. In my opinion, except for the effect of the
for Accountants’ International code of ethics
matter described in the basis for qualified
for professional accountants (including
opinion section of this auditor’s report, the
International Independence Standards)
consolidated and separate financial statements
(IESBA code) as well as other ethical
present fairly, in all material respects, the
requirements that are relevant to my audit in
consolidated and separate financial position
South Africa. I have fulfilled my other ethical
of the National Lotteries Commission as at
responsibilities in accordance with these
31 March 2022 and the group’s financial
requirements and the IESBA code.
performance and cash flows for the year then
ended in accordance with the Standards of 6. I believe that the audit evidence I have obtained
Generally Recognised Accounting Practice is sufficient and appropriate to provide a basis
(Standards of GRAP) and the requirements for my qualified opinion.
of the Public Finance Management Act 1 of
1999 (PFMA).

REPORT OF THE AUDITOR-GENERAL (CONTINUED)
to Parliament on National Lotteries Commission
EMPHASIS OF MATTER 12. A further description of my responsibilities for the audit

of the consolidated and separate financial statements is
7. I draw attention to the matter below. My opinion is not included in the annexure to this auditor’s report.
modified in respect of this matter.
RESTATEMENT OF CORRESPONDING FIGURES REPORT ON THE AUDIT OF THE
8. As disclosed in note 25 to the financial statements, the
corresponding figures for 31 March 2021 were restated
ANNUAL PERFORMANCE REPORT
as a result of an error in the financial statements of the INTRODUCTION AND SCOPE
group at, and for the year ended, 31 March 2022.
13. In accordance with the Public Audit Act 25 of 2004
RESPONSIBILITIES OF THE ACCOUNTING (PAA) and the general notice issued in terms thereof,
AUTHORITY FOR THE FINANCIAL STATEMENTS I have a responsibility to report on the usefulness and
reliability of the reported performance information against
9. The accounting authority is responsible for the predetermined objectives for selected programmes
preparation and fair presentation of the consolidated and presented in the annual performance report. I performed
separate financial statements in accordance with the procedures to identify material findings but not to gather
Standards of GRAP and the requirements of the PFMA, evidence to express assurance.
and for such internal control as the accounting authority
determines is necessary to enable the preparation of 14. My procedures address the usefulness and reliability
consolidated and separate financial statements that are of the reported performance information, which must
free from material misstatement, whether due to fraud be based on the public entity’s approved performance
or error. planning documents. I have not evaluated the
completeness and appropriateness of the performance
10. In preparing the consolidated and separate financial indicators included in the planning documents. My
statements, the accounting authority is responsible for procedures do not examine whether the actions taken
assessing the group’s ability to continue as a going by the entity enabled service delivery. My procedures
concern, disclosing, as applicable, matters relating do not extend to any disclosures or assertions relating
to going concern and using the going-concern basis to the extent of achievements in the current year or
of accounting unless the appropriate governance planned performance strategies and information in
structure either intends to liquidate the group or to cease respect of future periods that may be included as part of
operations, or has no realistic alternative but to do so. the reported performance information. Accordingly, my
findings do not extend to these matters.
AUDITOR-GENERAL’S RESPONSIBILITIES
FOR THE AUDIT OF THE CONSOLIDATED AND 15. I evaluated the usefulness and reliability of the reported
SEPARATE FINANCIAL STATEMENTS performance information in accordance with the criteria
developed from the performance management and
11. My objectives are to obtain reasonable assurance
reporting framework, as defined in the general notice,
about whether the consolidated and separate
for the following selected programmes presented in the
financial statements as a whole are free from material
public entity’s annual performance report for the year
misstatement, whether due to fraud or error, and to issue
ended 31 March 2022:
an auditor’s report that includes my opinion. Reasonable
Pages in the annual
assurance is a high level of assurance but is not a
Programmes performance report
guarantee that an audit conducted in accordance with
Programme 2 – Regulatory Compliance 50 – 51
the ISAs will always detect a material misstatement when Programme 3 – Grant Making 52 – 53
it exists. Misstatements can arise from fraud or error and
are considered material if, individually or in aggregate,
they could reasonably be expected to influence the
economic decisions of users taken on the basis of these
consolidated and separate financial statements.

A B C D E F
16. I performed procedures to determine whether the EXPENDITURE MANAGEMENT

reported performance information was properly 23. Effective and appropriate steps were not taken to prevent
presented and whether performance was consistent irregular expenditure, as required by section 51(1)(b)(ii)
with the approved performance planning documents. of the PFMA. As reported in the basis for the qualified
I performed further procedures to determine whether opinion the value disclosed in note 39 of the financial
the indicators and related targets were measurable and statements does not reflect the full extent of the irregular
relevant, and assessed the reliability of the reported expenditure incurred . The majority of the irregular
performance information to determine whether it was expenditure disclosed in the financial statements was
valid, accurate and complete. caused by appointment of service providers without
17. I did not identify any material findings on the usefulness following the bidding process.
and reliability of the reported performance information for PROCUREMENT AND CONTRACT MANAGEMENT
these programme: 24. Some of the goods and services were procured without
• Programme 2 – Regulatory Compliance obtaining at least three written price quotations in
accordance with Treasury Regulation 16A6.1, paragraph
• Programme 3 – Grant making
3.3.1 of Practice Note 8 of 2007/08 and paragraph
3.2.1 of SCM instruction note 2 of 2021/22. Similar non-
OTHER MATTER compliance was also reported in the prior year.
18. I draw attention to the matter below. 25. Some of the goods and services of a transaction
ACHIEVEMENT OF PLANNED TARGETS value above R500 000 were procured without inviting
19. Refer to the annual performance report on pages 46 to competitive bids and deviations were approved by
53 for information on the achievement of planned targets the accounting authority but it was practical to invite
for the year and management’s explanations provided for competitive bids, as required by Treasury Regulation
the under/over achievement of targets. 16A6.1 and paragraph 3.4.1 of Practice Note 8 of
2007/2008 and TR 16A6.4. Similar non-compliance was
REPORT ON THE AUDIT OF also reported in the prior year.
COMPLIANCE WITH LEGISLATION 26. Invitations to tender for procurement of commodities

designated for local content and production, did not
INTRODUCTION AND SCOPE stipulate the minimum threshold for local production
and content as required by the 2017 Procurement
20. In accordance with the PAA and the general notice
Regulation 8(2).
issued in terms thereof, I have a responsibility to report
material findings on the public entity’s compliance
with specific matters in key legislation. I performed
procedures to identify findings but not to gather evidence
to express assurance.
21. The material findings on compliance with specific matters

in key legislation are as follows:
ANNUAL FINANCIAL STATEMENTS, PERFORMANCE
AND ANNUAL REPORT
22. Financial statements were not submitted for auditing
within the prescribed period after the end of financial
year, as required by section 55(1)(c)(i) of the PFMA.

to Parliament on National Lotteries Commission
CONSEQUENCE MANAGEMENT INTERNAL CONTROL

27. I was unable to obtain sufficient appropriate audit
evidence that disciplinary steps were taken against DEFICIENCIES
officials who had incurred irregular expenditure as 32. I considered internal control relevant to my audit of the
required by section 51(1)(e)(iii) of the PFMA. consolidated and separate financial statements, reported
performance information and compliance with applicable
OTHER INFORMATION legislation; however, my objective was not to express
28. The accounting authority is responsible for the other any form of assurance on it. The matters reported below
information. The other information comprises the are limited to the significant internal control deficiencies
information included in the annual report. The other that resulted in the basis for the qualified opinion and
information does not include the consolidated and the findings on compliance with legislation included in
separate financial statements, the auditor’s report and this report.
those selected programmes presented in the annual 33. The accounting authority did not effectively oversee
performance report that have been specifically reported financial reporting and compliance as well as related
in this auditor’s report. internal controls.
29. My opinion on the financial statements and findings on 34. Management did not adequately review and monitor
the reported performance information and compliance financial reporting requirements as well as compliance
with legislation do not cover the other information and I with applicable legislation.
do not express an audit opinion or any form of assurance
conclusion on it.
OTHER REPORTS
30. In connection with my audit, my responsibility is to 35. I draw attention to the following engagements conducted
read the other information and, in doing so, consider by various parties which had, or could have, an impact
whether the other information is materially inconsistent on the matters reported in the public entity’s financial
with the consolidated and separate financial statements statements, reported performance information,
and the selected programmes presented in the annual compliance with applicable legislation and other related
performance report, or my knowledge obtained in the matters. These reports did not form part of my opinion on
audit, or otherwise appears to be materially misstated. the financial statements or my findings on the reported
performance information or compliance with legislation.
31. The other information I obtained prior to the date of this
auditor’s report is the accounting authority’s report, and 36. On 6 November 2020 Proclamation No. R.32 of 2020
the other governance reports are expected to be made (Proclamation) was signed by the president. Pursuant
available to us after 31 July 2022. If, based on the work I to the proclamation the Special Investigations Unit
have performed on the other information that I obtained conducted a search and seizure at NLC premises on
prior to the date of this auditor’s report, I conclude that 8 December 2020 during which many of the auditee
there is a material misstatement of this other information, items and information, including various files concerning
I am required to report that fact. I have nothing to report funding, were seized. This was in light of an investigation
in this regard. When I do receive and read the other being conducted on the NLC. The investigation is
governance reports, if I conclude that there is a material currently on going.
misstatement therein, I am required to communicate
the matter to those charged with governance and
request that the other information be corrected. If the
other information is not corrected, I may have to retract
this auditor’s report and re-issue an amended report
as appropriate. However, if it is corrected this will not
be necessary.

A B C D E F
37. Two investigations are currently in progress which are

being performed by the SIU and Hawks, relating to
grant funding allegations levelled against beneficiaries,
management and former board members.
Pretoria
31 July 2022

ANNEXURE – AUDITOR-GENERAL’S RESPONSIBILITY
FOR THE AUDIT
1. As part of an audit in accordance with the ISAs, I exercise I am required to draw attention in my auditor’s report
professional judgement and maintain professional to the related disclosures in the financial statements
scepticism throughout my audit of the consolidated about the material uncertainty or, if such disclosures
and separate financial statements and the procedures are inadequate, to modify my opinion on the financial
performed on reported performance information statements. My conclusions are based on the
for selected programmes and on the public entity’s information available to me at the date of this auditor’s
compliance with respect to the selected subject matters. report. However, future events or conditions may cause
a public entity to cease operating as a going-concern;
FINANCIAL STATEMENTS • evaluate the overall presentation, structure and content
2. In addition to my responsibility for the audit of the of the financial statements, including the disclosures,
consolidated and separate financial statements as and determine whether the financial statements
described in this auditor’s report, I also: represent the underlying transactions and events in a
manner that achieves fair presentation; and
• identify and assess the risks of material misstatement
of the consolidated and separate financial statements, • obtain sufficient appropriate audit evidence regarding
whether due to fraud or error; design and perform the financial information of the entities or business
audit procedures responsive to those risks; and activities within the group to express an opinion on the
obtain audit evidence that is sufficient and appropriate consolidated financial statements. I am responsible
to provide a basis for my opinion. The risk of not for the direction, supervision and performance of the
detecting a material misstatement resulting from fraud group audit. I remain solely responsible for my audit
is higher than for one resulting from error, as fraud opinion.
may involve collusion, forgery, intentional omissions,
COMMUNICATION WITH THOSE CHARGED
misrepresentations or the override of internal control;
WITH GOVERNANCE
• obtain an understanding of internal control relevant
3. I communicate with the accounting authority regarding,
to the audit in order to design audit procedures that
among other matters, the planned scope and timing of
are appropriate in the circumstances, but not for the
the audit and significant audit findings, including any
purpose of expressing an opinion on the effectiveness
significant deficiencies in internal control that I identify
of the public entity’s internal control;
during my audit.
• evaluate the appropriateness of accounting policies
used and the reasonableness of accounting 4. I also provide the accounting authority with a statement
estimates and related disclosures made by the that I have complied with relevant ethical requirements
accounting authority; regarding independence, and to communicate with
them all relationships and other matters that may
• conclude on the appropriateness of the accounting
reasonably be thought to bear on my independence and,
authority’s use of the going-concern basis of
where applicable, actions taken to eliminate threats or
accounting in the preparation of the financial
safeguards applied.
statements. I also conclude, based on the audit
evidence obtained, whether a material uncertainty
exists relating to events or conditions that may cast
significant doubt on the ability of the National Lotteries
Commission and its subsidiaries to continue as a going
concern. If I conclude that a material uncertainty exists,

A B C D E F
STATEMENT OF FINANCIAL PERFORMANCE

GROUP COMPANY
Year ended Year ended

31 March 31 March
Year ended 2021 Year ended 2021
31 March 2022 Restated 31 March 2022 Restated
Note R’000 R’000 R’000 R’000
REVENUE 1 851 899 1 764 329 569 477 534 742
Revenue from non-exchange transactions 1 778 023 1 680 801 567 437 533 767
Transfers from NLDTF 1 – – 564 929 531 267
Fund revenue 2 1 775 515 1 678 301 – –
Surplus on disposal of assets 12 8 – 8 –
Licence fees 3 2 500 2 500 2 500 2 500
Revenue from exchange transactions 73 876 83 528 2 040 974

Other operating income 4 4 222 2 206 1 846 782
Investment and interest income 5 69 654 81 321 194 193
EXPENDITURE (1 757 233) (1 691 689) (569 477) (534 742)

Allocation of grants 6 (1 172 631) (1 140 199) – –
Employee costs 7 (312 689) (311 925) (312 689) (311 925)
Goods and services 8 (253 921) (223 408) (249 490) (215 245)
Administration expenses 9 (3 552) (3 410) – –
Other expenses 10 (7 324) (5 419) (182) (244)
Depreciation, amortisation and impairment 11 (7 116) (7 158) (7 116) (7 158)
Deficit on disposal of assets 12 – (169) – (169)
Surplus/(deficit) for the period 94 666 72 640 – –

STATEMENT OF FINANCIAL POSITION
as at 31 March 2022
GROUP COMPANY

31 March 31 March
Note R’000 R’000 R’000 R’000
ASSETS
Non-current assets
Property, plant and equipment 13 88 470 82 913 88 470 82 913
Intangible assets 14 118 868 117 480 118 868 117 480
207 338 200 393 207 338 200 393
Current Assets
Trade and other receivables from exchange transactions 15 10 365 6 751 2 436 709
Trade and other receivables from non-exchange
transactions 15 24 772 18 421 – –
Prepayments and deposits 16 4 643 6 439 4 564 6 361
Cash and cash equivalents 17 2 164 926 2 344 826 7 139 3 416
2 204 706 2 376 438 14 139 10 487
Total assets 2 412 044 2 576 831 221 477 210 880
LIABILITIES
Non-current liabilities
Deferred income – Licence fees 18 417 2 917 417 2 917
417 2 917 417 2 917
Current Liabilities
Current portion of deferred income – Licence fees 18 2 500 2 500 2 500 2 500
Provision for allocations 19 124 045 470 194 – –
Trade and other payables from exchange transactions 20 23 392 40 524 22 887 39 511
Trade and other payables from non-exchange
transactions 20 298 430 184 748 165 300 128 229
Provisions 21 30 373 37 724 30 373 37 724
478 739 735 690 221 060 207 963
Total Liabilities 479 156 738 607 221 477 210 880
Net Assets
Accumulated funds 1 932 889 1 838 223 – –
Total net assets and liabilities 2 412 045 2 576 830 221 477 210 880

A B C D E F
STATEMENT OF CHANGES IN NET ASSETS

GROUP
Accumulated
Surplus
Note R’000
Restated Balance as at 31 March 2018 1 441 551
Restated surplus for the year 250 398
Surplus for the year reported in 2018/19 250 397
Prior period error 25 1
Balance as at 31 March 2019 1 691 949
Prior period error 25 (1 155)
Restated balance as at 31 March 2020 1 765 582
Surplus for the period 94 666
COMPANY
Accumulated
Surplus
R’000
Balance as at 31 March 2020
At the beginning of the year –
Surplus/(Deficit) for the year –
Balance as at 31 March 2021 –
Surplus/(Deficit) for the year –
Balance as at 31 March 2022 –

STATEMENT OF CASH FLOWS
GROUP COMPANY

31 March 31 March
Note R’000 R’000 R’000 R’000
Cash flow from operating activities
Cash Receipts
Transfers and subsidies – – 602 000 492 945
Cash received Ithuba (RF) (Pty) Ltd and other parties 2 260 087 2 047 803 – –
Interest income 71 056 607 475 179 228
Cash received from beneficiaries and other parties 962 903 408 759
2 332 105 2 656 181 602 587 493 932
Cash Payments
Cash paid to beneficiaries and other parties (1 913 142) (1 412 352) – –
Employee costs paid (330 677) (305 320) (330 677) (305 320)
Goods and services (254 134) (213 568) (254 134) (213 568)
(2 497 954) (1 931 240) (584 812) (518 888)
Net cash generated/(utilised) from
operating activities 22 (165 848) 724 941 17 775 (24 959)
Cash flow from investing activities
Net purchases of property, plant and equipment (12 208) (5 719) (12 208) (5 719)
Proceeds on disposal of property, plant and equipment 42 99 42 99
Net purchases of intangible assets (1 887) (977) (1 887) (977)
Net redemption/(investment) of financial assets – 1 100 000 – –
Net cash flows generated (utilised) from investing
activities (14 053) 1 093 403 (14 052) (6 596)
Net increase/(decrease) in cash and cash
equivalents (179 900) 1 818 344 3 723 (31 552)
Cash and cash equivalents at the beginning
of the year 17 2 344 826 526 482 3 416 34 968
Cash and cash equivalents at the end
of the period 17 2 164 926 2 344 826 7 139 3 416

A B C D E F
STATEMENT OF COMPARISON OF BUDGET

AND ACTUAL AMOUNTS: GROUP
Difference:
Final Budget
R’000 Approved Budget Adjustments Final Budget Actual Amounts and Actual
Revenue and income

Share of ticket sales 1 549 363 – 1 549 363 1 641 381 92 018
Interest Income 74 205 – 74 205 69 654 (4 551)
Licence fees 2 500 – 2 500 2 500 –
Societies and Other Lotteries 61 – 61 96 35
Revenue from Participants Trust 157 481 – 157 481 99 423 (58 058)
Unclaimed and expired prize money 140 000 – 140 000 97 450 (42 550)
Interest from the Participants Trust 17 481 – 17 481 1 973 (15 508)
Revocations 10 000 – 10 000 34 711 24 711
Surplus on disposal of assets – – – 8 8
Other operating Income 4 000 – 4 000 4 126 126
RFP lottery fee – Application fee 12 000 – 12 000 – (12 000)
Total revenue and income 1 809 610 – 1 809 610 1 851 899 42 289
Expenses
Employee costs (348 393) – (348 393) (312 689) 35 704
Goods and services (249 096) – (249 096) (251 469) (2 373)
Administration expenses (3 535) – (3 535) (3 552) (17)
Other expenses – – – (7 324) (7 324)
Deficit on disposal of assets – – – – –
Depreciation and amortisation (7 075) – (7 075) (7 116) (41)
Professional fees (7 000) (7 000) (2 452) 4 548
Total expenditure (615 099) – (615 099) (584 602) 30 497
Available for Distribution to grant allocations 1 194 511 – 1 194 511 1 267 297 72 786
Allocation of grants (1 170 936) (1 170 936) (1 172 631) (1 695)
Surplus/(Deficit) for the period 23 575 – 23 575 94 666 71 091
Capital Expenditure
Capital acquisitions (52 480) – (52 480) (14 097) 38 383

AND ACTUAL AMOUNTS: GROUP (CONTINUED)
Account Explanation of difference Amount R’000
Share of ticket sales The over-performance in revenue is due to the Lotto, Powerball and Powerball Plus 92 018
games exceeding the projections for the year due to the higher jackpots which
attracted more participants resulting in favourable sales.
Interest income The investment matured in the prior year and the reinvestment of funds did not take (4 551)
place in the 2021/22 financial year. Furthermore, the interest income underperformed
as a result of the reduction in interest rates by the Reserve Bank.
Societies and other lotteries The increase is due to the NLC continuing education and awareness on society 35
lotteries in order to assist NPOs to generate their own revenue to contribute to
sustainability of the NPOs.
Revenue from Participants Trust Revenue from expired funds decreased as a result of a portion of the funds being used (58 058)
towards guaranteed jackpots.
RFP lottery fees – Application fees The RFP project did not materialise as envisaged during the financial year ended (12 000)
31 March 2022. It was carried over to the 2022/23 financial period.
Deficit on disposal of assets The variance is not material. –
Other operating Income The variance is not material. 126
Employee costs The budget made provision for bonuses which were not accounted for due to a target 35 704
which the organisation did not achieve as a result of external dependency. Furthermore
salary increments approved for the 2021/22 financial year were lower than what was
budgeted for.
Revocations Revocations are done in line with the Grant Funding Policy. Applications are dependent 24 711
on whether there is any breach of Regulations and grant agreements by the funded
organisation.
Allocation of grants The variance is not material and was covered from Revocations in line with the Grant (1 695)
Funding Policy.
Goods and services Audit fees: There was an increase in the audit fees when compared to the budget (2 373)
Advertising and publicity: There was an increase in Advertising and Publicity due to
the increase in education and awareness.
Legal fees and Investigations: The nature of legal costs are that they cannot always
be reliably estimated and that even for known cases a matter takes trajectory of its
own. NLC was faced with unforeseen litigation matters and the Special Investigation
Unit costs were higher than anticipated.
Administration expenses The variance is not material. (17)
Depreciation and amortisation The variance is not material. (41)
Professional fees There were less infrastructure projects than anticipated in the budget provision. 4 548
Capital acquisitions There was a business decision taken not to procure the IVS system as per the planned 38 383
budget. NLC will in the future embark on acquiring a comprehensive regulatory tool.
Procurement for furniture and computer equipment was halted as the national treasury
issued a moratorium which requested that all bids be held in abeyance pending court
judgment outcome during the month of February 2022. There has also been a delay
with the building project for three provincial office buildings.

A B C D E F

AND ACTUAL AMOUNTS: COMPANY
Difference:
Final Budget
R’000 Approved Budget Adjustments Final Budget Actual Amounts and Actual
Revenue
Transfers from NLDTF 586 805 – 586 805 564 929 (21 876)
License fees 2 500 – 2 500 2 500 –
RFP lottery fees – Application fee 12 000 – 12 000 – (12 000)
Interest income 205 – 205 194 (11)
Other operating income 1 000 – 1 000 1 750 750
Surplus on disposal of assets – – 8 8
Societies and other lotteries 61 – 61 96 35
Total revenue 602 571 – 602 571 569 477 (33 095)
Expenses
Employee costs (348 393) – (348 393) (312 689) 35 704
Goods and services (247 103) – (247 103) (249 490) (2 387)
Deficit on disposal of assets – – –
Other expenses – – – (182) (182)
Depreciation and amortisation (7 075) – (7 075) (7 116) (41)
Surplus/(deficit) for the period – – – – (1)

Capital expenditure
Capital acquisitions (52 480) – (52 480) (14 097) 38 383

AND ACTUAL AMOUNTS: COMPANY (CONTINUED)
Account Explanation of difference Amount R’000

Transfers and subsidies received There was an under recovery in transfers and subsidies as a result of the savings in (21 876)
goods and services in the current financial year. See reasons below.
RFP lottery fees – Application fees The RFP project did not materialise as envisaged during the financial year ended (12 000)
31 March 2022. It was carried over to the 2022/23 financial period.
Societies and other lotteries The increase is due to the NLC continuing education and awareness on society 35
lotteries in order to assist NPOs to generate their own revenue to contribute to
sustainability of the NPOs.
Employee costs The budget made provision for bonuses which were not accounted for due to a target 35 704
which the organisation did not achieve as a result of external dependency. Furthermore
salary increments approved for the 2021/22 financial year were lower than what was
budgeted for.
Goods and services Audit fees: There was an increase in the audit fees when compared to the budget (2 387)
Advertising and publicity: There was an increase in Advertising and Publicity due to
the increase in education and awareness.
Legal fees and Investigations: The nature of legal costs are that they cannot always
be reliably estimated and that even for known cases a matter takes trajectory of its
own. NLC was faced with unforeseen litigation matters and the Special Investigation
Unit costs were higher than anticipated.
Depreciation and amortisation The variance is not material. (41)
Capital acquisitions There was a business decision taken not to procure the IVS system as per the planned 38 383
budget. Procurement for furniture and computer equipment was halted as the national
treasury issued a moratorium which requested that all bids be held in abeyance
pending court judgment outcome during the month of February 2022. There has also
been a delaying with the building project for the planned office buildings.

A B C D E F
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies applied in the preparation of these consolidated and separate financial statements are set out
below. These policies have been consistently applied to all the years presented.
1. BASIS OF PREPARATION
The annual financial statements have been prepared in accordance with Generally Recognised Accounting Practice
(GRAP) as well as the Public Finance Management Act, Act No. 1 of 1999, as amended (PFMA). They have been
prepared in accordance with the going concern principle using the historical cost basis except where otherwise stated
in the accounting policies below.
The preparation of financial statements in conformity with GRAP requires the use of certain critical accounting
estimates. It also requires management to exercise its judgment in the process of applying the accounting policies.
The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are
significant to the financial statements are outlined in point 19 of the summary of significant accounting policies.
All monetary information and figures presented in these financial statements are stated in thousands of Rand (R’000),
unless otherwise indicated.
NEW STANDARDS, AMENDMENTS AND INTERPRETATIONS APPROVED AND NOT

YET EFFECTIVE
Standard Scope and potential impact Effective date
IGRAP 25: None Not yet effective. The standard has no impact on the financial
Employee benefits statements.
IGRAP 7: None Effective date to be inline with that of GRAP 25 to be
The limit on a defined determined by the Minister of Finance in a regulation to be
benefit asset, minimum published in accordance with section 91(1)(b) of the Public
funding requirements and Finance Management Act, Act No. 1 of 1999, as amended.
their interaction
IGRAP 21: The Standard answers a question of The effective date of this standard is 1 April 2023 as
The Effect of Past Decisions whether past decisions about materiality determined by the Minister of Finance.
on Materiality affects subsequent reporting periods.
The consensus from the standard is that
materiality is assessed at each reporting
period and therefore past decisions will
not affect subsequent periods unless an
error occurred. The standard affects NLC
as assessments on materiality are done at
each reporting period.
IGRAP 104: None The effective date of this revised standard will be 1 April
Financial instruments 2025 as determined by the Minister of Finance.
NLC did not apply any of the standards above. It is not expected that the above standards, amendments and
interpretations will have any material impact on the NLC’s financial statements on initial application where applicable.
The changes to GRAP 104 affect the following:
• Classification of financial assets

• Amortised cost of financial assets
• Impairment of financial assets
• Disclosures
The changes to GRAP 25 are as follows:
• Introduction of how defined benefit costs should be recognised and measured.

SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)
2. CONSOLIDATION
The separate and consolidated financial statements include the assets, liabilities and results of the operations of the
controlling company and its controlled entities. The controlling entity is NLC. The NLC and its controlled entities all
prepare the annual financial statements using SA GRAP. Intercompany transactions are eliminated on consolidation.
The following factors where considered in consolidating the NLDT and the NLPT S10(c) of the Lotteries Act:
Functions of board: The board shall manage and administer the fund and hold it in trust;
22: Administration of the Fund:
(1) The fund shall be administered by the board.

(2) T
he fund shall be held in trust by the board for distribution of any sum paid into the fund as is allocated for
expenditure referred to in section 26(3)(b), (c), (d) and (e) after the distribution agency has considered an application
for a grant or following a recommendation of funding of worthy causes from the Commission after research
conducted in terms of the Act.
26(1), (2) and 34: So much of the sum that is paid to the fund, as the Minister after consultation with the board deems
appropriate, shall be allocated to the board in respect of the board’s expenses.
The consolidation of NLPT was decided upon by AGSA in September 2018. The factors that the AGSA took into
account to arrive at the conclusion to consolidate NLPT were the following: AGSA holds a view that NLC has power
to appoint the majority of the voting rights of the trustees. The AG holds a view that NLC holds an indirect title to the
net assets of the trust through the NLDTF. The NLC is the regulator and NLPTF is a regulated entity as it regulates the
Operator, Ithuba.
2.1. CONTROLLED ENTITIES

The NLDTF is a Fund which was established in terms of section 21 of the Lotteries Act No. 57 of 1997, as
amended. It was established to administer the distribution of funds to the respective sectors, namely Charities,
Sports and Recreation, Arts, Miscellaneous and Culture and National Heritage. The National Lotteries
Participants Trust (NLPT) is founded by the Ithuba Holding (RF) Pty Ltd (National Lottery Operator) in terms of the
Trust Deed. The main objective of the trust is to hold all monies in trust received from Ithuba Holding by the Trust
for the benefit of the winners, participants who have made an advance payment for future draws. In September
2018, the Auditor General concluded that the NLC should consolidate the financial statements of NLPT in the
annual financial statements of NLC. The NLC is the regulator and NLPTF is a regulated entity as it regulates the
Operator, Ithuba.
Intra-group transactions, balances and unrealised gains on intra-group transactions are eliminated. Unrealised
losses are also eliminated. Controlled entities’ accounting policies are consistent with the policies adopted
by NLC.

A B C D E F

3. REVENUE RECOGNITION
Revenue is the gross inflow of economic benefits or service potential during the reporting period when these inflows
result in an increase in net assets. Revenue is recognised when it is probable that future economic benefits will flow to
the enterprise and these benefits can be measured reliably.
The NLC and its controlled entities distinguishes between two forms of revenue namely revenue from exchange
transactions and revenue from non-exchange transactions.
Revenue from exchange transactions is defined as revenue in which NLC receives assets or services, or has liabilities
extinguished, and directly gives approximately equal value to another entity or party in exchange.
Revenue from non-exchange transactions is defined as revenue in which NLC receives value from another entity or party
without directly giving approximately equal value in exchange or gives value to another entity or party without directly
receiving approximately equal value in exchange.
3.1. TRANSFER FROM NLDT

Transfers from the NLDTF are initially measured at fair value on date of transfer. Transfers from the NLDTF are
measured at the amount of the increase in net assets recognised by the NLC.
The NLC withdraws the amounts as and when required, based on an approved budget by the Minister of
Trade and Industry. Income is generally recognised as operating costs are defrayed, the end result being
the surrendering of surpluses to (or recovering of any deficit from) the NLDTF, thus not accounting for any
accumulated surplus.
3.2. LICENCE FEES

Revenue from licence fees are paid at the inception of the licence by the National Lottery Operator in order to
operate the national lottery licence. The consideration received is measured at the fair value and amortised over
the licence term in the Statement of Financial Performance.
3.3. INVESTMENT INCOME AND INTEREST INCOME

Investment income comprises interest received from assets investments and cash and cash equivalents.
Interest is accounted for on an accrual basis using the effective interest rate method.
3.4. SHARE OF TICKET SALES

Revenue from share of national lottery ticket sales is accounted for on the accrual basis and is measured as a
percentage of ticket sales from the operator as stipulated and agreed in the licence agreement with National
Lottery Operator.
3.5. EXPIRED AND UNCLAIMED PRIZES

Expired and unclaimed prizes relate to prizes in constituent lotteries (not being an Instant Lottery) for which
remain unclaimed for a period of 365 days following the draw in which the prize was won as stipulated in the
license agreement with the National Lottery Operator. Such monies are accounted for on an accrual basis.
Payments of the funds by Ithuba are through the intermediation of the National Lotteries Participants Trust.
3.6. INTEREST FROM NATIONAL LOTTERIES PARTICIPANTS TRUST

Any interest that remain in the National Lotteries Participants Trust after deduction of the National Lotteries
Participants Trust costs are due to the NLDTF as stipulated in the Trust Deed of the NLPT. These monies
are accounted for on an accrual basis. Payments of the funds by Ithuba are through the intermediation of the

National Lotteries Participants Trust. Interest earned on the bank accounts of the NLPT is accounted in
the NLPT to the extent that it is utilised to defray the NLPT expenses.
3.7. REVOCATIONS
Revocations are effected by the NLC under the following circumstances:
• Breach of Grant Agreement;

• Voluntary cancellation of the Grant Agreement by the beneficiary due to various reasons;
• Cancellation due to identification and/or determination of irregularities from the beneficiary organisation; or
• Any other reasons that the Minister considers enough to warrant cancellation as set out in Section 31 of
the Act; and
• A revocation that is approved in the same year that the allocation was granted is off-set against the
grant allocation.
A revocation is recognised as income when a grant is revoked and is recognised at the amount of the revocation.
4. PROPERTY, PLANT AND EQUIPMENT

Property, plant and equipment are tangible items that are expected to be used for more than one reporting year.
Property and equipment are stated at historical cost less depreciation and impairment. Historical cost includes
expenditure that is directly attributable to the acquisition of the items.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate,
only when it is probable that future economic benefits or service potential associated with the item will flow to
NLC and the cost of the item can be measured reliably. All other repairs and maintenance are charged to profit or
loss during the financial year in which they are incurred.
Property and equipment are depreciated using the straight-line method to allocate their cost to their residual
values over their estimated useful lives, as follows:
Furniture and fittings 10 to 17 years

Office equipment 3 to 17 years
Computer equipment 3 to 7 years
Network Infrastructure Shorter of the estimated life or year of the lease, 7 years for servers
Leasehold improvements Shorter of estimated life or year of lease
Land and buildings 0 to 99 years
The assets’ residual values and useful lives are reviewed at each reporting year and adjusted if appropriate.
An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount
is greater than its estimated recoverable amount. The recoverable amount is the higher of the asset’s fair value
less costs to sell and value-in-use.
Gains or losses on disposals are determined by comparing the proceeds with the carrying amount. These are
recorded in profit or loss.

A B C D E F

5. INTANGIBLE ASSETS
Costs associated with maintaining computer software programmes are recognised as an expense as incurred.
Development costs that are directly attributable to the design and testing of identifiable and unique software products
controlled by NLC are recognised as intangible assets when the following criteria are met:
• it is technically feasible to complete the software product so that it will be available for use;
• management intends to complete the software product and use or sell it;
• there is an ability to use or sell the software product;
• it can be demonstrated how the software product will generate probable future economic benefits;
• adequate technical, financial and other resources to complete the development and to use or sell the software product
are available; and
• the expenditure attributable to the software product during its development can be reliably measured.
Directly attributable costs, that are capitalised as part of the software product, include the software development
employee costs and an appropriate portion of directly attributable overheads.
Other development expenditures that do not meet these criteria are recognised as an expense as incurred.
Development costs previously recognised as an expense are not recognised as an asset in a subsequent year.
Intangible assets are classified as indefinite on initial acquisition when, based on an analysis of all of the relevant factors,
there is no foreseeable limit to the year over which the asset is expected to provide service potential to the entity.
Software licenses and systems with indefinite useful lives are capitalised and not amortised. An annual impairment test
will be performed on the licences and systems.
Subsequent to initial recognition, intangible assets are carried at cost less accumulated amortisation and accumulated
impairment losses.
Intangible assets with finite useful lives are amortised over 2 to 7 years
Intangible assets with indefinite lives consist of:
• Websites
• Integrated systems
Intangible assets are amortised using the straight-line method.
6. LEASES
6.1. OPERATING LEASE
NLC classifies leases as operating leases where the lessor effectively retains the risks and benefits of ownership.
Operating lease payments are recognised in profit or loss on a straight-line basis over the year of the lease.
7. FINANCIAL ASSETS
NLC classifies its financial assets in the following categories:
• Financial assets at amortised cost

• Financial assets at fair value
The classification depends on the purpose for which the financial assets were acquired. Management determines the
classification of its financial assets at initial recognition.

7.1. FINANCIAL ASSETS AT AMORTISED COST

Financial assets at amortised cost are non-derivative financial assets that have fixed or determinable
payments, excluding those assets that:
• the entity designates at fair value at initial recognition; or
• are held for trading.
Financial assets carried at amortised cost, are initially recognised at fair value plus transaction costs that
are directly attributable to the acquisition of the financial asset. These assets are subsequently measured
at amortised cost using the effective interest rate method, less provision for impairment.
NLC will derecognise a financial assets when:

(a) the contractual rights to the cash flows from the financial asset expire, are settled or waived;
(b) NLC transfers to another party substantially all of the risks and rewards of ownership of the financial
asset; or
(c) NLC despite having retained some significant risks and rewards of ownership of the financial asset, has
transferred control of the asset to another party and the other party has the practical ability to sell the
asset in its entirety to an unrelated third party, and is able to exercise that ability unilaterally and without
needing to impose additional restrictions on the transfer.
Financial assets at amortised cost consists of:

• Investments
• Trade and Other Receivables from exchange transaction
• Trade and Other Receivables from non-exchange transaction
• Deposits
7.2. FINANCIAL ASSETS AT FAIR VALUE

Financial instruments at fair value comprise financial assets or financial liabilities that are:
(a) derivatives;
(b) combined instruments that are designated at fair value in accordance with paragraphs 20 or 21 of
GRAP 104;
(c) instruments held for trading. A financial instrument is held for trading if:
(i) it is acquired or incurred principally for the purpose of selling or repurchasing it in the near-term; or
(ii) on initial recognition it is part of a portfolio of identified financial instruments that are managed
together and for which there is evidence of a recent actual pattern of short term profit-taking;
(d) non-derivative financial assets or financial liabilities with fixed or determinable payments that are
designated at fair value at initial recognition in accordance with paragraph 17; and
(e) financial instruments that do not meet the definition of financial instruments at amortised cost or
financial instruments at cost.
Financial assets at fair value consists of cash and cash equivalents and the equity intrinsic value of investments
(refer to note 5).
Financial assets at fair value will be initially recognised is at fair value. A gain or loss arising from a change in the
fair value of a financial asset measured at fair value shall be recognised in surplus or deficit.

A B C D E F

8. IMPAIRMENT OF ASSETS
8.1. FINANCIAL ASSETS CARRIED AT AMORTISED COST
NLC assesses at each reporting year whether there is objective evidence that a financial asset or group of
financial assets is impaired. A financial asset is impaired and impairment losses are incurred only if there is
objective evidence of impairment as a result of one or more events that have occurred after the initial recognition
of the asset (a “loss event”) and the loss event has an impact on the estimated future cash flows of the financial
asset or group of financial assets that can be reliably estimated.
Objective evidence includes one or more of the following events:

• significant financial difficulty of the issuer or debtor;
• a breach of contract, such as default or delinquency in payments;
• becoming probable that the issuer or debtor will enter bankruptcy or other financial reorganisation;
• the disappearance of an active market for that financial asset because of financial difficulties;
• observable data indicating that there is a measurable decrease in the estimated future cash flow from a group of
financial assets since the initial recognition of those assets, although the decrease cannot yet be identified with
the individual financial assets in NLC, including:
– adverse changes in the payment status of issuers or debtors of NLC; and
– national or local economic conditions that correlates with defaults on the assets of NLC.
NLC first assesses whether objective evidence of impairment exists individually for financial assets that are
individually significant. If NLC determines that no objective evidence of impairment exists for an individually
assessed financial asset, whether significant or not, it includes the asset in a group of financial assets with similar
credit risk characteristics and collectively assesses them for impairment. Assets that are individually assessed
for impairment and for which an impairment loss is or continues to be recognised are not included in a collective
assessment of impairment.
If there is objective evidence that an impairment loss has been incurred on loans and receivables carried at
amortised cost, the amount of the loss is measured as the difference between the asset’s carrying amount and
the present value of estimated future cash flows discounted at the financial asset’s original effective interest rate.
The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the
loss is recognised in profit or loss.
If in a subsequent year, the amount of the impairment loss decreases and the decrease can be related objectively
to an event occurring after the impairment was recognised (such as improved credit rating), the previously
recognised impairment loss is reversed by adjusting the allowance account. The amount of the reversal is
recognised in profit or loss.
8.2. IMPAIRMENT OF OTHER NON-FINANCIAL ASSETS

Assets, including intangible assets, that are subject to amortisation, are reviewed for impairment whenever events
or changes in circumstances indicate that the carrying amount may not be recoverable. Such indicators include
continued losses, changes in technology, market, economic, legal and operating environments.
An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable
service amount. The recoverable amount is measured using the higher of the fair value less costs to sell and the
value-in-use. Value-in-use is the present value of the asset’s remaining service potential. An impairment charge is
recognised as a loss in profit or loss immediately.
Cash-generating assets are assets managed with the objective of generating a commercial return.
Non-cash-generating assets are assets other than cash-generating assets. NLC and its controlled does not hold
cash-generating assets and therefore all assets are classified as non-cash-generating assets.

9. FINANCIAL LIABILITIES
NLC classifies its financial liabilities in the following category:
• Financial liabilities at amortised cost
9.1. FINANCIAL LIABILITIES AT AMORTISED COST

Financial liabilities at amortised cost are non-derivative financial assets that have fixed or determinable
payments, excluding those liabilities that:

Financial liabilities carried at amortised cost, are initially recognised at fair value plus transaction costs that
are directly attributable to the issue of the financial liability.
Financial liabilities are subsequently measured at amortised cost using the effective interest rate method.
Financial liabilities at amortised cost consists of:
• Provision for allocation

• Trade payables from exchange transactions
• Trade payables from non exchange transactions
A gain or a loss is recognised in surplus or deficit when the financial liability is derecognised or through
the amortisation process.
NLC derecognises financial liability (or a part of a financial liability) from its statement of financial position
when, and only when, it is extinguished – i.e. when the obligation specified in the contract is discharged,
cancelled, expires or waived.
10. CASH AND CASH EQUIVALENTS

Cash and cash equivalents comprise:
• Cash in hand
• Deposits held at call and short notice
• Balances with banks
Cash and cash equivalents only include items held for the purpose of meeting short-term cash commitments
rather than for investing or other purposes. It comprises cash in hand and deposits held at call with respective
banks. Cash and cash equivalents have a maturity of less than three months. Cash and cash equivalents
are classified as financial assets at fair value and are carried at cost which due to their short-term nature
approximates fair value.
11. CONTINGENT ASSETS

Contingent assets are possible assets that arise from past events, and whose existence will be confirmed only
by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the
entity. A contingent asset is not recognised in the financial statement, however, it is disclosed where an inflow
of economic benefits or service potential is probable. Contingent assets are assessed continually to ensure that
developments are appropriately reflected in the financial statements.

A B C D E F

12. FINANCIAL RISK MANAGEMENT

The Company and Group’s activities expose it to a variety of financial risks: market risk, credit risk and liquidity risk.
The Board manages these risks through a Board Audit and Risk Committee. The Board manages these risks through
quarterly reporting of risk management.
12.1. MARKET RISK

The Company and Group’s activities as a regulator do not expose it to a significant amount of market risk.
The Board has an approved investment policy in place. The pillars of the policy include capital preservation,
liquidity and maximisation of returns.
12.2. CREDIT RISK

Credit risk arises from cash and cash equivalents and deposits with banks and financial institutions, as well as
credit exposures to outstanding receivables and committed transactions.
The Company and Group also follows regulations issued by National Treasury to manage its exposure to
credit risk.
12.3. LIQUIDITY RISK

Prudent liquidity risk management implies maintaining sufficient cash and cash equivalents to meet the daily
demands of the operations.
Management monitors daily balances of cash and cash equivalents as well as investment accounts to ensure
that enough funds are available to meet the needs of the operation.
13. EMPLOYEE BENEFITS

13.1. POST-EMPLOYMENT BENEFITS
The Provident Fund to which employees belong is a defined contribution fund, which provides retirement, death
and disability benefits. The contributions are charged to the Statement of Financial Performance in the year to
which they relate.
13.2. PROVISION FOR LEAVE PAY

The NLC accrues in full the employees’ rights to annual leave entitlement in respect of past service.
The undiscounted amount is expensed over the year the services are rendered. A provision is made for the
estimated liability as a result of services rendered by employees up to the reporting date. The NLC remains
liable to pay out an amount equal to the leave balance at current rate of remuneration. Payment of the leave is
dependent on when employees resign. The NLC has an approved leave policy.
13.3 PROVISION FOR BONUS PLAN

The NLC recognises a provision and an expense for bonuses in staff costs, based on a formula where there is
a contractual obligation or where there is a past practice that has created a constructive obligation. Bonuses
are paid based on the outcome of annual performance assessments and only paid once approval of the
Board is obtained. The timing of the approval of the bonus varies from year to year. The NLC has an approved
performance management policy.

14. TRADE AND OTHER PAYABLES

Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of
business from suppliers. Accounts payable are classified as current liabilities if payment is due within one year or
less from the reporting date. If not, they are presented as non-current liabilities.
Trade payables are recognised initially at fair value and subsequently measured at amortised cost using the
effective interest rate method.
15. PROVISIONS
Provisions are recognised when, as a result of past events, the Company has a present legal or constructive
obligation of uncertain timing or amount, and it is probable that an outflow of resources embodying economic
benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation
can be made.
16. CONTINGENT LIABILITIES

Company and Group discloses a contingent liability when:
• it has a possible obligation arising from past events, the existence of which will be confirmed only by the
occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or
• it has a present obligation that arises from past events but not recognised because:
– it is not probable that an outflow of resources will be required to settle an obligation; or
– the amount of the obligation cannot be measured with sufficient reliability.
A contingent liability is not recognised in the financial statements, however, it is disclosed unless the probability
of an outflow of economic benefits is remote. Contingent liabilities comprise grants allocated by the Distributing
Agencies to beneficiaries on a conditional basis and the stipulated conditions have not been met as at
31 March 2022.
17. ALLOCATION OF GRANTS

Allocations are accounted for when applications for assistance from individual organisations are considered
and grants are unconditionally awarded by the respective distributing agencies. Pro-active funding allocations
are accounted for when funding is considered in terms of section 2A(4) of the Lotteries Act and grants are
unconditionally awarded by the Assurance committee.
Revocations will be triggered if there is a breach of Grant Agreement, voluntary cancellation of the Grant
Agreement by the funded organisation due to various reasons; cancellation due to identification and/or
determination of irregularities from the organisation.
18. CONTRACTUAL COMMITMENTS

A commitment is a contractual arrangement that binds the department to incur future expenditure based on
items that are still to be received. Disclosure of commitments entered into before year end are relevant for the
following standards of GRAP:
• GRAP 1 on Presentation of Financial Statements (disclosure of unrecognised contractual commitments)

• GRAP 13 on Leases (disclosure of the future minimum lease payments)
• GRAP 17 on Property, Plant & Equipment (disclosure of contractual commitments for Property, Plant &
Equipment)
• GRAP 31 on Intangible Assets (disclosure of the contractual commitments for the acquisition of intangible assets)

A B C D E F

19. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS IN

APPLYING ACCOUNTING POLICIES
Assumptions and estimates form an integral part of financial reporting and have an impact on the amounts reported.
Assumptions are based on historical experience and expectations of future outcomes and anticipated changes in the
environment. Assumptions are further regularly reviewed in the light of emerging events and adjusted where required.
19.1 PROVISION FOR ALLOCATIONS

Allocations are accounted for when applications for assistance from individual organisations are considered and
grants are unconditionally awarded by the respective Distributing Agencies. Research based (pro active funding)
allocations are accounted for when funding is considered in terms of section 2A(4) of the Lotteries Act and grants
are unconditionally awarded by the Assurance committee. Disclosures are made for those organisations which
were funded by the NLDTF in which Distributing Agencies may have significant interest in. Disclosures made
relate to the payments, allocations in the current year and outstanding amounts outstanding at year end. The
impact of the Covid-19 pandemic has resulted in the NLC only paying projects that are implementable under the
varying lockdown alert levels. The extent of the lockdown cannot be reliably estimated, however, the financials
have been presented on the basis that management has made an assessment that the funded organisations
would be in a position to implement funded projects twelve months after the year end.
The amount recognised as a provision shall be the best estimate of the expenditure required to settle the present
obligation at the reporting date. The best estimate of the expenditure required to settle the present obligation is
the amount that an entity would rationally pay to settle the obligation at the reporting date or to transfer it to a
third party at that time. It will often be impossible or prohibitively expensive to settle or transfer an obligation at
the reporting date. However, the estimate of the amount that an entity would rationally pay to settle or transfer
the obligation gives the best estimate of the expenditure required to settle the present obligation at the reporting
date. An impairment is recognised when an organisation has breached the provisions of Regulation 6 and
Clause 10 of the grant agreement and the NLC has not communicated the breach to the beneficiary.
19.2 DEPRECIATION
Depreciation is recognised through profit or loss on a straight-line basis over the estimated useful life, or the lease
term if shorter, of each asset or component of an item of property, plant and equipment. Land is not depreciated
and major repairs and overhauls are depreciated over the remaining useful life of the related asset or to the date
of the next major repair or overhaul, if shorter. Depreciation commences when the asset is available for use.
The 80/20 principle is applied to split the initial acquisition cost of the land and buildings, where 80% is buildings
and 20% is land of the initial acquisition cost.
19.3 PROVISION FOR DOUBTFUL DEBTS

A provision for doubtful debt is raised in instances where there are indications that the debt may not be
recoverable from the debtor. The assessment of recoverability is done on a individual debtor basis.
19.4 CONTINGENT LIABILITIES

Contingent liabilities are not recognised in the financial statements, but are disclosed in the notes to the financial
statements unless the probability of occurrence is remote.
19.5 BENEFICIARIES WRITTEN OFF

Beneficiaries written off are those beneficiaries where all avenues for recovery have been completely exhausted
and the outstanding debts are considered not recoverable.

19.6 CONTINGENT ASSETS

Contingent assets are not recognised in the financial statements, but are disclosed in the notes to the
financial statements unless the probability of occurrence is remote.
20. RELATED PARTIES

A related party is a person or an entity with the ability to control or jointly control the other party, or exercise
significant influence over the other party, or vice versa, or an entity that is subject to common control,
or joint control.
As a minimum, the following are regarded as related parties of the reporting entity:
(a) A person or a close member of that person’s family related to the reporting entity if that person:
(i) has control or joint control over the NLC;
(ii) has significant influence over the NLC; or
(iii) is a member of the management of the NLDTF or NLC.
Related party transactions are transfers of resources, services or obligations between the NLC and a related
party, regardless of whether a price is charged.
21. IRREGULAR EXPENDITURE

Irregular expenditure means expenditure incurred in contravention of, or not in accordance with a requirement of
any applicable legislation, including:
• The PFMA; or
• the Treasury Regulations; or
• a National Treasury Instruction, issued in terms of section 76 of the PFMA; or
• Any legislation providing for procurement procedures.
When confirmed, irregular expenditure must be recorded in the notes to the financial statements. The amount to
be recorded in the notes must be equal to the value of the irregular expenditure incurred unless it is impracticable
to determine the value thereof. Where such impracticality exists, the reasons therefore must be provided in the
notes. Irregular expenditure must be removed from the notes when it is either (a) condoned by the National
Treasury or the relevant authority; (b) it is transferred to receivables for recovery; or (c) it is not condoned and
is irrecoverable. A receivable related to irregular expenditure is measured at the amount that is expected to be
recovered and must be de-recognised when the receivable is settled or subsequently written off as irrecoverable.
Any irregular expenditure is charged against income in the year in which it is incurred.
22. FRUITLESS AND WASTEFUL EXPENDITURE

Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had
reasonable care been exercised.
Fruitless and wasteful expenditure is accounted for in line with all relating requirements, including, but not limited
to, ruling Legislation, Regulations, Frameworks, Circulars, Instruction Notes, Practice Notes, Guidelines, etc
(as applicable).
Any fruitless and wasteful expenditure is charged against income in the year in which it is incurred.

A B C D E F

23. BUDGET INFORMATION

The approved budget is prepared on an accrual basis and presented by economic classification linked to performance
outcome objectives. The approved budget covers the financial year from 2021/04/01 to 2022/03/31. The budget for the
economic entity includes all the entities approved budgets under its control. The annual financial statements and the
budget are on the same basis of accounting therefore a comparison with the budgeted amounts for the reporting year
has been included in the statement of comparison of budget and actual amounts.
24. EVENTS AFTER REPORTING DATE

Events after reporting date are those events, both favourable and unfavourable, that occur between the reporting date
and the date when the financial statements are authorised for issue. Two types of events can be identified:
• those that provide evidence of conditions that existed at the reporting date (adjusting events after the reporting date);
and
• those that are indicative of conditions that arose after the reporting date (non-adjusting events after the reporting date).
The entity adjusts the amount recognised in the financial statements to reflect adjusting events after the reporting date
once the event occurred.

NOTES TO THE FINANCIAL STATEMENTS
GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
1. TRANSFERS FROM NLDTF

Payments from fund in respect of expenses – – 564 929 531 267
– – 564 929 531 267
2. FUND REVENUE
Share of ticket sales 1 641 381 1 488 460 – –
Expired and unclaimed prizes 97 450 159 375 – –
Interest from the National Lotteries Participants Trust 1 973 5 105 – –
Revocations 34 711 23 959 – –
Penalties – Ithuba Holdings (RF) (Pty) Ltd – 1 402 – –
1 775 515 1 678 301 – –
3. LICENCE FEES
Recognition of lottery licence fees 2 500 2 500 2 500 2 500
2 500 2 500 2 500 2 500
4. OTHER OPERATING INCOME

Registration fees – Schemes and Societies 96 80 96 80
Sundry income* 4 126 945 1 750 702
Movement in the provision for doubtful debt – 1 181 – –
4 222 2 206 1 846 782
* Sundry income mainly consists of unspent amounts returned by beneficiaries upon completion of funded projects.
5. INVESTMENT AND INTEREST INCOME

Call and current accounts 64 193 48 131 194 193
Interest income from investments – 28 383 – –
Interest income from National Lotteries Participants Trust current
accounts 5 461 4 807 – –
69 654 81 321 194 193
Current year allocations 1 205 541 1 140 199 – –
Current period revocations (32 910) – – –
1 172 631 1 140 199 – –
7. EMPLOYEE COSTS
Salaries, wages and allowances 253 046 226 871 253 046 226 871
Medical aid fund contribution 15 729 15 202 15 729 15 202
Defined provident fund contributions 25 654 26 010 25 654 26 010
Social security levies (Unemployment Insurance Fund,
Skills Development Levy) 3 385 3 283 3 385 3 283
Risk Benefit and management fees 7 770 6 740 7 770 6 740
Provision for leave pay (575) 2 397 (575) 2 397
Provision for bonus 7 680 31 421 7 680 31 421
312 689 311 925 312 689 311 925

A B C D E F
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
8. GOODS AND SERVICES

Advertising and publicity 36 370 25 894 36 370 25 894
Audit fees 8 708 3 178 7 716 2 682
Bank charges 206 194 71 69
Computer expenses 22 774 26 607 22 774 26 607
Conferences and meetings 2 002 185 2 002 185
Consulting fees 24 232 40 972 24 232 40 972
Courier and delivery costs 520 601 520 601
Distributing agency emoluments 1 951 2 058 1 951 2 058
Enterprise and supplier development 1 771 3 466 1 771 3 466
Professional fees 2 452 6 708 – –
Board member fees including board committees 5 932 7 676 5 932 7 676
Insurance 664 577 475 395
Legal fees* 46 284 31 834 46 285 31 834
Rental – Motor vehicles 2 924 3 180 2 924 3 180
Rental – Office buildings 20 407 20 033 20 407 20 033
Rental – Office equipment 1 112 1 849 1 112 1 849
Outsourcing 10 887 10 677 10 887 10 677
Printing and stationary 1 425 1 155 1 425 1 155
Refreshments and catering 609 293 609 293
Repairs and maintenance^ 2 690 824 2 690 824
Research 949 1 957 949 1 957
Investigations* 31 505 8 868 31 505 8 868
Small assets written off 5 – 5 –
Staff recruitment 252 682 252 682
Staff training 3 750 3 253 3 696 3 253
Staff welfare 2 953 2 934 2 953 2 934
Security 5 350 5 223 5 350 5 223
Subscriptions 219 493 219 493
Sundry expenses** 3 760 3 570 3 760 3 570
Telephone and internet charges 1 710 1 799 1 710 1 799
Travel and accommodation 4 085 1 871 4 085 1 871
Trustee fees 610 652 – –
Water and electricity 4 855 4 145 4 855 4 145
253 921 223 408 249 490 215 245
* During the 2021/22 financial there was a change of classification in relation to legal fees. An amount of R8.867 million was reclassified from legal fees to
investigations. This resulted to no changes on the income statement as both classifications fall under goods and services. The change in classification
provides more relevant presentation in understanding the nature of the transactions
** Included in sundry expense is general expenses (R897 000), cleaning (R1.98 million), motor vehicle expenses (R877 000) removals (R36 000)
^ Included in repairs and maintenance is an amount of R2.5 million to repair Property, Plant and Equipment

GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
9. ADMINISTRATION EXPENSES
Trust administration fees 3 552 3 410 – –
3 552 3 410 – –
10. OTHER EXPENSES

Movement in provision for doubtful debts 592 78 100 78
Impairment of provision 6 650 3 894 – –
Debtors written off 82 1 448 82 167
7 324 5 419 182 244
11. DEPRECIATION AND AMORTISATION

11.1 DEPRECIATION
Network infrastructure 1 458 1 402 1 458 1 402
Computer equipment 1 515 1 605 1 515 1 605
Furniture and fittings 1 395 1 400 1 395 1 400
Leasehold improvements 51 146 51 146
Office equipment 1 682 1 748 1 682 1 748
Buildings 517 481 517 481
6 617 6 782 6 617 6 782
11.2 AMORTISATION
Software 499 376 499 376
499 376 499 376
7 116 7 158 7 116 7 158
12. SURPLUS/(DEFICIT) ON DISPOSAL OF ASSETS 8 (169) 8 (169)

8 (169) 8 (169)

A B C D E F

13. PROPERTY, PLANT AND EQUIPMENT: GROUP AND COMPANY

Network Computer Furniture Leasehold Office
R’000 Buildings Infrastructure equipment and fittings improvements equipment Total
Year ended 31 March 2022

Opening carrying amount 61 118 5 327 2 112 5 731 51 8 574 82 913
Additions 9 439 – 2 558 7 – 206 12 210
Disposals – – (10) – – (24) (35)
– Cost – – (951) – – (82) (1 033)
– Accumulated depreciation – – 941 – – 57 999
Depreciation charge (517) (1 458) (1 515) (1 395) (51) (1 682) (6 618)
Closing carrying amount 70 040 3 870 3 145 4 343 (0) 7 074 88 470
At 31 March 2022
Cost 71 308 13 711 14 724 15 435 8 276 19 124 142 579
Accumulated depreciation (1 268) (9 841) (11 579) (11 093) (8 276) (12 050) (54 108)
Carrying amount 70 040 3 870 3 145 4 343 (0) 7 074 88 470

Opening carrying amount 58 754 5 121 2 709 6 958 197 10 248 83 987
Additions 2 845 1 608 1 019 173 – 74 5 719
Disposals – – (11) – – – (11)
– Cost – – (86) – – – (86)
– Accumulated depreciation – – 75 – – – 75
Depreciation charge (481) (1 402) (1 605) (1 400) (146) (1 748) (6 782)
Closing carrying amount 61 118 5 327 2 112 5 731 51 8 574 82 913
At 31 March 2021
– Cost 61 869 13 711 13 117 15 429 8 276 19 000 131 402
– Accumulated depreciation (751) (8 384) (11 005) (9 698) (8 225) (10 426) (48 489)
Carrying amount 61 118 5 327 2 112 5 731 51 8 574 82 913

14. INTANGIBLE ASSETS: GROUP AND COMPANY

Geographical Grant
Information Enterprise Management
R’000 System System* Software** System Website Total

Opening carrying amount 1 810 108 602 6 870 – 198 117 480
Additions – – 1 887 – – 1 887
Disposals – – – – – –
– Cost – – (288) – (288)
– Accumulated depreciation – – 288 – 288
Impairment charge – – – – –
Amortisation charge – – (499) – – (499)
Closing carrying amount 1 810 108 602 8 258 – 198 118 868
At 31 March 2022
Cost 1 810 108 602 11 355 6 963 198 128 928
Accumulated amortisation/impairment – – (3 097) (6 963) – (10 060)
Carrying amount 1 810 108 602 8 258 – 198 118 868
Opening carrying amount 1 810 108 602 6 527 – 198 117 137
Additions – – 977 – – 977
Disposals – – (258) – – (258)
– Cost – – (623) – – (623)
– Accumulated depreciation – – 366 – – 366
Amortisation charge – – (376) – – (376)
Closing carrying amount 1 810 108 602 6 870 – 198 117 480
At 31 March 2021
Cost 1 810 108 602 9 756 6 963 198 127 329
Accumulated amortisation/impairment – – (2 886) (6 963) – (9 849)
Carrying amount 1 810 108 602 6 870 – 198 117 480
** GMS, Payday and Pastel are carried at zero but still in use.

A B C D E F

GROUP COMPANY

31 March |31 March
R’000 R’000 R’000 R’000
15. TRADE AND OTHER RECEIVABLES

15.1 TRADE AND OTHER RECEIVABLES FROM
EXCHANGE TRANSACTIONS:
– Study loans and advances 90 72 90 72
– Staff receivables – Payroll 528 271 528 271
– Sundry debtors 1 791 352 1 791 353
– Gross sundry debtors 1 969 431 1 969 431
– Provision for doubtful sundry debtors (178) (78) (178) (78)
Accrued income 6 624 6 056 27 13
– Interest receivable on current and call accounts 6 624 6 056 27 13
Total 9 033 6 751 2 436 709

Claims from beneficiaries 1 332 – – –
– Gross amount claimed 1 824 – – –
– Provision for doubtful claim recovery from beneficiaries (492) – – –
Current 10 365 6 751 2 436 709
10 365 6 751 2 436 709
15.2 TRADE AND OTHER RECEIVABLES FROM
NON-EXCHANGE TRANSACTIONS:
Accrued income and revenue
– Share of ticket sales – Ithuba Holdings (Pty) Ltd 19 064 17 707 – –
– Advance sales due from Ithuba Holdings (RF) (Pty) Ltd 5 708 714 – –
Total 24 772 18 421 – –
Current 24 772 18 421 – –

24 772 18 421 – –
16. PREPAYMENTS AND DEPOSITS

Prepayments 79 375 – 297
Deposits 4 564 6 064 4 564 6 064
4 643 6 439 4 564 6 361
Deposits include amounts paid on inception of operating lease
contracts entered into by the NLC for the leasing of property
(refer to note 24.2 for details of operating lease commitments)

17.1 CASH AT BANK
Cash at bank – current account 428 664 358 624 4 099 437
Cash at bank – call account 1 736 233 1 986 184 3 011 2 962
Cash on hand 29 18 29 18
Fixed deposits with maturity date less than three months – 1 – –
Total cash at bank as per statement of cash flow 2 164 926 2 344 826 7 139 3 416
Included in the R3.010 million call account of the NLC is an amount of R2.44 million which is pledged as a guarantee in favour of
Growth Point Properties (Pty) Ltd in terms of the NLC lease agreement. The current and call accounts are not pledged.

GROUP COMPANY

31 March |31 March
R’000 R’000 R’000 R’000
18. DEFERRED REVENUE – LICENCE FEES

Opening balance 5 417 7 917 5 417 7 917
Amount charged to statement of financial performance (2 500) (2 500) (2 500) (2 500)
Closing balance 2 917 5 417 2 917 5 417
Current 2 500 2 500 2 500 2 500
Non-current 417 2 917 417 2 917
2 917 5 417 2 917 5 417
19. PROVISION FOR ALLOCATION BY DISTRIBUTING AGENCIES

Opening balance 470 194 301 855 – –
Additional provision made during the period 1 172 631 1 140 199 – –
Payments made during the period (1 490 721) (951 795) – –
Revocations (34 711) (23 959) – –
Provision for impairment 6 652 3 894 – –
Closing balance 124 045 470 194 – –
Current 124 045 470 194 – –
124 045 470 194 – –
Payments refers not only to payments against current year allocations but also to payments relating to commitments owing from previous
financial years. Payments against prior year balance are in accordance with duly signed grant agreements. The impact of the Covid-19
pandemic has resulted in the NLC only paying projects that are implementable under the varying lockdown alert levels. The extent any
possible future lockdown cannot be reliably estimated, however, the annual financial statements have been presented on the basis that
management has made an assessment that the majority of the funded organisations would be in a position to implement funded projects
within 12 months after the year end.
Impairment of provision for allocations
Opening balance 12 983 16 877 – –
Movement for the year (6 652) (3 894) – –
Closing balance 6 331 12 983 – –

A B C D E F

GROUP COMPANY

31 March |31 March
R’000 R’000 R’000 R’000

20.1 TRADE AND OTHER PAYABLES FROM
EXCHANGE TRANSACTIONS
Supplier payables 5 662 4 399 5 662 4 399
Accruals 17 477 24 027 16 972 23 014
Payroll creditors 4 10 367 4 10 366
Straight-lining of operating lease payments 249 1 731 249 1 731
23 392 40 524 22 887 39 511
Current 23 392 40 524 22 887 39 511
23 392 40 524 22 887 39 511
20.2 TRADE AND OTHER PAYABLES FROM
NON-EXCHANGE TRANSACTIONS:
– National Lottery Distribution Trust Fund – – 165 300 128 229
– Unclaimed Prizes – Ithuba Holdings (RF) (Pty) Ltd 253 646 163 000 – –
– Unclaimed Funds – Ithuba Holdings (RF) (Pty) Ltd 13 735 1 961 – –
Nedbank Private Wealth (Pty) Ltd – Interest Account –
– Advance Sales due to Players – Ithuba Holdings (RF) (Pty) Ltd 31 049 19 787 – –
– Advance Sales due to Ithuba Holdings (RF) (Pty) Ltd – – – –
298 430 184 748 165 300 128 229
21. PROVISIONS
Leave pay
Opening balance 7 408 5 649 7 408 5 649
Additional provisions raised 6 730 7 407 6 730 7 407
Used during the period (359) (499) (359) (499)
Unused amounts reversed (7 048) (5 149) (7 048) (5 149)
Closing balance 6 731 7 408 6 731 7 408
The leave balance is calculated based on the leave days carried
over at year end
Bonus
Opening balance 28 829 36 011 28 829 36 011
Additional provisions raised – 28 829 – 28 829
Used during the period (28 829) (36 011) (28 829) (36 011)
Closing balance – 28 829 – 28 829
Bonuses are calculated based on the NLC performance
management policy
General
Opening balance 1 486 – 1 486 –
Additional provisions raised 23 642 1 486 23 642 1 486
Used during the period (1 486) – (1 486) –
23 642 1 486 23 642 1 486
Total provisions 30 373 37 723 30 373 37 723

GROUP COMPANY

31 March |31 March
R’000 R’000 R’000 R’000
22. CASH FLOW INFORMATION

22.1 CASH GENERATED BY OPERATIONS
Surplus/(deficit) per the statement of financial performance 94 666 72 640 – –
Adjusted for:
Non-cash items:
Amortisation and impairment 499 231 499 376
Deferred revenue (2 500) (2 500) (2 500) (2 500)
Depreciation 6 617 6 782 6 617 6 782
Operating lease payments smoothing (1 482) (37) (1 482) (37)
(Surplus)/deficit on sale of assets (8) 169 (8) 169
Provision for bad debts 492 (1 181) – –
Impairment of provision 6 650 3 894 – –
Surplus/(deficit) after adjustment for non-cash items 104 934 79 998 3 126 4 790
Working capital changes
– (Increase)/Decrease in trade and other receivables 26 429 555 221 70 1 395
– Increase/(Decrease) in trade and other payables 62 943 (71 539) 21 930 (27 204)
– Increase/(Decrease) in provisions (7 351) (3 937) (7 351) (3 937)
– Increase/(Decrease)in provision for allocations (352 800) 165 197 – –
Net cash generated/(utilised) from operating activities (165 847) 724 939 17 774 (24 956)
23. COMMITMENTS
23.1 CAPITAL COMMITMENTS
Purchase Order Commitments 8 539 1 122 8 539 1 122
8 539 1 122 8 539 1 122
Capital commitments relate to capital acquisitions. Contract
commitments are ranging from 12 to 36 months. Full amount
disclosed relates to PPE.
23.2 OPERATING LEASE COMMITMENTS
NLC leases buildings for its head office and some of the
provincial offices. Motor vehicles are under operating leases.
The remaining years of the leases range from less than one
year to less than three years. The future minimum
commitments in terms of the leases of buildings and motor
vehicles are as follows:
Due within one year 4 475 22 842 4 475 22 842
Due within two to five years 3 651 6 572 3 651 6 572
Net commitment 8 126 29 414 8 126 29 414
The lease term for Polokwane office ends in July 2022. The lease in Polokwane escalates at 7% per annum and 9% for Head Office.
The lease for Head Office was for three (3) years and expired in March 2022. Lease for KwaZulu-Natal expires in March 2022 and the
lease for WC expires in June 2022. Lease for motor vehicles is for five years and expires in June 2024.
23.3 OPERATING COMMITMENTS
Purchase order commitments 3 170 7 751 3 170 7 751
Contract commitments 9 485 30 258 9 485 30 258
12 655 38 009 12 655 38 009
Operating commitments relate to purchase order and contract commitments. Contract commitments are for a year ranging from
12 to 36 months.

A B C D E F

24. MANAGEMENT OF FINANCIAL RISK

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices
and investment return. Market risk that could impact on future cash flows and the value of a financial instrument arises from:
Interest rate risk: The impact of changes in market interest rates.
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an
obligation.
Liquidity risk is the risk that the Company and Group will encounter difficulty in meeting obligations associated with financial liabilities
due to insufficient cash being available to meet commitments as and when they become due.
Financial risks are managed by the Company and Group as follows:
• Review by the internal auditors of compliance with policies and exposure limits on a continual basis and regularly reporting to the
Board Audit and Risk Committee;
• Monitoring forecast and accrual cash flows and matching the maturity profiles of financial assets and liabilities.
To assist in the analysis of the financial risks that the Company and Group is exposed to, the statement of financial position has been
divided into the following categories:
• Financial assets and liabilities.
• Non-financial assets and liabilities.
GROUP COMPANY
Financial Non-financial Financial Non-financial
Assets and Assets and Assets and Assets and
Total Liabilities Liabilities Total Liabilities Liabilities
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2022
Financial instruments at amortised cost:
Unlisted:
– Trade and other receivables from exchange
transactions 10 365 10 365 – 2 436 2 436 –
– Trade and other receivables from
non-exchange transactions 24 772 24 772 – – – –
Financial instruments at fair value:
– Cash and cash equivalents 2 164 926 2 164 926 – 7 139 7 139 –
Non-financial assets
– Other assets 207 338 – 207 338 207 338 – 207 338
– Deposits and prepayments 4 643 – 4 643 4 564 – 4 564
Total assets 2 412 044 2 200 063 211 981 221 477 9 575 211 902
Financial liabilities at amortised cost:
– Provision for allocations 124 045 124 045 – – – –
– Trade payables from exchange transactions 23 392 23 139 253 22 887 22 634 253
– Trade payables from non-exchange
transactions 298 430 298 430 – 165 300 165 300 –
Non-financial liability
– Deferred income – License fees 2 917 – 2 917 2 917 – 2 917
– Provisions 30 373 – 30 373 30 373 – 30 373
Total liabilities 479 156 445 614 33 543 221 477 187 934 33 543

24. MANAGEMENT OF FINANCIAL RISK (CONTINUED)

GROUP COMPANY
Financial Non-financial Financial Non-financial

Assets and Assets and Assets and Assets and
Total Liabilities Liabilities Total Liabilities Liabilities
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2021
Unlisted:
transactions 6 751 6 751 – 709 709 –
– Trade and other receivables from
non-exchange transactions 18 421 18 421 – – – –
– Cash and cash equivalents 2 344 826 2 344 826 – 3 416 3 416 –
Non-financial assets
– Other assets 200 393 – 200 393 200 393 – 200 393
– Deposits and prepayments 6 439 – 6 439 6 361 – 6 361
Total assets 2 576 831 2 369 998 206 833 210 880 4 125 206 755
– Provision for allocations 470 194 470 194 – – – –
– Trade payables from exchange transactions 40 524 28 427 12 097 39 511 27 414 12 097
– Trade payables from non-exchange
transactions 184 748 184 748 – 128 229 128 229 –
Non-financial liability
– Deferred income – License fees 5 417 – 5 417 5 417 – 5 417
– Provisions 37 723 – 37 723 37 723 – 37 723
Total liabilities 738 606 683 369 55 238 210 880 155 642 55 237
24.1 FINANCIAL ASSETS AND LIABILITIES

The Company and Group is exposed to financial risk through the following financial assets and liabilities:
GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
As at 31 March 2022
Unlisted:
– Trade and other receivables from exchange transactions 10 365 6 751 2 436 709
– Trade and other receivables from non- exchange 24 772 18 421 – –
transactions
– Cash and cash equivalents 2 164 926 2 344 826 7 139 3 416
Total financial assets 2 200 063 2 369 998 9 575 4 125
Financial Liabilities at amortised cost:
– Provision for allocations 124 045 470 194 – –
– Trade payables from exchange transactions 23 139 28 427 22 634 27 414
– Trade payables from non-exchange transactions 298 430 184 748 165 300 128 229
Total financial liabilities 445 614 683 369 187 934 155 642

A B C D E F


24.1 FINANCIAL ASSETS AND LIABILITIES (CONTINUED)
24.1.1. Market risk
Sensitivity to changes in interest rates and market indices relevant to financial assets or financial liabilities due to the risk
that future cash flows will fluctuate. The table below details the specific interest rate risk that the Company and Group is
exposed to:
GROUP
Non-interest
Carrying Amount Fixed Floating Bearing
R’000 R’000 R’000 R’000
As at 31 March 2022
Unlisted:
transactions 10 365 – – 10 365
– Trade and other receivables from non-exchange
– Cash and cash equivalents 2 164 926 – 2 164 897 29
Total financial assets 2 200 063 – 2 164 897 35 166
– Provision for allocations 124 045 – – 124 045
– Trade payables from exchange transactions 23 139 – – 23 139
– Trade payables from non-exchange transactions 298 430 298 430
Total financial liabilities 445 614 – – 445 614
As at 31 March 2021
Unlisted:
Financial instruments at fair value: –
– Cash and cash equivalents 2 344 827 1 2 344 809 18
Total financial assets 2 369 999 1 2 344 809 25 190
– P rovision for allocations 470 194 – – 470 194


24.1.1. Market risk (continued)
COMPANY
Non-interest
Carrying Amount Fixed Floating Bearing
R’000 R’000 R’000 R’000
As at 31 March 2022
Unlisted:
transactions – – – –
– Cash and cash equivalents 7 139 – 7 110 29
Total financial assets 9 575 – 7 110 2 465
As at 31 March 2021
Unlisted:
transactions – –
transactions 709 – – 709
transactions – – – –
– Cash and cash equivalents 3 416 – 3 399 18
Total financial assets 4 125 – 3 399 726

A B C D E F


24.1.2. Credit risk
Key areas where the Company and Group was exposed to credit risk:
• Financial investments comprising equity market instruments entered to invest surplus funds.
• Cash and cash equivalents.
As at 31 March 2022 Fitch upgraded financial institutions to a rating of BB- with a stable outlook. NLC aligned the disclosure
in line with the decision by the rating agency.
GROUP
AA+ BBB+ BB+ B+

AA BBB BB B
Total AA- BBB- BB- B- Not rated
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2022
Financial instruments
at amortised cost:
at fair value:
– Cash and cash
equivalents 2 164 926 – – 2 164 926 – –
2 164 926 – – 2 164 926 – –
As at 31 March 2021
at amortised cost:
Unlisted:
at fair value:
– Cash and cash
equivalents 2 344 827 2 344 827 – – – –
2 344 827 2 344 827 – – – –
COMPANY
AA+ BBB+ BB+ B+

AA BBB BB B
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2022
at amortised cost:
at fair value:
– C ash and cash
equivalents 7 139 – – 7 139 – –
7 139 – – 7 139 – –
As at 31 March 2021
at fair value:
– C
ash and cash
equivalents 3 416 3 416 – – – –
3 416 3 416 – – – –


24.1.2. Credit risk (continued)
Credit risk relating to receivables
GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
Ithuba (Pty) Ltd 24 772 18 421 – –
Beneficiaries 1 824 – – –
Other receivables from exchange transactions 8 505 6 480 1 908 438
35 101 24 901 1 908 438
Staff receivables were erroneously included as part of credit risk in the prior financial year.
The ageing of the components of trade and receivables was:
GROUP
Gross Impairment Gross Impairment

Year Ended 31 March 2022 Year ended 31 March 2021
R’000 R’000 R’000 R’000
Within a year^ 34 013 (492) 24 901 (78)
Later than one year 1 088 (178) – –
Total 35 101 (670) 24 901 (78)
A greater portion of the debtors not impaired are going to be recovered within one month after year end.
^ Erroneously omitted in the prior financial year disclosure.
COMPANY
Gross Gross
Year Ended Impairment Year ended Impairment
31 March 2022 31 March 2022 31 March 2021 31 March 2021
R’000 R’000 R’000 R’000
Within a year 820 – 709 (78)
Later than one year 1 088 (178) – –
Total 1 908 (178) 709 (78)

A B C D E F


24.1.2. Credit risk (continued)
The movement in the provision for impairment during the year was as follows:
GROUP COMPANY

31 March 31 March
R’000 R’000 R’000 R’000
Balance at the beginning of the year (78) – (78) –
Movement in provision (592) (78) (100) (78)
Balance at the end of the year (670) (78) (178) (78)
24.1.3. Liquidity risk
The table below analyses the Company’s and Group’s non-derivative financial liabilities into relevant maturity groupings
based on the remaining year at the reporting date to the contractual maturity date.
GROUP COMPANY*
Total Within a year Total Within a year

R’000 R’000 R’000 R’000
As at 31 March 2022
Provision for allocations 124 045 124 045 – –
Trade payables from exchange transactions 23 139 23 139 22 634 22 634
Trade payables from non-exchange transactions 298 430 298 430 165 300 165 300
Total 445 614 445 614 187 934 187 934
As at 31 March 2021
Provision for allocations 470 194 470 194 – –
Trade payables from exchange transactions 28 427 28 427 27 414 27 414
Trade payables from non-exchange transactions 184 748 184 748 128 229 128 229
Total 683 369 683 369 155 642 155 642
25. PRIOR PERIOD ERROR – GROUP

During the current financial year errors were identified relating to the prior years. The nature of the errors are as follows:
• During the current year, it was discovered that total allocations amounting to R3 694 700 were erroneously omitted in the 2020/21
financial year.
• During the current financial year it was discovered that allocations amounting to R100 000 was erroneously accounted for in 2020/21
financial year.
• During the current financial year it was discovered that allocations amounting to R180 000 was erroneously accounted for in 2019/20
financial year.
• During the current financial year it was discovered that allocations amounting to R599 376 was erroneously revoked in 2019/20
financial year.
• During the current financial year it was discovered that allocations amounting to R45 000 was erroneously added, resulted in an
increase of provision in 2019/20 financial year.
• During the current financial year it was discovered that allocations amounting to R103 000 was erroneously added. This resulted in an
increase of provision in in 2020/21 financial year.

25. PRIOR PERIOD ERROR – GROUP (CONTINUED)

• During the current financial year it was discovered that Provisions for Allocations were accounted for at incorrect amounts.
This resulted in an upward adjustment of R1 020 for the 2018/19 financial year.
• During the current financial year it was discovered that Provisions for Allocations were accounted for at incorrect amounts.
This resulted in an downward adjustment of R5 810 for the 2019/20 financial year.
• During the current financial year it was discovered that goods and services amounting to R336 119.06 were erroneously not
accounted for in the 2019/20 financial year.
• During the current financial year it was discovered that goods and services amounting to R1 181 037.59 were erroneously not
• During the current financial year it was discovered that goods and services amounting to R222 261.91 were erroneously accounted
for twice in 2020/21 financial year.
• During the current financial year it was discovered that the lease smoothing was calculated incorrectly for one of the provinces.
The impact of the error is a reduction of R53 943.93 in rental expenses and has been corrected in 2020/21 financial.
The financial statements have been retrospectively restated.

The impact of the errors are as follows:
2020/21 2019/20 2018/19

R’000 R’000 R’000
– (Increase)/Decrease in goods and services (905) (336)
– Increase/(Decrease) in revocations (599)
– (Increase)/Decrease in allocations of grants (3 898) (219) 1
– Increase/(Decrease)in Statement of Financial Performance (4 803) (1 155) 1
– (Increase)/Decrease in trade and other payables from exchange transactions (905) (336) –
– Decrease in provisions for allocations (3 898) (819) 1
– Increase/(Decrease) in net assets (4 803) (1 155) 1
26. PRIOR PERIOD ERROR – COMPANY

• During the current financial year it was discovered that goods and services amounting to R149 000 were erroneously not accrued for
in in 2019/20 financial year.
• During the current financial year it was discovered that goods and services amounting to R1 181 037.59 were erroneously not
• During the current financial year it was discovered that goods and services amounting to R222 261.91 were erroneously accounted
for twice in 2020/21 financial year.
• During the current financial year it was discovered that the lease smoothing was calculated incorrectly for one of the provinces. The
impact of the error is a reduction of R53 943.93 in rental expenses and has been corrected in 2020/21 financial.
The impact of the error are as follows:
2020/21 2019/20 2018/19 2017/18 2016/17

R’000 R’000 R’000 R’000 R’000
– (Increase)/Decrease in goods and services (905) (336)
– Increase/(Decrease) transfers from NLDTF 905 336
– I ncrease/(Decrease) in statement of
financial performance – – – – –
– (Increase)/Decrease in trade and other
payables from exchange transactions (905) (336)
– (Increase)/Decrease in trade and other
payables from non exchange transactions 905 336
– Increase/(Decrease) in net assets – – – – –

A B C D E F

27. TAXATION
Group
27.1 The NLC and NLDTF are exempt from Income Tax in terms of Section 10(1)(cA) of the Income Tax Act, 1962.
The NLPT is a registered tax payer in terms of Section 67 of the Income Tax Act No. 58 of 1962 as amended. The Trust’s tax
reference number is 2332466172. There is no tax payable by the trust.
Company and Group

27.2 The NLC is exempt from income tax in terms of Section 10(1)(cA) of the Income Tax Act, 1962.
28. EVENTS AFTER REPORTING PERIOD

A CCMA matter between NLC and two labour unions was finalised after year end in favour of the labour unions.
The CMMA ruled that a total amount of R1 858 232.30 be paid to the affected labour union members. A total liability of R1 858 232.30
has been raised to this effect.
29. CONTINGENT LIABILITIES – GROUP AND COMPANY

29.1 On 10 May 2022 the Supreme Courts of Appeal ordered costs in favour of the respondent in one particular case. The associated
costs were unknown at the time of preparing and approval of the annual financial statements.
30. COMPARISON OF APPROVED BUDGET AND FINAL BUDGET – GROUP

The budget and the accounting bases are the same; both are on the accrual basis. The financial statements and the budget are prepared
using a classification on the nature of expenses in the statement of financial performance.
Approved Budget Final Budget Adjustments

R’000 R’000 R’000 Reason for Adjustments
Share of ticket sales 1 549 363 1 549 363 – No adjustments to budget

Revenue from Participants Trust 157 481 157 481 – No adjustments to budget
Unclaimed and expired prize money 140 000 140 000 – No adjustments to budget
Interest from the Participants Trust 17 481 17 481 – No adjustments to budget
Investments and interest received 74 205 74 205 – No adjustments to budget
License fees 2 500 2 500 – No adjustments to budget
Sundry income 4 000 4 000 – No adjustments to budget
Societies and other lotteries 61 61 – No adjustments to budget
Revocations 10 000 10 000 – No adjustments to budget
RFP lottery fee – Application fee 12 000 12 000 – No adjustments to budget
Employee costs (348 393) (348 393) – No adjustments to budget
Professional fees (7 000) (7 000) – No adjustments to budget
Allocation of grants (1 170 936) (1 170 936) – No adjustments to budget
Goods and services (249 096) (249 096) – No adjustments to budget
Depreciation and amortisation (7 075) (7 075) – No adjustments to budget
Trust administrators fees (3 535) (3 535) – No adjustments to budget
Capital acquisitions (52 480) (52 480) – No adjustments to budget

31. COMPARISON OF APPROVED BUDGET AND FINAL BUDGET – COMPANY

The budget and the accounting bases are the same; both are on the accrual basis. The financial statements and the budget are prepared
using a classification on the nature of expenses in the statement of financial performance.
Final Budget Adjustments

Transfers and subsidies received 586 805 586 805 – No adjustments to budget
RFP lottery fee – Application fee 12 000 12 000 – No adjustments to budget
License fees 2 500 2 500 – No adjustments to budget
Other operating income 1 000 1 000 – No adjustments to budget
Interest income 205 205 – No adjustments to budget
Society lotteries 61 61 – No adjustments to budget
Employee costs (348 393) (348 393) – No adjustments to budget
Goods and services (247 103) (247 103) – No adjustments to budget
Depreciation and amortisation (7 075) (7 075) – No adjustments to budget
Capital acquisitions (52 480) (52 480) – No adjustments to budget
32. DISTRIBUTING AGENCY FEES – SPORTS AND RECREATION GROUP AND COMPANY
Members Fees Travel Costs Professional Fees Total 2022 Total 2021
Members R’000 R’000 R’000 R’000 R’000
Dr JH Adams 483 – – 483 513

Mr RR Mali 562 – – 562 604
Mr ME Ncula 905 – – 905 941
Total 1 950 – – 1 950 2 058
33. EXECUTIVE MANAGEMENT’S EMOLUMENTS – GROUP AND COMPANY

Provident
Fund and Risk
Benefit Travel Cell phone Performance
Basic Salary Contributions Allowance Allowance Bonus Other Total 2022 Total 2021
Executives R’000 R’000 R’000 R’000 R’000 Allowances R’000 R’000
Mrs T Mampane
Commissioner 3 384 – 144 – 1 311 253 5 092 4 538
Mr P Letwaba
Chief Operations Officer 2 465 398 120 48 – 322 3 352 3 982
Mr N Njoni
Chief Operations Officer
– Acting^ 1 435 221 – – 372 166 2 195 –
Ms X Ntuli
Chief Financial Officer 2 116 326 – 48 687 104 3 281 2 684
Mr M Ramusi
Chief Information Officer 2 395 543 120 48 977 327 4 410 3 965
Ms T Nkuna
Executive: Regulatory
Compliance 2 233 – 156 48 771 32 3 240 3 014
Mr T Maselwa
Executive Manager:
Legal* 165 25 – 4 – 2 196 2 495
Mr T Ramagoma
Executive Manager:
Legal** 492 76 – 12 – 6 586 –
Adv M Nene
Company Secretary*** 1 980 305 – 48 638 247 3 218 2 498
Total 16 665 1 894 540 256 4 756 1 458 25 570 23 176
* Mr T Maselwa resigned on 30 April 2021.
** Mr T Ramagoma was appointed on 1 January 2022
*** Adv Nene was acting as Executive Manager: Legal from 1 May 2021 to 30 December 2021
^ Mr N Njoni was acting COO from 1 April 2021 to 31 March 2022
A B C D E F

34. BOARD OF TRUSTEES’ EMOLUMENTS – GROUP

Members’ Fees Travel Costs Total 2022 Total 2021
Members R’000 R’000 R’000 R’000
Dr MT Ramuedzisi 161 – 161 204

Mr A Mahlalutye 135 – 135 135
Adv LT Nevondwe 314 – 314 313
Ms X Ntuli*** – – – –
Mr P Letwaba* – – – –
Adv. E Mabuza** – – – –
Total 610 – 610 652
* Mr P Letwaba is a was appointed as the representative of NLC on 31 August 2016 (as Regulator) and is not remunerated
** Adv E Mabuza is a representative of Ithuba Holdings RF (Pty) Ltd (as an Operator) and is not remunerated
*** Ms X Ntuli was nominated to represent NLC from 1 January 2020. Ms Ntuli is not remunerated
35. BOARD MEMBERS EMOLUMENTS – GROUP AND COMPANY

The following fees were paid to or receivable by the Board of Directors and Board Committee Members during the period under review:
Board Meeting Cell phone

fees Travel costs allowance RFP Meetings Total 2022 Total 2021
Members R’000 R’000 R’000 R’000 R’000 R’000
Prof NA Nevhutanda* – – – – – 1 436

Dr S Mojaki** – – – – – –
Adv. TS Kekana*** – – – – – –
Adv. WE Huma^^^ 329 – 9 – 339 1 391
Prof Y Gordhan 1 712 – 55 114 1 881 1 554
Dr M Madzivhandila**** 1 449 40 46 76 1 610 1 586
Ms D Dondur 1 832 – 55 109 1 996 1 708
Ms P Mvulane^^ 28 5 – 33 –
Mr W Hofmeyr^^ 24 – – 24 –
Rd. C Lubisi^^ 15 1 – 16 –
B Ferguson^^ 24 11 – 35 –
Z Brown^ – – – – – –
Total 5 413 56 165 299 5 933 7 676
^ Ms Brown is the Minister’s Nominee and was not paid any board fees. She resigned in March 2022
* Dr S Mojaki was appointed on 1 April 2020 as an expert advisor to the Board Human Capital Ethics Committee. Fees amounted to R232 940
(2021: R137 082) during the financial year.
** Prof NA Nevhutanda’s term ended on 30 November 2020
*** Adv TS Kekana was appointed on 1 September 2019 is an expert advisor to the Board. Fees amounted to R1 204 million (2021: R804 248.80) for the
financial year under review.
**** Dr M Madzivandila passed on in February 2022
^^ Board members appointed on 24 March 2022
^^^ Resigned in October 2021

36. RELATED PARTY TRANSACTIONS

The NLC is a regulator of the National Lottery, other lotteries and sports pools. Ithuba Holdings (RF) (Pty) Ltd is a private company that
currently operates the National Lottery under licence from the Government. The Operator pays a share of ticket sales to the NLDTF in
terms of the licence agreement. These proceeds are destined for good causes as specified in the Lotteries Act. The NLC administers the
NLDTF and accounts for all running costs. The NLC withdraws the necessary funds required from the NLDTF, based on an overall annual
budget approved by the Minister of Trade and Industry and Competition. The National Lotteries Participants Trust (NLPT) was established
by the Lottery Operator [herein Ithuba Holdings RF (Pty) Ltd] in terms of the licence agreement between the dtic, NLC and the Lottery
Operator. The main objective of the NLPT is to hold monies in the Trust on behalf of Ithuba for prize winners and monies for advance
plays.
GROUP COMPANY

Period 31 March 2021 Period 31 March 2021
R’000 R’000 R’000 R’000
36.1 TRANSACTIONS BETWEEN THE NLDTF AND OTHER PARTIES
The NLC is a controlling entity of the NLDTF. The NLDTF is
administered by the NLC as stipulated in section 21 of the Lotteries
Act (as amended)
Transfers to NLDTF – – (564 929) (531 267)
Add: Trade and other payables from non-exchange transactions
(Opening) – – 128 229 166 737
Less: Trade and other payables from non-exchange transactions
(Closing) – – (165 300) (128 229)
– – (602 000) (492 758)
Ithuba Holdings (Pty) Ltd
Proceeds from Ithuba (Pty) Ltd 1 641 381 1 488 460 – –
Add: Trade and other receivables from non-exchange (Opening) 17 707 33 430 – –
Less: Trade and other receivables from non-exchange (Closing) (19 064) (17 707) – –
Add: Unclaimed prizes and advanced days for Ithuba (Opening) 184 034 250 776 – –
Less: Unclaimed prizes and advanced days for Ithuba (Closing) (292 722) (184 034) – –
1 531 336 1 570 925 – –
National Lotteries Participants Trust (NLPT)
Revenue from NLPT 99 423 164 481 – –
Add: Trade and other receivables from non-exchange transactions
(Opening) 87 665 57 593 – –
Less: Trade and other receivables from non-exchange transactions
(Closing) (15 508) (87 665) – –
Cash proceeds from NLPT 171 580 134 409 – –
The balances reflected represent cash received from NLPT and have
been eliminated on consolidation.
36.2 CONTROLLING ENTITY

The NLC reports to the Department of Trade and Industry and
Competition which is a controlling entity. The following transactions
took place between the DTIC and the NLC:
The National Department of Trade and Industry and Competition – – – –
Revenue receivables from dtic – – 773 –
Add: Trade and other receivables from non-exchange transactions 773 773 – –
(Opening)
Less: Trade and other receivables from non-exchange transactions (773) (773) (773) –
(Closing)
Cash received from the dtic – – – –
* In the 2020/21 financial year this note previously omitted disclosures of amounts and accounts receivable from the dtic which were accounted for.
This has since been disclosed

A B C D E F

36. RELATED PARTY TRANSACTIONS (CONTINUED)

GROUP COMPANY

R’000 R’000 R’000 R’000
36.3 ENTITIES UNDER COMMON CONTROL
The following entities are entities under the common control of the
Department of Trade Industry and Competition. No transactions took
place between the NLC and these entities except for where indicated
otherwise.
Companies and Intellectual Property Commission – – – –
Companies Tribunal – – – –
National Empowerment Fund – – – –
Export Credit Insurance Corporation of South Africa SOC Limited – – – –
South African Bureau of Standards – 130 – 130
National Credit Regulator – – – –
National Gambling Board – – – –
South African National Accreditation System – – – –
National Consumer Tribunal – – – –
National Consumer Commission – – – –
National Metrology Institute of South Africa – – – –
National Regulator for Compulsory Specifications – – – –
International Trade Administration Commission – – – –
Competition Commission – – – –
B-BBEE Commission – – – –
37. PROVISION FOR ALLOCATION BY DISTRIBUTING AGENCIES

It is the duty of the Distributing Agency Members to adjudicate applications for funding within their respective sectors. Members who have a
conflict that may impact the ability to adjudicate impartially do not adjudicate on the projects, as they recuse themselves whilst these
projects are being adjudicated. Listed below are balances and transactions with those organisations which were funded by the NLC and in
which Distributing Agencies have significant interest. The transactions were in the ordinary course of business and at arm’s-length.
Distributing Amount Amount Amount

Name of Agency Nature of Granted Payments Revocations Owing Owing
Sector Beneficiary Member Relationship 2021/22 2021/22 2021/22 2021/22 2020/21
SRDA Athletics South Dr Adams Dr Adams: – 2 200 – – 2 200

Africa (ASA) Deputy President
of ASA


GROUP COMPANY

R’000 R’000 R’000 R’000
Opening balance 1 058 – 1 058 –
Add: Fruitless and wasteful expenditure – current year 53 329 53 329
Add: Fruitless and wasteful expenditure – prior years – 728 – 728
Less: Condoned or written off by relevant authority – –
Less: Transfer to receivables for recovery (5) – (5) –
Closing balance 1 106 1 058 1 106 1 058
GROUP COMPANY

Analysis of current year fruitless and 31 March 2022 Restated 31 March 2022 Restated
wasteful expenditure R’000 R’000 R’000 R’000
Incident Action
The expenditure relate to interest The matter has been referred 48 1 058 48 1 058
on Government Employees to the Legal Division for
Pension Funds (GEPF) liability investigation. As at 31 May
2022 the investigation was still
in progress.
No show for flight and The matter was 5 – 5 –
accommodation communicated with the
transgressor who made part
payment during the year and
the remaining balance of
R3 325,00 was paid
subsequent to year end.
Total 53 1 058 53 1 058
The fruitless and wasteful expenditure identified has been referred to the Legal Division for investigation. The investigation covers the
scope below. As at 31 May 2022 the investigation was still in progress. The investigation must provide the NLC with at least the following:
(a) Root causes that led to the transgression;
(b) Impact of the transgression;
(c) Fraudulent, corrupt or other criminal conduct;
(d) Employee(s) responsible for the irregular expenditure;
(e) Whether the NLC suffered a loss or value for money was derived; and
(f) Make recommendation if the fruitless and wasteful expenditure emanated from fraudulent, corrupt, or other criminal conduct and the
NLC incurred a loss and/or make recommendation to institute a claim against the responsible employee for recovery of the loss in line
with the NLC debt management policy if the transgression did not arise as a result of fraudulent, corrupt or other criminal conduct.

A B C D E F


GROUP COMPANY
Period Period
31 March 2022 31 March 2022
R’000 R’000
Reconciliation of irregular expenditure
Opening balance – –
Add: Irregular expenditure – relating to prior years identified in the current year 41 106 41 106
Add: Irregular expenditure – relating to current year identified in the current year 26 982 26 982
Less: Prior year amounts condoned – –
Less: Current year amounts condoned – –
68 088 68 088
GROUP COMPANY
Irregular
expenditure
Period – relating to
31 March 2022 prior years
R’000 R’000
Description of non-compliance – Group and Company
Appointment of a service provider which was not in accordance with regulation 5(3) of the
Preferential Procurement Regulations 2017 189 13 834
Payments made for services rendered under expired contract which contravened the National
Treasury Instruction note 3 of 2016/17 4 062 –
Appointments of service providers for media services without following competitive bidding process
which contravened the National Treasury Instruction note 3 of 2016/17 13 290 19 770
The expenditure incurred relates to appointment of service providers without following normal
procurement process which contravened with National Treasury practice note 8 of 2008/2009 – 1 056
The expenditure incurred relates to variation of scope from the original contract value which
contravened National Treasury Instruction note 3 of 2016/17 9 441 6 446
26 982 41 106
The irregular expenditure related to subjective evaluation criteria used to evaluate bidders on functionality, it was not practical for
management to determine the impact of the subjective criteria on possible irregular expenditure because re-evaluation of the tenders was
not possible on a subjective criteria.
Irregular expenditure identified has been referred to the Legal Division for investigation. The investigation covers the scope below. As at
31 May 2022 the investigation was still in progress. The investigation will provide the NLC with at least the following:
(a) Root causes that led to the transgression;
(b) Impact of the transgression;
(c) Fraudulent, corrupt or other criminal conduct;
(d) Employee(s) responsible for the irregular expenditure;
(e) Whether the NLC suffered a loss or value for money was derived; and
(f) Make recommendation if the irregular expenditure emanated from fraudulent, corrupt, or other criminal conduct and the NLC incurred
a loss and/or make recommendation to institute a claim against the responsible employee for recovery of the loss in line with the NLC
debt management policy if the transgression did not arise as a result of fraudulent, corrupt or other criminal conduct.

FINANCIAL STATEMENTS FOR
THE NATIONAL LOTTERY
DISTRIBUTION TRUST FUND
Report of the Auditor-General 174

Statement of Comparison of Budget and Actual Amounts 183
A B C D E F

REPORT OF THE
AUDITOR-GENERAL REPORT OF THE AUDITOR-GENERAL TO
PARLIAMENT ON NATIONAL LOTTERY
DISTRIBUTION TRUST FUND

A B C D E F
REPORT ON THE AUDIT OF as other ethical requirements that are relevant to

my audit in South Africa. I have fulfilled my other
THE FINANCIAL STATEMENTS ethical responsibilities in accordance with these
OPINION
5. I believe that the audit evidence I have obtained
1. I have audited the separate financial statements
is sufficient and appropriate to provide a basis
of the National Lottery Distribution Trust Fund
for my opinion.
set out on pages 179 to 202, which comprise
the separate statement of financial position as
EMPHASIS OF MATTER
at 31 March 2022, the separate statement of
financial performance, statement of changes 6. I draw attention to the matter below. My opinion
in net assets, and statement of cash flows is not modified in respect of this matter.
and statement of comparison of budget RESTATEMENT OF CORRESPONDING FIGURES
information with actual information for the year
7. As disclosed in note 15 to the financial
then ended, as well as notes to the financial
statements, the corresponding figures for
statements, including a summary of significant
31 March 2021 were restated as a result of an
accounting policies.
error in the financial statements of the fund at,
2. 2. In my opinion, the separate financial and for the year ended, 31 March 2022.
statements present fairly, in all material
respects, the financial position of the National RESPONSIBILITIES OF THE
Lottery Distribution Trust Fund as at 31 March ACCOUNTING AUTHORITY FOR THE
2022, and its financial performance and cash FINANCIAL STATEMENTS
flows for the year then ended in accordance 8. The accounting authority is responsible for the
with the Standards of Generally Recognised preparation and fair presentation of the separate
Accepted Practice (Standards of GRAP) and the financial statements in accordance with the
requirements of the Public Finance Management Standards of GRAP and the requirements
Act of 1999 (PFMA). of the PFMA, and for such internal control
as the accounting authority determines is
BASIS FOR OPINION necessary to enable the preparation of separate
3. I conducted my audit in accordance with the financial statements that are free from material
International Standards on Auditing (ISAs). misstatement, whether due to fraud or error.
9. In preparing the separate financial statements,
the accounting authority is responsible for
responsibilities for the audit of the separate
assessing the entity’s ability to continue as
financial statements section of my report.
a going concern, disclosing, as applicable,
4. I am independent of the entity in accordance matters relating to going concern and using the
with the International Ethics Standards Board going concern basis of accounting unless the
for Accountants’ International code of ethics for appropriate governance structure either intends
professional accountants (including International to liquidate the entity or to cease operations, or
Independence Standards) (IESBA code) as well has no realistic alternative but to do so.

on National Lotter y Distribution Trust Fund
AUDITOR-GENERAL’S RESPONSIBILITIES ANNUAL FINANCIAL STATEMENTS, PERFORMANCE

FOR THE AUDIT OF THE SEPARATE AND ANNUAL REPORT
FINANCIAL STATEMENTS 15. Financial statements were not submitted for auditing
within the prescribed period after the end of financial year,
10. My objectives are to obtain reasonable assurance
as required by section 55(1)(c)(i) of the PFMA.
about whether the separate financial statements as a
whole are free from material misstatement, whether due
to fraud or error, and to issue an auditor’s report that OTHER INFORMATION
includes my opinion. Reasonable assurance is a high 16. The accounting authority is responsible for the other
level of assurance but is not a guarantee that an audit information. The other information comprises the
conducted in accordance with the ISAs will always detect information included in the annual report, The other
a material misstatement when it exists. Misstatements information does not include the financial statements and
can arise from fraud or error and are considered material the auditor’s report.
if, individually or in aggregate, they could reasonably be 17. My opinion on the financial statements and compliance
expected to influence the economic decisions of users with legislation do not cover the other information and I
taken on the basis of these separate financial statements. do not express an audit opinion or any form of assurance
11. A further description of my responsibilities for the audit conclusion on it.
of the separate financial statements is included in the 18. In connection with my audit, my responsibility is to read
annexure to this auditor’s report. the other information and, in doing so, consider whether
the other information is materially inconsistent with the
REPORT ON THE AUDIT OF THE financial statements, or my knowledge obtained in the
ANNUAL PERFORMANCE REPORT audit, or otherwise appears to be materially misstated.
12. Section 55(2)(a) of the PFMA, requires the entity to 19. I did not receive the other information prior to the date
prepare an annual performance report. The entity’s of this auditor’s report. When I do receive and read
performance information was reported in the annual this information, if I conclude that there is a material
performance report of National Lotteries Commission. misstatement therein, I am required to communicate
The usefulness and reliability of the reported performance the matter to those charged with governance and
information was tested as part of the audit of National request that the other information be corrected. If the
Lotteries Commission and any audit findings are included other information is not corrected, I may have to retract
in the management and auditor’s reports of National this auditor’s report and re-issue an amended report
Lotteries Commission. as appropriate. However, if it is corrected this will not
be necessary.
REPORT ON THE AUDIT OF
COMPLIANCE WITH LEGISLATION INTERNAL CONTROL
INTRODUCTION AND SCOPE
DEFICIENCIES
20. I considered internal control relevant to my audit of the
13. In accordance with the PAA and the general notice issued financial statements, reported performance information
in terms thereof, I have a responsibility to report material and compliance with applicable legislation; however, my
findings on the entity’s compliance with specific matters objective was not to express any form of assurance on it.
in key legislation. I performed procedures to identify The matters reported below are limited to the significant
findings but not to gather evidence to express assurance. internal control deficiencies that resulted in findings on
14. The material findings on compliance with specific matters compliance with legislation.
in key legislation are as follows: 21. The accounting authority did not adequately monitor
compliance with applicable legislation.

A B C D E F
OTHER REPORTS
22. I draw attention to the following engagements conducted
by various parties which had, or could have, an impact on
the matters reported in the entity’s financial statements,
compliance with applicable legislation and other related
matters. These reports did not form part of my opinion on
the financial statements or my findings on the reported
performance information or compliance with legislation.
23. On 6 November 2020 Proclamation No. R.32 of 2020

(Proclamation) was signed by the president. Pursuant
to the proclamation the Special Investigating Unit (SIU)
conducted a search and seizure at National Lotteries
Commission premises on 8 December 2020 during which
many of the auditee’s copies of items and information,
including various files concerning funding, were seized.
This was in light of an investigation being conducted
on the National Lottery Distribution Trust Fund. The
investigation is currently on going. The investigation
covers the period 1 January 2014 to 6 November 2020.
24. There are various allegations levelled against

beneficiaries, management and former board members
which are under investigation by the Directorate for
Priority Crime Investigation (Hawks) relating to grant
funding. The investigation was not finalised at the
reporting date.
Pretoria
31 July 2022

on National Lotter y Distribution Trust Fund
ANNEXURE – AUDITOR‑GENERAL’S statements. I also conclude, based on the audit

evidence obtained, whether a material uncertainty
RESPONSIBILITY FOR THE AUDIT exists relating to events or conditions that may
1. As part of an audit in accordance with the ISAs, cast significant doubt on the ability of the National
I exercise professional judgement and maintain Lottery Distribution Trust Fund to continue as a going
professional scepticism throughout my audit of the concern. If I conclude that a material uncertainty
financial statements and on the entity’s compliance with exists, I am required to draw attention in my auditor’s
respect to the selected subject matters. report to the related disclosures in the financial
statements about the material uncertainty or, if such
FINANCIAL STATEMENTS disclosures are inadequate, to modify my opinion on
2. In addition to my responsibility for the audit of the financial the financial statements. My conclusions are based
statements as described in this auditor’s report, I also: on the information available to me at the date of this
auditor’s report. However, future events or conditions
• identify and assess the risks of material misstatement may cause an entity to cease operating as a going
of the financial statements, whether due to fraud concern; and
or error; design and perform audit procedures
responsive to those risks; and obtain audit evidence • evaluate the overall presentation, structure and
that is sufficient and appropriate to provide a content of the financial statements, including the
basis for my opinion. The risk of not detecting a disclosures, and determine whether the financial
material misstatement resulting from fraud is higher statements represent the underlying transactions and
than for one resulting from error, as fraud may events in a manner that achieves fair presentation.
involve collusion, forgery, intentional omissions,
misrepresentations or the override of internal control;
WITH GOVERNANCE
3. I communicate with the accounting authority regarding,
to the audit in order to design audit procedures
among other matters, the planned scope and timing of
that are appropriate in the circumstances, but not
the audit and significant audit findings, including any
for the purpose of expressing an opinion on the
significant deficiencies in internal control that I identify
effectiveness of the entity’s internal control;
during my audit.
4. I also provide the accounting authority with a statement
used and the reasonableness of accounting
that I have complied with relevant ethical requirements
estimates and related disclosures made by the
regarding independence, and to communicate with
accounting authority;
them all relationships and other matters that may
• conclude on the appropriateness of the accounting reasonably be thought to bear on my independence and,
authority’s use of the going concern basis of where applicable, actions taken to eliminate threats or
accounting in the preparation of the financial safeguards applied.

A B C D E F

Year ended
31 March 2022 Restated
Notes R’000 R’000
REVENUE 1 841 888 1 756 048

Revenue from non-exchange transactions 1 775 512 1 678 303
Fund revenue 1 1 775 512 1 678 303
Revenue from exchange transactions 66 375 77 745
Investment and interest income 2 63 998 76 321

Other operating income 3 2 376 1 424
EXPENDITURE (1 747 225) (1 683 407)
Allocation of Grants 4 (1 172 631) (1 140 199)

Transfers to the NLC 5 (564 929) (531 267)
Administrative expenses 6 (71) (58)
Operating expenses 7 (2 450) (6 708)
Other expenses 8 (7 144) (5 175)
Surplus for the year 94 662 72 641

Year ended
ASSETS
Current Assets
Trade and other receivables from exchange transactions 9 7 110 5 468
Trade and other receivables from non-exchange transactions 10 199 871 233 601
Cash and cash equivalents 11 1 849 948 2 069 347
2 056 929 2 308 416
Total Assets 2 056 929 2 308 416
LIABILITIES
Current Liabilities
Provision for allocations 12 124 044 470 194
124 044 470 194
Total Liabilities 124 044 470 194
Net Assets
Accumulated Funds 1 932 885 1 838 223
Total Net Assets and Liabilities 2 056 929 2 308 417

A B C D E F

Accumulated
Surplus
Notes R’000


Prior period error 15 1





Surplus for the period 94 662


31 March 2022 31 March 2021

Cash Receipts
Cash received from Ithuba (RF) (Pty) Ltd and Participants Trust 1 811 602 1 639 993
Interest income 63 687 596 650
Cash received from beneficiaries and other parties 554 144
1 875 842 2 236 787
Cash Payments
Cash paid to Beneficiaries and other parties (2 095 243) (1 451 507)
(2 095 243) (1 451 507)
Net cash generated/(utilised) in operating activities 13 (219 400) 785 280
Cash flow from investing activities

Net redemption/(investment) of financial assets – 1 100 000
Net cash flows generated from investing activities – 1 100 000
Net increase in cash and cash equivalent (219 400) 1 885 280
Cash and cash equivalent at the beginning of the year 11 2 069 347 184 067
Cash and cash equivalent at the end of the year 11 1 849 948 2 069 347

A B C D E F

AND ACTUAL AMOUNTS
Difference:
Final Budget
Approved Budget Adjustments Final Budget Actual Amounts and Actual
R’000 R’000 R’000 R’000 R’000
Revenue
Share of ticket sales 1 549 363 – 1 549 363 1 641 380 92 017
Interest income 68 530 – 68 530 63 998 (4 532)
Revenue from Participants Trust 157 481 – 157 481 99 422 (58 059)
Revenue from NLPT – Interest 17 481 – 17 481 1 973 (15 508)

Revenue from NLPT – Unclaimed and expired
prize monies 140 000 – 140 000 97 449 (42 551)
Revocations 10 000 – 10 000 34 710 24 710

Other operating income (Sundry Income) 3 000 – 3 000 2 376 (624)
Total revenue 1 788 374 – 1 788 374 1 841 889 53 513
Expenses
Transfers to NLC (586 805) – (586 805) (564 929) 21 876
Administrative expenses (58) – (58) (71) (13)
Other expenses – – – (7 144) (7 144)
Professional fees (7 000) – (7 000) (2 450) 4 550
Available for Distribution to Grant Allocations 1 194 511 – 1 194 511 1 267 295 72 782
Allocation of Grants (1 170 936) – (1 170 936) (1 172 631) (1 695)
Surplus/(deficit) for the year 23 575 – 23 575 94 663 71 087

AND ACTUAL AMOUNTS (CONTINUED)
Line Item Explanation of material variances Amount
Share of ticket sales The over-performance in revenue is due to the Lotto, Powerball and Powerball Plus games 92 017
exceeding the projections for the year due to the higher jackpots which attracted more
participants resulting in favourable sales.
Interest income The investment matured in the prior year and the reinvestment of funds did not take place (4 532)
in the 2021/22 financial year. Furthermore, the interest income underperformed as a result
of the reduction in interest rates by the Reserve Bank.
Revenue from NLPT – Interest Interest earned on unclaimed and expired prize monies was effectively 2% which is in line (15 508)
with the average interest rate, however, the budget provided for a higher rate.
Revenue from NLPT – Unclaimed Revenue from expired funds decreased as a result of a portion of the funds being used (42 551)
and expired prize monies towards guaranteed jackpots.
Allocation of Grants The variance is not material and was covered from Revocations in line with the Grant (1 695)
Funding Policy.
Revocations Revocations are done in line with the Grant Funding Policy. Applications are dependent on 24 710
whether there is any breach of Regulations and grant agreements by the funded
organisation.
Operating expenses There were less infrastructure projects than expected due to the impact of COVID 19. 4 550
(Professional fees)
Transfers to NLC The variances are due to the following: 21 876

Audit fees: There was an increase in the audit fees when compared to the budget.
Advertising and publicity: There was an increase in education and awareness.
Legal fees and Investigation: The nature of legal costs are that they cannot always be
reliably estimated and that even for known cases a matter takes trajectory of its own.
NLC was faced with unforeseen litigation matters and the SIU investigation costs were
higher than anticipated.
Employee costs: The budget made provision for bonuses which were not accounted for
due to a target which the organisation did not achieve as a result of external dependency.
Furthermore salary increments approved for the 2021/22 financial year were lower than
what was budgeted for.
Other operating income Operating income relates primarily to sundry income which constitutes unused funds from (624)
(Sundry Income) beneficiaries. There were less unused funds returned in the current year.
Administrative expenses The variance is not material. (13)

A B C D E F
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have
been consistently applied to all the years presented.
The annual financial statements have been prepared in accordance with South African Generally Recognised Accounting
Practice (SA GRAP) as well as the Public Finance Management Act, Act No. 1 of 1999, as amended (PFMA). They have
been prepared in accordance with the going concern principle using the historical cost basis except where otherwise
stated in the accounting policies below.
The preparation of financial statements in conformity with SA GRAP requires the use of certain critical accounting
estimates. It also requires management to exercise its judgement in the process of applying the accounting policies.
The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant
to the financial statements are outlined in point 11 of the summary of significant accounting policies.
All monetary information and figures presented in these financial statements are stated in thousands of Rand (R’000),
unless otherwise indicated.
New standards, amendments and interpretations approved and not yet effective
Scope and
Standard potential impact Effective date
GRAP 25: Employee Benefits None Not yet effective. The standard has no impact on the financial
statements.
GRAP 104: Financial instruments None The effective date of this revised standard will be 1 April 2025
as determined by the Minister of Finance.
IGRAP 7: The Limit on a Defined Benefit Asset, None Not yet effective. The standard has no impact on the financial
Minimum Funding Requirements and their Interaction statements.
IGRAP 21: The Effect of Past Decisions on Materiality None The effective date of this revised standard will be 1 April 2023
as determined by the Minister of Finance.
NLDTF did not apply any of the standards above. It is not expected that the above standards, amendments and
interpretations will have any material impact on the NLDTF’s financial statements on initial application where applicable.
GRAP 25 and IGRAP 7 do not apply to NLDTF, because NLDTF does not have employees.
The changes to GRAP 104 affect the following:

• Disclosures
Revenue is the gross inflow of economic benefits or service potential during the reporting period when these inflows
result in an increase in net assets. Revenue is recognised when it is probable that future economic benefits will flow to the
enterprise and these benefits can be measured reliably.
The NLDTF distinguishes between two forms of revenue namely revenue from exchange transactions and revenue from
non-exchange transactions.
Revenue from exchange transactions is defined as revenue in which NLDTF receives assets or services, or has liabilities
Revenue from non-exchange transactions is defined as revenue in which NLDTF receives value from another entity or
party without directly giving approximately equal value in exchange or gives value to another entity or party without directly

SUMMARY OF SIGNIFICANT
ACCOUNTING POLICIES (CONTINUED)
2.1 INVESTMENT AND INTEREST INCOME
Investment income comprises interest accrued from assets held at amortised cost and cash and cash equivalents.
Interest is accounted for on an accrual basis using the effective interest rate method.
2.2 SHARE OF TICKET SALES
Revenue from share of ticket sales is accounted for on the accrual basis and is measured as a percentage of ticket
sales as stipulated and agreed in the licence agreement with the National Lottery Operator.
2.3 EXPIRED AND UNCLAIMED PRIZES
Expired and unclaimed prizes relate to prizes in constituent lotteries (not being an Instant Lottery) for which remain
unclaimed for a period of 365 days following the draw in which the prize was won as stipulated in the licence
agreement with the National Lottery Operator. Such monies are accounted for on an accrual basis. Payments of the
funds are through the intermediation of the National Lotteries Participants Trust.
2.4 INTEREST FROM THE NATIONAL LOTTERIES PARTICIPANTS TRUST
Any interest that remains in the National Lotteries Participants Trust after deduction of the Participant’s Trust costs
is due to the NLDTF as stipulated in the Trust Deed of the National Lotteries Participant’s Trust. These monies are
accounted for on an accrual basis. Payments of the funds are through the intermediation of the National Lotteries
Participants Trust.
2.5 REVOCATIONS
Revocations are effected by the NLC under the following circumstances:
• Breach of Grant Agreement;

• Voluntary cancellation of the Grant Agreement by the beneficiary due to various reasons;
• Cancellation due to identification and/or determination of irregularities from the beneficiary organisation; or
• Any other reasons that the Minister considers enough to warrant cancellation as set out in Section 31 of the Act.
• A revocation that is approved in the same year that the allocation was granted is off-set against the
grant allocation.
A revocation is recognised as income when a grant is revoked and is recognised at the amount of the revocation.
3. FINANCIAL ASSETS
NLDTF classifies its financial assets in the following categories:

3.1 FINANCIAL ASSETS AT AMORTISED COST
Financial assets at amortised cost are non-derivative financial assets that have fixed or determinable payments,
excluding those instruments that:

Financial assets carried at amortised cost, are initially recognised at fair value plus transaction costs that are directly
attributable to the acquisition of the financial asset. These assets are subsequently measured at amortised cost
using the effective interest rate method, less provision for impairment.
NLDTF’s investments are classified at amortised cost and consists of money market securities.

A B C D E F
NLDTF will derecognise a financial assets when:
(b) NLDTF transfers to another party substantially all of the risks and rewards of ownership of the financial asset; or
(c) NLDTF despite having retained some significant risks and rewards of ownership of the financial asset, has
transferred control of the asset to another party and the other party has the practical ability to sell the asset
in its entirety to an unrelated third party, and is able to exercise that ability unilaterally and without needing to
impose additional restrictions on the transfer.
Financial assets at amortised cost consists of:
• investments;
• trade and other receivables from exchange transaction; and
• trade and other receivables from non-exchange transaction.
3.2 FINANCIAL ASSETS AT FAIR VALUE
Financial instruments at fair value comprise financial assets or financial liabilities that are:
(a) derivatives;
(b) combined instruments that are designated at fair value in accordance with paragraphs 20 or 21 of GRAP 104;
(c) instruments held for trading. A financial instrument is held for trading if:
(I) it is acquired or incurred principally for the purpose of selling or repurchasing it in the near-term; or
(ii) on initial recognition it is part of a portfolio of identified financial instruments that are managed together and
for which there is evidence of a recent actual pattern of short-term profit-taking;
(d) non-derivative financial assets or financial liabilities with fixed or determinable payments that are designated at
fair value at initial recognition in accordance with paragraph 17; and
(e) financial instruments that do not meet the definition of financial instruments at amortised cost or financial
instruments at cost.
Financial assets at fair value consists of cash and cash equivalents and the equity intrinsic value of investments
(refer to note 11).
Financial assets at fair value will be initially recognised is at fair value. A gain or loss arising from a change in the fair
value of a financial asset measured at fair value shall be recognised in surplus or deficit.

4. IMPAIRMENT OF ASSETS
4.1 FINANCIAL ASSETS CARRIED AT AMORTISED COST
NLDTF assesses at each reporting period whether there is objective evidence that a financial asset or group of
financial assets is impaired. A financial asset is impaired and impairment losses are incurred only if there is objective
evidence of impairment as a result of one or more events that have occurred after the initial recognition of the asset
(a “loss event”) and the loss event has an impact on the estimated future cash flows of the financial asset or group
of financial assets that can be reliably estimated.
Objective evidence includes one or more of the following events:
• significant financial difficulty of the issuer or debtor;

• a breach of contract, such as default or delinquency in payments;
• it becoming probable that the issuer or debtor will enter bankruptcy or other financial re-organisation;
• the disappearance of an active market for that financial asset because of financial difficulties;
• observable data indicating that there is a measurable decrease in the estimated future cash flow from a group
of financial assets since the initial recognition of those assets, although the decrease cannot yet be identified
with the individual financial assets in NLDTF, including:
– adverse changes in the payment status of issuers or debtors of NLDTF; and
– national or local economic conditions that correlates with defaults on the assets of NLDTF.
NLDTF first assesses whether objective evidence of impairment exists individually for financial assets that are
individually significant. If NLDTF determines that no objective evidence of impairment exists for an individually
assessed financial asset, whether significant or not, it includes the asset in a group of financial assets with similar
credit risk characteristics and collectively assesses them for impairment. Assets that are individually assessed
for impairment and for which an impairment loss is or continues to be recognised are not included in a collective
assessment of impairment.
If there is objective evidence that an impairment loss has been incurred on loans and receivables carried at
amortised cost, the amount of the loss is measured as the difference between the asset’s carrying amount and
the present value of estimated future cash flows discounted at the financial asset’s original effective interest rate.
The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the loss is
If in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively
to an event occurring after the impairment was recognised (such as improved credit rating), the previously
recognised impairment loss is reversed by adjusting the allowance account. The amount of the reversal is
4.2 IMPAIRMENT OF OTHER NON-FINANCIAL ASSETS
Assets, including intangible assets, that are subject to amortisation, are reviewed for impairment whenever events
or changes in circumstances indicate that the carrying amount may not be recoverable. Such indicators include
continued losses, changes in technology, market, economic, legal and operating environments.
An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable
amount. The recoverable amount is measured using the higher of the fair value less costs to sell and the
value‑in‑use. Value-in-use is the present value of projected cash flows covering the remaining useful life of the asset.
An impairment charge is recognised as a loss in profit or loss immediately.
Cash-generating assets are assets managed with the objective of generating a commercial return. Non‑cash-
generating assets are assets other than cash-generating assets. Therefore, NLDTF classifies assets as non‑cash-
generating assets.

A B C D E F

Cash and cash equivalents comprise:
• Cash in hand
• Deposits held at call and short notice
• Balances with banks
Cash and cash equivalents only include items held for the purpose of meeting short-term cash commitments rather than
for investing or other purposes. It comprises cash in hand and deposits held at call with respective banks. Cash and cash
equivalents have a maturity of less than three months. Cash and cash equivalents are classified as financial assets at fair
value and are carried at cost which due to their short-term nature approximates fair value.
The NLDTF’s activities expose it to a variety of financial risks: market risk (including fair value interest rate risk, cash flow
interest rate risk and price risk), credit risk and liquidity risk. The Board manages these risks through quarterly reporting of
risk management.
6.1 MARKET RISK
The NLDTF’s activities do not expose it to a significant amount of market risk. Therefore no formal policies have
been developed to guard against market risk.
6.2 CREDIT RISK
Credit risk arises from cash and cash equivalents and deposits with banks and financial institutions, as well as credit
exposures to outstanding receivables and committed transactions. For banks and financial institutions, only banks
approved by the Minister of Finance are used.
The NLDTF also follows regulations issued by National Treasury to manage its exposure to credit risk.
6.3 LIQUIDITY RISK
demands of the operations.
Management monitors daily balances of cash and cash equivalents as well as investment accounts to ensure that
enough funds are available to meet the needs of operations.
7. PROVISIONS
Provisions are recognised when, as a result of past events, NLDTF has a present legal or constructive obligation of
uncertain timing or amount, and it is probable that an outflow of resources embodying economic benefits will be required
to settle the obligation, and a reliable estimate of the amount of the obligation can be made.
8. CONTINGENT LIABILITIES
NLDTF discloses a contingent liability when:
• it has a possible obligation arising from past events, the existence of which will be confirmed only by the occurrence
or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or
• it has a present obligation that arises from past events, but not recognised because:
– it is not probable that an outflow of resources will be required to settle an obligation; or

– the amount of the obligation cannot be measured with sufficient reliability.
A contingent liability is not recognised in the financial statements, however, it is disclosed unless the probability of an
outflow of economic benefits is remote.

Allocations are accounted for when applications for assistance from individual organisations are considered and grants
are unconditionally awarded by the respective distributing agencies. Pro-active funding allocations are accounted for
when funding is considered in terms of section 2A(4) of the Lotteries Act and grants are unconditionally awarded by the
assurance committee.
Revocations will be triggered if there is a breach of Grant Agreement, voluntary cancellation of the Grant Agreement by the
funded organisation due to various reasons; cancellation due to identification and/or determination of irregularities from
the organisation.
10. COMPARISON OF THE APPROVED BUDGET AND ACTUAL AMOUNTS
outcome objectives. The approved budget covers the financial period from 2020/04/01 to 2021/03/31. The budget for
the economic entity includes all the entities approved budgets under its control. The annual financial statements and the
budget are on the same basis of accounting therefore a comparison with the budgeted amounts for the reporting period
has been included in the statement of comparison of budget and actual amounts.
11. CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS IN APPLYING ACCOUNTING POLICIES
Assumptions and estimates form an integral part of financial reporting and have an impact on the amounts reported.
Assumptions are based on historical experience and expectations of future outcomes and anticipated changes in the
environment. Assumptions are further regularly reviewed in the light of emerging events and adjusted where required.
11.1 PROVISION FOR ALLOCATIONS
Allocations are accounted for when applications for assistance from individual organisations are considered
and grants are unconditionally awarded by the respective Distributing Agencies. Pro-active funding allocations
are accounted for when funding is considered in terms of section 2A(4) of the Lotteries Act and grants are
unconditionally awarded by the assurance committee. Disclosures are made for those organisations which
were funded by the NLDTF in which Distributing Agencies may have a significant interest in. Disclosures made
relate to the payments, allocations in the current year and amounts outstanding at year end. The impact of the
Covid-19 pandemic has resulted in the NLC only paying projects that are implementable under the varying lockdown
alert levels. The extent of the lockdown cannot be reliably estimated, however, the financials have been presented
on the basis that management has made an assessment that the funded organisations would be in a position to
implement funded projects 12 months after the year end.
The amount recognised as a provision shall be the best estimate of the expenditure required to settle the present
obligation at the reporting date. The best estimate of the expenditure required to settle the present obligation is the
amount that an entity would rationally pay to settle the obligation at the reporting date or to transfer it to a third party
at that time. It will often be impossible or prohibitively expensive to settle or transfer an obligation at the reporting
date. However, the estimate of the amount that an entity would rationally pay to settle or transfer the obligation gives
the best estimate of the expenditure required to settle the present obligation at the reporting date. An impairment
is recognised when an organisation has breached the provisions of Regulation 6 and Clause 10 of the grant
agreement and the NLC has not communicated the breach to the beneficiary.
11.2 CONTINGENT LIABILITY
Contingent liabilities are not recognised in the financial statements, but are disclosed in the notes to the financial
statements unless the probability of occurrence is remote.
11.3 PROVISION FOR DOUBTFUL DEBTS
A provision for doubtful debt is raised in instances where there are indications that the debt may not be recoverable
from the debtor. The assessment of recoverability is done on a individual debt basis.

A B C D E F
11.4 BENEFICIARIES WRITTEN OFF
Beneficiaries written off are those beneficiaries where all avenues for recovery have been completely exhausted and
the outstanding debts are considered not recoverable.
11.5 CONTINGENT ASSETS
Contingent assets are possible assets that arise from past events, and whose existence will be confirmed only by
the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity.
A contingent asset is not recognised in the financial statement, however, it is disclosed where an inflow of economic
benefits or service potential is probable. Contingent assets are assessed continually to ensure that developments
are appropriately reflected in the financial statements.
Irregular expenditure means expenditure incurred in contravention of, or not in accordance with a requirement of any
applicable legislation, including:
• The PFMA;
• The Treasury Regulations;
• A National Treasury Instruction, issued in terms of section 76 of the PFMA; or
• Any legislation providing for procurement procedures.
When confirmed, irregular expenditure must be recorded in the notes to the financial statements. The amount to be
recorded in the notes must be equal to the value of the irregular expenditure incurred unless it is impracticable to
determine the value thereof. Where such impracticality exists, the reasons therefore must be provided in the notes.
Irregular expenditure must be removed from the notes when it is either (a) condoned by the National Treasury or the
relevant authority; (b) it is transferred to receivables for recovery; or (c) it is not condoned and is irrecoverable. A receivable
related to irregular expenditure is measured at the amount that is expected to be recovered and must be de-recognised
when the receivable is settled or subsequently written off as irrecoverable.
Any irregular expenditure is charged against income in the year in which it is incurred.
Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had
reasonable care been exercised.
Fruitless and wasteful expenditure is accounted for in line with all relating requirements, including, but not limited to, ruling
Legislation, Regulations, Frameworks, Circulars, Instruction Notes, Practice Notes, Guidelines, etc (as applicable).
Any fruitless and wasteful expenditure is charged against income in the year in which it is incurred.
14. RELATED PARTIES
A related party is a person or an entity with the ability to control or jointly control the other party, or exercise significant
influence over the other party, or vice versa, or an entity that is subject to common control, or joint control.
As a minimum, the following are regarded as related parties of the reporting entity:
(a) A person or a close member of that person’s family related to the reporting entity if that person:
(I) has control or joint control over the NLDTF; or
(ii) has significant influence over the NLDTF.
Related party transactions are transfers of resources, services or obligations between the NLDTF and a related party,
regardless of whether a price is charged.

15. FINANCIAL LIABILITIES

NLDTF classifies its financial liabilities in the following category:
• Financial liabilities at amortised cost.
15.1 FINANCIAL LIABILITIES AT AMORTISED COST
Financial liabilities at amortised cost are non-derivative financial assets that have fixed or determinable payments,
excluding those liabilities that:

Financial liabilities carried at amortised cost, are initially recognised at fair value plus transaction costs that are
directly attributable to the issue of the financial liability.
• Provision for allocations; and

• Trade and other payables from non-exchange transactions.
A gain or a loss is recognised in surplus or deficit when the financial liability is derecognised or through the
amortisation process.
NLDTF derecognises a financial liability (or a part of a financial liability) from its statement of financial position when,
and only when, it is extinguished – i.e. when the obligation specified in the contract is discharged, cancelled, expires
or waived.
outcome objectives. The approved budget covers the financial year from 2021/04/01 to 2022/03/31. The annual financial
statements and the budget are on the same basis of accounting therefore a comparison with the budgeted amounts for
the reporting year has been included in the statement of comparison of budget and actual amount.
17. EVENTS AFTER REPORTING DATE
Events after reporting date are those events, both favourable and unfavourable, that occur between the reporting date and
the date when the financial statements are authorised for issue. Two types of events can be identified:
• those that provide evidence of conditions that existed at the reporting date (adjusting events after the reporting
date); and
• those that are indicative of conditions that arose after the reporting date (non-adjusting events after the reporting date).
The entity adjusts the amount recognised in the financial statements to reflect adjusting events after the reporting date
once the event occurred.

A B C D E F
NOTES TO THE FINANCIAL STATEMENTS

Year ended
R’000 R’000
1. FUND REVENUE
Share of ticket sales 1 641 380 1 488 460
Interest earned on unclaimed and expired prizes – National Lotteries Participants Trust 1 973 5 105
Expired and unclaimed prizes 97 449 159 376
Revocations 34 710 23 959
Penalties – Ithuba Holdings (RF) Pty (Ltd) – 1 402
1 775 512 1 678 303
2. INVESTMENT AND INTEREST INCOME

Interest from call and current accounts 63 998 47 938
Investment income – 28 383
63 998 76 321
3. OTHER OPERATING INCOME

Sundry income* 2 376 243
Movement in the provision for doubtful debt – 1 181
Movement in Impairment of Provision – –
2 376 1 424
* Sundry income mainly consists of unspent amounts returned by beneficiaries upon completion of
funded projects.
Current period allocations 1 205 540 1 140 199
Current period revocations (32 909) –
1 172 631 1 140 199
5. TRANSFERS TO THE NLC

Transfer from the fund for NLC operational costs 564 929 531 267
564 929 531 267
6. ADMINISTRATIVE EXPENSES
Bank charges 71 58
71 58
7. OPERATING EXPENDITURE
Professional fees 2 450 6 708
2 450 6 708
8. OPERATING EXPENSES
Debtors written off – 1 281
Movement in the provision for doubtful debt 492
Impairment of provision 6 652 3 894
7 144 5 175

Year ended
R’000 R’000

Trade and other receivables from exchange transactions:
Accrued income 5 779 5 468
–Interest receivable on current and call accounts 5 779 5 468
Claims from beneficiaries 1 331 –
–Gross amount claimed 1 823 –

–Provision for doubtful claim recovery from beneficiaries (492) –
Total 7 110 5 468
Current 7 110 5 468

Non-current – –
7 110 5 468
10. TRADE AND OTHER RECEIVABLES FROM NON-EXCHANGE TRANSACTIONS

Accrued income
–Interest receivable from National Lotteries Participants Trust 934 39
–Expired and unclaimed prizes – National Lotteries Participants Trust 14 574 87 627
–Accounts receivable: NLC 165 300 128 229
–Share of ticket sales – Ithuba Holdings (RF) Pty (Ltd) 19 064 17 707
Total 199 871 233 601
Current 199 871 233 601
199 871 233 601

Cash at bank – current account 116 726 86 125
Cash at bank – call account 1 733 222 1 983 222
Fixed deposits with maturity date less than three months – –
Total cash at bank 1 849 948 2 069 347
None of the cash balances are pledged or secured.

A B C D E F

Year ended
R’000 R’000
12. PROVISION FOR ALLOCATIONS

Opening balance 470 194 301 855
Additional provision made during the period (including increases to existing provisions) 1 172 631 1 140 199
Payments made during the period (1 490 721) (951 795)
Revocations (34 710) (23 959)
Provision for impairment 6 652 3 894
Closing balance 124 044 470 194
Current 124 044 470 194
124 044 470 194
Payments refer not only to payments against current year allocations but also to payments relating to commitments owing from previous
financial years. Payments against prior year balance are in accordance with duly signed grant agreements. The impact of the Covid-19
pandemic has resulted in the NLC only paying projects that are implementable under the varying lockdown alert levels.
Impairment of provision for allocations

Opening balance 12 983 16 877
Movement for the year (6 652) (3 894)
Closing balance 6 331 12 983

Cash generated by operations
Surplus/(deficit) per the statement of financial performance 94 662 72 641
Adjusted for:
Non-cash items:
Provision for bad debts 492 (1 181)
Impairment of provision 6 652 3 894
101 806 75 354
Working capital changes

– (Increase)/Decrease in trade and other receivables 31 594 544 729
– Increase/(Decrease) in provision for allocations (352 800) 165 197
(219 400) 785 280


Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in
market prices and investment return. Market risk that could impact on future cash flows and hence the value of a financial
instrument arise from:
• Interest rate risk: The impact of changes in market interest rates.
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to
discharge an obligation.
Liquidity risk is the risk that NLDTF will encounter difficulty in meeting obligations associated with financial liabilities due
to insufficient cash being available to meet commitments as and when they become due.
Financial risks are managed by NLDTF as follows:
• Review by the internal auditors of compliance with policies and exposure limits on a continual basis and regularly
reporting to the Board Audit and Risk Committee;
• Monitoring forecast and accrual cash flows and matching the maturity profiles of financial assets and liabilities.
To assist in the analysis of the financial risks that NLDTF is exposed to, the statement of financial position has been divided
into the following categories:

Financial Assets
Total and Liabilities
R’000 R’000
As at 31 March 2022
Financial assets at amortised cost:
Unlisted:
– Trade and other receivables from exchange transactions 7 110 7 110
– Trade and other receivables from non-exchange transactions 199 871 199 871
Financial assets at fair value:
– Cash and cash equivalents 1 849 948 1 849 948
Total Assets 2 056 929 2 056 929

Provision for allocations 124 044 124 044
Total liabilities 124 044 124 044
As at 31 March 2021 (Restated)

– Trade and other receivables from exchange transactions 5 468 5 468
– Trade and other receivables from non-exchange transactions 233 601 233 601
Cash and cash equivalents 2 069 347 2 069 347
Total Assets 2 308 416 2 308 416

Total liabilities 470 194 470 194

A B C D E F

The NLDTF is exposed to financial risk through the following financial assets and liabilities:
Year ended
R’000 R’000

Trade and other receivables from exchange transactions 7 110 5 468
Trade and other receivables from non-exchange transactions 199 871 233 601
Cash and cash equivalents 1 849 948 2 069 347
Total financial assets 2 056 929 2 308 416

Total financial liabilities 124 044 470 194
14.1.1 MARKET RISK
(a) Interest rate and market indices risk
Sensitivity to changes in interest rates and market indices relevant to financial assets or financial
liabilities due to the risk that future cash flows will fluctuate. The NLDTF invested in instruments that
preserve capital were subject to participation of equity based on the performance of the All Share
Index Top 40 (ALSI). The strike price for equity participation is an ALSI 46 979,67. This impacts the
future cash flows the organisation is expected to realise. The investment subsequently matured on
24 June 2020 and the ALSI was 54 447,73 on that date.
The table below details the specific interest rate risk that the NLDTF is exposed to:
Non-interest-
Carrying amount Fixed Floating bearing
R’000 R’000 R’000 R’000
As at 31 March 2022
– Trade and other receivable from exchange
– Trade and other receivable from non-
exchange transactions 199 871 – – 199 871
– Cash and cash equivalents 1 849 948 – 1 849 948 –

Provision for allocations 124 044 – – 124 044

14.1.1 MARKET RISK (continued)
Non-interest
R’000 R’000 R’000 R’000
As at 31 March 2021 (Restated)

– Trade and other receivable from non- exchange
transactions 233 601 – – 233 601
– Cash and cash equivalents 2 069 347 – 2 069 347 –

Provision for allocations 470 194 – – 470 194
14.1.2 CREDIT RISK
Key areas where NLDTF is exposed to credit risk:
• Cash and cash equivalents
As at 31 March 2022 Fitch upgraded financial institutions to a rating of BB- with a stable outlook.
NLC aligned the disclosure in line with the decision by the rating agency.
• Trade and other receivables
The credit quality of consumer receivables from exchange transaction that are neither past due nor
impaired can be assessed by reference to external credit ratings (if available) or to historical information
about counterparty default rates.
AA+ BBB+ BB+ B+

AA BBB BB B
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2022
Financial assets at
fair value:
– Cash and cash
equivalents 1 849 948 – – 1 849 948 – –
1 849 948 – – 1 849 948 – –
AA+ BBB+ BB+ B+

AA BBB BB B
R’000 R’000 R’000 R’000 R’000 R’000
As at 31 March 2021
Financial assets at
fair value:
– Cash and cash
equivalents 2 069 347 2 069 347 – – – –
2 069 347 2 069 347 – – – –

A B C D E F

Year ended
R’000 R’000
National Lotteries Participants Trust 15 508 87 665

Ithuba Holdings (RF) (Pty) Ltd 19 064 17 707
National Lotteries Commission 165 300 128 229
Interest receivable on current and call accounts 5 779 5 468
Claims from beneficiaries 1 823 –
207 474 239 069
The ageing of the components of trade and other receivables was as follows:

Year ended Year ended Year ended Year ended
R’000 R’000 R’000 R’000
Within a year 207 474 (492) 239 069 –

Later than one year – – – –
Total 207 474 (492) 239 069 –
The movement in the provision for impairment during the period was as follows:
Year ended
R’000 R’000
Balance at the beginning of the year – 1 181

Movement in provision – (1 181)
Balance at the end of the year – –
14.1.3 LIQUIDITY RISK
The table below analyses the NLDTF’s non-derivative financial liabilities into relevant maturity groupings
based on the remaining period at the reporting date to the contractual maturity date.
Total Within a year

R’000 R’000
As at 31 March 2022
Total 124 044 124 044
As at 31 March 2021
Total 470 194 470 194
The impact of the Covid-19 pandemic has resulted in the NLC only paying projects that are implementable
under the varying lockdown alert levels.

15. PRIOR PERIOD ERROR

During the current financial year errors were identified relating to the prior years. The nature of the errors is as follows:
– During the current year, it was discovered that total allocations amounting to R3 694 700 were erroneously omitted in
the 2020/21 financial year.
– During the current financial year it was discovered that allocations amounting to R100 000 was erroneously revoked in
2020/21 financial year.
– During the current financial year it was discovered that allocations amounting to R779 376 was erroneously revoked in
2019/20 financial year.
– During the current financial year it was discovered that allocations amounting to R45 000 was erroneously added,
resulted in an increase of provision in 2019/20 financial year.
– During the current financial year it was discovered that allocations amounting to R103 000 was erroneously added,
resulted in an increase of provision in in 2020/21 financial year.
– During the current financial year it was discovered that Provisions for Allocations were accounted for at incorrect
amounts. This resulted in an upward adjustment of R1 020 for the 2018/19 financial year.
– During the current financial year it was discovered that Provisions for Allocations were accounted for at incorrect
amounts. This resulted in an downward adjustment of R5 810 for the 2019/20 financial year.
– During the current financial year it was discovered that goods and services amounting to R336 119.06 were
erroneously not accrued for in the 2019/20 financial year, this will affect transfers to NLC.
– During the current financial year it was discovered that goods and services amounting to R1 181 037.59 were
erroneously not accounted for in the 2020/21 financial year, this will affect transfers to NLC.
– During the current financial year it was discovered that goods and services amounting to R222 261.91 were
erroneously accounted for twice in 2020/21 financial year, this will affect transfers to NLC.
– During the current financial year it was discovered that the lease smoothing was calculated incorrectly for one of
the provinces. The impact of the error is a reduction of R53 943.93 in rental expenses and has been corrected in
2020/21 financial, this affects transfers to NLC.
The impact of the errors are as follows:
2020/21 2019/20 2018/19

R’000 R’000 R’000
– (Increase)/Decrease in transfers to NLC (905) (336)

– (Increase)/Decrease in Allocations of Grants (3 898) (219) 1
– (Increase)/Decrease in Impairments – – –
– Increase/(Decrease) in Revocations – (599) –
– (Decrease)in Statement of Financial Performance (4 803) (1 155) 1
– Increase/(Decrease) in Trade and other receivables from

non‑exchange transactions (905) (336) –
– (Increase)/Decrease in Provisions for Allocations (3 898) (819) 1
– (Decrease) in Net Assets (4 803) (1 155) 1
16. TAXATION
The National Lottery Distribution Trust Fund is exempt from Income Tax in terms of Section 10(1)(cA) of the Income Tax
Act, 1962.

A B C D E F

17. COMPARISON OF APPROVED BUDGET AND FINAL BUDGET

The budget and the accounting bases are the same; both are on the accrual basis. The financial statements and
the budget are prepared using a classification on the nature of expenses in the statement of financial performance.
The approved budget covers the period from 1 April 2021 to 31 March 2022.
Approved Budget Final Budget Adjustments

Share of ticket sales 1 549 363 1 549 363 – No Adjustment to budget

Investment income 68 530 68 530 – No Adjustment to budget
Revenue from Participants Trust 157 481 157 481
Revenue from NLPT – Interest 17 481 17 481 – No Adjustment to budget

Revenue from NLPT – Unclaimed and expired prize monies 140 000 140 000 – No Adjustment to budget
Revocations 10 000 10 000 – No Adjustment to budget

Other operating income (Sundry Income) 3 000 3 000 – No Adjustment to budget
Allocation of grants (1 170 936) (1 170 936) – No Adjustment to budget
Professional fees (7 000) (7 000) – No Adjustment to budget
Administrative expenses (58) (58) – No Adjustment to budget
Transfers to NLC (586 805) (586 805) – No Adjustment to budget

The NLC is a regulator of the National Lottery, other lotteries and sports pools. Ithuba Holdings (RF) (Pty) Ltd (Lottery
Operator) is a private company that currently operates the National Lottery under licence from the Government. The
Lottery Operator pays a share of ticket sales to the NLDTF in terms of the licence agreement. These proceeds are
destined for good causes as stipulated in the Lotteries Act. The NLC administers the NLDTF and accounts for all running
costs. The NLC withdraws the necessary funds required from the NLDTF, based on an overall annual budget approved
by the Minister of Trade and Industry and Competition. The National Lotteries Participants Trust (NLPT) was established
by the Lottery Operator in terms of the licence agreement between the Lottery Operator, the dtic and the NLC. The main
objective of the NLPT is to hold monies in the Trust on behalf of Ithuba for prize winners and monies for advance plays.

Year ended
R’000 R’000
18.1 TRANSACTIONS BETWEEN THE NLDTF AND OTHER PARTIES

18.1.1 ITHUBA HOLDINGS (PTY) LTD
Revenue from Ithuba Holdings (Pty) Ltd 1 641 380 1 488 460
Add: Trade and other receivables from non-exchange transactions (Opening) 17 707 33 430
Less: Trade and other receivables from non-exchange transactions (Closing) (19 064) (17 707)
Cash proceeds 1 640 024 1 504 183
18.1.2 ENTITY UNDER COMMON CONTROL

National Lottery Participants Trust (NLPT)
Revenue from NLPT 99 422 164 481
Cash proceeds 171 578 134 409
18.1.3 CONTROLLING ENTITY

The NLC is a controlling entity of the NLDTF. The NLDTF is administered by the NLC
as stipulated in section 21 of the Lotteries Act (as amended)
Transfers to NLC (564 929) (531 267)
Cash proceeds (602 000) (492 609)
19. PROVISION FOR ALLOCATIONS

It is the duty of the Distributing Agency Members to adjudicate applications for funding within their respective sectors.
Members who have a conflict that may impact the ability to adjudicate impartially do not adjudicate on the projects, as
they recuse themselves whilst these projects are being adjudicated. Listed below are balances and transactions with
those organisations which were funded by the NLDTF and in which Distributing Agencies have significant interest.
Amount Amount Amount

Distributing Granted Payments Revocations Owing Owing
Name of Agency Nature of 2021/22 2021/22 2021/22 2021/22 2020/21
Sector Beneficiary Member Relationship R’000 R’000 R’000 R’000 R’000
SRDA Athletics South Africa Dr Adams Dr Adams: Deputy – 2 200 – – 2 200

(ASA) President of ASA
20. EVENTS AFTER REPORTING PERIOD

There was no event after reporting date.

FINANCIAL STATEMENTS FOR
THE NATIONAL LOTTERY
PARTICIPANTS TRUST
Auditor-General to the Trustees of The National Lotteries

Participants Trust 204
Trustees’ Report for the National Lotteries Participants Trust 208
Practitioner’s Compilation 209
Statement of Comparison of Budget and Actual Amounts 214
Summary of Accounting Policies 215
REPORT OF THE
AUDITOR-GENERAL REPORT OF THE AUDITOR-GENERAL
TO THE TRUSTEES OF THE NATIONAL
LOTTERIES PARTICIPANTS TRUST

A B C D E F
REPORT ON THE AUDIT OF 5. I believe that the audit evidence I have obtained
is sufficient and appropriate to provide a basis
THE FINANCIAL STATEMENTS for my unqualified opinion.
OPINION RESPONSIBILITIES OF THE TRUSTEES

1. I have audited the financial statements of the FOR THE FINANCIAL STATEMENTS
National Lotteries Participants Trust set out on
6. The trustees are responsible for the preparation
pages 210 to 225, which comprise the statement
and fair presentation of the financial statements
of financial position as at 31 March 2022, the
in accordance with the Standards of GRAP
statement of financial performance, statement of
and for such internal control as the trustees
changes in net assets, statement of cash flows
determines is necessary to enable the
and statement of comparison of budget and
preparation of financial statements that are free
actual amounts for the year then ended, as well
from material misstatement, whether due to
as notes to the financial statements, including a
fraud or error.
summary of significant accounting policies.
7. In preparing the financial statements, the
2. In my opinion, the financial statements present
trustees are responsible for assessing the
fairly, in all material respects, the financial
trust’s ability to continue as a going concern,
position of the National Lotteries Participants
disclosing, as applicable, matters relating to
Trust as at 31 March 2022 and its financial
going concern and using the going concern
performance and cash flows for the year
basis of accounting unless the governance
then ended in accordance with Standards of
structure either intends to liquidate the trust or to
Generally Recognised Accounting Practice
cease operations, or has no realistic alternative
(Standards of GRAP).
but to do so.
BASIS FOR OPINION AUDITOR-GENERAL’S RESPONSIBILITIES

3. I conducted my audit in accordance with the FOR THE AUDIT OF THE
International Standards on Auditing (ISAs). FINANCIAL STATEMENTS
8. My objectives are to obtain reasonable
assurance about whether the financial
responsibilities for the audit of the financial
statements as a whole are free from material
statements section of my report.
misstatement, whether due to fraud or error,
4. I am independent of the Trust in accordance and to issue an auditor’s report that includes
with the International Ethics Standards Board my opinion. Reasonable assurance is a high
for Accountants’ International code of ethics for level of assurance but is not a guarantee that
professional accountants (including International an audit conducted in accordance with the
Independence Standards) (IESBA code) as well ISAs will always detect a material misstatement
as other ethical requirements that are relevant to when it exists. Misstatements can arise from
my audit in South Africa. I have fulfilled my other
ethical responsibilities in accordance with these

to the trustees of the National Lotteries Participants Trust
fraud or error and are considered material if, individually 16. I did not receive the other information prior to the date
or in aggregate, they could reasonably be expected to of this auditor’s report. When I do receive and read
influence the economic decisions of users taken on the this information, if I conclude that there is a material
basis of these financial statements. misstatement therein, I am required to communicate
the matter to those charged with governance and
9. A further description of my responsibilities for the audit of
request that the other information be corrected. If the
the financial statements is included in the annexure to this
other information is not corrected, I may have to retract
auditor’s report.
this auditor’s report and re-issue an amended report
as appropriate. However, if it is corrected this will not
REPORT ON THE AUDIT OF THE be necessary.
ANNUAL PERFORMANCE REPORT
10. The trust is not required to prepare a report on its INTERNAL CONTROL
performance against predetermined objectives, as
it does not fall within the ambit of the Public Finance
DEFICIENCIES
17. I considered internal control relevant to my audit of the
Management Act 1 of 1999 (PFMA) and such reporting is
financial statements however, my objective was not to
not required in terms of the entity’s specific legislation.
express any form of assurance on it. I did not identify any
significant deficiencies in internal control.
REPORT ON THE AUDIT OF
COMPLIANCE WITH LEGISLATION
INTRODUCTION AND SCOPE Pretoria
30 July 2022
11. In accordance with the PAA and the general notice issued
in terms thereof, I have a responsibility to report material
findings on the trust’s compliance with specific matters in
key legislation. I performed procedures to identify findings
but not to gather evidence to express assurance.
12. I did not identify any material findings on compliance

with the specific matters in key legislation set out in the
general notice issued in terms of the PAA.
OTHER INFORMATION
13. The trustees are responsible for the other information. The
other information comprises the information included in
the annual report. The other information does not include
the financial statements and the auditor’s report.
14. My opinion on the financial statements does not cover the

other information and I do not express an audit opinion or
any form of assurance conclusion on it.
15. In connection with my audit, my responsibility is to read

the other information and, in doing so, consider whether
the other information is materially inconsistent with the
financial statements or my knowledge obtained in the
audit, or otherwise appears to be materially misstated.

A B C D E F

to the trustees of the National Lotteries Participants Trust
ANNEXURE – AUDITOR- • evaluate the overall presentation, structure and

content of the financial statements, including the
GENERAL’S RESPONSIBILITY FOR disclosures, and determine whether the financial
THE AUDIT statements represent the underlying transactions and
events in a manner that achieves fair presentation.
1. As part of an audit in accordance with the ISAs,
I exercise professional judgement and maintain
professional scepticism throughout my audit of the
financial statements.
WITH GOVERNANCE.
3. I communicate with the trustees regarding, among other
FINANCIAL STATEMENTS matters, the planned scope and timing of the audit
and significant audit findings, including any significant
2. In addition to my responsibility for the audit of the financial
deficiencies in internal control that I identify during
statements as described in this auditor’s report, I also:
my audit.
• identify and assess the risks of material misstatement
4. I also confirm to the trustees that I have complied with
of the financial statements whether due to fraud
relevant ethical requirements regarding independence
or error, design and perform audit procedures
and communicate all relationships and other matters
responsive to those risks, and obtain audit evidence
that may reasonably be thought to have a bearing on my
that is sufficient and appropriate to provide a
independence and, where applicable, actions taken to
basis for my opinion. The risk of not detecting a
eliminate threats or safeguards applied.
material misstatement resulting from fraud is higher
than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control.

to the audit in order to design audit procedures
that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the
effectiveness of the trust’s internal control.

used and the reasonableness of accounting
estimates and related disclosures made by
the trustees.
• conclude on the appropriateness of the trustees’

use of the going concern basis of accounting in
the preparation of the financial statements. I also
conclude, based on the audit evidence obtained,
whether a material uncertainty exists relating to
events or conditions that may cast significant doubt
on the ability of National Lotteries Participants
Trust to continue as a going concern. If I conclude
that a material uncertainty exists, Iam required to
draw attention in my auditor’s report to the related
disclosures in the financial statements about the
material uncertainty or, if such disclosures are
inadequate, to modify my opinion on the financial
statements. My conclusions are based on the
information available to us at the date of this auditor’s
report. Future events or conditions may cause a trust
to cease operating as a going concern.
TRUSTEES’ REPORT FOR THE NATIONAL LOTTERIES
PARTICIPANTS TRUST
The trustees have pleasure in submitting their report on • The accounting authority is responsible for the
the annual financial statements of the National Lotteries preparation of the annual financial statements and
Participants Trust (NLPT) for the year ended 31 March 2022. for the judgements made in the annual financial
statements. The accounting authority is responsible
1. Nature of the Trust
for establishing and implementing a system of internal
The trust was incorporated by Ithuba RF (Pty) Ltd on control that has been designed to provide reasonable
29 May 2015 and will terminate in terms of Clause 7 of assurance to the integrity and reliability of the annual
the Replacement Trust Deed. The trust is constituted for financial statements.
the benefit of the beneficiaries subject to the terms and
• The AG(SA) is engaged to express an independent
conditions of the trust deed to hold and safeguard all
opinion on the annual financial statements. In our
monies received for the benefit of the beneficiaries. The
opinion, the annual financial statements fairly
beneficiaries are the winners, the licensee Ithuba Holdings
reflect the financial affairs of the National Lotteries
(RF) (Pty) Ltd, National Lottery Players and the National
Participants Trust for the financial year ended
Lottery Distribution Trust Fund.
31 March 2022.
2. Statement of Responsibility for the annual financial
3. Approval of annual financial statements
statements
The annual financial statements set out on pages
To the best of our knowledge, we confirm the following:
210 to 225 for the National Lotteries Participants Trust
• All information and amounts disclosed in the report were approved by the Board of Trustees on 29 July
are consistent with the annual financial statements 2022 and signed on their behalf by:
audited by the Auditor General of South Africa
(AG(SA)). The annual financial statements are
complete, accurate and free from any omissions.
Lufuno Tokyo Nevondwe
• The report has been prepared in accordance Chairperson of the Board: NLPT
with the guidelines on the report as issued by
National Treasury.
• The annual financial statements have been prepared

in accordance with the South African Standards of
Generally Recognised Accounting Practice applicable
to the National Lotteries Participants Trust.

A B C D E F
PRACTITIONER’S COMPILATION
We have compiled the annual financial statements of the
National Lotteries Participants Trust, under the administration
of Nedgroup Trust (Pty) Ltd as set out on pages 210 to 225,
based on information provided by the trustees and
administrators. These annual financial statements comprise
of the Statement of Financial Position of the National Lotteries
Participants Trust as at 31 March 2022, the related Statement
of Financial Performance, Statement of Changes in Net Assets
and Statement of Cash Flows and Statement of Comparison
of Budget Information with actual amounts for the year then
ended as well at the notes to the financial statements.
We are the compilers of the annual financial statements

and the internal controls are monitored throughout the
financial year by the trustees, the Regulator, the Licensee
and the administrators to ensure the trust maintains the
highest ethical standards and that the trust’s business is
conducted in a manner that in all reasonable circumstances is
above reproach.
These annual financial statements and the accuracy and

completeness of the information used to compile them are the
responsibility of the trustees.
Bilal Essop
Nedgroup Trust (Pty) Ltd
29 July 2022

Trust Trust
31 March 2022 31 March 2021
REVENUE
Revenue from exchange transactions
Interest received 5 5 461 4 807
EXPENDITURE (5 461) (4 807)
Goods and services 6 (1 909) (1 397)

Administration expenses 7 (3 552) (3 410)
Surplus for the year – –

A B C D E F

as at 31 March 2022
Trust Trust
31 March 2022 31 March 2021
ASSETS
Current Assets
Trade and other receivables – from exchange transactions 1 817 574
Trade and other receivables – from non-exchange transactions 1 5 708 714
Prepayments 2 79 78
Cash and cash equivalents 3 307 839 272 063
Total Assets 314 443 273 429
Current Liabilities
Trade and other payables – from exchange transactions 4 503 1 013
Trade and other payables – from non-exchange transactions 4 313 939 272 415
Total Liabilities 314 442 273 428
Net Assets
Initial Donation: Ithuba Holdings (RF) (Pty) Ltd 1 1
Total Net Assets and Liabilities 314 443 273 429

Accumulated
Surplus
R’000
Balance as at 31 March 2020 1

Surplus for the year ended 31 March 2021 –

Surplus for the year ended 31 March 2022 –

A B C D E F


31 March 2022 31 March 2021

Cash Receipts
Cash received from Ithuba Holdings RF (Pty) Ltd and other parties 620 063 542 220
Interest received 7 190 10 596
627 253 552 816
Cash Payments
Cash paid to NLDTF, Ithuba Holdings RF (Pty) Ltd and other parties (591 477) (588 199)
(591 477) (588 199)
Net cash generated/(utilised) from operating activities 8 35 776 (35 383)
Net increase/(decrease) in cash and cash equivalent 35 776 (35 383)
Cash and cash equivalents at the beginning of the year 3 272 063 307 446
Cash and cash equivalents at the end of the year 3 307 839 272 063

AND ACTUAL AMOUNTS
Difference:
Final Budget
R’000 Final Budget Actual Amounts and Actual
Revenue and income

Interest Received 5 470 5 461 (9)
Total revenue and income 5 470 5 461 (9)
Expenses
Administrative expenses (3 535) (3 552) (17)
Goods and services (1 935) (1 909) 26
Total expenditure (5 470) (5 461) 9
Surplus/(Deficit) for the year – – –
Amount
Account Explanation of difference R’000
Interest received Interest received of the Trust is recognised to the extent of expenditure incurred. (9)
Administrative expenses The actual amount incurred was more than the budgeted amount. The actual amount was (17)
calculated by using the CPI rate as at 30 September 2021.
Goods and services The actual amount incurred was less than the budgeted amount. The trustee fee was 26
determined by the number of meetings held during the year. No provision was made for
training fees.

A B C D E F
ACCOUNTING POLICIES
The principal accounting policies applied in the preparation of these separate annual financial statements are set out below.
These policies have been consistently applied to all the years presented.
The separate annual financial statements have been prepared in accordance with South African Generally Recognised
Accounting Practice (SA GRAP). They have been prepared in accordance with the going concern principle using the
historical cost basis except where otherwise stated in the accounting policies below.
The preparation of annual financial statements in conformity with GRAP requires the use of certain critical accounting
estimates. It also requires management to exercise its judgement in the process of applying National Lotteries Participants
Trust’s accounting policies.
All monetary information and figures presented in these annual financial statements are stated in thousands of Rand
(R’000), unless otherwise indicated.
New standards, amendments and interpretations approved and not yet effective
Scope and
Standard potential impact Effective date
GRAP 25: Employee Benefits None No Effective date has been determined by the Minister of
Finance. Standards will be applied only upon determination
IGRAP 7: Limit on defined benefit asset, minimum funding None of effective date by the Minister where applicable.
requirements and their interaction
GRAP 104: Financial instruments None Effective date 1 April 2025
IGRAP 21: Effect of past decisions on materiality None Effective date 1 April 2023
NLPT did not apply any of the standards above. It is not expected that the above standards, amendments and
interpretations will have any material impact on the NLPT’s financial statements on initial application where applicable.
GRAP 25 does not apply to NLPT, because NLPT Trust does not have employees.
Changes to GRAP 104 affect the following:

• Disclosures
Revenue is the gross inflow of economic benefits or service potential during the reporting period when these inflows result
in an increase in net assets. Revenue is recognised when it is probable that future economic benefits will flow to the entity
and these benefits can be measured reliably.
The NLPT distinguishes between two forms of revenue namely, revenue from exchange transactions and revenue from
non-exchange transactions.
Revenue from exchange transactions is defined as revenue on which NLPT receives assets or services, or has liabilities
Revenue from non-exchange transactions is defined as revenue in which NLPT receives value from another entity or party
without directly giving approximately equal value in exchange or gives value to another entity or party without directly

2.1 INTEREST RECEIVED
Investment income comprises interest received from assets held at amortised cost and cash and cash equivalents.
Interest is accounted for on an accrual basis using the effective interest rate method. Interest received is realised to
the extent of expenses incurred.
3. FINANCIAL ASSETS
NLPT classifies its financial assets in the following categories:

3.1 FINANCIAL ASSETS AT AMORTISED COST
Financial assets carried at amortised cost, are initially recognised at fair value plus transaction costs that are directly
attributable to the acquisition of the financial asset. These assets are subsequently measured at amortised cost
using the effective interest rate method, less provision for impairment.
Financial assets at amortised cost consist of:
• Trade and other receivables from exchange transaction

• Trade and other receivables from non-exchange transaction
NLPT will derecognise a financial asset when:
(b) NLPT transfers to another party substantially all of the risks and rewards of ownership of the financial asset; or
(c) NLPT despite having retained some significant risks and rewards of ownership of the financial asset, has
transferred control of the asset to another party and the other party has the practical ability to sell the asset
in its entirety to an unrelated third party, and is able to exercise that ability unilaterally and without needing to
impose additional restrictions on the transfer.
3.2 FINANCIAL LIABILITIES
National Lotteries Participants Trust classifies its financial liabilities in the following category:
• Financial liabilities at amortised cost
3.3 FINANCIAL LIABILITIES AT AMORTISED COST
• Trade and other payables from exchange transactions

• Trade and other payables from non- exchange transactions
Cash and cash equivalents comprise balances with:
Nedbank Private Wealth (Pty) Ltd – Advance and Online Play

Nedbank Private Wealth (Pty) Ltd – Expired account
Nedbank Private Wealth (Pty) Ltd – Interest account
Nedbank Private Wealth (Pty) Ltd – Prize Money account

A B C D E F
Cash and cash equivalents only include items held for the purpose of meeting short-term cash commitments rather than
for investing or other purposes. It comprises cash on hand and deposits held at call with respective banks. Cash and cash
equivalents have a maturity of less than three months. Cash and cash equivalents are classified as financial assets at fair
value and are carried at cost which due to their short-term nature approximates fair value.
The National Lotteries Participants Trust’s activities expose it to a variety of financial risks: market risk, credit risk and
liquidity risk. The Board of trustees manages these risks through quarterly reporting at Board Audit and Risk Committee
and Trustee meetings.
5.1 MARKET RISK
The National Lotteries Participants Trust’s activities do not expose it to a significant amount of market risk.
Therefore no formal policies have been developed to guard against market risk.
5.2 CREDIT RISK
Credit risk arises from cash and cash equivalents and deposits with banks and financial institutions, as well as
credit exposures to outstanding receivables and committed transactions.
5.3 LIQUIDITY RISK
demands of the operations. Management monitors daily balances of cash and cash equivalents as well as
investment accounts to ensure that enough funds are available to meet the needs of the operation.
Trade payables are obligations to pay for services that have been acquired in the ordinary course of business from
suppliers as well as obligations due to the beneficiaries (participants) and the NLDTF and the licensee (Ithuba Holdings
(RF) (Pty) Ltd) and Lottery Winners. Accounts payable are classified as current liabilities as they are due and payable
within one year or less from the reporting date. No non-current liabilities exist at reporting date. Trade payables are initially
recognised at fair value.
– National Lotteries Participants Trust: Expired Funds and Net Interest Income due to the National Lotteries
Participants Trust
– Advance Sales due to Winners and due to Ithuba Holdings (RF) (Pty) Ltd: Advanced sales
– Unclaimed funds – Funds due to winners
– Unclaimed funds – Ithuba Holdings (RF) (Pty) Ltd: Funds due to Licensee
Trade receivables are in respect of interest accrued and/or funds due from the Licensee (Ithuba Holdings (RF) (Pty) Ltd) in
respect of unclaimed funds. Accounts receivable are classified as current assets as they are due and receivable within one
year or less from reporting date. No non-current assets exist at reporting date. Trade receivables are initially recorded at
fair value.
– National Lotteries Participants Trust: Expired Funds and Net Interest Income due to the National Lotteries
Participants Trust
– Advance Sales due to Winners and due to Ithuba Holdings (RF) (Pty) Ltd: Advanced sales
– Unclaimed funds – Funds due to winners
– Unclaimed funds – Ithuba Holdings (RF) (Pty) Ltd: Funds due to Licensee

8. RELATED PARTIES
A related party is a person or an entity with the ability to control or jointly control the other party, or exercise significant
influence over the other party, or vice versa, or an entity that is subject to common control, or joint control.
As a minimum, the following are regarded as related parties of the Trust:
– The National Lotteries Distribution Trust Fund (NLDTF)

– The National Lotteries Commission
Related party transactions are transfers of resources or obligations between the National Lotteries Participants Trust and a
related party, regardless of whether a price is charged.
outcome objectives. The approved budget covers the financial year from 2021/04/01 to 2022/03/31. The annual financial
statements and the budget are on the same basis of accounting therefore a comparison with the budgeted amounts for
the reporting period has been included in the statement of comparison of budget and actual amounts.

A B C D E F
NOTES TO THE ANNUAL FINANCIAL STATEMENTS


31 March 2022 31 March 2021
R’000 R’000
1. TRADE AND OTHER RECEIVABLES – FROM EXCHANGE TRANSACTIONS

Interest accrued 817 574
817 574
Trade and other receivables – from non-exchange transactions

Advanced sales due from Ithuba Holdings (RF) (Pty) Ltd 5 708 714
5 708 714
2. PREPAYMENTS
Insurance – Directors and Public Officers Professional Indemnity Insurance 79 78
79 78

Nedbank Private Wealth (Pty) Ltd – Advance and Online Play account 26 806 20 538
Nedbank Private Wealth (Pty) Ltd – Expired account 33 327 –
Nedbank Private Wealth (Pty) Ltd – Interest account (overdraft) (12 497) 401
Nedbank Private Wealth (Pty) Ltd – Prize Money account 260 203 251 124
307 839 272 063
None of the accounts is pledged as security.
4. TRANSFERS TO THE NLC

4.1 TRADE AND OTHER PAYABLES – FROM EXCHANGE TRANSACTIONS
Administration fees 369 1 013
Audit fee due 134 –
503 1 013
4.2 TRADE AND OTHER PAYABLES – FROM NON-EXCHANGE TRANSACTIONS

Advanced sales due to Ithuba Holdings (RF) (Pty) Ltd – Players 31 049 19 787
National Lottery Distribution Trust Fund 15 508 87 665
Nedbank Private Wealth (Pty) Ltd – Expired account (overdraft) – 2
Unclaimed Funds – Ithuba Holdings (RF) (Pty) Ltd 13 735 1 961
Unclaimed and Unexpired Prizes Monies – Winners 253 646 163 000
313 939 272 415
5. INTEREST INCOME
Current accounts 5 461 4 807
5 461 4 807
6. GOODS AND SERVICES

Audit fees 992 496
Bank charges 63 67
Professional indemnity fees 189 182
Training fee 55 –
Trustee fees 610 652
1 909 1 397
7. ADMINISTRATION EXPENSES
Administration fees 3 552 3 410
3 552 3 410

(CONTINUED)

31 March 2022 31 March 2021
R’000 R’000

8.1 CASH GENERATED BY OPERATIONS
Surplus/(Deficit) as per the Statement of Financial Performance – –
– –
Working Capital Changes

Decrease in Trade and other receivables (5 238) 9 097
Increase/(Decrease) in Trade and other payables 41 014 (44 480)
Net cash generated/(utilised) from operating activities 35 776 (35 383)

The National Lotteries Participants Trust’s trustees monitors and manages the financial risks relating to the Trust through
quarterly reports.
Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in
market prices and investment return. Market risk that could impact on future cash flows and hence the value of a financial
instrument arises from:
• Interest rate risk: The impact of changes in market interest rates.

• Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to
discharge an obligation.
• Liquidity risk is the risk that NLPT will encounter difficulty in meeting obligations associated with financial liabilities
due to insufficient cash being available to available to meet commitments as and when they become due.
To assist in the analysis of the financial risks that National Lotteries Participant Trust is exposed to, the statement of
financial position has been divided into the following categories:


A B C D E F

(CONTINUED)
9. MANAGEMENT OF FINANCIAL RISK (continued)

Non-Financial
Financial Assets Assets and
Total and Liabilities Liabilities
R'000 R'000 R'000
As at 31 March 2022
Unlisted:
– Trade and other receivables from exchange transactions 817 817 –
– Trade and other receivables from non-exchange transactions 5 708 5 708 –
Non-financial asset
Prepayments 79 – 79
– Cash and cash equivalents 307 839 307 839 –
Total assets 314 443 314 364 79

Trade and other payables – from exchange transactions 503 503 –
Trade and other payables – from non-exchange transactions 313 939 313 939 –
Total liabilities 314 442 314 442 –
As at 31 March 2021
Unlisted:
– Trade and other receivables from exchange transactions 574 574 –
– Trade and other receivables from non-exchange transactions 714 714 –
Non-financial asset
Prepayments 78 – 78
– Cash and cash equivalents 272 063 272 063 –
Total assets 273 429 273 351 78

Trade and other payables – from exchange transactions 1 013 1 013 –
Trade and other payables – from non-exchange transactions 272 415 272 415 –
Total liabilities 273 428 273 428 –

(CONTINUED)
The NLPT is exposed to financial risk through the following financial assets and liabilities:
31 March 2022 31 March 2022

R’000 R’000

Unlisted:
– Trade and other receivables from exchange transactions 817 574
– Trade and other receivables from non-exchange transactions 5 708 714
– Cash and cash equivalents 307 839 272 063
Total financial assets 314 364 273 351

Trade and other payables – from exchange transactions 503 1 013
Trade and other payables – from non-exchange transactions 313 939 272 415
Total financial liabilities 314 442 273 428
9.1.1 MARKET RISK
(a) Interest rate risk
Sensitivity to changes in interest rates is relevant to financial assets or financial liabilities bearing floating
interest rates due to the risk that future cash flows will fluctuate. NLPT holds its money in call accounts.
Changes in the future cash flows of the trust will be as a result of interest changes.
The table below details the specific interest rate risk that the NLPT is exposed to:
Non-interest-
R'000 R'000 R'000 R'000
As at 31 March 2022
Unlisted:
– Trade and other receivable from
non‑exchange transactions 5 708 – – 5 708
Cash and cash equivalents 307 839 – 307 839 –

Trade and other payables – from exchange
Trade and other payables –
from non‑exchange transactions 313 939 – – 313 939

A B C D E F

(CONTINUED)
9.1.1 MARKET RISK (continued)
Non-interest-
R'000 R'000 R'000 R’000

Unlisted:
– Trade and other receivable from non-exchange
Cash and cash equivalents 272 063 – 272 063 –

Trade and other payables – from exchange
Trade and other payables – from non-exchange
transactions 272 415 – – 272 415
9.1.2 CREDIT RISK
Key areas where NLDTF is exposed to credit risk:
• Cash and cash equivalents
As at 31 March 2022 Fitch upgraded financial institutions to a rating of BB- with a stable outlook.
NLC aligned the disclosure in line with the decision by the rating agency.
A
BB- BBB+ BB+ B+
Total B+ BBB- BB- B- Not rated
R'000 R'000 R'000 R'000 R'000 R'000
As at March 2022
Financial assets at
fair value:
– Cash and cash
equivalents – – – 307 839 – –
Total – – – 307 839 – –

(CONTINUED)
9.1.2 CREDIT RISK (continued)
AA+ BBB+ BB+ B+

AA BBB BB B
R'000 R'000 R'000 R'000 R'000 R'000
As at March 2021
Financial assets at
fair value:
– Cash and cash
equivalents 272 061 – 272 061 – – –
272 061 – 272 061 – – –

31 March 2022 31 March 2022
R’000 R’000
Interest accrued 817 574

Advanced sales due from Ithuba Holdings (RF) (Pty) Ltd 5 708 714
6 525 1 288
The ageing of the components of trade and other receivables was as follows:

R'000 R'000 R'000 R'000
Within a year 6 525 – 1 288 –
Total 6 525 – 1 288 –
9.1.3 LIQUIDITY RISK
The table below analyses the NLPT’s non-derivative financial liabilities into relevant maturity groupings
based on the remaining period at the reporting date to the contractual maturity date.
Total Within a year

R'000 R'000
As at 31 March 2022
Trade and other payables – from exchange transactions 503 503
Total 314 442 314 442
At 31 March 2021
Trade and other payables – from exchange transactions 1 013 1 013
Total 273 428 273 428
10. TAXATION
The National Lotteries Participants Trust is a registered taxpayer in terms of Section 67 of the Income Tax Act No. 58 of
1962. The trust’s tax reference number is 2332466172. There is no tax payable for the trust.

A B C D E F

(CONTINUED)
11. COMPARISON OF APPROVED BUDGET AND FINAL BUDGET

The budget and the accounting bases are the same; both are on the accrual basis. The annual financial statements and
the budget are prepared using a classification on the nature of expenses in the statement of financial performance.
Approved Budget Final Budget Adjustments Reason for

R'000 R'000 R'000 Adjustments
Interest received 5 470 5 470 – No adjustments

Administrations fees 3 535 3 535 – No adjustments
Goods and services 1 935 1 935 – No adjustments
12. TRUSTEES’ EMOLUMENTS

Members' Fees Travel Costs Total 2022 Total 2021
Members R'000 R'000 R'000 R'000
Dr MT Matshoba-Ramuedzisi 162 – 162 204

Mr A Mahlalutye 135 – 135 135
Adv LT Nevondwe 313 – 313 313
Adv E Mabuza* – – – –
Mr P Letwaba** – – – –
Ms X Ntuli*** – – – –
Total 610 – 610 652
*Adv E Mabuza is a representative of Ithuba Holdings RF (Pty) Ltd (as an Operator) and is not remunerated.
** Mr P Letwaba was appointed as the representative of NLC on 31 August 2016 (as Regulator) and is not remunerated.
***Ms X Ntuli was nominated to represent NLC from 1 January 2020. Ms Ntuli is not remunerated.
Key management is defined as individuals with the authority and responsibility for planning, directing and controlling the
activities of the National Lotteries Participants Trust. All trustees are regarded as key management. Close family members
of key management personnel are considered to be those family members who may be expected to influence, or be
influenced by, key management individuals in their dealings with the National Lotteries Participants Trust. An entity is
related to the trust if members’ of the entity’s key management have significant influence in the trust. Other related party
transactions are also disclosed in terms of disclosure requirements. Qualitative and quantitative materiality is considered in
the disclosure of these transactions.

31 March 2022 31 March 2022
R’000 R’000
Transactions between NLPT and other parties

Ithuba Holdings RF (Pty) Ltd
− Trade and other receivables from non-exchange transactions 5 708 714
− Trade and other payables from non-exchange transactions 267 381 164 962
National Lottery Distribution Trust Fund
− Trade and other payables from non-exchange transactions 15 508 87 665
Controlling entity
The NLC is a controlling entity of the NLDTF. The NLPT and NLDFT are under common control of the NLC. The NLDTF
is administered by the NLC as stipulated in section 21 of the National Lotteries Act (as amended). For the first time since
inception of the NLPT, in 2018 the Auditor-General of South Africa (AGSA) required NLPT to be consolidated in the NLC
annual financial statements.
The Trustees held trustee meetings at the NLC offices. However during the 2022 financial year meetings were held virtually
due to Covid.

BENEFICIARY
LIST
SECTION F

A B C D E F
ALLOCATIONS 21/22 (CONTINUED)
Project Date Sector Name Amount

number
M31445 15-Jun-21 Arts Mamelodi Women in Energy and Power Supply GP 108 000.00
M33041 28-Jul-21 Charities Khula Nomathiya Creche KZN 153 000.00
M33176 03-Aug-21 Charities Progressive Society For Change FS 190 549.00
M32705 04-Aug-21 Charities Masemalema Daycare LP 200 000.00
M32608 18-May-21 Charities Siyazingca Service Centre EC 260 000.00
M33077 17-Aug-21 Arts Cape Cultural Carnival and Events Committee NPC WC 500 000.00
M31724 01-Jun-21 Arts Success of Africa – Free State FS 588 000.00
M31601 28-Apr-21 Arts Green Environment Feeding Hope EC 159 826.00
M31907 11-May-21 Arts National Arts Festival Grahamstown EC 1 500 000.00
M31963 11-May-21 Arts Zanoxolo Community Support EC 451 107.00
M31974 11-May-21 Arts Vumile Youth Centre EC 393 500.00
M31988 11-May-21 Arts Masikhulesitye Projects EC 467 000.00
M31994 11-May-21 Charities Nyameko Daycare Centre EC 156 500.00
M32002 11-May-21 Arts Indalo The Nature NPC EC 386 480.00
M32101 11-May-21 Arts Indzondelelo Projects EC 413 000.00
M23551 12-May-21 Sports and recreation Cove Ridge Primary School EC 305 000.00
M25126 12-May-21 Sports and recreation D.Z. Dumezweni Senior Secondary School EC 252 500.00
M31902 12-May-21 Charities Christelik-Maatskaplike Raad Van Uitenhage EC 811 397.00
M31911 13-May-21 Arts Khwezilokusa Community Initiatives EC 451 931.00
M32052 13-May-21 Arts Qumosha Community Support EC 449 774.00
M31915 18-May-21 Arts Phunopu Projects EC 498 024.00
M32400 19-May-21 Charities Zwelitsha Daycare Centre EC 265 000.00
M31849 27-May-21 Charities Sinenjongo Pre-school EC 117 359.00
M31856 27-May-21 Charities Zolani Pre-school EC 150 243.00
M32035 27-May-21 Sports and recreation Phozi United EC 165 000.00
M32083 27-May-21 Charities Shalom Home Community Based Care EC 293 000.00
M32398 31-May-21 Charities Child Foundation EC 210 288.00
M32771 31-May-21 Charities Cheshie Home Summerstrand EC 1 917 757.00
M32614 01-Jun-21 Charities Ekuseni Lathi Chapha Ilanga Golden Age Club EC 253 438.00
M32762 01-Jun-21 Charities Qaga Centre for the Aged EC 290 000.00
M31860 02-Jun-21 Charities Nomzamo Daycare Centre EC 64 560.00
M31998 02-Jun-21 Sports and recreation Hungry Lion Rugby Club EC 155 000.00
M32072 02-Jun-21 Sports and recreation Young Stars Rugby Football Club EC 135 000.00
M32115 09-Jun-21 Sports and recreation Jansenville Warriors Cricket Club EC 105 000.00
M32776 09-Jun-21 Arts Ziphozakhe Projects EC 263 000.00
M32783 09-Jun-21 Arts Thathu Community Initiatives EC 467 000.00
M32997 09-Jun-21 Arts Mthimkhulu Community Service and Environment Affairs EC 279 400.00
M33007 09-Jun-21 Charities Sifund'ububele Service Centre For The Aged EC 291 400.00
M33012 09-Jun-21 Arts Oneworld Economic Development EC 308 000.00
M33182 09-Jun-21 Arts Noponi Rural Development EC 294 050.00
M32132 10-Jun-21 Arts Finobutha Community Projects EC 351 000.00
M32295 10-Jun-21 Arts Big Apple Antiques EC 110 016.00
M32439 10-Jun-21 Arts Mncedikazi NPC EC 457 088.00
M32690 10-Jun-21 Arts Batlokoa Ba Hill Gate Great Place EC 413 000.00
M32719 10-Jun-21 Sports and recreation Alderonians Netball Club EC 75 000.00
M32722 10-Jun-21 Sports and recreation Swallows Rugby Football Club 21814 EC 160 000.00
M32737 10-Jun-21 Sports and recreation Moonlight Rugby Football Club EC 160 000.00
M32742 10-Jun-21 Sports and recreation City Pirates Football Club EC 150 000.00
M32749 10-Jun-21 Sports and recreation Majagga Stars Football Club EC 85 000.00
M32760 10-Jun-21 Sports and recreation Fast Rovers FC EC 170 000.00
M32938 10-Jun-21 Sports and recreation Kardio Work EC 65 000.00
M33195 10-Jun-21 Charities The Missionvale Care Centre Trust EC 965 290.00
M33322 14-Jun-21 Charities Little Light House Educare Centre EC 266 403.00
M33462 14-Jun-21 Charities Boiphihlelo Pre-school EC 491 000.00
M31972 15-Jun-21 Arts Mandilakhe Elikhaya Projects EC 343 000.00
M32044 15-Jun-21 Arts Nombuyiselo Foundation EC 267 800.00
M31546 18-Jun-21 Sports and recreation Eleven Stars Football Club EC 140 000.00
M32959 18-Jun-21 Sports and recreation Kwetyana Cricket Club EC 200 000.00
M33124 18-Jun-21 Sports and recreation Busy Boys Rugby Football Club EC 170 000.00
M33164 18-Jun-21 Sports and recreation United Cricket Club EC 640 000.00
M33368 18-Jun-21 Sports and recreation Hungry Lions Rugby Football Club 22149 EC 200 000.00
M33460 22-Jun-21 Charities Bolana White Door Centre of Hope EC 291 000.00
M33688 22-Jun-21 Charities Cofimvaba White Door Centre of Hope EC 261 000.00
M33716 22-Jun-21 Charities Gudlintaba Pre-school EC 499 000.00


number
M32345 23-Jun-21 Charities Masithethe Counselling Services EC 1 237 200.00
M24330 24-Jun-21 Sports and recreation Vukani Senior Primary School EC 302 500.00
M27246 24-Jun-21 Sports and recreation Tamara Primary School EC 355 000.00
M27538 24-Jun-21 Sports and recreation Wayo Junior Secondary School EC 355 000.00
M34502 06-Jul-21 Charities EL Foundation EC 335 463.00
M33135 07-Jul-21 Charities Lukhanyo Daycare Centre EC 378 044.00
M33978 07-Jul-21 Charities Boiteko Pre-school EC 481 995.00
M33988 07-Jul-21 Charities Hebron Pre-school EC 430 956.00
105346 09-Jul-21 Sports and recreation Nunnovations Africa Foundation EC 4 340 800.00
M34004 14-Jul-21 Charities Noluthando Daycare Centre EC 270 800.00
M34080 14-Jul-21 Charities Noxolo Daycare Centre EC 287 301.00
M34094 14-Jul-21 Charities Siyaphambili Daycare Centre 22546 EC 389 500.00
M34134 14-Jul-21 Charities Sivuyile Daycare Centre EC 260 800.00
M34138 14-Jul-21 Charities Neve Give-Up Support Centre EC 199 200.00
M34141 14-Jul-21 Charities Rise n Shine Disability Magazine EC 735 793.00
M34401 14-Jul-21 Charities Phelang Pre-school EC 453 846.00
M34403 14-Jul-21 Charities Tembisa Daycare Centre EC 103 900.00
M34575 14-Jul-21 Charities Newtown Service Centre EC 388 400.00
M33332 16-Jul-21 Sports and recreation Northern Areas Sport Culture and Arts Association EC 75 000.00
M33990 20-Jul-21 Sports and recreation Phakamisa Sporting Football Club EC 95 000.00
M33992 20-Jul-21 Sports and recreation Savuka Stars Netball Club EC 95 000.00
M34132 20-Jul-21 Sports and recreation Prides Football Club EC 250 000.00
M32138 21-Jul-21 Sports and recreation Motherwell School of excellence Football Club EC 85 000.00
M33205 21-Jul-21 Sports and recreation Mount Frere Sports Promotion Academy EC 65 000.00
M33465 21-Jul-21 Sports and recreation Young Leopards Rugby Football Club 22215 EC 105 000.00
M33723 22-Jul-21 Sports and recreation Jacaranda Aces Football Club EC 120 000.00
M34907 22-Jul-21 Sports and recreation Greenfielders NetBall Club EC 85 000.00
M35232 22-Jul-21 Sports and recreation Glen Roses Rugby Football Club EC 200 000.00
M35243 22-Jul-21 Sports and recreation Entlola Strikers Netball Club EC 125 000.00
M35286 22-Jul-21 Sports and recreation Ukhozi Netball Club EC 125 000.00
M35301 22-Jul-21 Sports and recreation The Spice Girls Netball Club EC 130 000.00
M35306 22-Jul-21 Sports and recreation Ndakeni Youngsters Academy NPC EC 65 000.00
M35309 22-Jul-21 Sports and recreation Lalibela Lions Football Club EC 85 000.00
M35319 22-Jul-21 Sports and recreation Crusaders Football Club 23211 EC 140 000.00
M35328 22-Jul-21 Sports and recreation Juventus Football Club 23216 EC 135 000.00
M35332 22-Jul-21 Sports and recreation Diamonds Netball Club EC 125 000.00
M35371 22-Jul-21 Sports and recreation Sundays River Netball Association EC 95 000.00
M35573 22-Jul-21 Sports and recreation Real Lion FC EC 140 000.00
M35703 22-Jul-21 Sports and recreation Swallows RFC EC 280 000.00
M35574 29-Jul-21 Sports and recreation PE Harlequins RFC EC 115 000.00
M35586 29-Jul-21 Sports and recreation Rhambalezixholo Youth Development Initiative EC 65 000.00
M35616 29-Jul-21 Misc Laerskool Kuswag PS EC 397 500.00
M35637 29-Jul-21 Sports and recreation Lakeside Cavaliers Hockey Club EC 140 000.00
M35697 29-Jul-21 Sports and recreation L2J Footbal Club EC 115 000.00
M35855 29-Jul-21 Sports and recreation King Vultures FC EC 75 000.00
M35866 29-Jul-21 Sports and recreation Liverpool Football Club 9507 EC 75 000.00
M36045 29-Jul-21 Sports and recreation Blackpool FC EC 130 000.00
M36064 29-Jul-21 Sports and recreation Highland Volleyball Club EC 160 000.00
M36079 29-Jul-21 Sports and recreation Young Tigers FC EC 105 000.00
M36133 29-Jul-21 Sports and recreation Abahlobo FC EC 75 000.00
M36194 29-Jul-21 Sports and recreation Xab Athletics Club EC 130 000.00
M36198 29-Jul-21 Sports and recreation Cancele Juventus Legends EC 95 000.00
M36201 29-Jul-21 Sports and recreation MT White FC EC 105 000.00
M36203 29-Jul-21 Sports and recreation Mdakeni Defenders Netball Club EC 130 000.00
M36227 29-Jul-21 Sports and recreation Kings United FC EC 75 000.00
M36231 29-Jul-21 Sports and recreation Mdakeni Leopards Netball Club EC 160 000.00
M36243 29-Jul-21 Sports and recreation Amawushe FC EC 130 000.00
M36245 29-Jul-21 Sports and recreation The Queens Netball Club EC 75 000.00
M36306 29-Jul-21 Sports and recreation Red Lions Weston Rugby Club EC 95 000.00
M36320 29-Jul-21 Sports and recreation Cranes Rugby FC EC 180 000.00
M36670 29-Jul-21 Sports and recreation Golden City Press Football Club EC 130 000.00
M36762 29-Jul-21 Sports and recreation Blackpool Sweetwater FC EC 115 000.00
M36806 29-Jul-21 Sports and recreation Young Brothers FC EC 140 000.00
M34834 03-Aug-21 Charities Khulani Daycare Centre EC 259 538.00

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number
M34844 03-Aug-21 Charities Nozibele Daycare Centre EC 336 238.00
M31986 04-Aug-21 Arts Ramo Community Projects EC 355 000.00
M34875 04-Aug-21 Sports and recreation Friendly City Football Club EC 180 000.00
M35911 05-Aug-21 Sports and recreation Reggie's Football Academy EC 75 000.00
M36145 05-Aug-21 Sports and recreation All Stars XI Football Club EC 130 000.00
M36307 05-Aug-21 Sports and recreation Really Chief FC EC 150 000.00
M36327 05-Aug-21 Sports and recreation Brilliant Brothers FC EC 130 000.00
M36723 05-Aug-21 Sports and recreation Black Brothers Football Club EC 170 000.00
M36756 05-Aug-21 Sports and recreation New Life FC EC 75 000.00
M36942 05-Aug-21 Sports and recreation Mighty Kids Football Club 1 EC 85 000.00
M33370 10-Aug-21 Arts South End Museum Trust EC 918 000.00
M33405 10-Aug-21 Arts Thusang Batho Projects EC 311 000.00
M33973 10-Aug-21 Charities Khwezi Pre-school EC 147 500.00
M34133 10-Aug-21 Charities Good Heavenly Creche EC 329 300.00
M34397 10-Aug-21 Charities Khulani Zwelitsha Pre-school EC 475 500.00
M34564 10-Aug-21 Charities Sinolwazi Kids Academy EC 244 130.00
M34848 10-Aug-21 Charities Masakhane Pre-school EC 259 392.00
M34578 11-Aug-21 Charities Moeketsi Pre-school EC 111 410.00
M34890 12-Aug-21 Charities Lwazi Educare Centre EC 232 000.00
M34897 12-Aug-21 Charities Pamphlets Communication Whistleblow method EC 154 000.00
M35089 12-Aug-21 Charities Dr Ambrose Cato George Skills Development Centre EC 353 433.00
M36948 12-Aug-21 Sports and recreation East London Sport Promotion Academy EC 65 000.00
M36801 24-Aug-21 Arts Birthmark Foundation EC 335 130.00
M36833 25-Aug-21 Sports and recreation Movement for Change EC 65 000.00
M36838 25-Aug-21 Sports and recreation Rovers Rugby Club 1 EC 75 000.00
M36947 25-Aug-21 Sports and recreation Lukhanyo Memorial Trust EC 65 000.00
M36931 26-Aug-21 Misc LF May Lower/Higher Primary School EC 221 802.70
M33325 27-Aug-21 Charities Isipho Sa Mahlubi Disability Empowerment Centre EC 406 215.00
M34925 27-Aug-21 Charities Ihlumelo Foundation EC 310 404.00
M35090 27-Aug-21 Charities Hogsback Educare Centre EC 418 895.00
M35092 27-Aug-21 Charities Yhawe Centre For The Disable EC 154 000.00
M36874 31-Aug-21 Sports and recreation Port St Johns Golf Club EC 115 000.00
M38020 31-Aug-21 Sports and recreation Gwili Gwili United Rugby Football Club EC 85 000.00
M38076 31-Aug-21 Sports and recreation Zwide Eagles Basketball Development Club EC 85 000.00
M36332 01-Sep-21 Arts Khuphuqe Community Projects EC 285 200.00
M29792 09-Sep-21 Sports and recreation Tyityane Senior Primary School EC 252 300.00
M35234 16-Sep-21 Charities Likuwe Ikamva Foundation EC 465 930.00
M35265 16-Sep-21 Charities Ilitha Lethu Educare Centre EC 323 161.00
M35242 22-Sep-21 Charities Sizamile Daycare Centre EC 286 000.00
M33657 04-Oct-21 Arts Buthiwe Community Projects EC 238 000.00
M35238 05-Oct-21 Charities Ikhwezi Early Childhood Development Centre EC 372 895.00
M35272 05-Oct-21 Charities Vukani Daycare Centre EC 285 300.00
M38503 05-Oct-21 Charities Eluthandweni Children's Centre EC 590 118.00
M35292 12-Oct-21 Charities Kabouterland Educare Centre EC 377 000.00
M35359 12-Oct-21 Charities Algoa Bay Council for the aged EC 872 630.00
M36767 21-Oct-21 Sports and recreation Joubertina Primary School EC 60 000.00
M34867 22-Oct-21 Sports and recreation Phulutho Activities EC 65 000.00
M35279 22-Oct-21 Sports and recreation Upper Mvenyane FC EC 150 000.00
M34691 26-Oct-21 Arts Sisonke National Art Education NPC EC 372 000.00
M35143 26-Oct-21 Arts Kuzolunga Community Services EC 338 000.00
M35240 26-Oct-21 Arts Afrika Mayivuke Development Media and Communication EC 343 000.00
M35241 26-Oct-21 Arts Sachuma Community Development Project EC 120 000.00
M35277 26-Oct-21 Arts Ratanang Bahaeso Projects EC 421 722.00
M35350 26-Oct-21 Charities Masibambisane Home Base Care and Development EC 314 350.00
M35363 26-Oct-21 Arts Elethu Icebo Foundation EC 280 000.00
M35367 26-Oct-21 Charities Tyutyu Daycare Centre EC 257 693.00
M35580 26-Oct-21 Arts Esiphilayo Sesitwetwayo Community Support EC 325 000.00
M35596 26-Oct-21 Arts The Asap Foundation EC 608 800.00
M35716 26-Oct-21 Arts Tsukukho Community Support EC 462 927.00
M36014 27-Oct-21 Arts Border Rural Committee EC 485 000.00
M36099 27-Oct-21 Arts Vuselela Foundation EC 298 000.00
M35429 28-Oct-21 Charities Christelik-Maatskaplike Raad Van Port Elizabeth EC 556 921.00
M35410 09-Nov-21 Charities Luzuko Educare Centre EC 337 918.00
M36011 10-Nov-21 Sports and recreation Blue Crane Soccer Club EC 95 000.00


number
M36096 10-Nov-21 Sports and recreation Utility Football Club EC 105 000.00
M36141 10-Nov-21 Sports and recreation Green Lovers FC EC 140 000.00
M36295 10-Nov-21 Sports and recreation Chelsea FC EC 75 000.00
M36755 10-Nov-21 Sports and recreation Mighty Stars FC EC 75 000.00
M36882 10-Nov-21 Sports and recreation Inyibiba Athletic Club EC 85 000.00
M30373 16-Nov-21 Sports and recreation Ntsimbili J S S EC 252 300.00
M34570 16-Nov-21 Charities Bhakaneni Pre-school EC 500 000.00
M35987 16-Nov-21 Sports and recreation SL Africa Sports EC 130 300.00
M36297 17-Nov-21 Arts New Bridges Youth Foundation EC 211 500.00
M36302 17-Nov-21 Arts Optimistic Vigorous Minds Community Development EC 373 390.00
M36668 17-Nov-21 Arts Masibambaneni Community Development EC 208 000.00
M36795 17-Nov-21 Arts Iyanda Indevana Youth Project EC 320 274.00
M36887 17-Nov-21 Sports and recreation Mabayibone Strikers FC EC 95 000.00
M36881 23-Nov-21 Arts Alnamda EC 409 725.00
M38188 23-Nov-21 Arts Ilithalethu Community Development and Educational Development NPC EC 367 000.00
M38467 23-Nov-21 Arts Arts Pioneers EC 383 000.00
M38539 23-Nov-21 Arts Iqhawe Social and Heritage NPC EC 266 000.00
M38606 23-Nov-21 Arts Ubuchule Bethu Projects EC 317 718.00
M39080 23-Nov-21 Arts Sigqibindlala Project EC 341 011.00
M39696 23-Nov-21 Arts Masivuzane Community Based Projects Forum EC 335 000.00
M40242 23-Nov-21 Arts The Cooks Foundation EC 250 960.00
M36775 24-Nov-21 Arts Siphumelelisiwe Community Support NPC EC 264 124.00
M36888 24-Nov-21 Arts Tsengiwe Development One Stop Centre EC 185 142.00
M36294 25-Nov-21 Charities Place Of Mercy and Hope NPC EC 212 000.00
M36844 25-Nov-21 Arts Manyadu Mpafa Foundation NPC EC 275 350.00
M43268 26-Nov-21 Charities Vusizwe Sika Menziwa Development Foundation Trust EC 1 000 000.00
M36905 30-Nov-21 Sports and recreation J-Bay Radio Flyers EC 85 000.00
M39007 30-Nov-21 Misc Khanya Youth and Community Development Centre EC 499 440.00
M36338 01-Dec-21 Charities Amandla Pre-school EC 194 000.00
M36804 01-Dec-21 Arts Phamathi Community Initiatives NPC EC 464 500.00
M36825 01-Dec-21 Arts Amadumbe Community EC 376 897.00
M36340 02-Dec-21 Charities Sisenza Daycare Centre EC 353 800.00
M38329 14-Dec-21 Arts Indaloyethu Community Project EC 367 000.00
M36684 15-Dec-21 Charities Umzamomhle Daycare Centre EC 448 376.00
M36724 15-Dec-21 Charities Crossroads Child and Youth Care Centre EC 1 442 365.00
M38182 15-Dec-21 Sports and recreation Power Strikers Football Club EC 95 000.00
M38212 15-Dec-21 Sports and recreation Hani Football Club EC 85 000.00
M38213 15-Dec-21 Sports and recreation Northern Cavaliers Cricket Club EC 95 000.00
M38312 15-Dec-21 Sports and recreation Ace Cosmos Football Club EC 150 000.00
M38317 15-Dec-21 Sports and recreation Everton Football Club EC 95 000.00
M40164 15-Dec-21 Arts Aliwal North Youth Org EC 175 500.00
M40171 15-Dec-21 Arts Klinkasi Eco Friends EC 252 851.00
M40607 15-Dec-21 Arts Transparent Hand Foundation EC 446 000.00
M40889 15-Dec-21 Arts Siyazama Poultry Project NPC EC 287 551.00
M43885 17-Dec-21 Charities Dr Viwe Nogaga Foundation EC 3 000 000.00
M43886 17-Dec-21 Charities Ubuntu Transformation Foundation NPC EC 3 000 000.00
M38918 12-Jan-22 Charities Masibambane Home For Disabled Children EC 2 165 306.00
M36951 14-Jan-22 Charities The Seed Community Development Foundation EC 321 087.00
M36732 19-Jan-22 Charities Sophumelela Clinic EC 958 600.00
M38062 25-Jan-22 Sports and recreation Ibhongolethu Sports Arts Culture and Recreation Development EC 65 000.00
Agency
M38071 25-Jan-22 Sports and recreation Mikaljean Fundation For Disabled Athletes NPC EC 65 000.00
M38179 25-Jan-22 Sports and recreation Ducats Masters Football Club EC 95 000.00
M38185 25-Jan-22 Sports and recreation Wonderful XI Cricket Club EC 85 000.00
M36101 26-Jan-22 Sports and recreation Vuselela Football Club EC 75 000.00
M38373 26-Jan-22 Sports and recreation Jack’s Sport Development Foundation EC 65 000.00
M38384 26-Jan-22 Sports and recreation Mpolweni United Brothers FC EC 115 000.00
M38498 26-Jan-22 Sports and recreation Motherwell Athletics Club EC 95 000.00
M38537 26-Jan-22 Sports and recreation Young Tigers Football Club 24997 EC 85 000.00
M38556 26-Jan-22 Sports and recreation Young Culture Football Club EC 130 000.00
M38558 26-Jan-22 Sports and recreation Youth For Change Athletics Club EC 95 000.00
M38567 26-Jan-22 Sports and recreation X1 Attackers Football Club EC 75 000.00
M38590 26-Jan-22 Sports and recreation Kouga Football Club EC 75 000.00
M38709 26-Jan-22 Sports and recreation Manchester United Football Club 25093 EC 130 000.00

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number
M38712 26-Jan-22 Sports and recreation X1 Masters Football Club EC 115 000.00
M38714 26-Jan-22 Sports and recreation Black Aces FC EC 95 000.00
M38717 26-Jan-22 Sports and recreation Bush Pirates FC EC 115 000.00
M38771 26-Jan-22 Sports and recreation Attackers Football Club EC 85 000.00
M38790 26-Jan-22 Sports and recreation Theodorus Football Club EC 95 000.00
M38795 26-Jan-22 Sports and recreation Winter Rose FC EC 95 000.00
M38804 26-Jan-22 Sports and recreation Easterns Rugby Football Club EC 130 000.00
M38843 26-Jan-22 Sports and recreation Seven Eleven Football Club EC 75 000.00
M40977 27-Jan-22 Sports and recreation Eastern Cape Netball Association EC 200 000.00
M38824 02-Feb-22 Sports and recreation Thunderbirds Ladies Football Club EC 75 000.00
M38841 02-Feb-22 Sports and recreation Phoenix Bird Football Club EC 85 000.00
M38923 02-Feb-22 Sports and recreation Wonderful XI Football Club EC 105 000.00
M39029 02-Feb-22 Sports and recreation Ocean Sweepers Rugby Football Club EC 140 000.00
M39076 02-Feb-22 Sports and recreation Igoda Teenagers Club EC 65 000.00
M39081 02-Feb-22 Sports and recreation Rocks of Ages Cricket Club EC 170 000.00
M39090 02-Feb-22 Sports and recreation Mdantsane Spiders Netball Club EC 85 000.00
M39093 02-Feb-22 Sports and recreation Eastern Cape Academy of Sport EC 65 000.00
M39344 03-Feb-22 Sports and recreation Cofimvaba Summer Tournaments EC 65 000.00
M39355 03-Feb-22 Sports and recreation Intsimbi Fitness Group EC 65 000.00
M39422 03-Feb-22 Sports and recreation Redlions Rugby Club EC 95 000.00
M39713 03-Feb-22 Sports and recreation Ganyile Sports Club EC 75 000.00
M39715 03-Feb-22 Sports and recreation Shakes One on One Football Training EC 65 000.00
M39726 03-Feb-22 Sports and recreation Nonibe Lower and Higher PS EC 60 000.00
M39753 03-Feb-22 Sports and recreation Rhasheni Football Club EC 75 000.00
M40158 03-Feb-22 Sports and recreation Mighty Bucks Soccer Club EC 115 000.00
M40177 03-Feb-22 Sports and recreation Klipplaat Netball Club EC 75 000.00
M40180 03-Feb-22 Sports and recreation G-Force Netball Club EC 85 000.00
M40210 03-Feb-22 Sports and recreation Mabheleni Football club EC 100 000.00
M40217 03-Feb-22 Sports and recreation L.J Stars Netball Club EC 105 000.00
M40218 03-Feb-22 Sports and recreation City Pirates FC EC 105 000.00
M40245 03-Feb-22 Sports and recreation Mdeni Lightning Netball Club EC 115 000.00
M38718 08-Feb-22 Sports and recreation FBT Dangerous Darkies Football Club EC 85 000.00
M38724 08-Feb-22 Sports and recreation Hillside United Brothers Football EC 85 000.00
M38727 08-Feb-22 Sports and recreation Royal Bucks Football Club EC 85 000.00
M38783 08-Feb-22 Sports and recreation Mazoka Cosmos Football Club EC 85 000.00
M38819 08-Feb-22 Sports and recreation Yakhanani Sports Foundation EC 65 000.00
M40576 09-Feb-22 Sports and recreation Community Sports Club EC 65 000.00
M40577 10-Feb-22 Sports and recreation Mighty Taliban Football Club EC 85 000.00
M40611 10-Feb-22 Sports and recreation Rangers Sports Club EC 105 000.00
M44952 10-Feb-22 Charities Siyavuya Foundation NPC EC 2 000 000.00
M42947 23-Feb-22 Sports and recreation Sarah Baartman Netball Association EC 250 000.00
M40573 01-Mar-22 Sports and recreation Ibhayi Darts Association EC 75 000.00
M40592 01-Mar-22 Sports and recreation Thembani Lower/ Primary School EC 195 000.00
M40766 01-Mar-22 Sports and recreation Qunu Stars Football Club EC 75 000.00
M40953 01-Mar-22 Sports and recreation Nkalane Junior Secondary School EC 250 000.00
M40957 01-Mar-22 Sports and recreation Lower Mateko PS EC 250 000.00
M41023 01-Mar-22 Sports and recreation Mehloloaneng Primary School EC 30 000.00
M41030 01-Mar-22 Sports and recreation Likhetlane Primary School EC 30 000.00
M41035 01-Mar-22 Sports and recreation Mechachaneng Primary School EC 30 000.00
M41248 01-Mar-22 Sports and recreation Ndzondweni JPS EC 30 000.00
M41249 01-Mar-22 Sports and recreation Lihaseng Primary School EC 30 000.00
M41260 01-Mar-22 Sports and recreation St Andrews Junior Secondary School EC 30 000.00
M41349 01-Mar-22 Sports and recreation Ikaheng Primary School EC 30 000.00
M31356 04-May-21 Charities Beautiful Gate Home FS 175 200.00
M31439 04-May-21 Arts Kutloanong Arts and Culture Council FS 298 000.00
M31479 06-May-21 Charities Kroonstad After Care Creche FS 276 600.00
M31487 06-May-21 Charities Qholaqhwe Advice Centre FS 506 600.00
M32514 06-May-21 Charities Viljoenskoon Hospice FS 1 500 000.00
M22431 12-May-21 Sports and recreation Monamodi Primary School FS 303 000.00
M31442 12-May-21 Arts Reabetswe English Medium FS 198 500.00
M31475 12-May-21 Charities Ntataise Old Aged Luncheon Club FS 459 901.00
M31497 12-May-21 Arts Tswelopele Empowerment Foundation FS 367 500.00
M31519 12-May-21 Arts Leotlela Cultural Group FS 402 000.00
M31621 12-May-21 Arts Phiritona Young Entertainers FS 313 000.00


number
M31681 12-May-21 Charities Ando Daycare FS 185 727.00
M31627 13-May-21 Arts Ihobe Arts Development Project FS 263 000.00
M31676 13-May-21 Arts Refengkgotso HD Radio FS 142 000.00
M31694 13-May-21 Arts The Light of Hope FS 299 700.00
M31709 13-May-21 Charities Clocolan Child Care Forum FS 320 400.00
M31878 13-May-21 Arts Ubuhle Bemvelo Development 245-415 FS 378 000.00
M31892 13-May-21 Charities Bambanani Organisation FS 388 454.00
M31918 13-May-21 Arts Ananela Projects FS 293 000.00
M31764 18-May-21 Charities Miracle Smile Organisation FS 175 000.00
M31810 18-May-21 Charities The Bloemfontein Society for the Prevention of Cruelty to Animals FS 738 000.00
M31472 27-May-21 Sports and recreation Young Bucs Football Club FS 95 000.00
M32145 31-May-21 Charities Itekeng Community Based Care and Support Services FS 349 100.00
M32178 31-May-21 Charities Leatong Daycare Centre FS 249 000.00
M32149 01-Jun-21 Charities Phela O Phedise Luncheon Club FS 115 000.00
M31610 02-Jun-21 Sports and recreation Sport Omega FS 65 000.00
M31633 02-Jun-21 Sports and recreation Ntha Roses Football Club FS 75 000.00
M31634 02-Jun-21 Sports and recreation SA Rural Youth and Women Development Organisation NPC FS 75 000.00
M31635 02-Jun-21 Sports and recreation Young City Football Club FS 75 000.00
M31802 02-Jun-21 Sports and recreation Griffons Rugby Union FS 715 000.00
M31825 02-Jun-21 Sports and recreation Bolata Diamond Netball FS 75 000.00
M31900 02-Jun-21 Charities Setshabelo Sa Basadi Support Centre FS 358 000.00
M31726 09-Jun-21 Charities Love and Caring Heats NPC FS 234 800.00
M32118 09-Jun-21 Charities Child Wefae South Africa Kgotsong FS 1 808 871.00
M32148 09-Jun-21 Charities Bokamoso Daycare FS 213 696.00
M32154 09-Jun-21 Arts Rea Hloma Community Project NPC FS 318 000.00
M32192 09-Jun-21 Charities Tshepong Daycare Centre FS 284 000.00
M32272 09-Jun-21 Charities TD Leatong Care FS 223 474.00
M32390 09-Jun-21 Charities Masego Tshabalala Foundation FS 234 750.00
M31901 10-Jun-21 Arts Badirammogo Empowerment FS 374 162.00
M32113 10-Jun-21 Arts Blackrose Edutainment FS 351 000.00
M32150 10-Jun-21 Arts Social Awareness Project FS 387 000.00
M32174 10-Jun-21 Arts Free State Cultural Expressions and Arts Development Legacy NPC FS 678 000.00
M32459 10-Jun-21 Charities Nobuntu Creche and Pre-school FS 292 000.00
M32467 10-Jun-21 Charities Lesedi Daycare Centre FS 286 788.00
M32578 10-Jun-21 Charities Karabelo Creche and Pre-school FS 1 327 935.00
M31581 15-Jun-21 Charities Itekeng Disabled Centre FS 1 381 082.00
M31821 15-Jun-21 Charities Makeneng Creche FS 460 000.00
M32527 15-Jun-21 Arts Virago Agri Projects FS 386 800.00
M32590 15-Jun-21 Arts Botle Ba Africa FS 360 000.00
M32694 15-Jun-21 Arts Titanium Community Centre FS 248 000.00
M31989 18-Jun-21 Sports and recreation Sweepers Netball Club FS 90 000.00
M32434 18-Jun-21 Sports and recreation Nketoana Baseball Association NPC FS 60 000.00
M32445 18-Jun-21 Sports and recreation Steynsrus Beyern Football Club FS 70 000.00
M32159 30-Jun-21 Arts Diteboho Community Empowerment FS 362 766.00
M32442 06-Jul-21 Arts Free State Economic Recovery FS 158 000.00
M32526 16-Jul-21 Sports and recreation FS Horse and Pony Riding Federation FS 80 400.00
M33168 20-Jul-21 Sports and recreation Maokeng Young Fighters Football Club FS 75 000.00
M33183 20-Jul-21 Sports and recreation Lejweleputswa Health and Fitness FS 65 000.00
M32078 21-Jul-21 Sports and recreation Motshabi Sport and Recreation NPC FS 65 000.00
M32657 21-Jul-21 Sports and recreation Tsholo Youth Development FS 65 000.00
M32818 22-Jul-21 Charities Emang Maqheku Luncheon Club FS 227 500.00
M33203 22-Jul-21 Charities Selina-Jo Family Service Organisation FS 251 948.00
M32840 27-Jul-21 Charities Retshepile Daycare FS 205 000.00
M31727 28-Jul-21 Arts Botlhale Youth Generations FS 223 000.00
M32993 28-Jul-21 Charities Leatong Creche FS 589 710.00
M32996 28-Jul-21 Charities Tshepong Pre-school FS 672 000.00
M33067 28-Jul-21 Charities Rea kgona Centre for People with Social Needs FS 145 782.00
M33092 29-Jul-21 Charities Oregolele Daycare Centre FS 286 010.00
M35021 29-Jul-21 Sports and recreation Mautse Sports Development FS 65 000.00
M35209 29-Jul-21 Sports and recreation Salt and Pepper Football Club FS 75 000.00
M35384 29-Jul-21 Sports and recreation Caleb Motshabi Skills Development FS 65 000.00
M35558 29-Jul-21 Sports and recreation Thabure Senior Citizen Social Club FS 65 000.00
M33155 03-Aug-21 Charities Engo Sentrum vir Bejaarde Persone te Senekal FS 2 698 479.00
M33186 03-Aug-21 Charities Lethabile Multipurpose Educare Centre FS 482 750.00

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number
M32975 04-Aug-21 Sports and recreation Cricket Free State NPC FS 750 000.00
M35101 04-Aug-21 Sports and recreation Leratong S/S FS 350 000.00
M32555 10-Aug-21 Arts Lekhoakhoa La Tumane Community Development FS 350 000.00
M32703 10-Aug-21 Arts Phetogo Youth Forum FS 348 000.00
M33358 12-Aug-21 Charities St Mary Ubuntu Creche FS 231 869.00
M33432 12-Aug-21 Charities Keletso Community project FS 178 000.00
M32436 27-Aug-21 Charities Tharollo Educare Centre FS 1 773 300.00
M33057 27-Aug-21 Charities Lebohang Creche – 4339 FS 508 596.00
M33118 27-Aug-21 Charities Huis Emily Hobhouse Sentrum vir Bejaardes, Koppies FS 1 270 500.00
M33459 27-Aug-21 Charities Mpho E Ntle Realeboha Community Centre FS 340 125.00
M33142 07-Sep-21 Arts World of Arts Community Development FS 296 979.00
M33364 07-Sep-21 Arts Kolisang Lerato FS 285 198.00
M33795 21-Sep-21 Charities Eveready Youth Centre FS 299 119.00
M35013 22-Sep-21 Charities Viljoenskroon Hospice Association FS 1 538 600.00
M32902 04-Oct-21 Arts Seshupo Community Empowerment FS 283 000.00
M33107 05-Oct-21 Arts Trendy Styles Community Projects FS 243 500.00
M33831 12-Oct-21 Charities Oatlehile Community Projects FS 232 000.00
M33882 14-Oct-21 Charities Mpho Creche FS 361 898.00
M33391 15-Oct-21 Arts Karabelo Creation and Designs FS 373 297.00
M33889 15-Oct-21 Arts Kgato Entle Community Projects FS 100 000.00
M33891 15-Oct-21 Arts PhokaRecreation and Community Development FS 100 000.00
M33892 15-Oct-21 Arts Green World Community Centre FS 288 000.00
M33893 15-Oct-21 Arts Evergreen Community Projects FS 298 000.00
M33903 15-Oct-21 Arts Mdicks Community Project FS 100 000.00
M33994 15-Oct-21 Arts Retla Hlola Communication Initiative FS 263 000.00
M33998 15-Oct-21 Arts Arekopaneng Batho Projects FS 215 000.00
M34100 15-Oct-21 Arts Reya Tsotella Community Centre FS 150 000.00
M34456 15-Oct-21 Arts Free State Womens Interactive Arts Exhibitions NPC FS 558 000.00
M34592 15-Oct-21 Arts Bajari Ba Areka FMGC NPC FS 339 210.00
M34632 15-Oct-21 Arts Kaisano Design and Sewing Group FS 255 300.00
M34644 15-Oct-21 Arts Sediba Sa Qaleho NPC FS 298 303.00
M34664 15-Oct-21 Arts Life for All Community Centre FS 100 000.00
M34713 15-Oct-21 Arts Atlehang Community Project FS 204 310.00
M35010 15-Oct-21 Arts Bophelo Community Empowerment FS 211 690.00
M33880 19-Oct-21 Charities Katleho Child Care Centre FS 415 962.00
M34006 20-Oct-21 Charities Monontsha Creche FS 449 694.00
M34007 20-Oct-21 Charities Society for the Blind, Free State FS 159 500.00
M35111 26-Oct-21 Arts Siyakhula Community Centre FS 210 500.00
M35281 26-Oct-21 Arts Isizwetumelo FS 332 500.00
M34059 27-Oct-21 Charities Mamello Pre Daycare Centre FS 278 790.00
M34092 27-Oct-21 Charities N.E Makhetha Daycare centre FS 400 456.00
M35146 27-Oct-21 Arts Okuhle Arts Organisation FS 553 000.00
M35460 27-Oct-21 Arts Mzansi @ Work FS 708 000.00
M35605 27-Oct-21 Sports and recreation Path Development FS 65 000.00
M36124 27-Oct-21 Arts Funda Kahle Youth Empowerment FS 310 000.00
M34060 28-Oct-21 Charities Bookelong Pre-Primary School FS 233 048.00
M34087 29-Oct-21 Charities Atlehang Daycare Centre FS 201 555.00
M34346 03-Nov-21 Charities Modimo o Lerato Creche FS 368 293.00
M34357 03-Nov-21 Charities Khauhelo Creche FS 595 595.00
M36520 03-Nov-21 Sports and recreation Golden Warriors Football Club FS 65 000.00
M33967 04-Nov-21 Charities Boiteko Creche FS 317 449.00
M33969 04-Nov-21 Charities Hare Ithuteng Pre-school FS 330 015.00
M34268 04-Nov-21 Charities Northern Free State Mental Health Society FS 1 163 184.00
M34297 04-Nov-21 Charities Virginia Society for the Prevention oFCruelty to Animals FS 953 000.00
M34318 04-Nov-21 Charities Dineo Cheche FS 564 600.00
M34445 11-Nov-21 Charities Rarolohang Daycare Center FS 203 000.00
M34446 11-Nov-21 Charities Kgodisong Daycare FS 337 000.00
M34454 11-Nov-21 Charities Enjabulweni Educare Centre FS 233 635.00
M34436 16-Nov-21 Charities Thabo Ya Rona Daycare Centre FS 452 522.00
M34438 16-Nov-21 Charities Masakhane Child Care Centre FS 309 000.00
M34441 16-Nov-21 Charities Tshepo Themba Educare FS 458 495.00
M35050 17-Nov-21 Arts Dihwai Community Projects FS 213 000.00
M35395 18-Nov-21 Arts Boiphihlelo Community Projects NPC FS 208 000.00
M35396 18-Nov-21 Arts Blue Community Centre FS 200 000.00


number
M35699 18-Nov-21 Arts Black Tiger Foundation JR NPC FS 300 000.00
M35740 18-Nov-21 Arts Voice Of Hope Community Development FS 300 000.00
M34627 23-Nov-21 Charities Thusanang Educare Centre FS 539 747.00
M35947 24-Nov-21 Arts Joining Hands Arts Development FS 262 219.00
M36391 24-Nov-21 Arts She Excellence Mandates FS 273 500.00
M36394 24-Nov-21 Arts Pure Joy FS 272 500.00
M34757 25-Nov-21 Charities Itumeleng Pre-school FS 276 796.00
M35892 25-Nov-21 Arts Kopano Community Projects NPC FS 228 000.00
M36457 25-Nov-21 Arts Ikageng Sewing Centre FS 280 531.00
M34621 30-Nov-21 Charities Lesedi Pre-school 116-660 FS 394 041.00
M34637 30-Nov-21 Charities Bonokuhle Daycare Centre FS 330 500.00
M34742 30-Nov-21 Charities Khubetswana Daycare Centre FS 287 169.00
M34516 01-Dec-21 Charities Kamohau in Need Child Care FS 304 595.00
M34602 01-Dec-21 Charities Setsoto Senior Citizend Home FS 221 000.00
M35028 01-Dec-21 Charities Khanyisile Pre-school FS 332 621.00
M35037 01-Dec-21 Charities Hope To Care Centre FS 771 511.00
M36009 01-Dec-21 Arts Obonolo Community Services FS 218 000.00
M36112 01-Dec-21 Arts Segametsi Children Performing Art After School Programme FS 142 000.00
M36138 01-Dec-21 Arts Visual Art Foundation FS 262 279.00
M36400 01-Dec-21 Arts Lavela Ilanga Projects FS 365 562.00
M36444 01-Dec-21 Arts Bohlokong Nature Harvest FS 255 500.00
M36486 01-Dec-21 Arts Bopanang Cleaning Healthy Environment FS 376 000.00
M35020 02-Dec-21 Charities Itemoheng Educare Centre FS 403 485.00
M34790 07-Dec-21 Charities Holy Grace Daycare Center FS 298 921.00
M35035 07-Dec-21 Charities Ipopeng Daycare Centre FS 200 997.00
M35077 07-Dec-21 Charities Hope Multi-Purpose Drop-in Centre FS 411 350.00
M35121 07-Dec-21 Charities Early Bird Daycare and After Care FS 239 678.00
M37996 08-Dec-21 Arts Kelello Hlalefa Empowerment FS 283 000.00
M38237 14-Dec-21 Arts Iketsetseng Community Development Centre FS 353 000.00
M38274 14-Dec-21 Arts Momotee Communty Services FS 244 500.00
M38288 14-Dec-21 Arts Mind Is A Weapon FS 193 000.00
M38078 15-Dec-21 Sports and recreation Tswelopele FS 65 000.00
M38128 15-Dec-21 Sports and recreation Thebe Public School FS 350 000.00
M38270 15-Dec-21 Sports and recreation NYSP NPC FS 60 000.00
M35382 20-Jan-22 Charities Kalosong Pre-school FS 378 101.00
M35473 25-Jan-22 Charities Rearabetswe Daycare Centre FS 285 045.00
M37994 25-Jan-22 Sports and recreation Silver Ten Football Club FS 95 000.00
M38065 25-Jan-22 Sports and recreation Mangaung Community Sports Centre NPC FS 65 000.00
M35706 26-Jan-22 Charities Ka Lerato Creche FS 288 169.00
M35710 26-Jan-22 Charities Orediretse Daycare Centre FS 326 944.00
M35728 26-Jan-22 Charities Nthabiseng Daycare Centre FS 231 254.00
M35733 26-Jan-22 Charities Thokoza Daycare Centre FS 446 342.00
M37961 27-Jan-22 Sports and recreation Warden Public School FS 350 000.00
M38114 27-Jan-22 Sports and recreation Mmabana Primary School FS 350 000.00
M38127 27-Jan-22 Sports and recreation Mamello Primary School FS 350 000.00
M38402 27-Jan-22 Sports and recreation Ithabeleng Secondary School FS 350 000.00
M38670 27-Jan-22 Sports and recreation RefengThabo S/S FS 350 000.00
M38643 02-Feb-22 Sports and recreation Ikaleng Football Club FS 85 000.00
M38726 02-Feb-22 Sports and recreation Jerusalema Sports and Recreation FS 65 000.00
M38891 03-Feb-22 Sports and recreation Tlokola Secondary School FS 60 000.00
M39027 03-Feb-22 Sports and recreation Mzoba Sports and Arts Development Association FS 65 000.00
M36462 08-Feb-22 Sports and recreation Kovsies Aquatics FS 50 000.00
M39607 09-Feb-22 Sports and recreation Bloemfontein Sports Group FS 65 000.00
M39793 09-Feb-22 Sports and recreation Dynamos Football Club FS 75 000.00
M38289 10-Feb-22 Sports and recreation Tjantjello Public School FS 350 000.00
M39811 10-Feb-22 Sports and recreation Blue Birds Football Club NPC FS 75 000.00
M39831 10-Feb-22 Sports and recreation WSM Malotle Primary School FS 350 000.00
M39833 10-Feb-22 Sports and recreation Semomotela PS FS 350 000.00
M44949 10-Feb-22 Charities Be Sure Hope Foundation FS 1 000 000.00
M40466 24-Feb-22 Sports and recreation Nigol Young Stars Football Club FS 75 000.00
M40469 24-Feb-22 Sports and recreation Phumelela Warriors FC NPC FS 75 000.00
M40501 24-Feb-22 Sports and recreation Kgauhelo P/S FS 350 000.00
M40505 24-Feb-22 Sports and recreation Relekile S/S FS 350 000.00
M40570 24-Feb-22 Sports and recreation Meqheleng Academy FS 65 000.00

A B C D E F

number
M41154 24-Feb-22 Sports and recreation Selebalo P/S FS 350 000.00
M41230 24-Feb-22 Sports and recreation Maoto Mpepe Ke Tswa Hole Hiking Club FS 65 000.00
M41233 24-Feb-22 Sports and recreation Rakga Bolo Tsotsi Sports Development FS 65 000.00
M41642 24-Feb-22 Sports and recreation Collegians Rugby Voetbal Klub FS 75 000.00
M42353 24-Feb-22 Sports and recreation Lolo All Stars FS 65 000.00
M38555 01-Mar-22 Sports and recreation Pule Molete Foundation FS 65 000.00
M38647 01-Mar-22 Sports and recreation Dlala-Mo Multi Sports Academy FS 65 000.00
M39290 07-Mar-22 Sports and recreation Marematlou Secondary School FS 350 000.00
M39601 07-Mar-22 Sports and recreation OR Tambo Boxing Club and Body Building FS 75 000.00
56096 21-Apr-21 Arts Voortrekker Monument and Nature Reserve GP 1 765 496.00
M31357 04-May-21 Arts Global Energy Markets of South Africa GP 398 400.00
M31362 04-May-21 Arts Together-As-One Community Development Organisation GP 508 000.00
M31379 04-May-21 Charities Mmabana Daycare and Pre-school GP 312 639.00
M31403 04-May-21 Arts Gudlas Arts GP 221 000.00
M31406 04-May-21 Arts Unathi Development Arts and Culture Center GP 238 000.00
M31413 04-May-21 Arts South Africa Youth Development Organisation GP 297 000.00
M31429 04-May-21 Arts Calabash of Arts Creatives GP 338 000.00
M31454 06-May-21 Charities Angels Baby Sanctuary GP 194 400.00
M31466 06-May-21 Arts Khazimula Arts NPC GP 208 000.00
M31533 11-May-21 Charities Lerato Daycare Centre GP 322 000.00
M31735 11-May-21 Charities Se-di-la Thuto Daycare GP 182 000.00
M31775 11-May-21 Charities Xivono Project For The Disabled GP 243 898.00
M31899 11-May-21 Arts Ubuhle Bentethelelo Perfomers GP 158 000.00
M31359 12-May-21 Arts Botle Ba Tlhaho Skills Development GP 427 000.00
M31394 12-May-21 Arts Sisebenza Kahle Foundation GP 467 000.00
M31511 12-May-21 Arts Afro-Tsoga GP 309 584.00
M31522 12-May-21 Charities Ithute Daycare and Pre-school GP 431 500.00
M31355 13-May-21 Arts Bakhusele Arts GP 199 400.00
M31474 13-May-21 Arts Technical Image Music Foundation GP 318 000.00
M31843 13-May-21 Arts Yanga Arts and Culture Community Club GP 322 000.00
M31848 13-May-21 Arts Sandis' Ubuntu Foundation GP 304 000.00
M32028 13-May-21 Arts Western Cape Energy Transformation GP 348 000.00
M32222 13-May-21 Arts Zibonise Theatre Production GP 256 965.00
M32515 13-May-21 Sports and recreation Sport for Social Change Network (SSCN) Southern Africa NPC GP 100 000.00
M33064 13-May-21 Sports and recreation Motheo Sports and Entertainment Foundation GP 9 000 000.00
M31556 18-May-21 Charities The Down Syndrome Association Gauteng GP 1 243 500.00
M31562 18-May-21 Arts Tisetso Cultural Group GP 274 250.00
M31671 18-May-21 Arts Harness Production GP 463 613.00
M31759 18-May-21 Charities Jabulani Daycare Centre GP 446 300.00
M31503 19-May-21 Arts Umuntu Ngabantu GP 1 323 000.00
M31845 19-May-21 Charities Soweto Independent Living Centre GP 1 097 582.00
M31997 19-May-21 Charities Kids Haven GP 933 549.00
M32049 19-May-21 Charities Tshepong Old Age Centre GP 484 982.00
M32090 19-May-21 Charities Golang Education Outreach GP 758 500.00
M31425 27-May-21 Sports and recreation Synergistic Covenant Network GP 65 000.00
M31432 27-May-21 Sports and recreation The Radebe Football Club and Association GP 65 000.00
M31502 27-May-21 Sports and recreation Bethuel Sports Development South Africa GP 65 000.00
M31530 27-May-21 Sports and recreation East Rand Excellent Soccer Academy GP 60 000.00
M31886 27-May-21 Misc The African Presidential Leadership Centre GP 1 500 000.00
M32125 31-May-21 Charities Ntlhokomele House of Hope GP 199 650.00
M32134 31-May-21 Charities Kgomotso Day and After Care Centre GP 289 800.00
M32136 01-Jun-21 Charities Daffodils Educare Organisation GP 173 299.00
M32141 01-Jun-21 Charities Ehahuhetswe Daycare Centre GP 201 000.00
M32191 01-Jun-21 Charities Duddleys Daycare GP 332 312.00
M32194 01-Jun-21 Charities Ritos Daycare Centre GP 328 436.00
M31646 02-Jun-21 Charities Mohau Daycare GP 267 661.00
M31672 02-Jun-21 Sports and recreation Emanuel Sports Promotion Centre GP 65 000.00
M31704 02-Jun-21 Charities Sekwanele National Empowerment Fund For Abused Woman and GP 314 400.00
Children
M31785 02-Jun-21 Sports and recreation Sport for Social Change Network (SSCN) Southern Africa NPC GP 115 000.00
M31833 02-Jun-21 Sports and recreation Future Tournament GP 65 000.00
M32046 02-Jun-21 Charities Baby Boom Nursery School GP 239 200.00
M32062 02-Jun-21 Charities Tembisa Child and Family Welfare Society GP 1 057 498.00
M32372 03-Jun-21 Charities Beast Health NPC GP 1 389 995.00


number
104919 07-Jun-21 Charities Zibsilor GP 5 740 813.43
M32743 08-Jun-21 Charities y-Ma-In Self-Help Centre GP 1 480 192.00
M31428 09-Jun-21 Sports and recreation Teatro De Afrique GP 75 000.00
M31673 09-Jun-21 Arts Katlehong Support Group GP 346 000.00
M31728 09-Jun-21 Arts Nkgo Ya Metsi GP 256 300.00
M31753 09-Jun-21 Arts Kopano Community Arts and Culture GP 389 494.00
M31808 09-Jun-21 Arts Queens Arts Foundation GP 293 000.00
M31927 09-Jun-21 Sports and recreation Life Cycling Club GP 65 000.00
M32055 09-Jun-21 Sports and recreation South African Football Association – Tshwane GP 75 000.00
M32109 09-Jun-21 Sports and recreation Flamingo Sports Promotion Club GP 65 000.00
M32112 09-Jun-21 Sports and recreation Izinkanyezi Zesizwe Community Forum GP 65 000.00
M32183 09-Jun-21 Arts Gauteng Organisation of Community Arts and Culture Centres GP 536 000.00
M32187 09-Jun-21 Arts Institute For Preservation and Development GP 210 000.00
M32064 10-Jun-21 Sports and recreation Summer School Games NPC GP 65 000.00
M32122 10-Jun-21 Sports and recreation Lungile and Phiwo foundation GP 65 000.00
M32317 10-Jun-21 Sports and recreation Ekurhuleni Kasi Community Media GP 65 000.00
M32452 10-Jun-21 Charities Leseding Pre-school and After Care Centre GP 352 696.00
M32480 10-Jun-21 Charities Rise and Be Healed Child Care Centre GP 550 050.00
M32551 10-Jun-21 Charities The Johannesburg Children's Home (Undenominational) GP 1 204 500.00
M32561 10-Jun-21 Charities Tin House Daycare Centre GP 353 859.00
M32565 14-Jun-21 Charities Health-First Initiative GP 301 694.00
M32825 14-Jun-21 Charities Tshwane Blind Care and Support GP 854 000.00
M32856 14-Jun-21 Charities Siphuthando Home Base Care/ Daycare Services Centre GP 1 110 652.00
M31446 15-Jun-21 Arts Hulisani Economic Empowerment GP 158 000.00
M31505 15-Jun-21 Arts The Goje Foundation GP 296 941.00
M32019 15-Jun-21 Arts The Blazer Arts Academy GP 263 000.00
M31376 18-Jun-21 Sports and recreation PND Centre For Homework and Study In Informal Settlement GP 60 000.00
M31926 18-Jun-21 Sports and recreation Vuka Zondi Cycling Club GP 60 000.00
M32352 18-Jun-21 Sports and recreation Pollen Ndlanya Sports Development NPC GP 3 020 000.00
M32356 18-Jun-21 Sports and recreation My Golf Foundation NPC GP 100 000.00
M32469 18-Jun-21 Sports and recreation Suurbekom Sports Community Foundation Centre GP 60 000.00
M32510 18-Jun-21 Sports and recreation Mooiplaas Sport Promotion Centre GP 60 000.00
M32518 22-Jun-21 Charities Smile Foundation GP 2 130 000.00
M32939 22-Jun-21 Charities Coalition of Anglican Children's Homes GP 355 500.00
M32584 29-Jun-21 Sports and recreation Adam Masebe Secondary School GP 380 000.00
M33087 29-Jun-21 Charities House of Angels Academy GP 135 902.00
M33220 29-Jun-21 Charities SOS Children's Village Association of the Republic of S.A GP 2 397 625.00
M33245 29-Jun-21 Charities Dineo Break-Though Centre GP 287 631.00
M33260 29-Jun-21 Charities Bokamoso Leaning Centre GP 278 000.00
M33367 29-Jun-21 Charities Mulugo Daycare Creche GP 216 575.00
M33386 29-Jun-21 Sports and recreation South African Football Association GP 2 500 000.00
M31499 30-Jun-21 Arts Malangeni Support Group GP 335 610.00
M31630 30-Jun-21 Arts April Dance Company GP 168 000.00
M32195 30-Jun-21 Arts Tembisa Economic Recovery NPC GP 158 000.00
M33441 30-Jun-21 Charities Siyathuthuka Educare Centre GP 226 107.00
M33522 30-Jun-21 Charities Ba Mogale Creche GP 400 800.00
M33641 30-Jun-21 Charities [Cheshire] Homes South Africa GP 793 600.00
M33686 30-Jun-21 Charities Tiny Hands and Feet Daycare Centre GP 188 454.00
M33719 30-Jun-21 Charities Little Roses Early Leaning Centre GP 228 000.00
M33746 30-Jun-21 Charities Muscular Dystrophy Foundation of South Africa GP 1 020 534.00
M33448 01-Jul-21 Charities Shadow's Daycare GP 679 270.00
M33793 01-Jul-21 Charities Dimpho Daycare Centre GP 487 327.00
M16972 06-Jul-21 Charities Ntuthukweni Mission Centre GP 104 712.00
M34987 09-Jul-21 Arts Charlotte Mannya Maxeke Institute NPC GP 10 000 000.00
M34989 09-Jul-21 Charities Supreme Chess Trust Trading GP 3 000 000.00
M32757 16-Jul-21 Sports and recreation Jabulani All Stars Netball Club GP 65 000.00
M34052 16-Jul-21 Sports and recreation Midrand Falcons Basketball Club GP 75 000.00
M34282 16-Jul-21 Sports and recreation Wepster Football Club GP 65 000.00
M34300 16-Jul-21 Sports and recreation South African Pensioners Sport Promotion Academy GP 65 000.00
M34360 16-Jul-21 Sports and recreation Fleurhof Pensioners Sports Centre GP 65 000.00
M32847 20-Jul-21 Sports and recreation Three Five Two People's Foundation GP 65 000.00
M32904 20-Jul-21 Sports and recreation Mapetla Barcelona Football Club GP 85 000.00
M33053 20-Jul-21 Sports and recreation Jabulan Cycling Club GP 75 000.00
M33093 20-Jul-21 Sports and recreation Mangalani Foundation GP 65 000.00

A B C D E F

number
M31903 21-Jul-21 Sports and recreation South Africa Sports Community Academy GP 65 000.00
M32258 21-Jul-21 Sports and recreation GP Women's Rugby Institute GP 65 000.00
M33297 21-Jul-21 Sports and recreation Tsholofelo Youth Development GP 65 000.00
M33301 21-Jul-21 Sports and recreation Chilli Boys United Football Club GP 65 000.00
M32477 22-Jul-21 Charities Unchained Youth GP 1 045 192.00
M33401 22-Jul-21 Sports and recreation Eagle Tumbling Club GP 75 000.00
M33453 22-Jul-21 Sports and recreation The Mark Fish Foundation GP 1 075 000.00
M33523 22-Jul-21 Sports and recreation Victorious Netball Development Academy GP 85 000.00
M33706 22-Jul-21 Sports and recreation Zino-Thando Sport Promotion Academy GP 65 000.00
M33814 22-Jul-21 Sports and recreation Rise Up Sport Academy GP 75 000.00
M34026 22-Jul-21 Sports and recreation Klipspruit Sports Promotion Centre GP 65 000.00
M33715 23-Jul-21 Arts Inspirations and Aspirations Arts and Culture GP 228 027.00
M32482 26-Jul-21 Arts South African Gallery of Legends GP 245 000.00
M32528 26-Jul-21 Arts Umbonomuhle Support Group GP 193 000.00
M32985 26-Jul-21 Arts Together We Can Support Group GP 268 000.00
M33333 26-Jul-21 Arts Othandweni Foundation GP 247 000.00
M32513 27-Jul-21 Arts Sister Bucks Designing Academy GP 233 000.00
M32789 27-Jul-21 Arts Khanyi Foundation NPC GP 220 097.00
M32983 27-Jul-21 Arts Zamalandela Dlamini Foundation GP 266 500.00
M33609 27-Jul-21 Arts Black Diamond Foundation SA GP 297 000.00
M34068 27-Jul-21 Arts Sabina Ngoma Support Group GP 268 000.00
M34269 27-Jul-21 Arts Igugu Lwenkosazana GP 248 000.00
M31933 28-Jul-21 Arts Clay Arts School GP 170 000.00
M32027 28-Jul-21 Arts Fraternity of The Arts Consortium GP 269 000.00
M33003 28-Jul-21 Charities Families South Africa Pretoria GP 507 750.00
M33074 28-Jul-21 Charities Mofolo Home Based Care GP 1 269 602.00
M33075 29-Jul-21 Charities Child Welfare Tshwane GP 1 582 365.00
M34501 29-Jul-21 Misc World Speech Day South Africa GP 315 000.00
M34611 29-Jul-21 Sports and recreation Community Sport Development Academy GP 75 000.00
M34671 29-Jul-21 Sports and recreation Success of the Failures Sports Art, Culture Project GP 65 000.00
M34680 29-Jul-21 Sports and recreation Soweto Leopards FC GP 75 000.00
M34823 29-Jul-21 Sports and recreation Entle Sports Promotion Academy GP 65 000.00
M34883 29-Jul-21 Sports and recreation City Rovers Football Club GP 105 000.00
M34918 29-Jul-21 Sports and recreation Vosloo United Football Club GP 85 000.00
M34984 29-Jul-21 Sports and recreation My African World Foundation GP 65 000.00
M35006 29-Jul-21 Sports and recreation SADEC Women Sports Promotion Academy GP 65 000.00
M35007 29-Jul-21 Sports and recreation Miracles Sports Promotion Centre GP 65 000.00
M35153 29-Jul-21 Sports and recreation G and Q Development Projects GP 65 000.00
M35203 29-Jul-21 Sports and recreation Naughty Mokoena Sports Promotion Foundation GP 65 000.00
M35291 29-Jul-21 Sports and recreation Aquatics Foundation South Africa GP 65 000.00
M35294 29-Jul-21 Sports and recreation Penny Heyns Foundation GP 115 000.00
M35419 29-Jul-21 Sports and recreation Alex Panthers Netball Club GP 75 000.00
M35455 29-Jul-21 Sports and recreation Bravenights NPC GP 75 000.00
M35484 29-Jul-21 Sports and recreation South African Football Association – Safa Ekurhuleni Region GP 105 000.00
M35492 29-Jul-21 Sports and recreation Maabana Sports Foundation Centre GP 65 000.00
M35498 29-Jul-21 Sports and recreation Meadowlands Harmony Football Club GP 95 000.00
M35515 29-Jul-21 Sports and recreation Khotso Goal Sports Promotion Centre GP 65 000.00
M35566 29-Jul-21 Sports and recreation Vaal Chelsea FC GP 65 000.00
M33349 03-Aug-21 Charities ABC Daycare and Pre-school GP 320 000.00
M33378 03-Aug-21 Charities Boiteko Daycare Centre GP 99 000.00
M32541 04-Aug-21 Sports and recreation Townships Youth Rugby Development Foundation GP 65 000.00
M32729 04-Aug-21 Sports and recreation Bachana Mokoena Primary GP 350 000.00
M34914 05-Aug-21 Sports and recreation Pacers Athletic Club GP 75 000.00
M35802 05-Aug-21 Sports and recreation National Empowerment Schools Olympic GP 65 000.00
M35898 05-Aug-21 Sports and recreation Share Talents Sports Community Centre GP 65 000.00
M35915 05-Aug-21 Sports and recreation Mas'dlaleni Sports Development Network GP 65 000.00
M35978 05-Aug-21 Sports and recreation Siyadlala Khura Sports Projects GP 65 000.00
M38067 05-Aug-21 Sports and recreation Raising Giants GP 15 000 000.00
M33211 10-Aug-21 Charities Families South Africa Vaal Triangle GP 947 783.00
M37912 10-Aug-21 Charities Zakheni Maafrica GP 1 000 000.00
M38834 10-Aug-21 Charities Bramfischer Hope Centre GP 500 000.00
M34447 12-Aug-21 Sports and recreation Awethu Boxing Club NPC GP 75 000.00
M35650 19-Aug-21 Arts Kopanong Foundation NP GP 360 000.00
M36528 19-Aug-21 Arts Direlang Sechaba Community org GP 316 000.00


number
M38224 20-Aug-21 Charities Tlhokomelo Child Care and Support Care GP 1 000 000.00
M39404 20-Aug-21 Charities Thamaga Productions NPC GP 1 000 000.00
M39434 20-Aug-21 Charities Tondani Lushaka Forum GP 1 000 000.00
M39438 20-Aug-21 Charities Busizwe Foundation GP 1 000 000.00
M39442 20-Aug-21 Charities Sakhi Sizwe NGO Coordination Apex Board GP 1 000 000.00
M39672 20-Aug-21 Charities Iqhazalethu Development Project NPC GP 1 000 000.00
M32056 24-Aug-21 Arts Sisombululo Development NPC GP 137 396.00
M36533 24-Aug-21 Arts Tshedimoso Training Centre GP 414 500.00
M33446 27-Aug-21 Charities Kopano Daycare and Pre-school GP 328 000.00
M33452 27-Aug-21 Charities National Youth Development Outreach GP 1 449 708.00
M33518 27-Aug-21 Charities Little Teddies Pre-school GP 294 931.00
M33534 27-Aug-21 Charities J.S Mminele Diaconate Centre GP 740 201.00
M33539 27-Aug-21 Charities Ntataise Daycare 22254 GP 86 050.00
M33647 27-Aug-21 Charities Angels and Us Daycare Centre GP 660 250.00
M33393 31-Aug-21 Arts Community and Prison Organisation GP 400 000.00
M35196 31-Aug-21 Arts Women Development Academy GP 100 000.00
M35651 31-Aug-21 Arts Malangeni Support Group GP 206 000.00
M38002 31-Aug-21 Sports and recreation Super Gals Netball Club GP 85 000.00
M38098 31-Aug-21 Sports and recreation Kofifi Place of Dreams NPC GP 65 000.00
M38802 31-Aug-21 Sports and recreation The Sports Trust GP 20 000 000.00
M34795 01-Sep-21 Arts Team Mo Arts Youth Development and Charity Foundartion GP 172 000.00
M34896 01-Sep-21 Arts Kwa Lekhuleni NPO GP 224 777.00
M34912 01-Sep-21 Arts Potters Foundation GP 381 960.00
M34242 02-Sep-21 Arts T S Sedibe Foundation GP 248 000.00
M31819 09-Sep-21 Sports and recreation Wayfare Sports Promotion Centre GP 95 000.00
M32260 16-Sep-21 Arts Art That Matters Projects GP 175 200.00
M33002 16-Sep-21 Arts Zenzele Bafazi GP 268 000.00
M33700 16-Sep-21 Charities Ikaheng Daycare GP 163 500.00
M32610 22-Sep-21 Arts Together-as-one Youth Club GP 238 000.00
M32611 22-Sep-21 Arts Ulusha Youth and Community Foundation GP 173 000.00
M32753 22-Sep-21 Arts Mayese Arts and Culture Promotion GP 183 743.00
M32778 22-Sep-21 Arts Tshilla Ke Khumo GP 233 000.00
M32788 22-Sep-21 Arts Talente Pele Arts and Media House GP 265 370.00
M37606 22-Sep-21 Arts Alexandra Broadcasting Corporation NPC GP 2 000 000.00
M32740 23-Sep-21 Charities L17 Skills Development Hub GP 304 497.00
M32796 04-Oct-21 Arts Lights Artistic Development GP 322 500.00
M32839 04-Oct-21 Arts Disabled Rural Woman Ensemble GP 160 000.00
M32803 05-Oct-21 Arts Eventokulture NPC GP 288 000.00
M38349 05-Oct-21 Charities Marimba Creche GP 326 508.00
M14589 13-Oct-21 Arts National Children’s Theatre GP 100 000.00
M39101 13-Oct-21 Misc Winners For Life GP 394 500.00
104919 15-Oct-21 Charities Zibsilor GP 935 809.20
M41753 15-Oct-21 Charities Zibsimode NPC GP 2 000 000.00
M41755 15-Oct-21 Charities Thintane Foundation GP 490 000.00
M42053 15-Oct-21 Charities K2021442126 GP 500 000.00
M42342 15-Oct-21 Charities Mamelodi FM Community Radio NPC GP 1 500 000.00
M42699 15-Oct-21 Charities Asha Thari Ya Bana Pre-school GP 2 500 000.00
M33113 20-Oct-21 Arts Isambane Arts Production GP 508 000.00
M33222 20-Oct-21 Arts Radical Arts Forum GP 120 000.00
M33413 20-Oct-21 Arts Isthuli-Sasengweni Arts and Craft Organisation GP 120 000.00
M33419 20-Oct-21 Arts Melisizwe Community Theatre GP 320 500.00
M33541 20-Oct-21 Arts Nhloso Enhle Support Group GP 120 000.00
M33544 20-Oct-21 Arts Thembalethu Support Group GP 143 000.00
M33661 20-Oct-21 Arts Arts Creativity Sekhukhune GP 458 000.00
M34018 20-Oct-21 Charities Lillies Cristian Daycare Pre-school Centre GP 343 000.00
M34039 20-Oct-21 Arts Nobantu Charity Trust GP 175 000.00
M34189 20-Oct-21 Arts Tembisa Youth Uprising GP 233 000.00
M34196 20-Oct-21 Arts Golden Youth Club GP 382 500.00
M34248 20-Oct-21 Arts Khaya Lo Ntokozo Community Services (The Centre) GP 120 000.00
M34290 20-Oct-21 Arts Buhle Community Development GP 259 000.00
M34025 21-Oct-21 Charities Emmanuel Bewaar-Cum-Pre-primêre skool GP 378 349.00
M34028 21-Oct-21 Charities Little Stars Daycare Centre GP 380 200.00
M34650 26-Oct-21 Sports and recreation Kanana Park Primary School GP 360 000.00
M34057 27-Oct-21 Charities Emmanuel Fokazi Creche GP 428 000.00

A B C D E F

number
M34463 27-Oct-21 Arts Zithobeni Youth Initiative GP 120 000.00
M35081 27-Oct-21 Charities St Mary's Children's Home GP 1 247 000.00
M34046 28-Oct-21 Charities Cheshire Homes Gauteng GP 694 119.00
M34392 28-Oct-21 Arts KLM Youth and Women Development Centres GP 1 508 000.00
M39732 28-Oct-21 Arts Matsogo A Shoma GP 464 250.00
M38840 29-Oct-21 Arts Marulela Ka Nama 69 GP 279 000.00
M34176 03-Nov-21 Charities Silkworth Recovery and Care Centre GP 1 448 000.00
M34231 03-Nov-21 Charities Reatlegile Pre-school GP 380 488.00
M34232 03-Nov-21 Charities Better-Life Pre-school GP 490 500.00
M34331 03-Nov-21 Charities Glowing Angels Daycare 2 GP 256 300.00
M34320 04-Nov-21 Charities Tsepiso's Kiddies World GP 392 300.00
M34325 04-Nov-21 Charities Glowing Angels Daycare GP 306 000.00
M34327 04-Nov-21 Charities Happy Angels Early Learning Centre GP 320 400.00
M34350 04-Nov-21 Charities Thato's Daycare Centre GP 161 602.00
M34336 09-Nov-21 Charities Ladybug GP 272 400.00
M34326 11-Nov-21 Charities Rise and Shine Daycare Centre GP 234 000.00
M38238 11-Nov-21 Arts National Arts and Culture Development Foundation GP 475 000.00
M32137 16-Nov-21 Arts Taxido Arts Productions GP 350 000.00
M32451 16-Nov-21 Charities Masakhane Creche Full Daycare Centre GP 128 000.00
M34393 16-Nov-21 Charities Guwela Drop In Centre GP 287 994.00
M34495 16-Nov-21 Arts Hand to Hand Foundation – NAB GP 198 000.00
M34839 16-Nov-21 Arts Khanyisa Greater Heidelberg Arts and Culture Association GP 120 000.00
M34849 16-Nov-21 Arts Heavyweight Social Investment GP 150 000.00
M34985 16-Nov-21 Arts Busisiwe Foundation GP 321 770.00
M34558 17-Nov-21 Charities Zamokuhle Daycare and Pre-school GP 149 599.00
M35009 17-Nov-21 Arts Olakho Institute NPC GP 120 000.00
M35145 17-Nov-21 Arts Tiyani Women Association GP 150 000.00
M35207 17-Nov-21 Arts VH Exploration and Fabrication NPC GP 78 000.00
M35252 17-Nov-21 Arts Dube Community Farming Projects GP 120 000.00
M35587 17-Nov-21 Arts Motho Wa Ipetla Arts GP 123 000.00
M36547 17-Nov-21 Sports and recreation Sneke Movers Football Club GP 37 500.00
M34513 18-Nov-21 Charities Spiritual Restoration Centre GP 270 000.00
M35459 18-Nov-21 Arts Tshwaranang Youth Development Organisation GP 150 000.00
M35496 18-Nov-21 Arts Alex Gomora Arts Company GP 150 000.00
M35499 18-Nov-21 Arts Loxion Africanised Cultural Heritage Rites Of Passage GP 150 000.00
M35503 18-Nov-21 Arts Malibongwe Youth Development GP 200 000.00
M35521 18-Nov-21 Arts Alexandra Youth in Action Ensemble GP 200 000.00
M35627 18-Nov-21 Arts TCC Youth Development GP 160 000.00
M35725 18-Nov-21 Arts Lethabong Community Projects GP 302 000.00
M34508 23-Nov-21 Charities Lerato La Mme Daycare Centre GP 1 130 256.00
M34666 23-Nov-21 Charities Mother Mary's Daycare Centre GP 220 000.00
M36545 23-Nov-21 Sports and recreation Kwandeni sports Development Academy GP 65 000.00
M35969 24-Nov-21 Arts Mphogole Versatility GP 208 000.00
M35971 24-Nov-21 Arts Accuart Design Centre GP 151 000.00
M34837 30-Nov-21 Charities Childline Gauteng NPC GP 1 305 500.00
M36521 30-Nov-21 Sports and recreation Maru A Pula Youth Initiative GP 65 000.00
M34950 01-Dec-21 Charities Boitumelo Daycare GP 180 000.00
M35018 01-Dec-21 Charities SAVF Pikkieland Kleuterskool GP 365 919.00
M36248 01-Dec-21 Arts Mtimande Arts Productions GP 120 000.00
M36347 01-Dec-21 Arts Indabuko Art Projects GP 120 000.00
M36468 01-Dec-21 Arts Buntu Development Foundation GP 120 000.00
M36739 01-Dec-21 Arts Imbali Visual Literacy Project GP 120 000.00
M34882 02-Dec-21 Charities Life Line Johannesburg GP 1 474 000.00
M34920 02-Dec-21 Charities Poloko Daycare GP 387 699.00
M34943 02-Dec-21 Charities Ebenezer Education Centre GP 421 783.00
M34967 02-Dec-21 Charities SAVF Reënboog Kleuterskool GP 190 139.00
M34990 02-Dec-21 Charities SAVF Moreglans Outehuis GP 1 497 201.00
M34995 02-Dec-21 Charities SAVF Lappop Versorgingsoord GP 503 888.00
M35000 02-Dec-21 Charities SAVF Senatus Dienssentrum GP 780 040.00
M35029 02-Dec-21 Charities SAVF Deurgangshuis Carletonville GP 1 179 935.00
M35034 07-Dec-21 Charities CHANCE Children’s Home GP 955 000.00
M35097 07-Dec-21 Charities Good Hope Nursery and Pre-school GP 281 480.00
M35003 08-Dec-21 Arts Orange Farm Theatre Project GP 498 000.00
M35150 08-Dec-21 Charities Bonang Daycare Centre GP 245 990.00


number
M37844 08-Dec-21 Arts Mukomane Support Group GP 120 000.00
M37852 08-Dec-21 Arts Thari Yabasadi Community Projects GP 120 000.00
M37860 08-Dec-21 Arts Kgatontle Vegetable Garden GP 120 000.00
M37958 08-Dec-21 Arts Arts Againts Covid GP 120 000.00
M37963 08-Dec-21 Arts Nakhane Support Group GP 120 000.00
M38023 08-Dec-21 Arts Seboscan NPC GP 120 000.00
M38095 08-Dec-21 Arts Thuthukani Organisation GP 120 000.00
M43777 10-Dec-21 Charities Centre for the Advancement of Community Advice Offices in South GP 5 000 000.00
Africa NPC
M43784 10-Dec-21 Charities GBVF Response1 GP 5 000 000.00
M35837 14-Dec-21 Arts Queens of Embalenhle Foundation GP 120 000.00
M38246 14-Dec-21 Arts Christian Women Entrepreneurs Network in Africa NPC GP 120 000.00
M38254 14-Dec-21 Arts Daracorp NPC GP 120 000.00
M38298 14-Dec-21 Arts Sefile Nkosi Support Group GP 120 000.00
M38299 14-Dec-21 Arts EMY Carol Farm Produce GP 120 000.00
M38362 14-Dec-21 Arts Ndaa Foundation GP 120 000.00
M38216 15-Dec-21 Sports and recreation One Hand Can Foundation GP 65 000.00
M38235 15-Dec-21 Sports and recreation Zola Golden Stars FC GP 75 000.00
M38283 15-Dec-21 Sports and recreation Ahanang Foundation GP 60 000.00
M35251 12-Jan-22 Charities Epilepsy South Africa Gauteng Branch GP 1 062 737.00
M35296 12-Jan-22 Charities Ekhaya Daycare and After Care GP 219 500.00
M35308 14-Jan-22 Charities Autism South Africa GP 1 026 336.00
M35316 14-Jan-22 Charities Ke Neo Daycare GP 420 918.00
M35321 14-Jan-22 Charities Solution Care Centre GP 417 402.00
M41516 14-Jan-22 Charities Care-Ngaru Daycare Centre GP 278 500.00
M35334 19-Jan-22 Charities Tshepa-Thuto Daycare GP 296 000.00
M35392 19-Jan-22 Charities Bumpies Nursery and Pre-school GP 447 808.00
M35394 19-Jan-22 Charities Mamoketsi Daycare Centre GP 228 003.00
M35408 19-Jan-22 Charities South African Mobility for the Blind Trust GP 1 185 960.00
M35516 25-Jan-22 Charities Union Daycare Centre GP 385 581.00
M37857 25-Jan-22 Sports and recreation Jabulani Chess Club GP 62 000.00
M38025 25-Jan-22 Sports and recreation Vila Football Academy GP 65 000.00
M35652 26-Jan-22 Charities Modisabana Daycare Centre GP 369 330.00
M35711 26-Jan-22 Charities Ikageng Creche and Pre-school GP 334 000.00
M38323 26-Jan-22 Sports and recreation Dube Swayi Swayi Sports Academy GP 85 000.00
M38440 26-Jan-22 Sports and recreation Romario Football Club GP 85 000.00
M38445 26-Jan-22 Sports and recreation Khabo Zitha 11 Foundation GP 65 000.00
M38516 26-Jan-22 Sports and recreation Lisakhanya Economic Development GP 65 000.00
M38550 26-Jan-22 Sports and recreation Mito Stars Ladies Sports Academy GP 95 000.00
M38136 27-Jan-22 Sports and recreation Dikago Dintle Primary School GP 350 000.00
M38801 27-Jan-22 Sports and recreation Pulamadibogo Primary School GP 350 000.00
M41474 27-Jan-22 Sports and recreation Ludo South Africa GP 65 000.00
M42887 27-Jan-22 Sports and recreation South African Deaf Sports Federation GP 660 000.00
M38648 02-Feb-22 Sports and recreation SA Creative Hands Sports Development GP 65 000.00
M38652 02-Feb-22 Sports and recreation Poelano Sports Academy GP 65 000.00
M38665 02-Feb-22 Sports and recreation Emdeni Juventus FC GP 65 000.00
M38695 02-Feb-22 Sports and recreation Setsha Sa Di Bini GP 65 000.00
M38706 02-Feb-22 Sports and recreation Scorpion Academy Football Club GP 95 000.00
M38708 02-Feb-22 Sports and recreation Witspark Football Club GP 85 000.00
M38854 02-Feb-22 Sports and recreation Rampya Chiefs Football Club GP 65 000.00
M38886 03-Feb-22 Sports and recreation Celebs Youth Academy GP 65 000.00
M39097 03-Feb-22 Sports and recreation City United Football Club GP 75 000.00
M39224 03-Feb-22 Sports and recreation Fit ZA NPC GP 65 000.00
M39230 03-Feb-22 Sports and recreation Hosea Kekana Secondary School GP 250 000.00
M39326 03-Feb-22 Sports and recreation New Beginnings Aerobics Club GP 65 000.00
M39346 03-Feb-22 Sports and recreation Dangerous Darkies Sports Academy GP 95 000.00
M39368 03-Feb-22 Sports and recreation Real Vultures Netball Club GP 85 000.00
M38544 08-Feb-22 Sports and recreation Pretoria Cardinals Football Club GP 75 000.00
M39679 09-Feb-22 Sports and recreation Sakhizizwe Sport Promotion Academy GP 65 000.00
M39690 09-Feb-22 Sports and recreation Katlego Sport Promotion Academy GP 65 000.00
M39699 09-Feb-22 Sports and recreation Randfontein Sport Promotion Academy GP 65 000.00
M39710 09-Feb-22 Sports and recreation IVY Sport Promotion Academy GP 65 000.00
M39730 09-Feb-22 Sports and recreation Blaque Change NPC GP 65 000.00
M39740 09-Feb-22 Sports and recreation We Are One GP 65 000.00

A B C D E F

number
104919 10-Feb-22 Charities Zibsilor GP 1 964 201.00
M38686 10-Feb-22 Sports and recreation In-Touch Support Group GP 71 000.00
M44955 10-Feb-22 Charities Not In My Name GP 1 000 000.00
M20804 14-Feb-22 Sports and recreation Zola Sports Academy GP 145 000.00
M32576 14-Feb-22 Sports and recreation Khindlimukani Junior Secondary School GP 250 000.00
M43188 15-Feb-22 Misc Anointed Redeemed Mighty Youth GP 366 700.00
M43615 15-Feb-22 Misc Bokamoso Ke Barona GP 1 331 000.00
M44580 15-Feb-22 Misc Hippo Roller Foundation NPC GP 498 234.00
M43297 23-Feb-22 Sports and recreation Volleyball South Africa GP 5 670 000.00
M44538 23-Feb-22 Sports and recreation Physical Education Institute of South Africa NPC GP 5 100 000.00
M39992 01-Mar-22 Sports and recreation East Athletic Club NPC GP 75 000.00
M39533 07-Mar-22 Sports and recreation Champions Inn Boxing Academy GP 65 000.00
M40626 07-Mar-22 Sports and recreation International Community Unifiers GP 65 000.00
81496 31-Mar-22 Charities Jabulile Pre-school GP 1 488 940.17
M45021 31-Mar-22 Charities Peu Ya Africa Daycare Centre GP 500 000.00
M31364 21-Apr-21 Arts Thwalisizwe Art Development NPC KZN 293 000.00
M31377 21-Apr-21 Arts Ikusaselihle Community Organisation KZN 337 700.00
M31378 21-Apr-21 Arts Lubandzi Development KZN 378 000.00
M31387 21-Apr-21 Arts Sikhulakunyenani Projects KZN 393 334.00
M31395 21-Apr-21 Arts Masakhane Agricultural Farming Project KZN 373 000.00
M31397 21-Apr-21 Arts Iqoma Art and Culture KZN 308 000.00
M31401 21-Apr-21 Arts Bathathe Organisation KZN 288 000.00
M31402 21-Apr-21 Arts Siphosomusa Organisation KZN 250 000.00
M31405 21-Apr-21 Arts Siphumoya NPC KZN 320 000.00
M31407 21-Apr-21 Arts Inkazimulo Youth Empowerment KZN 278 000.00
M31491 04-May-21 Charities Simunye Creche KZN 497 576.00
M31524 11-May-21 Charities Multiple Sclerosis Society – KZN Branch KZN 315 851.00
M31797 11-May-21 Charities Siyakhula Creche 9605 KZN 445 000.00
M31827 11-May-21 Charities Wenzekahle Creche KZN 342 000.00
M31828 11-May-21 Charities Esibusisweni Creche KZN 210 000.00
M31832 11-May-21 Charities Tin Town Creche KZN 411 800.00
M31841 11-May-21 Charities Isiduduzo Community Development KZN 630 000.00
M31912 11-May-21 Charities Sinamumva Creche KZN 500 000.00
M21777 12-May-21 Sports and recreation Mfundabasha Primary School KZN 300 000.00
M22196 12-May-21 Sports and recreation Horseshoe Primary School KZN 305 000.00
M23215 12-May-21 Sports and recreation Mhlazane Primary School KZN 302 500.00
M23627 12-May-21 Sports and recreation Eqhweni Primary School KZN 334 694.92
M23797 12-May-21 Sports and recreation Mtiwe Primary School KZN 300 000.00
M24515 12-May-21 Sports and recreation Nsunguza Primary School KZN 236 400.00
M31853 13-May-21 Charities Mawoza Creche KZN 370 695.00
M31692 18-May-21 Sports and recreation Mehlwenkosi Primary School KZN 480 000.00
M31739 18-May-21 Sports and recreation Gcinukuthula Primary School KZN 373 000.00
M31750 18-May-21 Sports and recreation Makhathini Primary School KZN 373 000.00
M31872 18-May-21 Charities New Hope Community Development Organisation KZN 329 921.00
M31882 18-May-21 Arts Enkanyezini Foundation KZN 428 000.00
M31904 18-May-21 Charities Together We Can Foundation KZN 293 929.00
M31908 18-May-21 Charities Sakhisizwe Community Organisation KZN 314 459.00
M31958 18-May-21 Arts Vezikhono Cummunity Projects KZN 313 000.00
M31875 19-May-21 Arts Takayolo Development KZN 273 000.00
M31361 27-May-21 Sports and recreation United Juniors Football Club KZN 85 000.00
M31366 27-May-21 Sports and recreation Santos United Football Club KZN 95 000.00
M31599 27-May-21 Sports and recreation Stone Breaker Football Club KZN 100 000.00
M31649 27-May-21 Sports and recreation Godana Football Club KZN 120 000.00
M31667 27-May-21 Sports and recreation Hangaza Football Club KZN 75 000.00
M31695 27-May-21 Sports and recreation Sukuma Aces Football Club KZN 95 000.00
M31975 27-May-21 Charities Sakhithemba Creche KZN 385 600.00
M31552 31-May-21 Charities Mayaluka Creche KZN 208 190.00
M31651 02-Jun-21 Sports and recreation Taka Football Club KZN 75 000.00
M31665 02-Jun-21 Sports and recreation Real Bathez Football Club KZN 75 000.00
M31689 02-Jun-21 Sports and recreation Sisonke Football Club KZN 85 000.00
M31713 02-Jun-21 Sports and recreation Juventus Football Club KZN 115 000.00
M31736 02-Jun-21 Sports and recreation Vuligugu Football Club KZN 75 000.00
M31835 02-Jun-21 Sports and recreation Isulabasha Football Club KZN 95 000.00
M31844 02-Jun-21 Sports and recreation Amazayoni FC KZN 95 000.00


number
M31851 02-Jun-21 Sports and recreation Vezonakhosbone Sports Academy Football Club KZN 95 000.00
M31870 02-Jun-21 Sports and recreation Brains Football Club KZN 85 000.00
M31895 02-Jun-21 Sports and recreation Total Spurs Football Club KZN 105 000.00
M31952 02-Jun-21 Charities Siyakwazi KZN 1 027 955.00
M32011 02-Jun-21 Charities Ladysmith Hospice Association KZN 578 160.00
M32022 02-Jun-21 Charities Siphathisiwe Creche KZN 349 586.00
M32045 02-Jun-21 Charities Siyaphambili Youth Empowerment KZN 236 709.00
M32059 02-Jun-21 Charities Sinamuva Creche and Pre-school ECD Centre KZN 148 407.00
106184 07-Jun-21 Charities Ubusiu KZN 13 042 000.00
M28321 07-Jun-21 Charities eSimphiwe Child Care Centre-NAB KZN 4 000 000.00
M32820 08-Jun-21 Charities Isabelo Community Development Foundation KZN 285 536.00
M32875 08-Jun-21 Charities Top Focus Community Project KZN 328 158.00
M32878 08-Jun-21 Charities Sunshine Community Development and Training Centre KZN 376 056.00
M32881 08-Jun-21 Charities Zivuseni Community Project KZN 253 650.00
M32900 08-Jun-21 Charities Meliza Community Development KZN 114 420.00
M33051 08-Jun-21 Charities Mshiyeni Creche KZN 356 808.00
M31417 09-Jun-21 Sports and recreation Netburners Club KZN 75 000.00
M31420 09-Jun-21 Sports and recreation Stylo Club KZN 95 000.00
M31469 09-Jun-21 Sports and recreation Hot Hands Girls Club KZN 105 000.00
M31869 09-Jun-21 Sports and recreation Zakhele Young Brothers Football Club KZN 120 000.00
M31941 09-Jun-21 Sports and recreation Tiger Boys Football Club KZN 85 000.00
M31946 09-Jun-21 Sports and recreation Squash Football Club KZN 75 000.00
M31953 09-Jun-21 Sports and recreation Style United Football Club KZN 85 000.00
M31970 09-Jun-21 Sports and recreation Tin Town Football Club KZN 95 000.00
M31999 09-Jun-21 Sports and recreation Scottburgh Surf Lifesaving Club KZN 75 000.00
M32000 09-Jun-21 Sports and recreation Silver Stars Football Club KZN 75 000.00
M32009 09-Jun-21 Sports and recreation 11 Classic Football Club KZN 85 000.00
M32010 09-Jun-21 Sports and recreation Makhosini Football Club KZN 85 000.00
M32032 09-Jun-21 Sports and recreation Alaska City Football Club KZN 85 000.00
M32355 09-Jun-21 Charities Fezimpilo Creche KZN 324 807.00
M32015 10-Jun-21 Sports and recreation Clever Boys Football Club 21437 KZN 75 000.00
M32077 10-Jun-21 Sports and recreation Ingulule Football Club KZN 95 000.00
M32186 10-Jun-21 Sports and recreation KwaZulu-Natal Cricket Union KZN 380 000.00
M32243 10-Jun-21 Sports and recreation Mavericks Football Club KZN 75 000.00
M32251 10-Jun-21 Sports and recreation Sinelizwi Football Club KZN 85 000.00
M32268 10-Jun-21 Sports and recreation Madampofu Football Club KZN 75 000.00
M32582 10-Jun-21 Charities Sqalimfundo Creche KZN 481 520.00
M33284 14-Jun-21 Charities Siyathokoza Creche KZN 491 000.00
M33295 14-Jun-21 Charities Qophumlando Creche KZN 495 500.00
M32283 18-Jun-21 Sports and recreation Sesibuyile Netball Club KZN 140 000.00
M32335 18-Jun-21 Sports and recreation Rebels Football Club KZN 105 000.00
M32403 18-Jun-21 Sports and recreation Nkonisa Football Club KZN 100 000.00
M32478 18-Jun-21 Sports and recreation Esk Shape Up Gym Club KZN 60 000.00
M33030 22-Jun-21 Charities Siphamandla Creche KZN 395 422.00
M31826 29-Jun-21 Sports and recreation Bruynshill Primary School KZN 380 000.00
M31944 29-Jun-21 Sports and recreation Gulube Primary School KZN 380 000.00
M31949 29-Jun-21 Sports and recreation Mandeni Primary School KZN 330 000.00
M31957 29-Jun-21 Sports and recreation Zweliyazuza Primary School KZN 380 000.00
M31961 29-Jun-21 Sports and recreation Kwanzimakwe Primary School KZN 380 000.00
M33451 29-Jun-21 Misc Emthungweni High School KZN 2 000 000.00
M31919 14-Jul-21 Charities Ilannge Douglas Disability Skills Centre KZN 329 699.00
M32068 16-Jul-21 Sports and recreation Ntuthuko FC KZN 85 000.00
M32698 16-Jul-21 Sports and recreation Blue Gunners Football Club KZN 85 000.00
M32699 16-Jul-21 Sports and recreation Diski Lords Football Club KZN 85 000.00
M32712 16-Jul-21 Sports and recreation Langa United Football Club KZN 85 000.00
M32717 16-Jul-21 Sports and recreation Jayzee Football Club KZN 85 000.00
M32731 16-Jul-21 Sports and recreation Foxes Football Club KZN 85 000.00
M32747 16-Jul-21 Sports and recreation NPG Highlanders Football Club KZN 75 000.00
M32761 16-Jul-21 Sports and recreation Mlogo Citizens Football Club KZN 85 000.00
M32764 16-Jul-21 Sports and recreation Cabana Citizen Football Club KZN 85 000.00
M32769 16-Jul-21 Sports and recreation Mbazwana Madrid Football KZN 85 000.00
M32779 16-Jul-21 Sports and recreation Gunners Junior Football Club KZN 75 000.00
M32784 16-Jul-21 Sports and recreation RB Falcons Football Club KZN 85 000.00
M32833 16-Jul-21 Sports and recreation Shobani Arsenal Football Club KZN 95 000.00

A B C D E F

number
M32836 16-Jul-21 Sports and recreation Rainbow Girls Club KZN 95 000.00
M32844 16-Jul-21 Sports and recreation Molweni Saints Club KZN 85 000.00
M32852 16-Jul-21 Sports and recreation Happy Stars Football Club KZN 85 000.00
M32815 20-Jul-21 Sports and recreation Pongola Hellenic Football Club KZN 85 000.00
M32885 20-Jul-21 Sports and recreation Sharpshooters Football Club KZN 85 000.00
M32907 20-Jul-21 Sports and recreation Killer Football Club KZN 75 000.00
M32910 20-Jul-21 Sports and recreation Hope Football Club KZN 85 000.00
M32911 20-Jul-21 Sports and recreation Bayala Football Club KZN 85 000.00
M32913 20-Jul-21 Sports and recreation Grasshoppers Club KZN 85 000.00
M32917 20-Jul-21 Sports and recreation Woodpecker United Football Club KZN 85 000.00
M32937 20-Jul-21 Sports and recreation Shobani United Football Club KZN 85 000.00
M33008 20-Jul-21 Sports and recreation Peace Hunters Football Club KZN 105 000.00
M33010 20-Jul-21 Sports and recreation Masters Football Club 21949 KZN 85 000.00
M33040 20-Jul-21 Sports and recreation Buhlebezwe Community Project KZN 65 000.00
M33068 20-Jul-21 Sports and recreation Young Stars Football Club 21980 KZN 95 000.00
M33079 20-Jul-21 Sports and recreation Cranes Football Club KZN 75 000.00
M33091 20-Jul-21 Sports and recreation Konya Football Club KZN 75 000.00
M33152 20-Jul-21 Sports and recreation Simingaye Football Club KZN 85 000.00
M33171 20-Jul-21 Sports and recreation Clarets Football Club KZN 95 000.00
M32547 21-Jul-21 Sports and recreation Elangeni Secondary School KZN 60 000.00
M32629 21-Jul-21 Sports and recreation Sethembinkosi Junior Primary School KZN 50 000.00
M32674 21-Jul-21 Sports and recreation Sikhululiwe Secondary School KZN 50 000.00
M32691 21-Jul-21 Sports and recreation Kwamncane High School KZN 50 000.00
M32711 21-Jul-21 Sports and recreation Echibini Primary School KZN 50 000.00
M32713 21-Jul-21 Sports and recreation Mzukela Primary School KZN 50 000.00
M32714 21-Jul-21 Sports and recreation Gabigabi Secondary School KZN 50 000.00
M32721 21-Jul-21 Sports and recreation Phoshane Primary School KZN 50 000.00
M32728 21-Jul-21 Sports and recreation Inhlangeni Primary School KZN 50 000.00
M32802 21-Jul-21 Sports and recreation Inkanyezi Primary School KZN 60 000.00
M33117 21-Jul-21 Sports and recreation Real Swallows Football Club KZN 75 000.00
M33125 21-Jul-21 Sports and recreation Blizzards Football Club KZN 75 000.00
M33167 21-Jul-21 Sports and recreation Besiktas Football Club KZN 75 000.00
M33174 21-Jul-21 Sports and recreation Nyakatho Spurs Football Club KZN 85 000.00
M32586 22-Jul-21 Charities Thubelihle Creche KZN 357 245.00
M33326 22-Jul-21 Sports and recreation Skyzer Football Club KZN 75 000.00
M32053 23-Jul-21 Arts Esikhawini Arts Fraternity KZN 298 000.00
M32060 23-Jul-21 Arts Sphafah Organisation KZN 271 000.00
M32292 23-Jul-21 Arts Indonsa Organisation NPC KZN 273 000.00
M32326 23-Jul-21 Arts Udondolo Organisation NPC KZN 243 000.00
M31507 26-Jul-21 Arts African Spirit KZN 924 000.00
M31675 26-Jul-21 Arts Mpande Rural Development KZN 395 500.00
M31691 26-Jul-21 Arts Ithemba Elisha Cultural Group KZN 278 000.00
M32169 27-Jul-21 Arts Durban Miracle Centre NPC KZN 364 430.00
M32216 27-Jul-21 Arts Zibuse Community Projects KZN 358 000.00
M31942 28-Jul-21 Sports and recreation Iwetane Primary School KZN 60 000.00
M31976 28-Jul-21 Sports and recreation Emafakathini Primary School KZN 60 000.00
M31979 28-Jul-21 Sports and recreation Pholela Special School KZN 350 000.00
M31981 28-Jul-21 Sports and recreation Sombongangani Primary School KZN 60 000.00
M32013 28-Jul-21 Sports and recreation Fangelakhe Primary School KZN 60 000.00
M32014 28-Jul-21 Sports and recreation Nsiwa Primary School KZN 60 000.00
M32111 28-Jul-21 Sports and recreation Ntumbeni Primary School KZN 60 000.00
M32162 28-Jul-21 Sports and recreation Windy Hill Primary School KZN 60 000.00
M32240 28-Jul-21 Sports and recreation Inkululeko Primary School KZN 60 000.00
M32644 29-Jul-21 Sports and recreation Future Stars Football Club KZN 75 000.00
M32653 29-Jul-21 Sports and recreation Fitbit Foundation KZN 65 000.00
M33083 29-Jul-21 Charities Zamukuphila Creche and Pre-school KZN 442 500.00
M33384 29-Jul-21 Sports and recreation Blue Birds Football Club – 22159 KZN 95 000.00
M33385 29-Jul-21 Sports and recreation 3 Stars Football Club KZN 95 000.00
M33388 29-Jul-21 Sports and recreation Hammers Football Club KZN 95 000.00
M33394 29-Jul-21 Sports and recreation Amakhosazana Netball Club KZN 75 000.00
M33399 29-Jul-21 Sports and recreation Citizen Fast 11 Football Club KZN 95 000.00
M33416 29-Jul-21 Sports and recreation Bright Starz Football Club KZN 95 000.00
M33433 29-Jul-21 Sports and recreation Mahlakwe Football Club KZN 105 000.00
M33442 29-Jul-21 Sports and recreation Ubuhlebethu Football Club KZN 75 000.00


number
M33482 29-Jul-21 Sports and recreation Nokwenza Football Club KZN 95 000.00
M33520 29-Jul-21 Sports and recreation Golden Masters Football Club KZN 95 000.00
M33536 29-Jul-21 Sports and recreation Fast Eleven Football Club KZN KZN 95 000.00
M33562 29-Jul-21 Sports and recreation Football Club KZN 95 000.00
M37899 29-Jul-21 Charities Indumiso Supoort Group KZN 1 000 000.00
M37901 29-Jul-21 Charities Sila Foundation NPC KZN 1 000 000.00
M37904 29-Jul-21 Charities New Generation Youth Organisation KZN 1 000 000.00
M38838 29-Jul-21 Charities Action Development NPC KZN 1 000 000.00
M31770 03-Aug-21 Arts Sibusisiwe Community Project KZN 425 471.00
M31858 03-Aug-21 Arts Intuthuko Yesintu KZN 315 000.00
M31879 03-Aug-21 Arts Okuhle Organisation KZN 150 000.00
M32020 03-Aug-21 Arts Zizamele Agricultural Project KZN 263 000.00
M32025 03-Aug-21 Arts Siyaphambili Community Organisation KZN 260 000.00
M33334 03-Aug-21 Charities Kulugqame Creche KZN 237 404.00
M33390 03-Aug-21 Charities Lethukukhanya Creche KZN 490 200.00
M33409 04-Aug-21 Sports and recreation Crusaderz Football CLub KZN 85 000.00
M33440 04-Aug-21 Sports and recreation Diomonds Netball Club KZN 95 000.00
M33479 04-Aug-21 Sports and recreation Rise and Shine Football Club KZN 85 000.00
M33513 04-Aug-21 Sports and recreation Eagles 100 Football Club KZN 85 000.00
M33517 04-Aug-21 Sports and recreation Busy Ballers Club KZN 95 000.00
M33524 04-Aug-21 Sports and recreation Masters Football Club KZN 85 000.00
M33527 04-Aug-21 Sports and recreation Ezinqoleni Stars Football Club KZN 85 000.00
M33555 04-Aug-21 Sports and recreation Ukhovothi Football Club KZN 85 000.00
M33558 04-Aug-21 Sports and recreation Baleka Boys Football Club KZN 105 000.00
M33563 04-Aug-21 Sports and recreation Canaries Football Club KZN 95 000.00
M33566 04-Aug-21 Sports and recreation Sharp Stars Football Club KZN 95 000.00
M33619 04-Aug-21 Sports and recreation Staggies Football Club KZN 95 000.00
M33627 04-Aug-21 Sports and recreation Blue Heroes FC KZN 85 000.00
M33642 04-Aug-21 Sports and recreation Makhubulongwe Football Club KZN 95 000.00
M33646 04-Aug-21 Sports and recreation Ubuhle Buzile Football Club KZN 85 000.00
M33685 04-Aug-21 Sports and recreation Marlin Football Club KZN 95 000.00
M33703 04-Aug-21 Sports and recreation Ezenkosi Football Club KZN 85 000.00
M33709 04-Aug-21 Sports and recreation Izazi Football Club KZN 95 000.00
M33751 04-Aug-21 Sports and recreation Inkanyezi Emhlophe FC KZN 85 000.00
M33590 05-Aug-21 Sports and recreation Themba Stars Football Club KZN 95 000.00
M33701 05-Aug-21 Sports and recreation Mswadi Football Club KZN 95 000.00
M33707 05-Aug-21 Sports and recreation Bucks Football Club 22332 KZN 95 000.00
M33735 05-Aug-21 Sports and recreation Zebras Football Club KZN 95 000.00
M33736 05-Aug-21 Sports and recreation Seven Sisters Club KZN 95 000.00
M33737 05-Aug-21 Sports and recreation Manchester Football Club KZN 95 000.00
M33740 05-Aug-21 Sports and recreation Sizamade Football Club KZN 105 000.00
M33744 05-Aug-21 Sports and recreation Khuzeka Football Club KZN 95 000.00
M33774 05-Aug-21 Sports and recreation Iyakhahlela Football Club KZN 75 000.00
M33805 05-Aug-21 Sports and recreation Usizo Football Club KZN 75 000.00
M33821 05-Aug-21 Sports and recreation Ingcwenga Football Club KZN 95 000.00
M33828 05-Aug-21 Sports and recreation Momentum Football Club KZN 95 000.00
M33835 05-Aug-21 Sports and recreation Pongola Young Pirates Football Club KZN 115 000.00
M33839 05-Aug-21 Sports and recreation Khukhula Netball Club KZN 85 000.00
M33840 05-Aug-21 Sports and recreation Drummond Stars Football Club KZN 95 000.00
M33842 05-Aug-21 Sports and recreation Isihlangu Football Club KZN 85 000.00
M33844 05-Aug-21 Sports and recreation Mk Swallows Football Club KZN 85 000.00
M33845 05-Aug-21 Sports and recreation Fire Eaters FC KZN 85 000.00
M33851 05-Aug-21 Sports and recreation Isolezwe Football Club KZN 85 000.00
M33853 05-Aug-21 Sports and recreation Geez Football Club KZN 95 000.00
M33858 05-Aug-21 Sports and recreation Wild Ladies Netball Club KZN 95 000.00
M33861 05-Aug-21 Sports and recreation Nkandla United Football KZN 75 000.00
M33864 05-Aug-21 Sports and recreation Arsenal Football Club KZN 75 000.00
M33867 05-Aug-21 Sports and recreation Young Lions Football Club KZN 95 000.00
M33871 05-Aug-21 Sports and recreation Teen Zone Netball Club KZN 85 000.00
M33896 05-Aug-21 Sports and recreation Top Models Netball Club KZN 85 000.00
M33898 05-Aug-21 Sports and recreation Napoli Football Club KZN 85 000.00
M33910 05-Aug-21 Sports and recreation Makarov Football Club KZN 85 000.00
M33913 05-Aug-21 Sports and recreation Double Classic FC KZN 95 000.00
M33936 05-Aug-21 Sports and recreation Platinum Football Club KZN 85 000.00

A B C D E F

number
M33940 05-Aug-21 Sports and recreation Dribblers Football Club KZN 95 000.00
M33946 05-Aug-21 Sports and recreation Mavuvu Football Club KZN 75 000.00
M33955 05-Aug-21 Sports and recreation Young Liverpool Football Club KZN 85 000.00
M33980 05-Aug-21 Sports and recreation Izidakwa FC KZN 85 000.00
M33984 05-Aug-21 Sports and recreation Sunshine Girls Netball Club KZN 85 000.00
M33960 12-Aug-21 Sports and recreation Lacoste Football Club KZN 95 000.00
M33966 12-Aug-21 Sports and recreation Mantungweni Football Club KZN 95 000.00
M33989 12-Aug-21 Sports and recreation Isizwe Sokukhanya NPO KZN 65 000.00
M34023 12-Aug-21 Sports and recreation Balito United Football Club KZN 85 000.00
M34038 12-Aug-21 Sports and recreation Majamisi Citizen Football Club KZN 85 000.00
M34048 12-Aug-21 Sports and recreation Charlotte Football Club KZN 85 000.00
M34061 12-Aug-21 Sports and recreation Seven Stars Netball Club KZN 85 000.00
M34065 12-Aug-21 Sports and recreation Imperial Netball Club KZN 85 000.00
M34067 12-Aug-21 Sports and recreation Abanqakuzi Football Club KZN 85 000.00
M34069 12-Aug-21 Sports and recreation Bulldozers Football Club KZN 85 000.00
M34071 12-Aug-21 Sports and recreation Siyabutha Netball Club KZN 85 000.00
M34075 12-Aug-21 Sports and recreation Inter Unit Football Club KZN 85 000.00
M34077 12-Aug-21 Sports and recreation Bayanqoba FC KZN 75 000.00
M34086 12-Aug-21 Sports and recreation Inhlanhla Football Club KZN 85 000.00
M34088 12-Aug-21 Sports and recreation Umlilo Football Club KZN 85 000.00
M34089 12-Aug-21 Sports and recreation Try Again FC KZN 75 000.00
M34095 12-Aug-21 Sports and recreation Swayimane United Football Club KZN 95 000.00
M34098 12-Aug-21 Sports and recreation Snipers Football Club KZN 85 000.00
M34103 12-Aug-21 Sports and recreation Amabrazilians Football Club KZN 95 000.00
M34111 12-Aug-21 Sports and recreation Aphelele Netball Club KZN 75 000.00
M34129 12-Aug-21 Sports and recreation Coppers Football Club KZN 75 000.00
M34195 12-Aug-21 Sports and recreation Swallows Junior Football Club KZN 85 000.00
M34201 12-Aug-21 Sports and recreation Hot Shorts Netball Club KZN 85 000.00
M34212 12-Aug-21 Sports and recreation Showmen Football Club KZN 85 000.00
M34215 12-Aug-21 Sports and recreation Nkodibe Dynamos Foootball Club KZN 85 000.00
M34266 12-Aug-21 Sports and recreation Terriers Football Club KZN 85 000.00
M34340 12-Aug-21 Sports and recreation Gunners Football Club KZN 85 000.00
M34348 12-Aug-21 Sports and recreation Sky Blues Football Club KZN 85 000.00
M34349 12-Aug-21 Sports and recreation Rainbow Girls Netball Club KZN 75 000.00
M34353 12-Aug-21 Sports and recreation Kuzosa Netball Club KZN 75 000.00
M34355 12-Aug-21 Sports and recreation Amazulu Football Club KZN 95 000.00
M34356 12-Aug-21 Sports and recreation Ikhwezi Football Club KZN 85 000.00
M34359 12-Aug-21 Sports and recreation Izibusiso Football Club KZN 75 000.00
M34362 12-Aug-21 Sports and recreation Moving Stars Netball Club KZN 75 000.00
M34364 12-Aug-21 Sports and recreation Beacons Football Club KZN 85 000.00
M34365 12-Aug-21 Sports and recreation Imvelo Netball CLub KZN 95 000.00
M34378 12-Aug-21 Sports and recreation Anothile Football Club KZN 75 000.00
M34383 12-Aug-21 Sports and recreation Citizin Football Club KZN 85 000.00
M34389 12-Aug-21 Sports and recreation Mholi Football CLub KZN 75 000.00
M34415 12-Aug-21 Sports and recreation Monarchs Football Club KZN 85 000.00
M34467 12-Aug-21 Sports and recreation Giant Football Club KZN 95 000.00
M34514 12-Aug-21 Sports and recreation Black Bears Football Club KZN 75 000.00
M34518 12-Aug-21 Sports and recreation Showrunners Football Club KZN 85 000.00
M34580 12-Aug-21 Sports and recreation Cato Ridge 11 Football Club KZN 95 000.00
M34583 12-Aug-21 Sports and recreation Game City Football Club KZN 85 000.00
M34585 12-Aug-21 Sports and recreation Injabulo Football Club KZN 85 000.00
M34799 12-Aug-21 Sports and recreation Ingcweti Football Club KZN 85 000.00
M31913 17-Aug-21 Arts Smart Media KZN 383 000.00
M32627 18-Aug-21 Sports and recreation Enkoneni Primary School KZN 350 000.00
M32642 18-Aug-21 Sports and recreation S.H. Gumede Primary School KZN 350 000.00
M32841 18-Aug-21 Sports and recreation Ubuhlebesundumbili Primary School KZN 350 000.00
M32979 18-Aug-21 Sports and recreation Chibelihle Combined School KZN 350 000.00
M32999 18-Aug-21 Sports and recreation Abambo Primary School KZN 350 000.00
M33337 18-Aug-21 Sports and recreation Sampofu Primary School KZN 350 000.00
M34470 19-Aug-21 Arts Egazini Outreach Project KZN 238 000.00
M32026 24-Aug-21 Arts Yakhanya lafrica KZN 260 350.00
M32545 25-Aug-21 Sports and recreation New Comers Football Club KZN 95 000.00
M32563 25-Aug-21 Sports and recreation MK New Stars Football Club KZN 95 000.00
M32619 25-Aug-21 Sports and recreation Ithala Netball Club KZN 75 000.00


number
M32655 25-Aug-21 Sports and recreation Goloza Club KZN 95 000.00
M32662 25-Aug-21 Sports and recreation Abafana Bokuthula Football Club KZN 95 000.00
M32669 25-Aug-21 Sports and recreation Supersonics Football Club KZN 85 000.00
M34263 25-Aug-21 Sports and recreation Amatilosi Football Club KZN 65 000.00
M34277 25-Aug-21 Sports and recreation Zamokuhle Netball Club KZN 65 000.00
M34279 25-Aug-21 Sports and recreation Zimbali Netball Club KZN 75 000.00
M34387 25-Aug-21 Sports and recreation Pool Academy Aquatics KZN 75 000.00
M34404 25-Aug-21 Sports and recreation Satisfy My Soul Football Club KZN 75 000.00
M34406 25-Aug-21 Sports and recreation Girls City Netball Club KZN 75 000.00
M34469 25-Aug-21 Sports and recreation Amayeke Link Football Club KZN 85 000.00
M34472 25-Aug-21 Sports and recreation Stones Football Club KZN 85 000.00
M34474 25-Aug-21 Sports and recreation Qongwana Football Club KZN 85 000.00
M34511 25-Aug-21 Sports and recreation Young Destroyer Football Club KZN 95 000.00
M34606 25-Aug-21 Sports and recreation Fortune Football Club KZN 85 000.00
M34658 25-Aug-21 Sports and recreation Young Bird FC KZN 85 000.00
M34668 25-Aug-21 Sports and recreation The Movers Football Club KZN 75 000.00
M34712 25-Aug-21 Sports and recreation Green Mambas Football Club KZN 75 000.00
M34861 25-Aug-21 Sports and recreation Young Stars Football Club – 22963 KZN 95 000.00
M32605 27-Aug-21 Charities Phehlitshe Creche KZN 499 975.00
M32830 27-Aug-21 Charities Nkululeko Creche – 21875 KZN 468 500.00
M33225 27-Aug-21 Charities Ekuphumuleni Creche – 10015 KZN 252 000.00
M33244 27-Aug-21 Charities Siyanqoba Creche – 12191 KZN 499 242.00
M33447 27-Aug-21 Charities Home of Love KZN 307 000.00
M33540 27-Aug-21 Charities Mzithini Creche KZN 484 897.00
M33551 27-Aug-21 Charities Ntando Creche KZN 486 000.00
M33554 27-Aug-21 Charities Esiklebheni Creche KZN 201 461.00
M32039 31-Aug-21 Sports and recreation Hlwemini Primary School KZN 60 000.00
M32102 31-Aug-21 Sports and recreation Mbashazwa Secondary School KZN 60 000.00
M33564 31-Aug-21 Charities Bhudubhudu Creche KZN 442 800.00
M33651 31-Aug-21 Charities Siyathuthuka Creche KZN 458 877.00
M33665 31-Aug-21 Charities Thandanani Mazulu Creche KZN 375 400.00
M33689 31-Aug-21 Charities Ekwenzeni Creche KZN 383 000.00
M33693 31-Aug-21 Charities Ufasimba Creche KZN 219 500.00
M33695 31-Aug-21 Charities Together Community Development Project KZN 260 400.00
M33699 31-Aug-21 Charities Khulani Creche KZN 436 000.00
M36541 31-Aug-21 Sports and recreation West Ham United Football Club KZN 75 000.00
M36720 31-Aug-21 Sports and recreation Little Stars Netball Club KZN 85 000.00
M36735 31-Aug-21 Sports and recreation Avengers Football Club KZN 85 000.00
M33622 01-Sep-21 Charities Nomthandazo Daycare and Pre-school KZN 367 000.00
M33639 01-Sep-21 Charities Thembalethu Creche KZN 420 674.00
M33691 01-Sep-21 Charities Injabulo Creche and Pre-school KZN 397 000.00
M32104 02-Sep-21 Arts KZN Energy Forum NPC KZN 218 000.00
M36063 07-Sep-21 Arts Bhekikusasa Community Project NPC KZN 196 000.00
M22208 09-Sep-21 Sports and recreation Florence Booth Primary School KZN 337 000.00
M27424 09-Sep-21 Sports and recreation New Hanover Farm Primary School KZN 350 000.00
M30791 09-Sep-21 Sports and recreation Kameelhoek Primary School KZN 350 000.00
M33643 14-Sep-21 Charities Bongani Creche KZN 220 720.00
M32252 16-Sep-21 Arts Eyomusa Community Organisation KZN 236 500.00
M32314 16-Sep-21 Arts Thanduxolo Community Development Organisation KZN 278 385.00
M32406 16-Sep-21 Arts Senthuzen Community Project NPC KZN 436 500.00
M32488 16-Sep-21 Arts Uminathi KZN 150 000.00
M33630 16-Sep-21 Charities Sisizisizwe Creche KZN 370 462.00
M33799 16-Sep-21 Charities Lethulwazi Creche KZN 282 000.00
M33742 21-Sep-21 Charities Celelani Creche KZN 495 877.00
M33784 21-Sep-21 Charities Zokulinda Creche and Pre-school KZN 366 000.00
M32560 22-Sep-21 Sports and recreation Dendethu Primary School KZN 65 000.00
M32680 22-Sep-21 Sports and recreation Iwahlanga Primary School KZN 55 000.00
M32683 22-Sep-21 Arts Thabekhulu Amahle KZN 248 000.00
M32738 22-Sep-21 Arts Solalo Community Initiatives KZN 323 000.00
M32754 22-Sep-21 Arts Turn Around Season Foundation KZN 150 000.00
M32765 22-Sep-21 Arts Vukukhanye Community Development KZN 139 000.00
M32798 22-Sep-21 Arts Iqola Projects KZN 263 000.00
M33200 22-Sep-21 Sports and recreation Fortmannspruit Primary School KZN 65 000.00
M33473 22-Sep-21 Sports and recreation Gcotsheni Primary School KZN 65 000.00

A B C D E F

number
M33474 22-Sep-21 Sports and recreation Bhekamangwane Primary School KZN 65 000.00
M33476 22-Sep-21 Sports and recreation Mntonjani Secondary School KZN 65 000.00
M33477 22-Sep-21 Sports and recreation Magengebula Primary School KZN 65 000.00
M33621 22-Sep-21 Sports and recreation Mayakazi Primary School KZN 65 000.00
M33747 22-Sep-21 Sports and recreation Mhawu Primary School KZN 65 000.00
M33883 22-Sep-21 Sports and recreation Egujini Primary School KZN 65 000.00
M33935 22-Sep-21 Sports and recreation Gcwalamoya Primary School KZN 65 000.00
M33949 22-Sep-21 Sports and recreation Lower Tugela Primary School KZN 65 000.00
M33981 22-Sep-21 Sports and recreation Gobamahlamve Primary School KZN 65 000.00
M34395 22-Sep-21 Sports and recreation Phumela Primary School KZN 65 000.00
M34400 22-Sep-21 Sports and recreation Siphakeme Secondary School KZN 65 000.00
M34505 22-Sep-21 Sports and recreation Khululekani Primary School KZN 65 000.00
M34625 22-Sep-21 Sports and recreation Mathonsi Primary School KZN 65 000.00
M34640 22-Sep-21 Sports and recreation Lokothwayo Primary School KZN 65 000.00
M32549 23-Sep-21 Sports and recreation JR Stars Football Club KZN 85 000.00
M32577 23-Sep-21 Sports and recreation Eagles Netball Club KZN 95 000.00
M32987 23-Sep-21 Sports and recreation Madlala Full Service School KZN 250 000.00
M33578 23-Sep-21 Charities Isikhiyesempilo Creche KZN 433 115.00
M33669 23-Sep-21 Sports and recreation Beamers Football Club KZN 85 000.00
M32715 04-Oct-21 Arts Masizihlinzekele Community Services KZN 194 000.00
M32768 04-Oct-21 Arts Lefu Organisation NPC KZN 465 000.00
M32819 04-Oct-21 Arts Isibusiso Community Projects NPC KZN 298 000.00
M32823 04-Oct-21 Arts Celimpilo Agricultural Envionment Heath Development Foundation KZN 210 000.00
M32880 04-Oct-21 Arts African Vision Of Development KZN 100 000.00
M32887 04-Oct-21 Arts Makhipha KZN 133 000.00
M32906 04-Oct-21 Arts Impumelelo Development Association KZN 294 500.00
M32909 04-Oct-21 Arts Maphumulo Youth In Action KZN 247 000.00
M32977 04-Oct-21 Arts Vuka Community Development Projects KZN 266 789.00
M32991 04-Oct-21 Arts Omama Bempumelelo Cultural Group KZN 333 000.00
M33025 04-Oct-21 Arts Jamajela Community Development KZN 350 000.00
M32285 05-Oct-21 Arts Macekeni Community Developmen KZN 154 000.00
M32379 05-Oct-21 Arts Asimbonge KZN 256 000.00
M32785 05-Oct-21 Charities Celimpilo Creche KZN 440 000.00
M33017 05-Oct-21 Arts Bantubakithi Community Project KZN 100 000.00
M33043 05-Oct-21 Arts Ziyoliseni Community Project KZN 100 000.00
M33044 05-Oct-21 Arts Masimbonge Community Developmen KZN 100 000.00
M33047 05-Oct-21 Arts Up and Coming Theatre Production KZN 358 000.00
M33086 05-Oct-21 Arts Zithulele Community Projects NPC KZN 100 000.00
M33790 05-Oct-21 Charities Ncwadini Creche KZN 415 635.00
M33810 05-Oct-21 Charities Mpumelelo Creche KZN 166 000.00
M34956 05-Oct-21 Charities Isabelo Samangwane Creche KZN 412 180.00
M33133 08-Oct-21 Arts Ndlulamithi Community Group KZN 100 000.00
M33212 08-Oct-21 Arts Zithulele Women's Organisation KZN 100 000.00
M33217 08-Oct-21 Arts Bajabulile Development Organisatio KZN 255 000.00
M33316 08-Oct-21 Arts Sbongeka Company NPC KZN 358 000.00
M33363 08-Oct-21 Arts Ingceboyethu Community Development KZN 365 000.00
M33674 08-Oct-21 Arts Roano KZN 249 246.00
M33860 08-Oct-21 Arts Imvelo Agri Solutions KZN 329 165.00
M33948 08-Oct-21 Arts Umbhali Wesizwe KZN 430 635.00
M34285 08-Oct-21 Arts Bhekisibonelo non-profit organisation KZN 213 000.00
M36017 08-Oct-21 Arts Umkhambathi C.B.O KZN 390 000.00
M37748 08-Oct-21 Charities Umndeni Creche and Pre-school KZN 361 000.00
M33753 12-Oct-21 Charities Igalelo Creche KZN 375 709.00
M33855 12-Oct-21 Charities Jehova Shalom ECD Daycare and Pre-school KZN 191 175.00
M33895 12-Oct-21 Charities Mawozini Creche KZN 237 000.00
M33902 12-Oct-21 Charities Mashunka Flagship Creche KZN 321 445.00
M33884 14-Oct-21 Charities Siyazama Creche KZN 124 000.00
M32259 15-Oct-21 Arts Masakhane Community Development KZN 273 000.00
M33339 15-Oct-21 Arts Ubhojwana Arts and Craft Development Project KZN 190 322.00
M34113 15-Oct-21 Arts Umnotho Growers KZN 554 573.00
M40148 15-Oct-21 Charities Kirinox NPC KZN 1 000 000.00
M33872 19-Oct-21 Charities Mkhakhasini Creche KZN 470 290.00
M33886 19-Oct-21 Charities Ikusasa Eliqhakazile Creche NPO KZN 271 406.00
M33912 19-Oct-21 Charities Ndabenhle Creche KZN 438 197.00


number
M33950 19-Oct-21 Charities Siyanqoba Multi Arts KZN 346 260.00
M33958 20-Oct-21 Charities Vezukukhanya Creche KZN 147 000.00
M33972 20-Oct-21 Charities Sivukile Creche KZN 358 083.00
M34031 21-Oct-21 Charities Thembalethu Creche KZN 400 746.00
M34041 21-Oct-21 Charities Sinethemba Creche KZN 323 004.00
M34590 21-Oct-21 Sports and recreation Thekelimfundo Primary School KZN 60 000.00
M34591 21-Oct-21 Sports and recreation Sundumbili Primary School KZN 60 000.00
M34623 21-Oct-21 Sports and recreation Izineshe Primary School KZN 60 000.00
M34862 21-Oct-21 Sports and recreation Seven Seas Football Club KZN 95 000.00
M34888 21-Oct-21 Sports and recreation Fasties Football Club KZN 85 000.00
M34903 21-Oct-21 Sports and recreation Dangerous Girls Netball Club KZN 85 000.00
M34915 21-Oct-21 Sports and recreation Dangerous Football Club KZN 95 000.00
M34923 21-Oct-21 Sports and recreation Roman United Ladies Football Club KZN 90 000.00
M34928 21-Oct-21 Sports and recreation Hlambahlamba Football Club KZN 95 000.00
M34931 21-Oct-21 Sports and recreation Real All Stars Football Club KZN 90 000.00
M34936 21-Oct-21 Sports and recreation Thinasobabili Football Club KZN 90 000.00
M34957 21-Oct-21 Sports and recreation Mondise Warriors Foundation KZN 75 000.00
M34964 21-Oct-21 Sports and recreation Benfica FC KZN 75 000.00
M34993 21-Oct-21 Sports and recreation Power Football Club KZN 90 000.00
M34996 21-Oct-21 Sports and recreation Mandlanzini Rangers Football Club KZN 130 000.00
M35017 21-Oct-21 Sports and recreation Swamp United Football Club KZN 95 000.00
M35082 21-Oct-21 Sports and recreation Umlazi Baker Kyokushinkai Kan Karate Academy KZN 65 000.00
M35091 21-Oct-21 Sports and recreation Mr Loverman Footbaal Club KZN 75 000.00
M35093 21-Oct-21 Sports and recreation Junior Tycoon Football Club KZN 95 000.00
M35100 21-Oct-21 Sports and recreation Runners Football Club KZN 85 000.00
M35107 21-Oct-21 Sports and recreation Nkobongo Real Madrid Football Club KZN 90 000.00
M38859 21-Oct-21 Charities Indumiso Creche KZN 600 089.00
M32389 22-Oct-21 Sports and recreation Dargle United FC KZN 85 000.00
M32553 22-Oct-21 Sports and recreation Isikhuthali Primary School KZN 65 000.00
M32587 22-Oct-21 Sports and recreation Shiya Home Boy's Football Club KZN 85 000.00
M33904 22-Oct-21 Sports and recreation Vumuthando Primary School KZN 65 000.00
M34710 22-Oct-21 Sports and recreation Mkhizwana Stars Football Club KZN 95 000.00
M34714 22-Oct-21 Sports and recreation 11 Experience Football Club KZN 85 000.00
M34723 22-Oct-21 Sports and recreation Vulamehlo Football Club KZN 75 000.00
M34829 22-Oct-21 Sports and recreation We Care Global Project KZN 75 000.00
M34832 22-Oct-21 Sports and recreation South African Thola Association KZN 85 000.00
M34838 22-Oct-21 Sports and recreation Liverpool Football Club KZN 95 000.00
M34916 22-Oct-21 Sports and recreation Shooting Stars Football Club KZN 95 000.00
M32668 26-Oct-21 Charities Vulindlela Creche 21780 KZN 440 000.00
M33428 26-Oct-21 Charities Ekukhanyeni Creche 22191 KZN 285 000.00
M33545 26-Oct-21 Sports and recreation Oebisfelde Primary School KZN 65 000.00
M33906 26-Oct-21 Sports and recreation MST Super Eagles KZN 95 000.00
M34801 26-Oct-21 Sports and recreation Bhukwana High School KZN 60 000.00
M34898 26-Oct-21 Sports and recreation Pella Primary School KZN 65 000.00
M34961 26-Oct-21 Sports and recreation Mkhulunyelwa Primary School KZN 60 000.00
M34970 26-Oct-21 Sports and recreation Sicelimfundo Combined School KZN 65 000.00
M34975 26-Oct-21 Sports and recreation Ngwegweni Primary School KZN 60 000.00
M34979 26-Oct-21 Sports and recreation Ohlelo Primary School KZN 60 000.00
M35058 26-Oct-21 Sports and recreation Champion Netball Club KZN 85 000.00
M35060 26-Oct-21 Sports and recreation Nazareth Hotspurs Football Club KZN 75 000.00
M35096 26-Oct-21 Sports and recreation Kuhlekonke Football Club KZN 95 000.00
M35134 26-Oct-21 Sports and recreation Amaroma Football Club KZN 95 000.00
M35140 26-Oct-21 Sports and recreation Young Masters Football Club KZN 95 000.00
M35148 26-Oct-21 Sports and recreation Newcastle Warriors Football Club KZN 95 000.00
M35149 26-Oct-21 Sports and recreation Magic Future Stars Academy KZN 75 000.00
M35268 26-Oct-21 Sports and recreation Peace-Maker Football Club KZN 85 000.00
M35271 26-Oct-21 Sports and recreation Togetherness FC KZN 75 000.00
M35285 26-Oct-21 Sports and recreation Wilber Football Club KZN 95 000.00
M35289 26-Oct-21 Sports and recreation Vala La FC KZN 85 000.00
M35315 26-Oct-21 Sports and recreation PD Ledies FC KZN 75 000.00
M35386 26-Oct-21 Sports and recreation Siyabusa Netball Club KZN 85 000.00
M35477 26-Oct-21 Sports and recreation Citizens Football Club KZN 95 000.00
M35509 26-Oct-21 Sports and recreation Rising Stars FC KZN 95 000.00
M34407 27-Oct-21 Sports and recreation Young Killers Football Club 22712 KZN 85 000.00

A B C D E F

number
M35049 27-Oct-21 Sports and recreation Fabeni Primary School KZN 65 000.00
M35085 27-Oct-21 Sports and recreation Lethukuhlakanipha Junior Secondary School KZN 65 000.00
M35087 27-Oct-21 Sports and recreation Ophuzane Primary School KZN 65 000.00
M35257 27-Oct-21 Sports and recreation PeacePlayers International – South Africa KZN 65 000.00
M35298 27-Oct-21 Sports and recreation Sikhanyiseleni Combined School KZN 65 000.00
M35370 27-Oct-21 Sports and recreation Bhambatha Secondary School KZN 65 000.00
M35378 27-Oct-21 Sports and recreation Balcomb's Hill Primary School KZN 65 000.00
M35479 27-Oct-21 Sports and recreation Khanyiseluzulu Secondary School KZN 65 000.00
M35519 27-Oct-21 Sports and recreation Super Divas Netball Club KZN 95 000.00
M35607 27-Oct-21 Sports and recreation Taylors United Footbal Club KZN 85 000.00
M35625 27-Oct-21 Sports and recreation Pelicans Football Club KZN 85 000.00
M35732 27-Oct-21 Sports and recreation Legnds Football Club KZN 85 000.00
M35796 27-Oct-21 Sports and recreation Fost Trackers Football Club KZN 95 000.00
M35835 27-Oct-21 Sports and recreation Power Girls Football Club KZN 95 000.00
M34716 28-Oct-21 Arts Indlela Social Development KZN 226 500.00
M37618 28-Oct-21 Arts Let’s Read Together NPO KZN 140 000.00
M34106 29-Oct-21 Charities Othandweni Creche KZN 207 000.00
M34180 03-Nov-21 Charities Ihawulesizwe Sivananda Creche KZN 200 000.00
M34193 03-Nov-21 Charities Sibhekisizwe Creche KZN 148 000.00
M34200 03-Nov-21 Charities Sicelokuhle Creche KZN 265 000.00
M34283 03-Nov-21 Charities Qhubeka Creche and Pre-school KZN 470 000.00
M34342 03-Nov-21 Sports and recreation Rascals Football Club KZN 85 000.00
M35787 03-Nov-21 Sports and recreation Ipitsi Football Club KZN 85 000.00
M35808 03-Nov-21 Sports and recreation Zimile Girls Netball Club KZN 85 000.00
M35833 03-Nov-21 Sports and recreation Eleven Stars Football Club KZN 85 000.00
M35839 03-Nov-21 Sports and recreation Vuthela Football Club KZN 85 000.00
M35851 03-Nov-21 Sports and recreation Sweaty Beaty Club KZN 85 000.00
M35853 03-Nov-21 Sports and recreation Ifalethu Primary School KZN 60 000.00
M35860 03-Nov-21 Sports and recreation Mandlasonke Primary School KZN 60 000.00
M35881 03-Nov-21 Sports and recreation Toronto Blizzards Football Club KZN 95 000.00
M35932 03-Nov-21 Sports and recreation Kingsmen Football Club KZN 85 000.00
M35938 03-Nov-21 Sports and recreation Top Classic Football Club KZN 85 000.00
M35966 03-Nov-21 Sports and recreation Home Boys Academy KZN 85 000.00
M36040 03-Nov-21 Sports and recreation Super Women Netball Club KZN 75 000.00
M36047 03-Nov-21 Sports and recreation Shining Stars Football Club – 23645 KZN 75 000.00
M36051 03-Nov-21 Sports and recreation Sun City Football Club KZN 75 000.00
M36066 03-Nov-21 Sports and recreation Mathukulula Secondary School KZN 60 000.00
M36100 03-Nov-21 Sports and recreation Amatshitshi Netball Club KZN 85 000.00
M36153 03-Nov-21 Sports and recreation Ezimtoti Football Club KZN 85 000.00
M34255 04-Nov-21 Charities Mhlalini Asethembe Creche KZN 64 000.00
M34301 04-Nov-21 Charities Ekuthuleni Creche KZN 397 500.00
M34344 04-Nov-21 Charities Mpondondo Creche KZN 478 620.00
M36114 04-Nov-21 Sports and recreation Gwegwede Primary School KZN 60 000.00
M36142 04-Nov-21 Sports and recreation Amaroker Football Club KZN 85 000.00
M36149 04-Nov-21 Sports and recreation Minders FC KZN 75 000.00
M36157 04-Nov-21 Sports and recreation Udumo Netball Club KZN 95 000.00
M36211 04-Nov-21 Sports and recreation Malandela Football Club KZN 95 000.00
M36270 04-Nov-21 Sports and recreation Mawele High School KZN 60 000.00
M36412 04-Nov-21 Sports and recreation Bedlane Primary School KZN 250 000.00
M36431 04-Nov-21 Sports and recreation Osingisingini Primary School KZN 60 000.00
M36467 04-Nov-21 Sports and recreation Nsukumbili Primary School KZN 60 000.00
M36676 04-Nov-21 Sports and recreation Enkathweni Primary School KZN 60 000.00
M36841 04-Nov-21 Sports and recreation Young Minds Sports Development Academy KZN 65 000.00
M36974 04-Nov-21 Sports and recreation Dlemudlemu Secondary School KZN 60 000.00
M36976 04-Nov-21 Sports and recreation Shiyamlando Football Club KZN 95 000.00
M36977 04-Nov-21 Sports and recreation Bafanas Football Club KZN 115 000.00
M37009 04-Nov-21 Sports and recreation Silver Bullet Football Club – 24223 KZN 85 000.00
M37036 04-Nov-21 Sports and recreation ZB2 Burning Fire Football Club KZN 95 000.00
M37075 04-Nov-21 Sports and recreation Smash Girls Netball Club KZN 85 000.00
M37145 04-Nov-21 Sports and recreation Salford Football Club KZN 85 000.00
M37147 04-Nov-21 Sports and recreation Preston Football Club KZN 75 000.00
M37174 04-Nov-21 Sports and recreation Supermen Football Club KZN 85 000.00
M37430 04-Nov-21 Sports and recreation Ekufundeni Primary School KZN 60 000.00
M37580 04-Nov-21 Sports and recreation Real Aces Football Club KZN 75 000.00


number
M37607 04-Nov-21 Sports and recreation Khumoleni Primary School KZN 60 000.00
M37643 04-Nov-21 Sports and recreation Ebomvaneni Primary School KZN 60 000.00
M37649 04-Nov-21 Sports and recreation Qili Primary School KZN 250 000.00
M37657 04-Nov-21 Sports and recreation Magcekeni Primary School KZN 60 000.00
M37670 04-Nov-21 Sports and recreation Shoeshine Football Club KZN 85 000.00
M37712 04-Nov-21 Sports and recreation Umlazi Arsenal Foortball Club KZN 85 000.00
M37715 04-Nov-21 Sports and recreation Sgodi Football Club KZN 85 000.00
M37720 04-Nov-21 Sports and recreation Tsunami Football Club KZN 85 000.00
M37733 04-Nov-21 Sports and recreation Fisokuhle Primary School KZN 60 000.00
M33890 09-Nov-21 Charities Syanqoba Creche KZN 258 701.00
M33897 09-Nov-21 Charities Saron Creche KZN 427 000.00
M34288 09-Nov-21 Charities Siphusizo Creche KZN 491 171.00
M36195 10-Nov-21 Sports and recreation Ever Smilling Football Club KZN 85 000.00
M36296 10-Nov-21 Sports and recreation Vela Football Club KZN 85 000.00
M36299 10-Nov-21 Sports and recreation Victorious Girls Netball Club KZN 85 000.00
M36337 10-Nov-21 Sports and recreation Puma Football Club KZN 85 000.00
M36419 10-Nov-21 Sports and recreation Silver Bullets Football Club – 23854 KZN 75 000.00
M36498 10-Nov-21 Sports and recreation Clavas Football Club KZN 85 000.00
M36519 10-Nov-21 Sports and recreation Mighty Buks Football Club KZN 85 000.00
M36725 10-Nov-21 Sports and recreation Golden Stars Football Club KZN 85 000.00
M36921 10-Nov-21 Sports and recreation Jozini Juventus Football Club KZN 85 000.00
M36982 10-Nov-21 Sports and recreation Dark City Football Club KZN 75 000.00
M37035 10-Nov-21 Sports and recreation Inqobile Football Club KZN 85 000.00
M37143 10-Nov-21 Sports and recreation Mcako Football Club KZN 85 000.00
M37148 10-Nov-21 Sports and recreation Royals Football Club KZN 85 000.00
M37161 10-Nov-21 Sports and recreation Tiger Netball Club KZN 85 000.00
M37232 10-Nov-21 Sports and recreation Fresh Football Club KZN 85 000.00
M37419 10-Nov-21 Sports and recreation Nzololo FC KZN 75 000.00
M37663 10-Nov-21 Sports and recreation Stunners Junior Football Club KZN 85 000.00
M37667 10-Nov-21 Sports and recreation Terminator Football Club KZN 85 000.00
M37722 10-Nov-21 Sports and recreation Velamthandi Football Club KZN 75 000.00
M34284 11-Nov-21 Charities St Thomas Home For Children KZN 746 400.00
M37257 11-Nov-21 Arts Laugh out Loud Arts Organisation KZN 288 000.00
M37636 11-Nov-21 Charities Masibambisane Association for the Aged KZN 336 428.00
M34429 16-Nov-21 Charities Sizabantu Creche and Care Centre KZN 334 294.00
M34763 16-Nov-21 Arts Jubilee Youth Organisation KZN 307 000.00
M34377 17-Nov-21 Charities Ntulufakazi ECD Centre KZN 299 247.00
M34443 17-Nov-21 Charities Phaphamani Creche KZN 289 511.00
M34466 17-Nov-21 Charities Bonokuhle Creche KZN 482 500.00
M34477 17-Nov-21 Charities Rainbow Creche KZN 226 000.00
M34864 17-Nov-21 Sports and recreation Zama Zama Football Club KZN 95 000.00
M35718 17-Nov-21 Sports and recreation Baxoleleni Primary School KZN 60 000.00
M36050 17-Nov-21 Sports and recreation Shining Boys Football Club KZN 75 000.00
M36202 17-Nov-21 Sports and recreation Sivinini Football Club KZN 85 000.00
M36210 17-Nov-21 Sports and recreation Knockers United Football Club KZN 95 000.00
M36221 17-Nov-21 Sports and recreation Abundance Football Club KZN 85 000.00
M36414 17-Nov-21 Sports and recreation Barcelona Football Club 0785246425 KZN 85 000.00
M36729 17-Nov-21 Sports and recreation Candle Lights Football Club KZN 85 000.00
M36810 17-Nov-21 Sports and recreation Qedusizi Youth Project KZN 65 000.00
M36893 17-Nov-21 Sports and recreation Umbuso Football Club KZN 85 000.00
M36984 17-Nov-21 Sports and recreation Ballito United Football Club KZN 85 000.00
M37000 17-Nov-21 Sports and recreation Real Tigers Football Club KZN 85 000.00
M37001 17-Nov-21 Sports and recreation Mduku Vibrants Football Club KZN 85 000.00
M37007 17-Nov-21 Sports and recreation Youth Stars Football Club KZN 75 000.00
M37048 17-Nov-21 Sports and recreation Amangcesha Rugby Club KZN 95 000.00
M37099 17-Nov-21 Sports and recreation Ocean Blues Football Club KZN 85 000.00
M37144 17-Nov-21 Sports and recreation Usuthu Football Club KZN 95 000.00
M37150 17-Nov-21 Sports and recreation Real Vultures FC KZN 95 000.00
M37160 17-Nov-21 Sports and recreation Tiktoks Netball Club KZN 85 000.00
M37173 17-Nov-21 Sports and recreation Savela Football Club KZN 85 000.00
M37190 17-Nov-21 Sports and recreation Lacoste Football Club 0835437450 KZN 95 000.00
M37191 17-Nov-21 Sports and recreation King Power Football Club KZN 85 000.00
M37436 17-Nov-21 Sports and recreation 442 FC KZN 85 000.00
M37438 17-Nov-21 Sports and recreation Qethuka Football Club KZN 85 000.00

A B C D E F

number
M37451 17-Nov-21 Sports and recreation Cowboys United FC KZN 75 000.00
M37533 17-Nov-21 Sports and recreation Samkele Football Club KZN 85 000.00
M37543 17-Nov-21 Sports and recreation Gamers Football Club KZN 85 000.00
M37552 17-Nov-21 Sports and recreation Imvula Football Club KZN 85 000.00
M37558 17-Nov-21 Sports and recreation Future Stars Academy KZN 85 000.00
M37561 17-Nov-21 Sports and recreation Albion Football Club KZN 85 000.00
M37563 17-Nov-21 Sports and recreation Minnows Football Club KZN 85 000.00
M37567 17-Nov-21 Sports and recreation Junior Rovers Football Club KZN 85 000.00
M37569 17-Nov-21 Sports and recreation Highlanders Football Club KZN 95 000.00
M37570 17-Nov-21 Sports and recreation Blizards Junior Football Club KZN 85 000.00
M37574 17-Nov-21 Sports and recreation Ngulule Football Club KZN 95 000.00
M37622 17-Nov-21 Sports and recreation Young Stars Football Club – 24485 KZN 75 000.00
M37625 17-Nov-21 Sports and recreation 5 Miller Football Club KZN 75 000.00
M37631 17-Nov-21 Sports and recreation Umlanjeni Football Club KZN 75 000.00
M37665 17-Nov-21 Sports and recreation CS Stars Football Club KZN 85 000.00
M37687 17-Nov-21 Sports and recreation Masilekelele Sport and Recreation Centre KZN 65 000.00
M37719 17-Nov-21 Sports and recreation Young Destroyers Football Club KZN 85 000.00
M37736 17-Nov-21 Sports and recreation Pelican Hide Football Club KZN 85 000.00
M37741 17-Nov-21 Sports and recreation Mashesha FC – 24572 KZN 75 000.00
M34507 18-Nov-21 Charities Empileni Creche KZN 452 627.00
M34534 18-Nov-21 Charities Mboyi Creche KZN 444 809.00
M35323 18-Nov-21 Arts Isibani Community Empowerment Intiative KZN 183 066.00
M34478 23-Nov-21 Charities Ekuphumuleni Creche KZN 449 345.00
M34581 23-Nov-21 Charities Sinegugu Creche KZN 491 077.00
M34589 23-Nov-21 Charities Matshana Creche KZN 334 594.00
M34605 23-Nov-21 Charities Ntokozo Creche KZN 250 000.00
M34618 23-Nov-21 Charities Sizabantwana Creche KZN 411 252.00
M34660 23-Nov-21 Charities Siyaphambili Creche – 22850 KZN 154 000.00
M34670 23-Nov-21 Charities Thandukukhanya Creche KZN 491 077.00
M36213 23-Nov-21 Sports and recreation Manguzi Madrid FC KZN 85 000.00
M36241 23-Nov-21 Sports and recreation Sicelimpumelelo Primary School KZN 60 000.00
M36254 23-Nov-21 Sports and recreation Inhlokozi Secondary School KZN 60 000.00
M36263 23-Nov-21 Sports and recreation Nkwe Primary School KZN 60 000.00
M36290 23-Nov-21 Sports and recreation Antletico Football Club 0734494782 KZN 85 000.00
M36357 23-Nov-21 Sports and recreation Kwashodi Primary School KZN 60 000.00
M36413 23-Nov-21 Sports and recreation Fundukhuphuke Primary School KZN 60 000.00
M36421 23-Nov-21 Sports and recreation Mphakathini Primary School KZN 60 000.00
M36427 23-Nov-21 Sports and recreation Sheleza Primary School KZN 60 000.00
M36449 23-Nov-21 Sports and recreation Spain United Football Club KZN 85 000.00
M36534 23-Nov-21 Sports and recreation Hlanguza Combined School KZN 60 000.00
M36686 23-Nov-21 Sports and recreation Amangwane High School KZN 60 000.00
M36721 23-Nov-21 Sports and recreation Ncekwane Young Dribblers FC KZN 75 000.00
M36906 23-Nov-21 Sports and recreation Inkululeko Football Club KZN 85 000.00
M36970 23-Nov-21 Sports and recreation Stillus Football Club KZN 105 000.00
M36973 23-Nov-21 Sports and recreation Top London Football Club KZN 85 000.00
M37044 23-Nov-21 Sports and recreation Ngogodo Primary School KZN 60 000.00
M37047 23-Nov-21 Sports and recreation Nzobo Primary School KZN 60 000.00
M37107 23-Nov-21 Sports and recreation Hammerheads Football Club KZN 85 000.00
M37192 23-Nov-21 Sports and recreation Umlalazi United Football Club KZN 95 000.00
M37236 23-Nov-21 Sports and recreation Ngome Primary School KZN 60 000.00
M37253 23-Nov-21 Sports and recreation Obivane Primary School KZN 60 000.00
M37410 23-Nov-21 Sports and recreation Tholithemba Netball Club KZN 85 000.00
M37411 23-Nov-21 Sports and recreation Mampunga Primary School KZN 60 000.00
M37412 23-Nov-21 Sports and recreation Leneha Tumisi Secondary School KZN 60 000.00
M37422 23-Nov-21 Sports and recreation Real Stars Football Club KZN 85 000.00
M37429 23-Nov-21 Sports and recreation Real Mates Football Club KZN 85 000.00
M37435 23-Nov-21 Sports and recreation Young Eagles FC KZN 95 000.00
M37465 23-Nov-21 Sports and recreation Waterhoek Primary School KZN 60 000.00
M37468 23-Nov-21 Sports and recreation Lindumthetho Primary School KZN 60 000.00
M37532 23-Nov-21 Sports and recreation Bucks Football Club KZN 85 000.00
M37556 23-Nov-21 Sports and recreation Jabulani Football Club KZN 75 000.00
M37560 23-Nov-21 Sports and recreation Mabutho Football Club KZN 95 000.00
M37575 23-Nov-21 Sports and recreation Gamelihle Primary School KZN 60 000.00
M37617 23-Nov-21 Sports and recreation Ebhaxeni Football Club KZN 85 000.00


number
M37629 23-Nov-21 Sports and recreation Elethu Football Club KZN 75 000.00
M37638 23-Nov-21 Sports and recreation Ngwemnyama Primary School KZN 60 000.00
M37642 23-Nov-21 Sports and recreation Buthanani Primary School KZN 60 000.00
M37661 23-Nov-21 Sports and recreation Black Swallows Football Club KZN 85 000.00
M37662 23-Nov-21 Sports and recreation Peace Makers Football Club KZN 95 000.00
M37666 23-Nov-21 Sports and recreation Silver Bullet Football Club KZN 85 000.00
M37680 23-Nov-21 Sports and recreation Really Hustlers Football Club KZN 85 000.00
M37724 23-Nov-21 Sports and recreation Phucuka Primary School KZN 60 000.00
M37740 23-Nov-21 Sports and recreation Blue Angels Netball Club KZN 85 000.00
M37767 23-Nov-21 Sports and recreation Mbilana Primary school KZN 60 000.00
M34616 24-Nov-21 Charities Zama Creche – 20651 KZN 132 000.00
M34675 24-Nov-21 Charities Inkanyezi Creche KZN 491 077.00
M35863 24-Nov-21 Arts Strength Training Creative Stars KZN 306 000.00
M35964 24-Nov-21 Arts Osizweni Theatre Production KZN 452 090.00
M34721 25-Nov-21 Charities Vukani Creche KZN 472 254.00
M34809 25-Nov-21 Charities Siyadumisa Creche KZN 192 000.00
M34758 30-Nov-21 Charities Qhubekani Creche KZN 472 828.00
M34813 30-Nov-21 Charities Thembalethu Creche – 22932 KZN 328 000.00
M34828 30-Nov-21 Charities Qalakahle Creche 22939 KZN 277 150.00
M34887 30-Nov-21 Charities Silindokuhle Creche KZN 203 000.00
M36292 30-Nov-21 Sports and recreation Siphelelesonke Football Club KZN 85 000.00
M36298 30-Nov-21 Sports and recreation Grenades Football Club KZN 85 000.00
M36530 30-Nov-21 Sports and recreation Bhekuzulu Primary School KZN 60 000.00
M36543 30-Nov-21 Sports and recreation Skhotha Football Club KZN 85 000.00
M36992 30-Nov-21 Sports and recreation Elsie Mtshali Combined School KZN 60 000.00
M36995 30-Nov-21 Sports and recreation Dundee Sports Promotion Development Centre KZN 65 000.00
M36997 30-Nov-21 Sports and recreation 29 Legends FC KZN 85 000.00
M37071 30-Nov-21 Sports and recreation Township Boys Football Club KZN 85 000.00
M37072 30-Nov-21 Sports and recreation Stylish Boys Football Club KZN 85 000.00
M37146 30-Nov-21 Sports and recreation Flamengoz Football Club KZN 85 000.00
M37234 30-Nov-21 Sports and recreation Scorpions Football Club KZN 85 000.00
M37434 30-Nov-21 Sports and recreation Explosion Netball Club KZN 75 000.00
M37452 30-Nov-21 Sports and recreation Togetherness Football Club KZN 85 000.00
M37469 30-Nov-21 Sports and recreation Maphaya Football Club KZN 85 000.00
M37472 30-Nov-21 Sports and recreation Dalton Primary School KZN 60 000.00
M37475 30-Nov-21 Sports and recreation KwaShange Primary School KZN 60 000.00
M37534 30-Nov-21 Sports and recreation Young Stars Football Club – 24428 KZN 85 000.00
M37536 30-Nov-21 Sports and recreation Abaluleki Football Club KZN 75 000.00
M37559 30-Nov-21 Sports and recreation Maputa Primary School KZN 60 000.00
M37562 30-Nov-21 Sports and recreation Anchors Football Club KZN 85 000.00
M37564 30-Nov-21 Sports and recreation Summer Stars Football Club KZN 85 000.00
M37566 30-Nov-21 Sports and recreation Kingsmen Junior Football Club KZN 85 000.00
M37689 30-Nov-21 Sports and recreation Fuego Football Club KZN 85 000.00
M37707 30-Nov-21 Sports and recreation Njampela Football Club KZN 85 000.00
M37734 30-Nov-21 Sports and recreation Siyanda Football Club KZN 85 000.00
M37742 30-Nov-21 Sports and recreation Play Boys Football Club KZN 85 000.00
M37751 30-Nov-21 Sports and recreation Stone Breaker Football Club – 24352 KZN 85 000.00
M41183 30-Nov-21 Misc Black African Fire Fighters Association of SA KZN 430 780.00
M41959 30-Nov-21 Misc Whebede Primary School KZN 406 500.00
M42273 30-Nov-21 Misc Schola Amoris School KZN 1 585 000.00
M34866 01-Dec-21 Charities Still A Time KZN 330 268.00
M34871 01-Dec-21 Charities Tholubuhle Creche and Pre-school KZN 482 488.00
M34891 01-Dec-21 Charities Asifunde Creche KZN 445 596.00
M34901 01-Dec-21 Charities Abakusasa Daycare Centre and Pre-school KZN 429 000.00
M34911 01-Dec-21 Charities Zamani Creche 22992 KZN 142 000.00
M34933 01-Dec-21 Charities Othandweni Creche 066-453 KZN 193 000.00
M34947 01-Dec-21 Charities Imbokodo Creche KZN 494 054.00
M35002 01-Dec-21 Charities Thembalihle Creche and Pre-school KZN 240 933.00
M35016 01-Dec-21 Charities Inkanyezi Creche and Pre-school KZN 786 500.00
M35027 01-Dec-21 Charities Mpucuko Nyavini Creche KZN 72 718.00
M36492 01-Dec-21 Arts Vukuzakhe Organisation KZN 305 357.00
M36651 01-Dec-21 Sports and recreation Siholwa Primary School KZN 60 000.00
M37214 01-Dec-21 Sports and recreation Young Forward Football Club KZN 90 000.00
M37215 01-Dec-21 Sports and recreation AC Milan Football Club KZN 85 000.00

A B C D E F

number
M34881 02-Dec-21 Charities African Children's Project KZN 188 144.00
M34954 02-Dec-21 Charities Sinqobile Creche 11604 KZN 445 346.00
M34966 02-Dec-21 Charities Siyaphambili Creche KZN 365 000.00
M34968 02-Dec-21 Charities Ncinci Creche KZN 981 513.00
M34982 02-Dec-21 Charities Enthuthukweni Creche and Pre-school KZN 337 000.00
M35022 02-Dec-21 Charities Abaholi Bakusasa Creche KZN 453 000.00
M36313 02-Dec-21 Arts Ama2279 KZN 120 000.00
M37259 02-Dec-21 Arts Ubuciko Obuhle KZN 120 000.00
M37414 02-Dec-21 Arts Umlazi Women Arts Gathering KZN 120 000.00
M37738 02-Dec-21 Arts Vusisizwe KZN 120 000.00
M35044 07-Dec-21 Charities Fisukulunga Creche KZN 123 363.00
M35152 08-Dec-21 Charities Prince Inganekwane Creche KZN 448 719.00
M43766 10-Dec-21 Charities The Goodmen Foundation KZN 500 000.00
M37641 15-Dec-21 Sports and recreation Heroes FC KZN 85 000.00
M37673 15-Dec-21 Sports and recreation Mazembe Football Club KZN 85 000.00
M37675 15-Dec-21 Sports and recreation Kickers Football Club KZN 85 000.00
M38097 15-Dec-21 Sports and recreation Hampton Junior Football Club KZN 85 000.00
M38132 15-Dec-21 Sports and recreation Killers 4 Sure Football Club KZN 85 000.00
M38140 15-Dec-21 Sports and recreation Junior Tebrews Football Club KZN 85 000.00
M38148 15-Dec-21 Sports and recreation Liverpool Football Club 0720164093 KZN 85 000.00
M38192 15-Dec-21 Sports and recreation Vela Football Club 083 KZN 85 000.00
M38196 15-Dec-21 Sports and recreation Long Home Boyz Football Club KZN 95 000.00
M38205 15-Dec-21 Sports and recreation Isigodi Football Club KZN 95 000.00
M43888 17-Dec-21 Arts Clermont Choir Foundation NPC KZN 400 000.00
M35318 14-Jan-22 Charities Eskhame Creche KZN 312 000.00
M35349 19-Jan-22 Charities Makeza Creche KZN 162 000.00
M35414 19-Jan-22 Charities Sibongiseni Community Organisation KZN 300 908.00
M35345 20-Jan-22 Charities Khulani Creche083-965 KZN 118 000.00
M35405 20-Jan-22 Charities Siyanda Creche 066-250 KZN 103 000.00
M35495 20-Jan-22 Charities Yamkela Creche KZN 245 000.00
M35465 25-Jan-22 Charities Hlanganani Creche KZN 447 927.00
M35481 25-Jan-22 Charities Mbhongampisi Creche KZN 500 000.00
M35485 25-Jan-22 Charities Lethokuhle Pre-school and Creche KZN 504 327.00
M36691 25-Jan-22 Sports and recreation Hluhluwe Rebels Football Club KZN 85 000.00
M36692 25-Jan-22 Sports and recreation Malwane Football Club KZN 85 000.00
M36728 25-Jan-22 Sports and recreation Millwall Football Club KZN 85 000.00
M36731 25-Jan-22 Sports and recreation Nganyana Football Club KZN 85 000.00
M36733 25-Jan-22 Sports and recreation Blackburn Football Club KZN 85 000.00
M36741 25-Jan-22 Sports and recreation Peace Love Football Club KZN 85 000.00
M36782 25-Jan-22 Sports and recreation Tranmere Football Club KZN 85 000.00
M36784 25-Jan-22 Sports and recreation The Owls Football Club KZN 85 000.00
M36787 25-Jan-22 Sports and recreation Stunners Football Club KZN 85 000.00
M36790 25-Jan-22 Sports and recreation Mhlabane Football Club KZN 95 000.00
M36796 25-Jan-22 Sports and recreation Marlin Stars Football Club KZN 85 000.00
M36799 25-Jan-22 Sports and recreation Nhlabane Football Club KZN 85 000.00
M36807 25-Jan-22 Sports and recreation King Slayers Football Club KZN 95 000.00
M36809 25-Jan-22 Sports and recreation Ichibi Football Club KZN 95 000.00
M36818 25-Jan-22 Sports and recreation Movers Junior Football Club KZN 85 000.00
M36827 25-Jan-22 Sports and recreation Fulham Football Club KZN 85 000.00
M36864 25-Jan-22 Sports and recreation Hardmen Football Club KZN 85 000.00
M36870 25-Jan-22 Sports and recreation Blacksmiths Football Club KZN 85 000.00
M36875 25-Jan-22 Sports and recreation Taka Junior Football Club KZN 85 000.00
M36883 25-Jan-22 Sports and recreation Real City Football Club KZN 85 000.00
M36894 25-Jan-22 Sports and recreation Howick City Football Club KZN 85 000.00
M36898 25-Jan-22 Sports and recreation Umqhele Netball Club KZN 85 000.00
M36912 25-Jan-22 Sports and recreation Chibini Dribblers Football Club KZN 85 000.00
M36972 25-Jan-22 Sports and recreation Ngabayena Priamry School KZN 60 000.00
M36987 25-Jan-22 Sports and recreation Sandile Gumede Youth Development KZN 65 000.00
M36990 25-Jan-22 Sports and recreation Vumani Football Club KZN 85 000.00
M36991 25-Jan-22 Sports and recreation Inyathi Boys Football Club KZN 85 000.00
M36994 25-Jan-22 Sports and recreation Ngwanase Red Swallows FC KZN 85 000.00
M37014 25-Jan-22 Sports and recreation Sawaba Football Club KZN 75 000.00
M37016 25-Jan-22 Sports and recreation Bemihla Football Club KZN 85 000.00
M37032 25-Jan-22 Sports and recreation Nordale United Football Club KZN 85 000.00


number
M37467 25-Jan-22 Sports and recreation Zamangothando Secondary School KZN 60 000.00
M37669 25-Jan-22 Sports and recreation Blizardz Football Club KZN 95 000.00
M37677 25-Jan-22 Sports and recreation Skillers Football Club KZN 85 000.00
M37829 25-Jan-22 Sports and recreation Undumo Football Club KZN 85 000.00
M37830 25-Jan-22 Sports and recreation Bernica Primary School KZN 60 000.00
M37834 25-Jan-22 Sports and recreation Khula's Football Club KZN 85 000.00
M37838 25-Jan-22 Sports and recreation Ephusheni Primary School KZN 60 000.00
M37846 25-Jan-22 Sports and recreation Umdoni Football Club KZN 85 000.00
M37847 25-Jan-22 Sports and recreation United Gunners Football Club KZN 85 000.00
M37850 25-Jan-22 Sports and recreation Amakhwatha Junior Secondary School KZN 60 000.00
M37851 25-Jan-22 Sports and recreation H Mantshinga Primary School KZN 60 000.00
M37861 25-Jan-22 Sports and recreation Junior Movers Football Club KZN 85 000.00
M38037 25-Jan-22 Sports and recreation Eleven Man Football Club KZN 95 000.00
M38063 25-Jan-22 Sports and recreation Classic XI Football Club KZN 85 000.00
M38090 25-Jan-22 Sports and recreation Gamalakhe Wrriors Football Club KZN 95 000.00
M35665 26-Jan-22 Charities Thokoza Blue Bank Creche KZN 480 881.00
M38382 26-Jan-22 Sports and recreation Florentina Football Club KZN 95 000.00
M37710 27-Jan-22 Sports and recreation Spookmill Primary School KZN 60 000.00
M37717 27-Jan-22 Sports and recreation Sakhesethu Primary School KZN 60 000.00
M37903 27-Jan-22 Sports and recreation Dalala Primary School KZN 60 000.00
M37905 27-Jan-22 Sports and recreation Hluma Intermediate School KZN 60 000.00
M38000 27-Jan-22 Sports and recreation Endomuka Intermediate school KZN 60 000.00
M38008 27-Jan-22 Sports and recreation Phuzemthonjeni Primary School KZN 60 000.00
M38689 27-Jan-22 Sports and recreation Nini Primary School KZN 60 000.00
M36660 02-Feb-22 Sports and recreation Spezia Football Club KZN 85 000.00
M36998 02-Feb-22 Sports and recreation N5 United Football Club KZN 85 000.00
M37033 02-Feb-22 Sports and recreation Tehillah United KZN 115 000.00
M38654 02-Feb-22 Sports and recreation Focus FC KZN 85 000.00
M38660 02-Feb-22 Sports and recreation Amigos Football Club KZN 85 000.00
M38750 02-Feb-22 Sports and recreation Power United Football Club KZN 75 000.00
M38786 02-Feb-22 Sports and recreation Ethekwini Coastal Development KZN 75 000.00
M38792 02-Feb-22 Sports and recreation Isiphepho Football Club KZN 85 000.00
M38799 02-Feb-22 Sports and recreation Empoli Football Club KZN 95 000.00
M36229 03-Feb-22 Sports and recreation Siphalaza Primary School KZN 60 000.00
M37571 03-Feb-22 Sports and recreation Zagreb Football Club KZN 95 000.00
M38894 03-Feb-22 Sports and recreation Mvelo Youth Empowerment KZN 65 000.00
M39092 03-Feb-22 Sports and recreation Genoa Football Club KZN 75 000.00
M39196 03-Feb-22 Sports and recreation Thuthuka Spiller Football Club KZN 75 000.00
M39219 03-Feb-22 Sports and recreation Mashesha FC KZN 85 000.00
M39223 03-Feb-22 Sports and recreation Kusekhaya Football Aces KZN 75 000.00
M39231 03-Feb-22 Sports and recreation Lorient Football Club KZN 85 000.00
M39325 03-Feb-22 Sports and recreation Pirates Lifesaving NPC KZN 180 000.00
M39343 03-Feb-22 Sports and recreation Future Stars Soccer Academy KZN 75 000.00
M38036 08-Feb-22 Sports and recreation South African Transplant Sports Association KZN 68 000.00
M39289 08-Feb-22 Sports and recreation Mbuyazi Primary School KZN 250 000.00
M39419 08-Feb-22 Sports and recreation Future Stars Football Club 0837610790 KZN 75 000.00
M39458 08-Feb-22 Sports and recreation Scofield United KZN 75 000.00
M39468 08-Feb-22 Sports and recreation Syazakha Football Club KZN 75 000.00
M39473 08-Feb-22 Sports and recreation Royal Rangers Football Club KZN 65 000.00
M39483 08-Feb-22 Sports and recreation Liverpool Football Club 0813226053 KZN 75 000.00
M39519 08-Feb-22 Sports and recreation Bellies Football Club Under 13 KZN 85 000.00
M39520 08-Feb-22 Sports and recreation Summary FC KZN 85 000.00
M39530 08-Feb-22 Sports and recreation Coppers Football Club KZN 65 000.00
M39561 08-Feb-22 Sports and recreation Zululand District Sports Confederation KZN 75 000.00
M39620 08-Feb-22 Sports and recreation Inkanyezi Football Club KZN 75 000.00
M39573 09-Feb-22 Sports and recreation Montclair Verity Football Club KZN 65 000.00
M39604 09-Feb-22 Sports and recreation Red Bulls Football Club KZN 85 000.00
M39616 09-Feb-22 Sports and recreation Mashelembe Football Club KZN 75 000.00
M39661 09-Feb-22 Sports and recreation Shooters FC KZN 75 000.00
M39668 09-Feb-22 Sports and recreation Inazo Youngboys Football Club KZN 75 000.00
M39674 09-Feb-22 Sports and recreation Lindelani United Football Club KZN 85 000.00
M39688 09-Feb-22 Sports and recreation Mahlabeni Football Club KZN 75 000.00
M39694 09-Feb-22 Sports and recreation Junior City FC KZN 85 000.00
M39750 09-Feb-22 Sports and recreation Villarreal Football Club KZN 75 000.00

A B C D E F

number
M39754 09-Feb-22 Sports and recreation Inqawe Football Club KZN 75 000.00
M39766 09-Feb-22 Sports and recreation Ocean Dreamers Football Club KZN 75 000.00
M39780 09-Feb-22 Sports and recreation Deliwe Football Club KZN 75 000.00
M39788 09-Feb-22 Sports and recreation Novela Football Club KZN 75 000.00
M39764 10-Feb-22 Sports and recreation Mahaliya FC KZN 85 000.00
M39797 10-Feb-22 Sports and recreation Usenathi Football Club KZN 75 000.00
M39808 10-Feb-22 Sports and recreation Zamokuhle Netball Club KZN 75 000.00
M39824 10-Feb-22 Sports and recreation Mphephetha Primary School KZN 60 000.00
M39901 10-Feb-22 Sports and recreation Imbokodo Football Club KZN 75 000.00
M39902 10-Feb-22 Sports and recreation Igugu Football Club KZN 75 000.00
M39922 10-Feb-22 Sports and recreation Sinamandla Football Club KZN 75 000.00
M39943 10-Feb-22 Sports and recreation Hlalukhona Football Club KZN 75 000.00
M39957 10-Feb-22 Sports and recreation Tornado FC KZN 85 000.00
M39971 10-Feb-22 Sports and recreation Iqophelo Football Club KZN 75 000.00
M39972 10-Feb-22 Sports and recreation Royal Kickers Football Club KZN 85 000.00
M39978 10-Feb-22 Sports and recreation Vukani United Football Club KZN 85 000.00
M39980 10-Feb-22 Sports and recreation Wizard Football Club KZN 75 000.00
M44950 10-Feb-22 Charities Act Of Grace 23 KZN 1 000 000.00
M44954 10-Feb-22 Charities Eagle Training and Development KZN 1 000 000.00
M34386 14-Feb-22 Sports and recreation Maras United Football Club KZN 129 000.00
M43601 15-Feb-22 Misc Sonqoba Primary School KZN 250 000.00
M40504 23-Feb-22 Sports and recreation KwaZulu-Natal Rugby Union KZN 750 000.00
M43367 23-Feb-22 Sports and recreation Harry Gwala Netball Federation KZN 250 000.00
M43581 23-Feb-22 Sports and recreation Canoeing South Africa KZN 1 000 000.00
M39293 01-Mar-22 Sports and recreation Ntikili Primary School KZN 60 000.00
M39642 01-Mar-22 Sports and recreation Edakeni Football Club KZN 75 000.00
M39733 01-Mar-22 Sports and recreation Langalesizwe Primary School KZN 250 000.00
M39748 01-Mar-22 Sports and recreation Happy Stars Football Club 11258 KZN 75 000.00
M39946 01-Mar-22 Sports and recreation Idikwe Football Club KZN 90 000.00
M39952 01-Mar-22 Sports and recreation Milan Football Club KZN 115 000.00
M40010 01-Mar-22 Sports and recreation Red Sox Football Club KZN 90 000.00
M40021 01-Mar-22 Sports and recreation Ubuvamba FC KZN 85 000.00
M40059 01-Mar-22 Sports and recreation Siyaphambili High School KZN 60 000.00
M40224 01-Mar-22 Sports and recreation Hill 70 Primary School KZN 60 000.00
M40243 01-Mar-22 Sports and recreation Mlalazini Primary School KZN 60 000.00
M31381 28-Apr-21 Arts Salome Mafokwana Foundation LP 306 800.00
M31448 28-Apr-21 Arts Thuthukanathi Arts Group LP 263 000.00
M31449 28-Apr-21 Arts Khulekani Creative Minds LP 223 000.00
M31450 28-Apr-21 Arts Redhill Arts Foundation LP 283 000.00
M31452 28-Apr-21 Arts Rolley Foundation LP 232 500.00
M31453 28-Apr-21 Arts Diphetogo Foundation LP 224 500.00
M31458 04-May-21 Arts Bashanyana Theatre Productions LP 213 000.00
M31577 04-May-21 Charities Nakambe Centre for Child and Family Care LP 366 689.00
M31592 04-May-21 Arts Lisika United Foundation LP 293 000.00
M31663 04-May-21 Charities Holy Life Daycare Centre LP 274 000.00
M31707 04-May-21 Charities Nhlayiso Disable Centre LP 308 970.00
M13194 06-May-21 Charities Ramphagane Creche LP 191 006.00
M31380 06-May-21 Arts Ribbz Foundation LP 296 800.00
M31385 06-May-21 Arts Khalamaranja LP 154 600.00
M31456 06-May-21 Arts Hope Theatre Practioners LP 228 000.00
M31460 06-May-21 Arts Success for Africa – Limpopo LP 303 000.00
M31565 06-May-21 Arts Amoretha Foundation LP 235 000.00
M31567 06-May-21 Arts Loeto Foundation LP 278 000.00
M31569 06-May-21 Arts Risenga Thami Foundation LP 316 500.00
M31572 06-May-21 Arts Gundo Cultural Innovation LP 295 499.00
M31574 06-May-21 Arts Munamba Community LP 352 986.00
M31662 06-May-21 Charities Mvelelo Daycare Centre LP 253 000.00
M31670 06-May-21 Arts Maphuti and Mogau Foundation LP 319 500.00
M31687 06-May-21 Charities Thabang Children's Home LP 1 248 697.00
M31688 06-May-21 Charities Ithuteng Daycare Centre – LP LP 138 500.00
M31774 06-May-21 Charities Humelela Disabled Project LP 106 471.00
M31776 06-May-21 Charities Vukheta Disable Project LP 218 397.00
M31777 06-May-21 Charities Hisekani Creche LP 294 500.00
M31889 06-May-21 Charities Hi Vulavuile Vuhehli Disabled Project LP 187 888.00


number
M31778 11-May-21 Charities Ngalava Disabled Project LP 261 328.00
M31815 11-May-21 Charities Shikhumba Disabled Project LP 188 000.00
M31834 11-May-21 Charities Holani Drop In Centre LP 295 600.00
M31916 11-May-21 Charities Pfunani Magea Early Leaning Centre LP 185 750.00
M31971 12-May-21 Charities Vutlhai Environment and Health Organisation LP 370 922.00
M32293 13-May-21 Charities Leapame Edu Centre LP 459 135.00
M31478 18-May-21 Sports and recreation Ramasode Primary School LP 350 000.00
M31520 18-May-21 Arts Tec Foundation LP 407 000.00
M31523 18-May-21 Sports and recreation Madisei Primary School LP 300 000.00
M31617 18-May-21 Sports and recreation Ramakgotho Primary School LP 300 000.00
M31639 18-May-21 Sports and recreation Sekutupu Primary School LP 300 000.00
M31683 18-May-21 Sports and recreation Setlhako Primary School LP 300 000.00
M32325 18-May-21 Charities Polokwane Victim Support Centre LP 359 737.00
M32359 18-May-21 Arts Dithabaneng Sports, Arts and Culture Organisation LP 450 221.00
M31959 19-May-21 Charities Faneiwa Disable Project LP 280 898.00
M32290 19-May-21 Charities Mboneni Community Creche LP 377 810.00
M32303 19-May-21 Charities Unique Early Leaning Centre LP 364 999.00
M32312 19-May-21 Arts KGM Social Development and Project LP 373 000.00
M32313 19-May-21 Arts Young Age Big Minds LP 318 000.00
M32344 19-May-21 Arts African Blend Arts Productions LP 372 000.00
M32346 19-May-21 Arts Vutshila Cultural School LP 247 300.00
M32361 19-May-21 Arts Tlou Tlou Youth Development LP 432 000.00
M32405 19-May-21 Charities Bonwani Early Leaning Centre LP 398 640.00
M31593 27-May-21 Sports and recreation Ranoto Cameroon Football Club LP 75 000.00
M31616 27-May-21 Charities Takalani Nana Home Care Centre – 8012 LP 411 613.00
M32337 31-May-21 Charities KgateloPrele Creche LP 286 819.00
M32391 31-May-21 Charities Xikukwani Vukona Early Leaning Centre LP 235 800.00
M32426 31-May-21 Charities Siliki Daycare LP 153 000.00
M32226 01-Jun-21 Charities Mavele Drop in Centre LP 315 400.00
M32239 01-Jun-21 Charities Maipana Creche and Pre-school LP 162 000.00
M32247 01-Jun-21 Charities Xisaka Early Leaning Centre LP 289 651.00
M32238 08-Jun-21 Arts Baswa Setshabeng Foundation LP 214 500.00
M32245 08-Jun-21 Arts Cometogether CBO Consortium LP 428 000.00
M32250 08-Jun-21 Arts Hope – Tshepo Arts and Culture Society LP 278 000.00
M32323 08-Jun-21 Arts Ithuteng Development Academy LP 83 000.00
M32375 08-Jun-21 Arts Mpubane Farming LP 232 472.00
M32396 08-Jun-21 Arts All Disabled Artists Organisation of South Africa LP 284 000.00
M32404 08-Jun-21 Arts Dithabe Arts and Culture Youth Development LP 304 000.00
M32407 08-Jun-21 Arts Qadosh LP 246 382.00
M32419 08-Jun-21 Charities OPret Advice Office LP 842 500.00
M32595 08-Jun-21 Arts Tshaulu Pottery Project LP 301 000.00
M33369 08-Jun-21 Charities Lokologang Victim Empowerment Project LP 161 375.00
M33379 08-Jun-21 Charities Legaseane Creche and Pre-school LP 254 749.00
M31951 09-Jun-21 Sports and recreation Vankuna Sports Projects NPC LP 65 000.00
M32357 09-Jun-21 Charities Gaceland Creche LP 288 900.00
M32383 09-Jun-21 Charities Nadi Drop In Centre LP 482 735.00
M32401 09-Jun-21 Charities Makhuva Early Leaning Centre LP 316 099.00
M32447 09-Jun-21 Charities Xiluva Daycare Centre LP 286 675.00
M32507 09-Jun-21 Charities Basani axiladza Early Leaning Centre LP 333 991.00
M32500 14-Jun-21 Charities Mapate HIV/AIDS Awareness and Welfare Project LP 634 448.00
M32641 14-Jun-21 Charities Mutale Victim Empowerment Programme LP 1 183 396.00
M33259 14-Jun-21 Charities Pfunekani Nhlakeni Victim Empowerment Centre LP 988 838.00
M33266 14-Jun-21 Charities Mankau Lesedi Coaching and Mentoring LP 64 700.00
M33274 14-Jun-21 Charities Nkovani New Moon Light Disabled LP 247 000.00
M33279 14-Jun-21 Charities Phedisang mankganyane Drop In Centre LP 1 021 516.00
M33376 14-Jun-21 Charities Hope Drop In Centre LP 299 402.00
M33591 14-Jun-21 Charities Wizz Kids Pre-school LP 347 000.00
M33629 14-Jun-21 Charities Nyeleti Creche LP 282 751.00
M31564 15-Jun-21 Arts Badishane Foundation LP 280 000.00
M31566 15-Jun-21 Arts Iyamo Foundation LP 387 000.00
M31590 15-Jun-21 Arts love Encounter LP 265 800.00
M32492 15-Jun-21 Charities Masungulo Daycare Centre LP 495 544.00
M32351 18-Jun-21 Sports and recreation Mphakati Happy Fighters Women’s Football Club LP 70 000.00
M32431 18-Jun-21 Sports and recreation Education In Our Life Time Foundation LP 80 000.00

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number
M32316 22-Jun-21 Charities Prince Of Peace Victim Empowerment and Motivational Centre LP 132 000.00
M32433 22-Jun-21 Charities The Bright Morning Star Nursery School LP 1 095 000.00
M32466 22-Jun-21 Charities Lebowakgomo Victim Empowerment and Support LP 200 000.00
M32470 22-Jun-21 Charities Equal Daycare Centre LP 438 594.00
M32474 22-Jun-21 Charities Machoeu Early Leaning Centre LP 188 888.00
M32476 22-Jun-21 Charities Ixile Daycare Centre – LP LP 325 004.00
M31643 29-Jun-21 Arts Lotanang Enviro Care LP 291 322.00
M31658 29-Jun-21 Sports and recreation Makurung Primary School LP 280 000.00
M31859 29-Jun-21 Arts Arts and Painting Youth Development – 7798 LP 307 000.00
M31865 29-Jun-21 Sports and recreation Khureng Primary School LP 330 000.00
M31866 29-Jun-21 Sports and recreation Baseloane Primary School LP 280 000.00
M31920 29-Jun-21 Sports and recreation Bylddrift Primary School LP 280 000.00
M31640 30-Jun-21 Arts Sebina Art Foundation LP 252 000.00
M31814 30-Jun-21 Arts 2023 Netball Legacy Art Academy LP 221 500.00
M31867 30-Jun-21 Arts Unarendimulisa Charity Foundation LP 301 195.00
M33412 30-Jun-21 Charities Moshudu Mmoto Pre-school LP 319 400.00
M33434 30-Jun-21 Charities Kapa Extra Lessons and Pre-school LP 475 800.00
M33532 30-Jun-21 Charities Ipopeng Bakone Old Age Project LP 236 767.00
M33634 01-Jul-21 Charities Magona Creche LP 343 000.00
M33585 16-Jul-21 Sports and recreation Love and Peace – LP LP 75 000.00
M32276 21-Jul-21 Sports and recreation Mmaphuthi Secondary School LP 350 000.00
M32281 21-Jul-21 Sports and recreation Mashabashaba Primary School LP 350 000.00
M32296 21-Jul-21 Sports and recreation Phuti Makibelo Primary School LP 350 000.00
M32297 21-Jul-21 Sports and recreation Morebeng Secondary School LP 350 000.00
M32304 21-Jul-21 Sports and recreation Kgadimo Secondary School LP 350 000.00
M32306 21-Jul-21 Sports and recreation Moshodo Primary School LP 350 000.00
M32308 21-Jul-21 Sports and recreation Ngwana Mphahlele Primary School LP 350 000.00
M32310 21-Jul-21 Sports and recreation Doornspruit Primary School LP 350 000.00
M32311 21-Jul-21 Sports and recreation Molotoadi Primary School LP 350 000.00
M32338 21-Jul-21 Sports and recreation Matalane Primary School LP 350 000.00
M32340 21-Jul-21 Sports and recreation Boredi Primary School LP 350 000.00
M32363 21-Jul-21 Sports and recreation Bodutulo Primary School LP 350 000.00
M33377 21-Jul-21 Sports and recreation Tsatane Primary School LP 320 000.00
M32472 22-Jul-21 Charities Maseke Creche LP 500 487.00
M33299 22-Jul-21 Sports and recreation Nyiko and Nyiko Mobbie Foundation LP 65 000.00
M33567 22-Jul-21 Sports and recreation Remmogo Bathong NPC LP 65 000.00
M33574 22-Jul-21 Charities Hlayisani Daycare Centre LP 389 700.00
M33588 22-Jul-21 Sports and recreation Blackpool Football Club 22222 LP 75 000.00
M33605 22-Jul-21 Sports and recreation Ntlhava Sports Foundation LP 42 460.00
M33613 22-Jul-21 Sports and recreation Predators Football Club LP 95 000.00
M33658 22-Jul-21 Sports and recreation Ranoto Callies Footbal Club LP 125 000.00
M34162 22-Jul-21 Sports and recreation Utjane United FC LP 85 000.00
M34544 23-Jul-21 Charities Thogani Community Creche LP 313 000.00
M32354 27-Jul-21 Charities Rekhuditse Creche LP 321 000.00
M32615 27-Jul-21 Charities Hlayisekani Drop in Centre LP 392 500.00
M31708 28-Jul-21 Arts Quintnael LP 153 500.00
M32461 28-Jul-21 Charities Phedisang Tukey Drop in Centre LP 289 890.00
M32498 28-Jul-21 Charities Mogaleadi Creche LP 315 663.00
M32746 28-Jul-21 Charities Hlayisani Disabled Community Project LP 281 000.00
M33237 28-Jul-21 Arts Albinism Society In Limpopo LP 228 000.00
M33617 29-Jul-21 Sports and recreation Polokwane Express Football Club LP 75 000.00
M34460 29-Jul-21 Sports and recreation Lebowakgomo Madrid Academy LP 75 000.00
M34461 29-Jul-21 Sports and recreation Phasweng Mountain Callies Football Club LP 95 000.00
M34520 29-Jul-21 Sports and recreation Shining Stars Football Club LP 75 000.00
M35299 29-Jul-21 Sports and recreation Majozi Youth Community Centre LP 65 000.00
M35342 29-Jul-21 Sports and recreation Mega Athletics Club LP 75 000.00
M35525 29-Jul-21 Sports and recreation Maebana Netball Club LP 115 000.00
M35761 29-Jul-21 Misc Letjatji Presidential School LP 449 500.00
M35764 29-Jul-21 Sports and recreation Limpopo Rural Community Development LP 65 000.00
M35775 29-Jul-21 Sports and recreation New Castle Football Club LP 145 000.00
M32744 03-Aug-21 Charities Nseketelo Early Leaning Centre LP 243 198.00
M33507 03-Aug-21 Charities Xivulani Drop In Centre LP 358 870.00
M32402 04-Aug-21 Charities Rivoningo Early Childhood and Leaning Centre LP 349 700.00
M32489 04-Aug-21 Charities Dzata Victim Empowerment LP 915 053.00


number
M32490 04-Aug-21 Sports and recreation Mudaswali United Brothers FC LP 75 000.00
M33485 04-Aug-21 Sports and recreation Mokoena Football Club LP 85 000.00
M33486 04-Aug-21 Sports and recreation Women Power FC LP 85 000.00
M33487 04-Aug-21 Sports and recreation Read Devils Football Club LP 95 000.00
M33492 04-Aug-21 Sports and recreation Two 4 Joy Football Club LP 95 000.00
M33497 04-Aug-21 Sports and recreation The Angels Football Club LP 85 000.00
M33569 04-Aug-21 Charities Nhluvuko Early Leaning Centre LP 353 279.00
M33577 04-Aug-21 Sports and recreation Hlahla Jumbers Football Club LP 170 000.00
M35527 05-Aug-21 Sports and recreation Mphaaneng Arrows Football Club LP 85 000.00
M35551 05-Aug-21 Sports and recreation Modimolle Stars Football Club LP 75 000.00
M35816 05-Aug-21 Sports and recreation Maupye Real Rovers FC LP 75 000.00
M35996 05-Aug-21 Sports and recreation Mphela Fitness Club LP 65 000.00
M38227 05-Aug-21 Arts House of Mercy LP 5 000 000.00
M33587 10-Aug-21 Charities Lunghile Daycare Centre LP 429 364.00
M32430 12-Aug-21 Charities Ruth's Conversations NPC LP 424 000.00
M33503 12-Aug-21 Sports and recreation Silk Boys Football Club LP 95 000.00
M34754 12-Aug-21 Charities Are Bahlokomeleng Old Age Centre LP 274 530.00
M36049 12-Aug-21 Sports and recreation Rametlwana Diboba FC LP 125 000.00
M34740 25-Aug-21 Sports and recreation Limpopo Karate Academy LP 65 000.00
M35811 25-Aug-21 Sports and recreation Intuthuko Yesizwe Community Organisation LP 65 000.00
M36055 25-Aug-21 Sports and recreation Mohodi United Football Club LP 85 000.00
M36075 25-Aug-21 Sports and recreation Ree United Sports and Recreation LP 65 000.00
M36344 25-Aug-21 Arts South African Nonprofit Association LP 100 000.00
M36359 25-Aug-21 Sports and recreation Phumelela Football Academy – 8290 LP 95 000.00
M36640 25-Aug-21 Sports and recreation Together As One Football Club LP 75 000.00
M36645 25-Aug-21 Sports and recreation WAF4H Limpopo NPC LP 65 000.00
M36646 25-Aug-21 Sports and recreation Bafalo Football Club LP 85 000.00
M36648 25-Aug-21 Sports and recreation Kopano United Football Club LP 85 000.00
M36649 25-Aug-21 Sports and recreation Blood River Thakalang United FC LP 170 000.00
M36098 26-Aug-21 Misc Ntota Combined School LP 300 000.00
M32224 27-Aug-21 Charities Lebogang Creche 051-441 LP 430 233.00
M32256 27-Aug-21 Charities Reatsotella We Care LP 290 179.00
M32342 27-Aug-21 Charities Xiluva Educare Centre LP 479 196.00
M32441 27-Aug-21 Charities Siyabalanda Global Souls Network LP 2 024 594.00
M33344 27-Aug-21 Charities Refiloe Creche LP 443 280.00
M33493 27-Aug-21 Charities Chivirikani Creche LP 500 000.00
M33499 27-Aug-21 Charities Seopa Creche LP 494 980.00
M33500 27-Aug-21 Charities Tharollo Daycare Centre LP 473 700.00
M33537 27-Aug-21 Charities TS Sedibe Foundation – 22251 LP 1 011 165.00
M33610 27-Aug-21 Charities Kopano ke Maatla Creche LP 481 962.00
M34745 27-Aug-21 Charities Bokamoso Ke Bophelo Drop In Centre – 6898 LP 679 400.00
M36002 27-Aug-21 Charities Lefikalaka Projects LP 407 500.00
M31459 31-Aug-21 Sports and recreation Kgatelopele Primary School LP 290 000.00
M35552 31-Aug-21 Arts Creative Eagles Community Initiatives LP 266 000.00
M36208 31-Aug-21 Sports and recreation Moraro Hungry Lions FC LP 130 000.00
M36599 31-Aug-21 Sports and recreation Tlhabanna Development Club LP 85 000.00
M36611 31-Aug-21 Sports and recreation Koedoeskop Swallows Football Club LP 85 000.00
M36630 31-Aug-21 Sports and recreation Mams Sport Academy LP 75 000.00
M37858 31-Aug-21 Sports and recreation Nogpak Shining Star Football Club LP 85 000.00
M33506 01-Sep-21 Charities Phafogang Aged Club LP 166 840.00
M34722 01-Sep-21 Arts PPD Skills Development LP 258 500.00
M28487 09-Sep-21 Sports and recreation Leontwani LP 84 000.00
M33515 14-Sep-21 Charities Life Savers Foundation LP 938 425.00
M33582 14-Sep-21 Charities Kulani Creche LP 413 000.00
M33589 14-Sep-21 Charities Mpudulle Community Creche LP 123 000.00
M33650 14-Sep-21 Charities Shigalo Tsakani Khanyi Creche LP 355 000.00
M33678 14-Sep-21 Charities Hlengani Daycare Centre LP 188 000.00
M34157 14-Sep-21 Charities Ngalavhani Community Creche LP 311 903.00
M34163 14-Sep-21 Charities Wally Manyama Early Childhood Learning Centre LP 239 500.00
M34164 14-Sep-21 Charities Ebenezer Daycare Centre LP 496 755.00
M32237 16-Sep-21 Arts African Placenta Care Centre LP 248 473.00
M32265 16-Sep-21 Sports and recreation MphoKaneng Primary School LP 350 000.00
M32320 16-Sep-21 Arts Artz Continuwa LP 350 000.00
M32331 16-Sep-21 Sports and recreation Konkoti Primary School LP 350 000.00

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number
M32367 16-Sep-21 Arts Telgospace LP 225 000.00
M32370 16-Sep-21 Sports and recreation Shitachi Primary School LP 350 000.00
M32388 16-Sep-21 Sports and recreation Madaheni Combined School LP 350 000.00
M32399 16-Sep-21 Arts Gamashishi Economic Development LP 278 000.00
M32424 16-Sep-21 Arts Dzhumamba Agricultural Foundation LP 328 419.00
M32695 16-Sep-21 Sports and recreation Matlou Memorial Primary School LP 300 000.00
M33289 16-Sep-21 Sports and recreation Ikageleng Primary School LP 350 000.00
M33380 16-Sep-21 Sports and recreation Seraki Secondary School LP 300 000.00
M33512 16-Sep-21 Charities Qhuvekani Daycare Centre LP 248 455.00
M33531 16-Sep-21 Sports and recreation Tidima Secondary School LP 350 000.00
M33575 16-Sep-21 Charities Hakula Creche LP 1 230 000.00
M33581 16-Sep-21 Charities Ntokoto Child Development Centre LP 700 581.00
M33584 16-Sep-21 Sports and recreation Valdezia HP School LP 350 000.00
M33593 16-Sep-21 Sports and recreation Mmasehlong Primary School LP 350 000.00
M33595 16-Sep-21 Sports and recreation Khaiso High School LP 350 000.00
M33598 16-Sep-21 Sports and recreation Nnatile Primary School LP 350 000.00
M33601 16-Sep-21 Sports and recreation Mapakophele Primary School LP 350 000.00
M33648 16-Sep-21 Charities Shingwedzi Creche LP 356 000.00
M33663 16-Sep-21 Charities Konoto Pre-school LP 496 957.00
M33675 16-Sep-21 Charities Kgabo Moloto Creche and Pre-school LP 444 956.00
M33624 21-Sep-21 Charities Wesleyan Daycare Centre LP 197 600.00
M33653 21-Sep-21 Charities Ritlhavile Creche LP 354 800.00
M32591 22-Sep-21 Arts Nambi Dza Musununi Organisation LP 212 000.00
M32594 22-Sep-21 Arts Tshigombela Tsha Thondoni Dancers LP 280 000.00
M32708 22-Sep-21 Arts Agano Youth Development LP 351 500.00
M33592 22-Sep-21 Sports and recreation Tloutiba Primary School LP 250 000.00
M13178 23-Sep-21 Arts Nyafhasi Visual Arts Alliance LP 81 233.00
M32274 23-Sep-21 Sports and recreation Machaba Primary School LP 250 000.00
M32284 23-Sep-21 Sports and recreation Kgobokang Primary School LP 250 000.00
M32289 23-Sep-21 Sports and recreation Dinao Secondary School LP 60 000.00
M32300 23-Sep-21 Sports and recreation John Nrimba Primary School LP 250 000.00
M32301 23-Sep-21 Sports and recreation Tibanefontein Primary School LP 250 000.00
M32333 23-Sep-21 Sports and recreation Boduma Primary School LP 250 000.00
M32336 23-Sep-21 Sports and recreation Boshatolo Primary School LP 250 000.00
M32364 23-Sep-21 Sports and recreation Elim Primary School LP 250 000.00
M32365 23-Sep-21 Sports and recreation Tshimonela Primary School LP 250 000.00
M32366 23-Sep-21 Sports and recreation Tshirenzheni Primary School LP 250 000.00
M32373 23-Sep-21 Sports and recreation Tshisaphungo Primary School LP 250 000.00
M32377 23-Sep-21 Sports and recreation Maphanyi Primary School LP 250 000.00
M32378 23-Sep-21 Sports and recreation Hasani Lawrence SP School LP 250 000.00
M32382 23-Sep-21 Sports and recreation Tshiendeulu Primary School LP 250 000.00
M32385 23-Sep-21 Sports and recreation LTT Murunwa School Of Excellence LP 250 000.00
M32428 23-Sep-21 Sports and recreation Nkhensa L.P. School LP 250 000.00
M32596 23-Sep-21 Sports and recreation Dithebele Secondary School LP 250 000.00
M32601 23-Sep-21 Sports and recreation Tshiilaho Primary School LP 250 000.00
M33227 23-Sep-21 Sports and recreation Komane Primary School LP 250 000.00
M33516 23-Sep-21 Sports and recreation Sizani Combined School LP 60 000.00
M33572 23-Sep-21 Sports and recreation Magomarele Primary School LP 250 000.00
M33597 23-Sep-21 Sports and recreation Madabani Junior Primary School LP 250 000.00
M33954 23-Sep-21 Sports and recreation Pharani Primary School LP 250 000.00
M34020 23-Sep-21 Sports and recreation Manyaka Primary School LP 250 000.00
M34035 23-Sep-21 Charities Mmatsedi Kiddies Daycare Centre LP 132 645.00
M34045 23-Sep-21 Sports and recreation Thabane Primary School LP 250 000.00
M34161 23-Sep-21 Charities Pfumelani Vadyohari Old Age Project LP 397 820.00
M34199 23-Sep-21 Sports and recreation Sango Combined School LP 250 000.00
M34230 23-Sep-21 Sports and recreation Mahatlani Primary School LP 60 000.00
M34245 23-Sep-21 Sports and recreation Mamolele Primary School LP 250 000.00
M34247 23-Sep-21 Sports and recreation Thamagahe Primary School LP 60 000.00
M34298 23-Sep-21 Sports and recreation Mankopodi Primary School LP 250 000.00
M34556 23-Sep-21 Sports and recreation Madifha Primary School LP 60 000.00
M34607 23-Sep-21 Sports and recreation Hakala Primary School LP 250 000.00
M34736 23-Sep-21 Sports and recreation Leolo High School LP 250 000.00
M35760 23-Sep-21 Sports and recreation Phutikwena Primary School LP 150 000.00
M35765 23-Sep-21 Sports and recreation Malokong Primary School LP 150 000.00


number
M35769 23-Sep-21 Sports and recreation Mokgoba Primary School LP 60 000.00
M35778 23-Sep-21 Sports and recreation Kgoka Primary School LP 150 000.00
M32443 04-Oct-21 Arts Naledi12 Yarona Community Projects LP 278 000.00
M35547 04-Oct-21 Arts Universal Greening Organisation LP 425 000.00
M33573 05-Oct-21 Charities Daniel Masungulo Daycare Centre LP 474 775.00
M33616 05-Oct-21 Charities Tanani Matiko Disabled Project LP 351 450.00
M15786 08-Oct-21 Charities Elandskraal Centre For Victim Empowerment LP 100 000.00
M14056 11-Oct-21 Arts Kenny Shibambu Talent Development Institute LP 73 000.00
108860 14-Oct-21 Arts Thusa-Batho Foundation LP 58 000.00
M33383 15-Oct-21 Arts Deja Vu Vivine Arts LP 268 000.00
M35773 15-Oct-21 Arts Kgatelopele Youth Group LP 268 000.00
M33291 19-Oct-21 Arts Moiponi LP 206 000.00
M33321 19-Oct-21 Arts Ba-Phalaborwa Tswelopele Youth Production LP 148 000.00
M33488 19-Oct-21 Arts Ramaez Youth Development LP 188 000.00
M33498 19-Oct-21 Arts Papeto Pearls LP 230 000.00
M33571 19-Oct-21 Charities Bokamoso Christian Creche LP 390 213.00
M33937 19-Oct-21 Charities Loveday Nursery Centre LP 394 249.00
M34244 19-Oct-21 Arts Mmangwana Temong LP 218 000.00
M34529 19-Oct-21 Arts Legend Breeders Arts Academy LP 116 000.00
M33257 20-Oct-21 Arts MSGM Foundation LP 227 000.00
M33262 20-Oct-21 Arts Shumani Foundation LP 208 000.00
M33278 20-Oct-21 Arts Moremabi Project LP 278 000.00
M33509 20-Oct-21 Arts VSM Poultry Farm LP 241 150.00
M33956 20-Oct-21 Charities Khomanani Early Learning Centre LP 350 287.00
M34005 20-Oct-21 Charities Xikukwana Masana Daycare Centre LP 272 015.00
M34012 20-Oct-21 Charities Success Daycare Centre LP 341 827.00
M34015 20-Oct-21 Charities Molokwane Creche LP 411 310.00
M34016 20-Oct-21 Charities Nhletelo Early Childhood Development Centre LP 483 593.00
M39401 20-Oct-21 Charities Kentshitswe Creche LP 349 000.00
M33264 21-Oct-21 Arts Herman T Foundation LP 228 000.00
M33265 21-Oct-21 Arts Hamutsha Community Project LP 100 000.00
M33323 21-Oct-21 Sports and recreation Modibone Primary School LP 250 000.00
M33494 21-Oct-21 Arts Tshweu Cultural Organisation LP 227 000.00
M33519 21-Oct-21 Arts BRKK Skills Development Training LP 122 000.00
M34043 21-Oct-21 Charities Maseke Drop in Centre LP 410 591.00
M34158 21-Oct-21 Arts Xihlovo Foundation Project LP 908 000.00
M34241 21-Oct-21 Sports and recreation Nkhumishe Mmushi Primary School LP 250 000.00
M34597 21-Oct-21 Sports and recreation Mohwibidu Primary School LP 250 000.00
M34718 21-Oct-21 Sports and recreation Madikoloshe Malepe Senior Secondary School LP 60 000.00
M34725 21-Oct-21 Sports and recreation Mohlarutse Secondary School LP 250 000.00
M35164 21-Oct-21 Sports and recreation Petamukanda Primary School LP 250 000.00
M35667 21-Oct-21 Sports and recreation Masekani Primary School LP 250 000.00
M32315 22-Oct-21 Sports and recreation Moetagare Primary School LP 65 000.00
M33602 22-Oct-21 Sports and recreation Swobani Secondary School LP 250 000.00
M34462 22-Oct-21 Sports and recreation Mighty Lion Football Club LP 85 000.00
M33373 26-Oct-21 Arts Neluheni Foundation LP 382 376.00
M33511 26-Oct-21 Arts Mosima Foundation NPC – 16974 LP 328 000.00
M34166 26-Oct-21 Charities Kuranta Daycare Centre LP 455 220.00
M34168 26-Oct-21 Charities Masungulo Daycare Centre – LP LP 414 410.00
M34170 26-Oct-21 Charities Matsinoni Daycare Centre LP 212 119.00
M34184 26-Oct-21 Charities Segopane Creche LP 156 000.00
M34526 26-Oct-21 Charities Thabang Daycare Centre (New) LP 325 395.00
M34527 26-Oct-21 Charities Rinoko Early Learning Centre LP 320 900.00
M34531 26-Oct-21 Charities Dzunani Early Learning Centre LP 393 550.00
M34533 26-Oct-21 Charities Seageng Creche LP 89 495.00
M34535 26-Oct-21 Charities Sebera Daycare Centre LP 297 595.00
M34536 26-Oct-21 Charities Phafoga Early Learning Centre LP 315 896.00
M34538 26-Oct-21 Charities Tshiombo Community Daycare Centre LP 334 007.00
M34539 26-Oct-21 Charities Mafukani Community Creche LP 289 000.00
M34542 26-Oct-21 Charities Mmapula LP 334 527.00
M34543 26-Oct-21 Charities Tshuxekani Makhushane Drop In Centre LP 295 191.00
M34549 26-Oct-21 Charities Rothodzani Community Creche LP 371 000.00
M35763 26-Oct-21 Charities Tshikunda Community Creche LP 202 000.00
M34185 27-Oct-21 Charities Kamogelo Daycare Centre LP 470 635.00

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number
M34186 27-Oct-21 Charities Little Teddy Daycare LP 332 746.00
M34214 27-Oct-21 Charities Sheshe Community Creche LP 279 000.00
M34293 27-Oct-21 Sports and recreation Maserala Primary School LP 250 000.00
M34551 27-Oct-21 Charities Mushiyani Drop in Centre LP 356 095.00
M35178 27-Oct-21 Sports and recreation Sekakate Primary School LP 250 000.00
M35556 27-Oct-21 Sports and recreation Mphephu High School LP 250 000.00
M35620 27-Oct-21 Sports and recreation Bogaleng Primary School LP 65 000.00
M35662 27-Oct-21 Sports and recreation Mokgabudi Primary School LP 250 000.00
M35663 27-Oct-21 Sports and recreation Jonathan Thufulufhelwi Secondary School LP 250 000.00
M35664 27-Oct-21 Sports and recreation Masungi Primary School LP 250 000.00
M35670 27-Oct-21 Sports and recreation Bonwankwe Primary School LP 250 000.00
M35677 27-Oct-21 Sports and recreation Mvudi Primary School LP 250 000.00
M35678 27-Oct-21 Sports and recreation Mamathiledzha Primary School LP 250 000.00
M35681 27-Oct-21 Sports and recreation Mafise Primary School LP 250 000.00
M35734 27-Oct-21 Sports and recreation Moleke Primary School LP 250 000.00
M35736 27-Oct-21 Sports and recreation Sefataladi Primary School LP 250 000.00
M36268 27-Oct-21 Sports and recreation Mautswi Primary School LP 250 000.00
M34207 28-Oct-21 Charities Tshandzhe Community Creche LP 286 500.00
M34223 28-Oct-21 Charities Xihlovo Xa Vutlhari Daycare Centre LP 278 122.00
M34530 28-Oct-21 Charities Fahlogang Creche LP 113 000.00
M34323 29-Oct-21 Arts Kearena Foundation NPC LP 190 500.00
M34328 29-Oct-21 Arts Tshianeo Development NPC LP 253 000.00
M35770 29-Oct-21 Charities Motlakaro Creche LP 222 093.00
M35774 29-Oct-21 Charities Repjana Creche LP 254 992.00
M34222 02-Nov-21 Charities Golden Future Creche and Pre-school LP 499 982.00
M34238 02-Nov-21 Charities Pogoti Daycare LP 174 800.00
M34239 02-Nov-21 Charities Mbahe Drop in Centre LP 455 000.00
M34240 02-Nov-21 Charities Alpha and Omega Creche LP 201 200.00
M34243 02-Nov-21 Charities Precious Daycare LP 374 600.00
M34281 02-Nov-21 Charities Masemadi Creche and Pre-school LP 240 105.00
M35759 02-Nov-21 Charities Ithuteng Pre-school LP 162 921.00
M35766 02-Nov-21 Charities Londanani Care Centre LP 522 000.00
M35771 02-Nov-21 Charities Matsindise Child Care LP 252 235.00
M34209 03-Nov-21 Charities Mmamphokhu Pre-school and Creche LP 318 143.00
M34276 03-Nov-21 Charities Mayephu Gingirikani Creche LP 427 328.00
M34335 03-Nov-21 Charities Toora Creche LP 219 594.00
M35679 03-Nov-21 Sports and recreation Vhutuwangadzebu Primary School LP 60 000.00
M35684 03-Nov-21 Sports and recreation Mutititi Primary School LP 250 000.00
M36554 03-Nov-21 Sports and recreation Malagase Primary School LP 250 000.00
M39528 03-Nov-21 Charities Ikageng Creche – LP LP 128 000.00
M34234 04-Nov-21 Charities Kapeng Daycare and Pre-school LP 466 425.00
M34272 04-Nov-21 Charities Masediba Creche and Pre-school LP 309 182.00
M36549 04-Nov-21 Sports and recreation Madiadie High School LP 250 000.00
M36556 04-Nov-21 Sports and recreation Seroletshidi Secondary School LP 250 000.00
M36647 04-Nov-21 Sports and recreation Machoane Roman City Football Club LP 115 000.00
M34317 09-Nov-21 Charities Nchakga Creche LP 168 560.00
M36614 10-Nov-21 Sports and recreation Batau United Football Club LP 115 000.00
M35668 11-Nov-21 Charities Moyakgayakga Pre-school LP 222 450.00
M34262 16-Nov-21 Arts Tshinakie Fabric Designs LP 334 800.00
M34379 16-Nov-21 Charities Madonsi Creche LP 353 500.00
M34432 16-Nov-21 Arts The Arts Of Limpopo LP 216 000.00
M34473 16-Nov-21 Arts United Youth Organisation LP 207 900.00
M34480 16-Nov-21 Arts Azwihangwisi Crops and Animal Farm LP 120 000.00
M34620 16-Nov-21 Arts Mponegele Ke Itirele Community Project LP 272 200.00
M34655 16-Nov-21 Arts Harmonial Youth and Children Services LP 268 000.00
M34724 16-Nov-21 Arts The Best Art Centre LP 230 000.00
M34732 16-Nov-21 Arts Youth Heartwork NPC LP 263 000.00
M34422 17-Nov-21 Charities SAVf Thabazimbi LP 1 467 229.00
M34553 17-Nov-21 Charities Bahlalerwa Daycare LP 148 000.00
M34555 17-Nov-21 Charities Mohloding Creche LP 401 926.00
M35104 17-Nov-21 Arts Arbertos Foundation LP 187 500.00
M35110 17-Nov-21 Arts Mvelaphanda Community Development LP 120 000.00
M35131 17-Nov-21 Arts Thathego Foundation LP 153 000.00
M35155 17-Nov-21 Arts Tsakani Community Project LP 217 000.00


number
M35183 17-Nov-21 Arts Manaleng Sewing Centre LP 328 000.00
M35191 17-Nov-21 Arts Dikgomo Chicken Farm LP 255 960.00
M35312 17-Nov-21 Arts Baekemi Garden Project LP 153 000.00
M35666 17-Nov-21 Sports and recreation Mashau Primary School LP 250 000.00
M36608 17-Nov-21 Sports and recreation Phasha Stone Breakers LP 190 000.00
M36612 17-Nov-21 Sports and recreation Maseseleng Mighty Green Football Club LP 85 000.00
M36613 17-Nov-21 Sports and recreation Mandebele Happy Fighters Football Club LP 180 000.00
M36616 17-Nov-21 Sports and recreation Mankweng City Football Academy LP 95 000.00
M34489 18-Nov-21 Charities Rhandzanani Drop in Centre LP 928 678.00
M34510 18-Nov-21 Charities Mamphoko Creche2 LP 252 500.00
M34512 18-Nov-21 Charities Makhuva Victim Empowerment LP 246 000.00
M34517 18-Nov-21 Charities Khakhala Masungulo Educare Centre LP 405 125.00
M34541 18-Nov-21 Charities Jack Rampedi Creche LP 372 850.00
M34557 18-Nov-21 Charities Mapatle Daycare Centre LP 230 250.00
M35546 18-Nov-21 Arts Nandoni Rural Development Foundation LP 200 000.00
M35557 18-Nov-21 Arts Orzonamix NPC LP 150 000.00
M35601 18-Nov-21 Arts Xikatsa LP 150 000.00
M35643 18-Nov-21 Arts Swandla Development Projects LP 150 000.00
M35676 18-Nov-21 Arts Afrika Sports and Charity Foundation LP 150 000.00
M35735 18-Nov-21 Arts Evergreen Arts Centre LP 351 110.00
M14266 22-Nov-21 Charities Khanimamba Disability Centre LP 100 000.00
M34496 23-Nov-21 Charities Basani Disabled Project LP 361 667.00
M34554 23-Nov-21 Charities Mmakwenadi Creche LP 408 388.00
M34645 23-Nov-21 Charities Itumeleng Creche and Pre-school LP 330 842.00
M34649 23-Nov-21 Charities Thakadu Daycare Centre LP 380 391.00
M34663 23-Nov-21 Charities Leruleng Merithing ya Mphaphu LP 335 000.00
M36271 23-Nov-21 Sports and recreation Manotwane Primary School LP 250 000.00
M36604 23-Nov-21 Sports and recreation Makgato Academy Football Club LP 85 000.00
M36617 23-Nov-21 Sports and recreation Real Forest Ladies Club LP 105 000.00
M34482 25-Nov-21 Charities Lufuno Care Centre LP 303 902.00
M36001 25-Nov-21 Arts Alstacia LP 183 000.00
M36023 25-Nov-21 Arts God's Grace Day Old Chicks NPC LP 263 000.00
M34734 30-Nov-21 Charities Makgato Creche LP 231 642.00
M34743 30-Nov-21 Charities Rixile Greenfarm Creche LP 343 000.00
M34747 30-Nov-21 Charities Dumela Creche LP 339 000.00
M34749 30-Nov-21 Charities Nkhensani Daycare Centre LP 363 800.00
M34755 30-Nov-21 Charities Sefene Creche LP 238 000.00
M36601 30-Nov-21 Sports and recreation Ledwaba Rovers FC LP 85 000.00
M36606 30-Nov-21 Sports and recreation Copper Stars FC LP 105 000.00
M36633 30-Nov-21 Sports and recreation Lutandale Primary School LP 250 000.00
M34270 01-Dec-21 Sports and recreation Sehloi Primary School LP 60 000.00
M34343 01-Dec-21 Charities Mphapantshi Early Learning Centre LP 317 657.00
M34366 01-Dec-21 Sports and recreation Ntepane Primary School LP 250 000.00
M36257 01-Dec-21 Arts Rutha Foundation LP 213 000.00
M36314 01-Dec-21 Arts Olebogeng Foundation LP 131 500.00
M36339 01-Dec-21 Arts Limpopo Federation of Community Art Centres LP 150 000.00
M36352 01-Dec-21 Arts Rubisat NPC LP 120 000.00
M36448 01-Dec-21 Arts Mhlangawethu LP 120 000.00
M36508 01-Dec-21 Sports and recreation Mohunoto Football Club LP 90 000.00
M36509 01-Dec-21 Sports and recreation Khangata Youth Empowerment LP 95 000.00
M36510 01-Dec-21 Sports and recreation Juluka Youth Empowerment LP 65 000.00
M36561 01-Dec-21 Arts Mahlasedi Arts Development Foundation LP 393 000.00
M36566 01-Dec-21 Arts Lekakeno Molau Foundation LP 120 000.00
M36583 01-Dec-21 Arts Thokozile Farming and Agriculture LP 120 000.00
M36602 01-Dec-21 Sports and recreation Manchester United FC-LP LP 115 000.00
M36607 01-Dec-21 Sports and recreation Ssekhokho Cosmos FC LP 85 000.00
M36610 01-Dec-21 Sports and recreation Mapaledi Cameroon Football Club LP 95 000.00
M37153 01-Dec-21 Arts Aspire for Greatness Foundation LP 294 000.00
M37170 01-Dec-21 Arts Vhatumbuki Vha Divhazwakale Cultural Group LP 397 000.00
M34305 02-Dec-21 Charities Kheyi Drop In Centre LP 342 600.00
M35633 02-Dec-21 Charities Mphakati Creche LP 317 000.00
M35119 07-Dec-21 Charities Raliphaswa Faranani Community Project LP 497 000.00
M35136 07-Dec-21 Charities Ke-Nako-Inkari Khayalami Disabled Project LP 440 276.00
M35166 08-Dec-21 Charities Stepping Stone ECD Centre LP 488 840.00

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number
M35188 08-Dec-21 Charities Ntlaletse Creche LP 422 000.00
M37921 08-Dec-21 Arts Zwivhuya 1026 Foundation NPC LP 255 000.00
M38218 08-Dec-21 Arts Ma Africa Ahihlayisaneni LP 120 000.00
M35171 14-Dec-21 Charities Makgokgwana Drop In Centre LP 609 043.00
M35172 14-Dec-21 Charities Mankgoadi Daycare LP 334 320.00
M38191 14-Dec-21 Arts Amogelang Support Group LP 120 000.00
M38313 14-Dec-21 Arts Mabale Garden Project LP 120 000.00
M38332 14-Dec-21 Arts Dzivha La Afrika Cultural Group LP 120 000.00
M34354 15-Dec-21 Sports and recreation Mathapisa Football Club LP 75 000.00
M35167 15-Dec-21 Charities Malamulele Creche LP 355 591.00
M35174 15-Dec-21 Charities Tsia-Mutsha Homebased Care and Drop In Centre LP 292 285.00
M35186 15-Dec-21 Charities Rotterdam Daycare Centre LP 280 000.00
M35187 15-Dec-21 Charities Tshiendeulu Community Creche LP 409 000.00
M35189 15-Dec-21 Charities Lesibe Creche LP 223 000.00
M35190 15-Dec-21 Charities Hlaneki Drop In Centre LP 496 175.00
M35192 15-Dec-21 Charities Modiokwane Care Centre LP 311 634.00
M35661 15-Dec-21 Sports and recreation Maatserepe Primary School LP 65 000.00
M37960 15-Dec-21 Sports and recreation Kgohloane Black Brothers FC LP 65 000.00
M38061 15-Dec-21 Sports and recreation Tivanani LP 60 000.00
M38252 15-Dec-21 Sports and recreation Mokgokong Happy Fighters Football Club LP 95 000.00
M38263 15-Dec-21 Sports and recreation Mampuru Thulare Primary School LP 250 000.00
M35173 12-Jan-22 Charities Jimmy Jones Community Creche LP 154 629.00
M35260 12-Jan-22 Charities Mpudulle Old Age Project LP 440 643.00
M35338 12-Jan-22 Charities Lesang Bana Creche LP 272 250.00
M35250 14-Jan-22 Charities Londanani Home Based Care-Drop in Centre LP 637 726.00
M35293 14-Jan-22 Charities Tswelepele Daycare Centre LP 508 400.00
M35329 14-Jan-22 Charities Malekutu Children’s Home LP 339 500.00
M35340 14-Jan-22 Charities Lethabong Lebepe Daycare LP 491 337.00
M35418 19-Jan-22 Charities Bochabelo Drop In Centre – 11875 LP 482 300.00
M35423 19-Jan-22 Charities Lephalale VEP LP 288 000.00
M35428 19-Jan-22 Charities Charlie Early Learning Centre LP 428 665.00
M35427 20-Jan-22 Charities Sekholofedi Disability Centre LP 133 000.00
M35541 20-Jan-22 Charities Nyavani Home Based Care LP 460 600.00
M35840 20-Jan-22 Charities Sibonile Daycare Centre LP 340 000.00
M35529 25-Jan-22 Charities Maadishego Pre-school LP 280 850.00
M35530 25-Jan-22 Charities Itshepeng Creche LP 220 440.00
M35539 25-Jan-22 Charities Maamorare Daycare Centre LP 137 650.00
M35540 25-Jan-22 Charities Limpopo Mental Health Society LP 1 002 375.00
M35543 25-Jan-22 Charities Serokolwana Child Care Project LP 413 896.00
M35545 25-Jan-22 Charities Nkomo Drop In Centre LP 409 500.00
M35550 25-Jan-22 Charities Tshibulebule Community Creche LP 500 000.00
M35553 25-Jan-22 Charities Livhuwani Mashudu Pre-school LP 364 075.00
M35660 25-Jan-22 Charities Thekgo Old Age Care Centre – 11207 LP 291 176.00
M35993 25-Jan-22 Charities Lethabong Protective Workshop LP 391 327.00
M35998 25-Jan-22 Charities Mahlale Drop In Centre – 10311 LP 594 985.00
M36552 25-Jan-22 Sports and recreation Seoke Primary School LP 250 000.00
M37908 25-Jan-22 Sports and recreation Tomorrow Stars FC 8745 LP 75 000.00
M34750 26-Jan-22 Charities Mahonisi Creche LP 364 000.00
M35639 26-Jan-22 Charities Mara Victim Empowerment Programme LP 398 550.00
M35642 26-Jan-22 Charities Thuto Ke Bophelo Daycare and Pre-school LP 230 816.00
M35992 26-Jan-22 Charities Mmatlawa Daycare Centre LP LP 460 713.00
M38372 26-Jan-22 Sports and recreation Xidziva Sport Project LP 65 000.00
M37923 27-Jan-22 Sports and recreation SA Sport Association for the Intellectually Impaired LP 1 150 000.00
M38325 27-Jan-22 Sports and recreation Machele Primary School LP 60 000.00
M38755 27-Jan-22 Sports and recreation Mookotsi Primary School LP 60 000.00
M38757 27-Jan-22 Sports and recreation Mokobola Primary School LP 250 000.00
M38814 27-Jan-22 Sports and recreation Pembunuka Primary School LP 60 000.00
M35555 02-Feb-22 Sports and recreation Nndweleni Secondary School LP 250 000.00
M36600 02-Feb-22 Sports and recreation Manong Football Club LP 75 000.00
M38619 02-Feb-22 Sports and recreation Shawela Boxing Club LP 105 000.00
M38872 02-Feb-22 Sports and recreation Mabiloane Tunisia Football Club LP 115 000.00
M38879 02-Feb-22 Sports and recreation Manamela Scomboys Football Club – 7882b LP 85 000.00
M38889 02-Feb-22 Sports and recreation Mmetla Shapo La Tlala Foundation LP 65 000.00
M38998 02-Feb-22 Sports and recreation Tunnel End Foundation LP 65 000.00


number
M38999 02-Feb-22 Sports and recreation Dream Alive Centre LP 65 000.00
M39000 02-Feb-22 Sports and recreation Ambassadors United FC LP 75 000.00
M38339 03-Feb-22 Sports and recreation Kingborn Football Club LP 75 000.00
M38762 03-Feb-22 Sports and recreation Rampuru Primary School LP 60 000.00
M38767 03-Feb-22 Sports and recreation Motlailane Secondary school LP 60 000.00
M38965 03-Feb-22 Sports and recreation Itirele Primary School LP 250 000.00
M39450 03-Feb-22 Sports and recreation Mogolo Secondary School LP 250 000.00
M39475 03-Feb-22 Sports and recreation AM Shepherds FC LP 75 000.00
M39481 03-Feb-22 Sports and recreation The View LP 65 000.00
M37878 08-Feb-22 Sports and recreation Red Arrows FC LP 75 000.00
M38260 08-Feb-22 Sports and recreation Kulani Primary School LP 60 000.00
M39498 08-Feb-22 Sports and recreation Mighty Queens Netball Club LP 65 000.00
M39629 08-Feb-22 Sports and recreation Limpopo Winter Games LP 65 000.00
M39918 08-Feb-22 Sports and recreation Kick Start Dynamic LP 65 000.00
M39631 09-Feb-22 Sports and recreation Bodutlolo Sports Arts Recreation and Cultural Academy LP 65 000.00
M39649 09-Feb-22 Sports and recreation Rangers Football Club – 072 LP 85 000.00
M39835 09-Feb-22 Sports and recreation Matshumu Primary School LP 250 000.00
M39838 09-Feb-22 Sports and recreation Bokwidi Primary School LP 250 000.00
M39828 10-Feb-22 Sports and recreation Kolobe Ramasabana Secondary School LP 60 000.00
M39915 10-Feb-22 Sports and recreation Thandi United Women Football LP 75 000.00
M39916 10-Feb-22 Sports and recreation Rising Stars Football Club – LP LP 75 000.00
M39920 10-Feb-22 Sports and recreation Mogaleadi Foundation LP 65 000.00
M39923 10-Feb-22 Sports and recreation Eagles Of Seshego FC LP 75 000.00
M39924 10-Feb-22 Sports and recreation United Stormers Football Club LP 75 000.00
M40053 15-Feb-22 Misc Phutlotau Secondary School LP 2 500 000.00
M39840 01-Mar-22 Sports and recreation Paxana Primary School LP 250 000.00
M39848 01-Mar-22 Sports and recreation Nkuri Primary School LP 60 000.00
M39919 01-Mar-22 Sports and recreation Sathoma NPC LP 65 000.00
M40112 01-Mar-22 Sports and recreation Tshivhade Primary School LP 60 000.00
M40136 01-Mar-22 Sports and recreation Tshithuthuni Primary School LP 60 000.00
M40155 01-Mar-22 Sports and recreation Masea Primary School LP 250 000.00
M40157 01-Mar-22 Sports and recreation Mapakoni Primary School LP 60 000.00
M40159 01-Mar-22 Sports and recreation Domboni Primary School LP 60 000.00
M40187 01-Mar-22 Sports and recreation Tshiunganni Primary School LP 60 000.00
M40326 01-Mar-22 Sports and recreation Phalakgoro-Mothoa High School LP 250 000.00
M40566 01-Mar-22 Sports and recreation Magakantshe Primary School LP 60 000.00
M36550 07-Mar-22 Sports and recreation Diketepe Primary School LP 250 000.00
M37171 07-Mar-22 Sports and recreation Tshifande Primary School LP 250 000.00
M36635 16-Mar-22 Sports and recreation Nkelethu Basketball Club LP 159 180.00
M31583 11-May-21 Arts Bambisanani Community Project MP 301 000.00
M31545 12-May-21 Charities Swaxonga Daycare Centre MP 263 600.00
M31594 12-May-21 Charities Trinity Daycare Centre 181-053 MP 330 000.00
M31655 12-May-21 Charities Leano Drop In Centre MP 227 000.00
M31703 12-May-21 Charities Nhletelo Pre-school MP 385 700.00
M31729 12-May-21 Charities Ipfumelo Creche MP 496 700.00
M31962 12-May-21 Charities SAVF Bethal Maatskaplik MP 739 507.00
M32512 13-May-21 Sports and recreation Lady Wisdom – NAB MP 6 000 000.00
M31532 27-May-21 Charities Ma-Candies Creche MP 183 925.00
M31598 27-May-21 Sports and recreation Kwagga United Football Club MP 75 000.00
M31719 27-May-21 Charities Mpumalanga Association Of Persons With Disabilities MP 2 000 657.00
M31548 31-May-21 Charities Pfuna Ixaka Daycare MP 398 150.00
M31762 31-May-21 Charities Nkwezi Pre-school and Daycare MP 466 450.00
M31738 01-Jun-21 Arts Gethlulana Community Projects MP 450 900.00
M31751 01-Jun-21 Arts One Way Forward Movement MP 119 700.00
M31996 01-Jun-21 Arts Elukwatini Arts and Culture Promotion Centre MP 218 000.00
M32033 01-Jun-21 Arts The Forgotten Angle Theatre Collaboration MP 1 188 105.00
M32041 01-Jun-21 Arts World Savelife Organisation MP 428 450.00
M32106 01-Jun-21 Arts Bokamoso Outreach Youth Academy MP 198 000.00
M32173 01-Jun-21 Arts Drumstone Arts NPC MP 213 000.00
M32271 01-Jun-21 Arts Tekwane South Youth Association MP 215 500.00
M32287 01-Jun-21 Charities Vaxumi Community Daycare MP 475 000.00
M31740 02-Jun-21 Arts Hlanganani Community Projects MP 374 151.00
M31741 02-Jun-21 Sports and recreation Rooiboklaagte Real Rangers FC MP 75 000.00
M31745 02-Jun-21 Sports and recreation Happy Dam FC MP 75 000.00

A B C D E F

number
M31898 02-Jun-21 Charities Mpumelelo Pre-school MP 545 600.00
M31925 02-Jun-21 Charities Mpilo Drop In Centre MP 386 414.00
M32100 02-Jun-21 Arts Little Gem Kids Development Centre MP 168 000.00
M32127 02-Jun-21 Arts Combination Community Services MP 305 500.00
M17029 07-Jun-21 Charities Hlayisani Centre of Hope MP 12 721 272.42
M31995 09-Jun-21 Sports and recreation Khuzulwandle Sports Promotion Centre MP 65 000.00
M32534 09-Jun-21 Arts Thembelihle Dramatic Arts MP 397 000.00
M32568 09-Jun-21 Arts Sokhula Foundation MP 340 000.00
M32095 10-Jun-21 Arts Flowering Hope Arts MP 247 525.00
M32279 10-Jun-21 Sports and recreation Usku Lowveld Youth Development MP 65 000.00
M32646 14-Jun-21 Charities Sizanani Home Base Care MP 372 737.00
M32665 14-Jun-21 Charities Madule Pre-school MP 577 000.00
M32667 14-Jun-21 Charities Lebogang Pre-school MP 381 000.00
M32496 15-Jun-21 Charities Funda Nathi Daycare MP 559 736.00
M33144 18-Jun-21 Sports and recreation Edinburg Football Club MP 70 000.00
M32682 22-Jun-21 Charities Ntshuxekani Pre-school MP 975 000.00
M32848 22-Jun-21 Charities Amekelani Pre-school MP 541 000.00
M33000 22-Jun-21 Charities Bonani Creche MP 243 300.00
M33005 22-Jun-21 Charities Vonani Creche/Pre-school MP 652 418.00
M37621 24-Jun-21 Charities Xitenga Creche MP 58 000.00
M31706 29-Jun-21 Arts Vataswitiva Project NPC MP 353 000.00
M32360 29-Jun-21 Charities Childline Mpumalanga MP 1 307 552.00
M32484 29-Jun-21 Sports and recreation Magabotse Secondary School MP 380 000.00
M32511 29-Jun-21 Sports and recreation Hlamalani Primary School MP 380 000.00
M32525 29-Jun-21 Misc Mahlale Secondary School MP 388 000.00
M32537 29-Jun-21 Sports and recreation Marifaan Primary School MP 370 000.00
M32901 29-Jun-21 Sports and recreation Majembeni Primary School MP 380 000.00
M32998 29-Jun-21 Charities Ebenezer Daycare Centre MP 305 859.00
M33108 29-Jun-21 Charities Phakamani Kusile Day MP 525 600.00
M33149 29-Jun-21 Charities Senias English Medium Pre-school MP 457 015.00
M33177 29-Jun-21 Charities Maqopana Creche MP 367 385.00
M33179 29-Jun-21 Charities Early Bid Child Daycare Centre MP 454 892.00
M33188 29-Jun-21 Charities Bode Hospice Association MP 1 364 170.00
M33197 29-Jun-21 Sports and recreation Ezrom Primary School MP 380 000.00
M33206 29-Jun-21 Charities New Perspective Clinic for Alcohol and Drug Abuse MP 525 821.00
M33232 29-Jun-21 Charities Kamohau Early Childhood Development MP 771 490.00
M33242 29-Jun-21 Charities Hluzingxondo Community Educare MP 848 800.00
M33263 29-Jun-21 Sports and recreation Refitlhile Primary School MP 380 000.00
M33338 29-Jun-21 Sports and recreation Mkhwenyantaba High School MP 380 000.00
M31846 06-Jul-21 Charities Sizabantu Home Based Care MP 202 600.00
M33070 07-Jul-21 Charities Vuwiselo Victim Empowerment Programme MP 1 235 345.00
M33272 07-Jul-21 Charities Nomalizo Daycare MP 360 600.00
M33293 07-Jul-21 Charities Empilweni Home Based Care MP 835 733.00
M33464 07-Jul-21 Charities Dyondzekani Creche MP 279 385.00
M33542 07-Jul-21 Charities Golangbana Daycare Centre MP 451 350.00
M33660 07-Jul-21 Charities [Mey Prebble Steam] Pre-school MP 801 047.00
106180 09-Jul-21 Charities Matiene Community Community Centre MP 9 810 456.66
M34908 09-Jul-21 Arts Big Fish Arts MP 15 000 000.00
M33543 14-Jul-21 Charities Thlaihani Creche MP 758 000.00
M33599 14-Jul-21 Charities Lifeline Nelspruit MP 994 200.00
M33756 14-Jul-21 Charities Bethel Creche and Pre-school MP 305 000.00
M33766 14-Jul-21 Charities Umalusi Omuhle Drop In Centre MP 760 289.00
M33773 14-Jul-21 Charities Kumani Pre-school MP 673 604.00
M33806 14-Jul-21 Charities Elliot Nxumalo Creche MP 611 235.00
M33741 20-Jul-21 Sports and recreation Mzilikazi Sports Foundation MP 65 000.00
M33355 22-Jul-21 Sports and recreation Zimiseleni Intermediate Primary MP 350 000.00
M33469 22-Jul-21 Sports and recreation Sokisi High School MP 320 000.00
M33654 22-Jul-21 Sports and recreation M.O Mashego MP 60 000.00
M33676 22-Jul-21 Sports and recreation Marabela All Stars FC MP 75 000.00
M33811 22-Jul-21 Sports and recreation Maakere High School MP 350 000.00
M33812 22-Jul-21 Charities Vulindlela Aged Group MP 352 322.00
M33873 22-Jul-21 Charities Kwenyane Daycare Centre MP 745 743.00
M33979 22-Jul-21 Sports and recreation Hokisa Primary School MP 320 000.00
M34064 22-Jul-21 Sports and recreation Makata Secondary School MP 350 000.00


number
M34119 22-Jul-21 Sports and recreation Mvuyazi Primary School MP 350 000.00
M34374 29-Jul-21 Sports and recreation Mlambo Royal Club Football Club MP 75 000.00
M31731 04-Aug-21 Sports and recreation Xinyeketi Primary School MP 350 000.00
M33020 04-Aug-21 Arts Simunye Farmers Association Project MP 239 483.00
M33341 04-Aug-21 Sports and recreation Lehlogonolo Primary School MP 60 000.00
M33392 04-Aug-21 Charities God Never Fails Creche MP 590 090.00
M33632 04-Aug-21 Sports and recreation Nyamazane High School MP 350 000.00
M34011 04-Aug-21 Sports and recreation Mahubahuba Primary School MP 350 000.00
M34418 04-Aug-21 Sports and recreation Keledi Secondary School MP 350 000.00
M34487 04-Aug-21 Sports and recreation Hlalakahle Primary School MP 60 000.00
M33353 12-Aug-21 Arts Thuthukani Developments MP 155 500.00
M33684 12-Aug-21 Arts Foslina Buseni Project MP 359 701.00
M33694 12-Aug-21 Arts Lifa Lethu Foundation NPC MP 268 000.00
M33764 12-Aug-21 Arts Reflexion of Christ Youth Hub MP 153 000.00
M34224 12-Aug-21 Arts South African National Arts Council MP 570 000.00
M34235 12-Aug-21 Arts Thomaminehle Arts Projects MP 210 000.00
M34296 12-Aug-21 Arts Lean On Dance Theatre MP 553 000.00
M34345 12-Aug-21 Charities Pfumelani Daycare Centre MP 367 000.00
M34568 12-Aug-21 Arts Forever Green Recycling MP 410 550.00
M34576 12-Aug-21 Arts Vhashavhi Chariry Foundation MP 280 000.00
M35490 12-Aug-21 Arts Mganduzweni Home Base Social Empowering Club MP 223 000.00
M33819 18-Aug-21 Sports and recreation Greenvalley Primary School MP 350 000.00
M34854 18-Aug-21 Sports and recreation Masingita Secondary School MP 350 000.00
M34856 18-Aug-21 Sports and recreation NP Mathabela Secondary School MP 320 000.00
M34857 18-Aug-21 Sports and recreation Shobiyana Secondary School MP 350 000.00
M34858 18-Aug-21 Sports and recreation Chueu Primary School MP 350 000.00
M34859 18-Aug-21 Sports and recreation Freddy Sithole High School MP 350 000.00
M35568 18-Aug-21 Sports and recreation Lebadishang Primary School MP 350 000.00
M35570 18-Aug-21 Sports and recreation Mokgomana Primary School MP 350 000.00
M35571 18-Aug-21 Sports and recreation Timbavati Combined Primary School MP 350 000.00
M35844 18-Aug-21 Sports and recreation Magiwana Secondary School MP 320 000.00
M32081 24-Aug-21 Arts Qhubulwazi Theater Foundation MP 448 000.00
M34499 26-Aug-21 Misc Makopanong Primary School MP 400 000.00
M34398 01-Sep-21 Charities Princess Sainah Khoza Foundation MP 290 299.00
M35491 07-Sep-21 Charities Sizimisele Disabled People of South Africa MP 189 499.00
M33876 16-Sep-21 Charities Nkala Pre-school MP 306 080.00
M33865 21-Sep-21 Charities Abaduduzi Aged Group MP 322 135.00
M33817 22-Sep-21 Sports and recreation Orhovelani Secondary School MP 350 000.00
M34010 22-Sep-21 Sports and recreation Hloaia Chiloane Primary School MP 350 000.00
M34155 22-Sep-21 Charities Church Of the Nazarene Pre-school MP 645 214.00
M34490 22-Sep-21 Sports and recreation Buhlebuzile Primary School MP 350 000.00
M34699 22-Sep-21 Sports and recreation Tsatsimfundvo Primary School MP 350 000.00
M34700 22-Sep-21 Sports and recreation Imbali Primary School MP 350 000.00
M34759 22-Sep-21 Sports and recreation Nkwenkwezi Primary School MP 315 000.00
M34953 22-Sep-21 Charities Nthabeleng Pre-school MP 494 378.00
M33189 23-Sep-21 Sports and recreation Powerline Football Club MP 75 000.00
M34156 23-Sep-21 Charities George Mdluli Pre-school MP 430 500.00
M34855 23-Sep-21 Sports and recreation Sehlakabje High School MP 250 000.00
M33825 05-Oct-21 Charities Christelik-Maatskaplike Raad Ermelo MP 1 079 999.00
M34008 05-Oct-21 Charities Lindimfundo Pre-Creche MP 370 000.00
M35895 08-Oct-21 Charities Beverley Hills Creche MP 307 500.00
M33900 12-Oct-21 Charities Malijesi Day and After Care Centre MP 379 750.00
M34682 12-Oct-21 Arts The Need Community Organisation MP 375 000.00
M34802 12-Oct-21 Arts Mami Projects MP 362 999.00
M34889 12-Oct-21 Arts Snethemba Community Project MP 265 700.00
M34952 12-Oct-21 Arts Dikgagara Community Project MP 300 500.00
M35751 12-Oct-21 Arts Hlengiwe Development Organisation MP 306 000.00
M36914 13-Oct-21 Charities Kunene Foundation After School Care MP 570 500.00
106180 15-Oct-21 Charities Matiene Community Community Centre MP 1 218 000.00
M33964 20-Oct-21 Charities SAVF Silverdae Ons Tuiste MP 1 092 082.00
M33975 20-Oct-21 Charities Ukukhanya Pre-school MP 252 598.00
M34024 21-Oct-21 Charities Injabulo Nokuthula Gender Based Violence MP 275 694.00
M34746 21-Oct-21 Sports and recreation Embonisweni Primary School MP 250 000.00
M34886 21-Oct-21 Sports and recreation Nhlazatshe Primary School MP 250 000.00

A B C D E F

number
M35065 21-Oct-21 Sports and recreation Brave 7 Football Club MP 95 000.00
M35300 21-Oct-21 Sports and recreation Matlolane Primary School MP 250 000.00
M35979 21-Oct-21 Sports and recreation Buyisonto Primary School MP 60 000.00
M34128 22-Oct-21 Sports and recreation Samuel Mhlanga Primary School MP 250 000.00
M34687 22-Oct-21 Sports and recreation Happiness Development Project MP 65 000.00
M37848 25-Oct-21 Misc Enviro Crime Solutions MP 500 000.00
M34767 26-Oct-21 Arts Imisebe Yelanga Arts and Culture MP 282 500.00
M35520 26-Oct-21 Sports and recreation Kgwaditaba Primary School MP 250 000.00
M35569 26-Oct-21 Sports and recreation Tshokolo Primary School MP 250 000.00
M35748 26-Oct-21 Arts Drop of Change Educational Project MP 218 000.00
M35845 26-Oct-21 Sports and recreation Mosipa Secondary School MP 250 000.00
M35846 26-Oct-21 Sports and recreation Morithing Primary School MP 250 000.00
M35848 26-Oct-21 Sports and recreation Bombani Secondary School MP 250 000.00
M34204 27-Oct-21 Charities Buyelani Pre-school MP 479 456.00
M35585 27-Oct-21 Arts Kanyamazane Independent Kids Club MP 375 000.00
M35631 27-Oct-21 Arts Bright Future Community Development Centre MP 276 440.00
M35743 27-Oct-21 Sports and recreation Samson Sibuyi Primary School MP 250 000.00
M35804 27-Oct-21 Arts Zelamani Projects MP 427 500.00
M35829 27-Oct-21 Arts Selmash Agricultural Projects MP 241 533.00
M34118 02-Nov-21 Charities Vuthlarhi Drop In Centre MP 338 000.00
M34205 03-Nov-21 Charities Thokozane Pre-school MP 315 000.00
M34210 03-Nov-21 Charities Shatleng Pre-school MP 517 115.00
M34213 03-Nov-21 Charities Marongwane Creche MP 541 650.00
M34315 03-Nov-21 Charities Remmogo Daycare and Pre-school MP 153 000.00
M34766 03-Nov-21 Charities Sunfield Home Fortuna MP 1 622 785.00
M34969 03-Nov-21 Sports and recreation Mohlatseng Primary MP 60 000.00
M35738 03-Nov-21 Charities Rozola Pre-school MP 265 000.00
M35885 03-Nov-21 Sports and recreation Moratiseng Primary School MP 250 000.00
M35977 03-Nov-21 Sports and recreation Magewu Primary School MP 250 000.00
M36097 03-Nov-21 Sports and recreation Alfred Matshine MSTA School MP 60 000.00
M36494 04-Nov-21 Sports and recreation Alexandria Lower Primary School MP 60 000.00
M36683 04-Nov-21 Sports and recreation Vuka Primary School MP 250 000.00
M36706 04-Nov-21 Sports and recreation Izithandani Primary School MP 250 000.00
M34042 09-Nov-21 Charities Little Angel Educare and Daycare Centre MP 641 429.00
M34337 09-Nov-21 Charities Masungulo Creche MP 300 000.00
M34689 09-Nov-21 Charities SPCA White River MP 593 000.00
M34792 11-Nov-21 Charities Ndzalama Pre-school MP 460 500.00
M35896 16-Nov-21 Charities O B Mokoena MP 399 343.00
M34426 17-Nov-21 Charities Tholulwazi Daycare Center MP 328 700.00
M34453 17-Nov-21 Charities Wisani Daycare MP 320 079.00
M34573 17-Nov-21 Charities Tidzondzeni Creche MP 393 350.00
M34601 17-Nov-21 Charities SAVF Middelburg MP 980 369.00
M34702 17-Nov-21 Charities Joel Mnisi Pre-school MP 281 400.00
M35472 17-Nov-21 Sports and recreation Flora Phophe Primary School MP 60 000.00
M36474 17-Nov-21 Arts Youth4life Organisation MP 280 000.00
M36823 17-Nov-21 Arts NLZ Poultry NPC MP 85 412.00
M36889 17-Nov-21 Arts Khoza Fine Art Foundation MP 223 000.00
M34504 18-Nov-21 Charities Fetsie Pre-Primary School MP 438 830.00
M35910 18-Nov-21 Arts Sqway Semsakato Foundation MP 213 000.00
M36484 18-Nov-21 Arts Africa Skills Development Program MP 200 000.00
M36793 18-Nov-21 Arts Sekusile Development Centre MP 250 000.00
M34673 23-Nov-21 Charities Easy Come Educare Centre MP 290 700.00
M36252 23-Nov-21 Charities Sicelusizo Development Trust MP 1 654 584.00
M36744 23-Nov-21 Sports and recreation Sidlemu Primary School MP 250 000.00
M36748 23-Nov-21 Sports and recreation Kanyamazane All Stars FC MP 85 000.00
M36826 23-Nov-21 Arts Ithemba Organisation MP 461 000.00
M36949 23-Nov-21 Arts Ratanang Enviromental Club MP 305 384.00
M38052 23-Nov-21 Arts A Place Of The Rising Sun MP 289 600.00
M34804 24-Nov-21 Charities Bonothembe Disabled School MP 1 369 290.00
M35755 24-Nov-21 Charities Salvation Creche MP 447 397.00
M34707 25-Nov-21 Charities Thabile Pre-school and Creche MP 318 000.00
M34709 25-Nov-21 Charities Tomm’s Tummy Daycare Centre MP 388 000.00
M43269 26-Nov-21 Arts Mageza Heritage Foundation NPC MP 4 500 000.00
M34033 30-Nov-21 Charities Pfukani Rixile Creche and Pre-school MP 258 690.00


number
M34371 30-Nov-21 Sports and recreation Sithenjisiwe Secondary School MP 250 000.00
M35303 30-Nov-21 Sports and recreation Casteel Primary School MP 250 000.00
M35843 30-Nov-21 Sports and recreation Funjwa Primary School MP 250 000.00
M36497 30-Nov-21 Sports and recreation Motseleng Primary School MP 250 000.00
M36747 30-Nov-21 Sports and recreation Phaphamani Sports Academy MP 85 000.00
M36877 30-Nov-21 Sports and recreation Khokhovela Primary School MP 250 000.00
M36215 01-Dec-21 Arts Siyangezela Community Development MP 301 500.00
M36615 01-Dec-21 Sports and recreation Muzimuhle Primary School MP 60 000.00
M36675 01-Dec-21 Sports and recreation Mbombela Golf Development MP 75 000.00
M36695 01-Dec-21 Sports and recreation Madzanga Primary School MP 250 000.00
M36771 01-Dec-21 Sports and recreation Ndlavela Primary School MP 250 000.00
M36794 01-Dec-21 Sports and recreation Sizimisele Primary School MP 60 000.00
M36915 01-Dec-21 Sports and recreation Manyangana Secondary School MP 250 000.00
M36933 01-Dec-21 Sports and recreation Ndabeni Primary School MP 250 000.00
M36946 01-Dec-21 Sports and recreation Siphumele Primary School MP 250 000.00
M36953 01-Dec-21 Sports and recreation Tehe Mighty Football Club MP 95 000.00
M36979 01-Dec-21 Sports and recreation Beretta Primary School MP 250 000.00
M37390 01-Dec-21 Sports and recreation Shatale Primary School MP 250 000.00
M34988 02-Dec-21 Charities Masingita Creche MP 514 231.00
M35457 02-Dec-21 Charities Shepherd Drop In Centre MP 399 000.00
M35005 07-Dec-21 Charities Khoane Pre-school MP 585 888.00
M38030 07-Dec-21 Arts Egulubezi NPC MP 228 000.00
M38049 07-Dec-21 Arts Info-Tainment Organisation MP 243 000.00
M38141 07-Dec-21 Arts Bafazhi Foundation MP 179 000.00
M38217 07-Dec-21 Arts Tshemba Rintshwa MP 198 857.00
M38232 07-Dec-21 Arts Khethile Progressive MP 307 500.00
M38307 07-Dec-21 Arts Aspiring Youth Network MP 284 600.00
M38377 07-Dec-21 Arts Hlokomela Projects MP 273 000.00
M38533 07-Dec-21 Arts Bakoena Foundation MP 150 000.00
M38534 07-Dec-21 Arts Nkateko Foundation MP 363 432.00
M38677 07-Dec-21 Arts Dez Arts and Craft NPC MP 417 795.00
M38829 07-Dec-21 Arts TVN Matsikitsane Queens MP 150 000.00
M38839 07-Dec-21 Arts Shimirisi Agricultural Projects MP 262 916.00
M38936 07-Dec-21 Arts Dilo Dia Kgonega MP 277 500.00
M38101 15-Dec-21 Sports and recreation Isicathulo Sika Madam FC MP 85 000.00
M38296 15-Dec-21 Sports and recreation Soul Brothers Football Club MP 95 000.00
M38300 15-Dec-21 Sports and recreation Phakani Primary School MP 60 000.00
M39105 15-Dec-21 Arts Mvuleni Mnisi Group MP 199 297.00
M43431 17-Dec-21 Charities The Greater Nelspruit Rape Intervention Project Group MP 1 500 000.00
M35264 14-Jan-22 Charities Tokologo Creche MP 279 300.00
M35282 14-Jan-22 Charities Malamule Daycare MP 770 649.00
M35295 14-Jan-22 Charities Nhlalala Daycare Centre MP 480 000.00
M35314 14-Jan-22 Charities Kindergarden Pre-school and Daycare Centre MP 409 513.00
M35945 19-Jan-22 Charities Mosopodi Pre-school MP 588 342.00
M35741 20-Jan-22 Charities Lundlow Creche MP 385 000.00
M35899 20-Jan-22 Charities Jackson Xingange MP 604 736.00
M35480 25-Jan-22 Charities Entobeko Daycare Centre MP 374 000.00
M35742 25-Jan-22 Charities Share Nhlamulo Creche MP 317 000.00
M37893 25-Jan-22 Sports and recreation Matsulu Country Football Association MP 60 000.00
M37927 25-Jan-22 Sports and recreation Hits City FC MP 85 000.00
M37975 25-Jan-22 Sports and recreation King Stars FC MP 85 000.00
M37978 25-Jan-22 Sports and recreation Park City FC MP 85 000.00
M37980 25-Jan-22 Sports and recreation Real Bucs FC MP 85 000.00
M37988 25-Jan-22 Sports and recreation Real United FC MP 85 000.00
M38009 25-Jan-22 Sports and recreation Louwsburg Aces FC MP 95 000.00
M38013 25-Jan-22 Sports and recreation Two-Touch Football Club MP 85 000.00
M38598 25-Jan-22 Sports and recreation Cindy Pirates Football Club MP 85 000.00
M39208 25-Jan-22 Arts Thee Khosikhadzi Initiative MP 427 000.00
M39540 25-Jan-22 Sports and recreation Mighty Magreen FC MP 95 000.00
M39749 25-Jan-22 Arts Matimandze Lamahle Cultural Group MP 241 000.00
M38461 26-Jan-22 Sports and recreation Ngodwana Marathon Club MP 85 000.00
M38080 27-Jan-22 Sports and recreation Ndawonye Primary School MP 250 000.00
M38099 27-Jan-22 Sports and recreation Nqobile Primary School MP 250 000.00
M38434 27-Jan-22 Sports and recreation Somcuba Primary School MP 250 000.00

A B C D E F

number
M38552 27-Jan-22 Sports and recreation Ntsoelemolodi Primary School MP 250 000.00
M38650 27-Jan-22 Sports and recreation Cunningmoore Priamry School MP 250 000.00
M38931 27-Jan-22 Sports and recreation Ben W Mashego Secondary School MP 250 000.00
M40723 27-Jan-22 Sports and recreation Nxalati Primary School MP 250 000.00
M38662 02-Feb-22 Sports and recreation MT Sundowns FC MP 75 000.00
M38704 02-Feb-22 Sports and recreation Kusile Football Club MP 85 000.00
M38849 02-Feb-22 Sports and recreation Net So Fitness Movement MP 65 000.00
M38817 03-Feb-22 Sports and recreation Mzinti Primary School MP 250 000.00
M39051 03-Feb-22 Sports and recreation Khahlela Primary School MP 60 000.00
M39259 03-Feb-22 Sports and recreation Deco Football Club MP 95 000.00
M39377 03-Feb-22 Sports and recreation Kamaqhekeza Football Academy Of Excellence MP 85 000.00
M39337 08-Feb-22 Sports and recreation Nyamande High School MP 250 000.00
M39379 08-Feb-22 Sports and recreation Universe FC MP 75 000.00
M39389 08-Feb-22 Sports and recreation Babati Primary School MP 250 000.00
M39539 08-Feb-22 Sports and recreation Mthatha Peace Makers FC MP 85 000.00
M39543 08-Feb-22 Sports and recreation Lugedlane Primary School MP 250 000.00
M39544 08-Feb-22 Sports and recreation Bonginhlanhla Secondary School MP 250 000.00
M39546 08-Feb-22 Sports and recreation Masana Secondary School MP 60 000.00
M39565 08-Feb-22 Sports and recreation Ludlow Primary School MP 250 000.00
M39760 10-Feb-22 Sports and recreation Sibambayana Primary School MP 60 000.00
M40411 10-Feb-22 Sports and recreation Shalamuka Primary School MP 250 000.00
M40413 10-Feb-22 Sports and recreation Mandondo High School MP 250 000.00
M40414 10-Feb-22 Sports and recreation Xanthia Secondary School MP 250 000.00
M40019 23-Feb-22 Sports and recreation Joseph Matsebula Secondary School MP 60 000.00
M40025 23-Feb-22 Sports and recreation Mabarhule High School MP 250 000.00
M40207 23-Feb-22 Sports and recreation Sicelosethu Secondary School MP 250 000.00
M40314 23-Feb-22 Sports and recreation Madiba Secondary School MP 250 000.00
M40407 23-Feb-22 Sports and recreation Dumisani High School MP 60 000.00
M40012 01-Mar-22 Sports and recreation Vuyelani Primary School MP 250 000.00
M40185 01-Mar-22 Sports and recreation Ben Matkose High School MP 60 000.00
M40199 01-Mar-22 Sports and recreation Njeyeza Secondary School MP 250 000.00
M34694 07-Mar-22 Sports and recreation Khula-Mlambo Primary School MP 60 000.00
M17029 31-Mar-22 Charities Hlayisani Centre of Hope MP 1 964 201.00
M45026 31-Mar-22 Sports and recreation Nkangala Academy of Perfoming Arts MP 5 000 000.00
M31512 04-May-21 Arts Thumamina Author Productions – 21157 NC 287 000.00
M31578 04-May-21 Charities Self-Worth Centre NC 539 770.00
M31579 04-May-21 Arts Before Dark Initiative NC 421 500.00
M31602 04-May-21 Arts Unique Empowerment Projects NC 828 000.00
M31884 04-May-21 Arts Garage Dance Ensemble – 5206 NC 395 500.00
M31716 11-May-21 Arts Northern Cape Arts Centre NC 998 000.00
M31852 11-May-21 Arts Sanatoria Projects NPC NC 338 200.00
M31935 11-May-21 Arts Great Minds Youth Empowerment Productions NC 1 108 000.00
M31742 13-May-21 Arts Vubono NPC – 17930 NC 300 000.00
M32384 18-May-21 Arts Leo-Liz NC 182 289.00
M31526 27-May-21 Sports and recreation Atlegang In Nature NC 75 000.00
M32066 27-May-21 Charities Tiisano Mmogo Home Based Care NC 482 000.00
M31711 02-Jun-21 Arts Sun Spoor – 21258 NC 157 000.00
M31803 02-Jun-21 Sports and recreation NCSAPD NC 65 000.00
M31871 02-Jun-21 Sports and recreation Olympian Wanderers Cricket NC 155 000.00
M32229 08-Jun-21 Arts Incredible Arts Productions NC 578 000.00
M32001 09-Jun-21 Sports and recreation Diamond Tigers Hockey Club NC 75 000.00
M32726 14-Jun-21 Charities Sivuyile Pre-school and Daycare Centre NC 1 233 440.00
M33553 15-Jun-21 Charities Bight Lights Child and Youth Care Centre NC 2 755 907.00
M33664 15-Jun-21 Charities Riba Community Development NC 446 000.00
M32468 18-Jun-21 Sports and recreation Thuso ya Gago NC 60 000.00
M32826 18-Jun-21 Sports and recreation Mighty Birds Sports and Youth Development Academy NC 90 000.00
M33549 23-Jun-21 Charities VGK Kinde Hebeg Tust NC 1 707 100.00
M34308 23-Jun-21 Charities Kitso Pre-school NC 438 418.00
M32241 06-Jul-21 Arts Envirodev NC 308 000.00
M32458 06-Jul-21 Arts Langelihle Community Development NC 380 600.00
M34391 06-Jul-21 Charities Leseding Early Childhood Development NC 178 327.00
M33123 07-Jul-21 Charities Maggie Samboe Hospice NC 1 261 744.00
M34050 07-Jul-21 Charities Penelope Home Based Care NC 156 698.00
M34081 07-Jul-21 Charities Kwakhanya Daycare Centre NC 282 100.00


number
M34423 07-Jul-21 Charities Fepang Setshaba Soup Kitchen NC 259 221.00
M34909 07-Jul-21 Charities Nkgodisa Daycare Centre NC 490 600.00
103628 09-Jul-21 Charities Abrina NC 14 311 716.65
M34114 16-Jul-21 Sports and recreation Real Rovers FC – 22560 NC 135 000.00
M34126 16-Jul-21 Sports and recreation Ocean Swallows Football Club – 22565 NC 370 000.00
M34187 16-Jul-21 Sports and recreation Luthuli Community Sport Club – 22596 NC 75 000.00
M32098 20-Jul-21 Sports and recreation Sport4Disabled NPC – 7379 NC 65 000.00
M32834 20-Jul-21 Sports and recreation Postmasburg Toutrek Club NC 85 000.00
M33868 20-Jul-21 Sports and recreation Buffer Zone United Football Club NC 85 000.00
M33957 20-Jul-21 Sports and recreation Red Movers FC NC 180 000.00
M34843 20-Jul-21 Sports and recreation Mountain Birds FC NC 95 000.00
M34869 21-Jul-21 Sports and recreation Shakes United FC NC 105 000.00
M34944 21-Jul-21 Sports and recreation Dikgonagalo Children and Youth Skills Development NC 65 000.00
M34949 21-Jul-21 Sports and recreation Bully Bee's Male Netball Club NC 112 000.00
M34878 22-Jul-21 Charities Mataleng Creche NC 150 632.00
M34905 23-Jul-21 Charities Goitlamela ECD NC 283 200.00
M35004 29-Jul-21 Sports and recreation Defence Force Collegians Rugby Club – 23027 NC 95 000.00
M35322 29-Jul-21 Sports and recreation Our Future Fitness Centre NC 75 000.00
M32219 03-Aug-21 Arts Kgogamasigo NC 998 000.00
M33461 03-Aug-21 Arts EL Khaya Le Sizwe NC 768 000.00
M33859 03-Aug-21 Arts NPT Waste Management NC 388 000.00
M35868 03-Aug-21 Arts Leliefontein Action Forum NC 120 000.00
M35040 04-Aug-21 Charities Second Chance Group NC 330 434.00
M35076 04-Aug-21 Charities Reamogetse Early Leaning Centre NC 813 500.00
M35256 04-Aug-21 Charities Remmogo Home Based Care for Older Persons NC 721 100.00
M35083 05-Aug-21 Sports and recreation Diamond City FC – 23090 NC 95 000.00
M35950 05-Aug-21 Sports and recreation NC Zasco FC NC 75 000.00
M35983 05-Aug-21 Sports and recreation Golden Ladies FC NC 85 000.00
M32625 10-Aug-21 Arts Family Advocacy Centre Of South Africa NC 300 000.00
M35614 10-Aug-21 Charities Tshepo Ya Sechaba NC 899 750.00
M35809 10-Aug-21 Charities Longlands Home Community Based Care NC 1 130 500.00
M32589 11-Aug-21 Arts Big Brothers United NC 767 000.00
M32898 11-Aug-21 Arts ITZ Youth Program NC 238 614.00
M36078 12-Aug-21 Charities Legions OFCreatives NC 242 000.00
M35723 31-Aug-21 Charities Ba' One Intellectual Disablilty Centre NC 2 003 138.00
M36038 01-Sep-21 Charities Devine Glory Drop In Centre NC 1 113 821.00
M36132 01-Sep-21 Charities Barkly West Daycare Centre NC 81 679.00
M37252 01-Sep-21 Charities Women Empowerment Movement International NC 420 512.00
M36765 16-Sep-21 Charities Tirisano Mogo Projects NC 325 595.00
M34108 13-Oct-21 Arts Extraordinary Arts and Crafts Projects – 22557 NC 338 000.00
M34494 13-Oct-21 Arts Arch Entertainment – 10212 NC 693 000.00
M34797 13-Oct-21 Arts Northca Development Projects NC 372 000.00
M34939 13-Oct-21 Arts Thusaotshego NC 323 000.00
M35139 13-Oct-21 Arts Thapelo Tshite Arts Development NC 538 000.00
M35199 13-Oct-21 Arts Masasa Communications NC 666 000.00
M35497 13-Oct-21 Arts Green Life Community Projects – 23314 NC 278 000.00
M35986 13-Oct-21 Arts Magareng Environmental NC 296 000.00
M36487 13-Oct-21 Arts The Shield Foundation – 8532 NC 730 000.00
M11179 15-Oct-21 Sports and recreation Reitlamile Intermediate School NC 1 604 714.93
M41747 15-Oct-21 Sports and recreation Solplaatje Moral Regeneration Group NC 1 000 000.00
M38158 21-Oct-21 Charities Masakhane Educare Centre NPO NC 815 400.00
M39147 21-Oct-21 Charities Protiro Care Givers NC 424 758.00
M34899 26-Oct-21 Arts Women Identity Empowerment NC 233 000.00
M38257 26-Oct-21 Arts Godima Foundation NC 334 400.00
M38337 26-Oct-21 Arts Soon Le Roux Jeugkamp NP NC 368 000.00
M38599 26-Oct-21 Arts Refentse Creative Arts NC 302 450.00
M37350 11-Nov-21 Charities Association of and for Persons with Disabilities: Benede Oranje NC 1 200 732.00
M38635 11-Nov-21 Charities Kgatelo Pele Foundation NC 885 000.00
M37856 17-Nov-21 Charities Matshelapad Daycare – 20349 NC 119 892.00
M38343 17-Nov-21 Charities Change One Verander Een NC 380 469.00
M38832 24-Nov-21 Arts Tlamelo Ya Tirelo E Mosa NC 228 609.00
M39225 24-Nov-21 Arts JTG Traditional Khoisan House NC 408 000.00
M39940 24-Nov-21 Arts Bosele Food Garden NC 195 000.00
M40369 24-Nov-21 Arts Reikemetse Food Plot NC 410 000.00

A B C D E F

number
M40976 24-Nov-21 Arts Katlego Ematsogong Project NC 276 000.00
M41026 24-Nov-21 Arts Manyeding Food Plot NC 218 000.00
M41157 24-Nov-21 Arts On Stage Youth Development Organisation NC 448 000.00
M38837 25-Nov-21 Arts Isivivane Arts Ensemble NC 583 000.00
M41864 07-Dec-21 Arts Kairos Agape Community Organisation NC 290 500.00
M41981 07-Dec-21 Arts Kopano Skills Development NC 181 000.00
M41985 07-Dec-21 Arts Basadi Drive – 27123 NC 302 500.00
M44640 10-Dec-21 Charities Hope Givers Foundation NC 2 500 000.00
M38088 15-Dec-21 Sports and recreation Kuruman Para-Sports Club – 4622 NC 85 000.00
M38137 15-Dec-21 Sports and recreation Marara Diski Club – 24776 NC 85 000.00
M38290 15-Dec-21 Sports and recreation NC Open Boxing Organisation NC 85 000.00
M42144 15-Dec-21 Arts Hartwater Foundation NC 178 000.00
M42393 15-Dec-21 Arts Late Bloomers Creatives NC 210 333.00
M43419 15-Dec-21 Arts Thusong Development Organisation NC 2 587 197.00
M37853 25-Jan-22 Sports and recreation Brothers United FC – 24604 NC 170 000.00
M38022 25-Jan-22 Sports and recreation Lost Generation Facility of Boxing NC 65 000.00
M38045 25-Jan-22 Sports and recreation Ghetto Stars Football Club NC 85 000.00
M38058 25-Jan-22 Sports and recreation The Waillers Football Club NC 95 000.00
M38079 25-Jan-22 Sports and recreation Pirates Health and Wellness NPC – 24744 NC 65 000.00
M38429 26-Jan-22 Sports and recreation Windsorton Ladies Stars FC – 24949 NC 85 000.00
M38496 26-Jan-22 Sports and recreation Para-Sport Development – 8716 NC 115 000.00
M39758 27-Jan-22 Sports and recreation South African Taekwondo Federation NC 520 000.00
M38239 27-Jan-22 Charities Animal Welfare Society Upington NC 248 000.00
M38776 27-Jan-22 Charities Hospice Richtersveld – 5823 NC 618 800.00
M39132 27-Jan-22 Charities Legae La Bana Pre-school NC 178 989.00
M39182 01-Feb-22 Charities Gharana Community Nutritional Development Centre NC 1 212 000.00
M39265 01-Feb-22 Charities Iketletso Pre-School – 5231 NC 264 700.00
M40020 01-Feb-22 Charities ACVV Britstown NC 2 372 903.00
M38639 02-Feb-22 Sports and recreation Maruping United FC NC 75 000.00
M38622 03-Feb-22 Sports and recreation New Vision of the San NC 65 000.00
M38928 03-Feb-22 Sports and recreation De Aar Celtic Sports Club – 25234 NC 85 000.00
M39070 03-Feb-22 Sports and recreation Thembelihle Football Academy – 25284 NC 65 000.00
M39171 03-Feb-22 Sports and recreation Young Dreams FC NC 105 000.00
M39173 03-Feb-22 Sports and recreation Ratanang Footbal Club NC 115 000.00
M39183 03-Feb-22 Sports and recreation CSI Rugga NPC NC 65 000.00
M39397 03-Feb-22 Sports and recreation Young-Stars Football Club NC 75 000.00
M38432 08-Feb-22 Sports and recreation PSI Rehab NPC – 24952 NC 65 000.00
M38437 08-Feb-22 Sports and recreation Pirates Sports Institute NC 65 000.00
M39805 09-Feb-22 Sports and recreation Nkuke's Football Club NC 85 000.00
M39795 10-Feb-22 Sports and recreation Black Eagles FClub NC 85 000.00
M39935 10-Feb-22 Sports and recreation Young Destroyers FC NC 85 000.00
M40405 24-Feb-22 Sports and recreation Naughty Boys FC NC 115 000.00
M40515 24-Feb-22 Sports and recreation Juventus FC 26176 NC 95 000.00
M40540 24-Feb-22 Sports and recreation Warrenton Bowls Club NC 85 000.00
M41344 24-Feb-22 Sports and recreation BPA Cricket Academy NC 65 000.00
M41435 24-Feb-22 Sports and recreation Blue Birds FC NC 95 000.00
M41607 24-Feb-22 Sports and recreation Letlhakajaneng Primary School NC 350 000.00
M41613 24-Feb-22 Sports and recreation Okiep Cricket Club – 5375 NC 85 000.00
M41674 24-Feb-22 Sports and recreation Riverton Supersport Ladies FC NC 75 000.00
M41796 24-Feb-22 Sports and recreation New Smauswane Primary School – 5771 NC 350 000.00
M42005 24-Feb-22 Sports and recreation Gamochwaedi Primary School NC 350 000.00
M42037 24-Feb-22 Sports and recreation Bothithong High School – 27154 NC 350 000.00
M42041 24-Feb-22 Sports and recreation Badihile Primary School NC 350 000.00
M42049 24-Feb-22 Sports and recreation Gaaesi Primary School – 27163 NC 350 000.00
M42064 24-Feb-22 Sports and recreation Itekeleng Primary School NC 350 000.00
M42073 24-Feb-22 Sports and recreation Ineeleng Primary School NC 350 000.00
M42076 24-Feb-22 Sports and recreation Remmogo Secondary School – 27187 NC 350 000.00
M42138 24-Feb-22 Sports and recreation Kudumane Primary School – 27220 NC 350 000.00
M42147 24-Feb-22 Sports and recreation Mmitsatshipi Primary School NC 350 000.00
M42157 24-Feb-22 Sports and recreation Lerumo Primary School – 27242 NC 350 000.00
M42177 24-Feb-22 Sports and recreation Goodhope Primary School NC 350 000.00
M42218 24-Feb-22 Sports and recreation Bojelakgomo Primary School – 27284 NC 350 000.00
M42274 24-Feb-22 Sports and recreation Marataditse Primary School NC 350 000.00
M42275 24-Feb-22 Sports and recreation Edigang Primary School NC 350 000.00


number
M42282 24-Feb-22 Sports and recreation Garapoana Primary School – 4918 NC 350 000.00
M42366 24-Feb-22 Sports and recreation De Aar Ajax Sports Club NC 75 000.00
M42414 24-Feb-22 Sports and recreation Gadiboe Intermediate School NC 350 000.00
M42438 24-Feb-22 Sports and recreation Madibeng Primary School – 27417 NC 350 000.00
M42483 24-Feb-22 Sports and recreation Gakgatsana Primary School – 27458 NC 350 000.00
M42486 24-Feb-22 Sports and recreation Galotolo Intermediate School NC 350 000.00
M43044 24-Feb-22 Sports and recreation Newtown Masters Football Club NC 115 000.00
M43181 24-Feb-22 Sports and recreation Matshaneng Intermediate School NC 350 000.00
M43228 24-Feb-22 Sports and recreation Ncweng Primary School – 13478 NC 350 000.00
M43327 24-Feb-22 Sports and recreation Maremane Primary School NC 350 000.00
M43331 24-Feb-22 Sports and recreation Mugudi Organisation NC 65 000.00
M43360 24-Feb-22 Sports and recreation Batsweletse Primary School NC 350 000.00
M43371 24-Feb-22 Sports and recreation Rovers Netball Club NC 80 000.00
M43433 24-Feb-22 Sports and recreation Baithaopi Primary School NC 350 000.00
M31498 04-May-21 Arts Mosekaphofu Cultural Mull NW 538 000.00
M31538 04-May-21 Arts Tlokwe Arts Group – 21177 NW 233 000.00
M32348 11-May-21 Arts Amogelang Youth Social Project – 21606 NW 373 000.00
M24815 12-May-21 Sports and recreation Madiba Combined School NW 305 000.00
M32050 12-May-21 Charities Madiba-A-Kubu ELC NW 271 292.00
M31547 13-May-21 Arts Bathabile Dedicated Artists – 21183 NW 283 000.00
M32185 13-May-21 Arts Boab Foundation NPC NW 212 200.00
M32275 13-May-21 Arts Afrobuilders Organisation17936 NW 233 500.00
M32395 27-May-21 Charities Lesedi Early Leaning Centre NW 206 010.00
M32475 27-May-21 Charities Wise Guys ECD – 21666 NW 258 510.00
M31757 01-Jun-21 Arts Ikage Arts Foundation NPC – 14339 NW 279 500.00
M32332 08-Jun-21 Arts Mokalake Performing Arts NW 270 000.00
M32409 08-Jun-21 Arts Kusasalethu Foundation – 19641 NW 308 000.00
M32755 08-Jun-21 Charities Kopano Early Leaning Centre and Projects NW 352 376.00
M32781 08-Jun-21 Arts Moruo Development Cooperation NW 155 235.00
M32838 08-Jun-21 Arts Omohau Olebeng – 18463 NW 218 000.00
M33015 08-Jun-21 Charities Boikanyo-Motlhabeng Foundation NW 334 600.00
M33022 08-Jun-21 Charities Sedibeng Sa Lorato Age In Action Centre – 21956 NW 492 826.00
M33128 08-Jun-21 Charities Fountain Of Life Creche NW 359 147.00
M33160 08-Jun-21 Charities In Need In Deed Drop In Centre NW 1 072 252.00
M33331 08-Jun-21 Arts Obakeng Foundation NW 365 000.00
M33445 08-Jun-21 Arts Bokamoso Traditional Artists – 11041 NW 348 000.00
M33480 08-Jun-21 Charities Modimong Creche NW 220 500.00
M33529 08-Jun-21 Arts Ethnocentric Community Projects NPC NW 608 000.00
M33538 08-Jun-21 Arts North West Energy Transformation – 22252 NW 362 000.00
M33640 08-Jun-21 Arts Keamogetswe Ka Tiro – 22289 NW 373 865.00
M33702 08-Jun-21 Arts Turning Point Organisation NW 378 000.00
M33797 08-Jun-21 Charities Basadi Bofang Matheka Organisation NW 925 294.00
M31966 09-Jun-21 Sports and recreation Motlhabeng Football Club – 13722 NW 85 000.00
M32116 10-Jun-21 Arts Tsholanang Community Centre – 21500 NW 320 230.00
M32133 10-Jun-21 Sports and recreation Mmabatho Rabbits Football Club – 21508 NW 65 000.00
M32483 18-Jun-21 Sports and recreation Baetapele Sports Development Academy NW 60 000.00
M32588 18-Jun-21 Sports and recreation Monatempolaye Football Club and Development Academy NPC NW 60 000.00
M32883 18-Jun-21 Sports and recreation Mmathotho Multiperpose Center NW 3 346 000.00
M33013 18-Jun-21 Sports and recreation Change Forever Foundation – 21950 NW 3 200 000.00
M33072 18-Jun-21 Sports and recreation Makapanstad City Brothers Football Club – 13692 NW 95 000.00
M33917 23-Jun-21 Charities Resemeletse Centre For The Aged NW 297 000.00
M31818 29-Jun-21 Sports and recreation Mphebatho Primary School – 17501 NW 380 000.00
M33140 29-Jun-21 Sports and recreation Moletsamongwe Primary School – 16957 NW 380 000.00
M33528 29-Jun-21 Sports and recreation Logagane Primary School – 17127 NW 380 000.00
M34796 30-Jun-21 Charities Sirologang Trauma Relief NW 1 043 201.00
M32457 06-Jul-21 Arts Ngwana wa Moafrika Foundation NW 205 000.00
M32497 06-Jul-21 Arts Keatumetse Bontle NPC – 12027 NW 357 750.00
M33818 07-Jul-21 Charities Lokgabeng Disabled Centre NW 1 399 600.00
M34130 07-Jul-21 Charities Feel At Home Disability Centre NW 368 500.00
M34414 07-Jul-21 Charities The Tapologo HIV/AIDS Programme NW 1 823 640.00
106179 09-Jul-21 Charities WA-RNA NW 8 940 902.77
M35255 20-Jul-21 Sports and recreation Dinokana Village Sports Promotion Centre NW 65 000.00
M36025 20-Jul-21 Sports and recreation Zico Stars FC NW 95 000.00
M37038 20-Jul-21 Sports and recreation Gate Beautiful Centre NW 65 000.00

A B C D E F

number
M35636 23-Jul-21 Charities Rediammogo Older Persons Service Club NW 367 498.00
M35727 23-Jul-21 Charities Boitumelo Service Club NW 443 325.00
M35630 27-Jul-21 Charities Tlhoka Pelaelo Old Age NW 314 954.00
M32787 28-Jul-21 Arts Olebogeng Youth Club NW 295 823.00
M33059 28-Jul-21 Arts VSD Distruction Cultural Group – 16384 NW 268 000.00
M33069 28-Jul-21 Arts Kgolo Ya Botaki NW 230 000.00
M32857 29-Jul-21 Sports and recreation Magaeng Arts, Culture and Sports Talent Exposure NW 65 000.00
M35720 29-Jul-21 Misc CRC Cares Potchefstroom NW 397 800.00
M33145 03-Aug-21 Arts Elina Kgobe Foundation NW 1 608 000.00
M28056 04-Aug-21 Charities Great Minds Young Men and Women Empowerment NW 282 450.00
M33914 04-Aug-21 Arts Kgonego Foundation NW 367 000.00
M35828 04-Aug-21 Charities Francina Against Child and Women Abuse – 20390 NW 742 019.00
M37068 04-Aug-21 Charities Thusanang Service Club NW 231 551.00
M37082 04-Aug-21 Charities Phokeng Trauma Centre NW 1 215 800.00
M37095 04-Aug-21 Charities Mmachipa Home For The Mentally Impaired NW 474 750.00
M37271 04-Aug-21 Arts Amogelang Bokamoso Foundation NW 413 000.00
M39676 05-Aug-21 Charities Thusanang Prevention Programme NW 250 000.00
M39686 05-Aug-21 Charities Makarabelo Foundation and Community Services NW 250 000.00
M35416 10-Aug-21 Charities Aganang Community Centre NW 405 143.00
M37053 10-Aug-21 Charities Poifo Modimo Centre NW 569 000.00
M37054 10-Aug-21 Charities North West Network on Violence Against Women NW 582 000.00
M37066 10-Aug-21 Charities Re a Dira Development for the Disable (Mentally and Physically) NW 1 250 767.00
M37101 10-Aug-21 Charities Ntshalleng Le Bana Care Centre NW 1 401 567.00
M37270 12-Aug-21 Charities Bagodi Tsibogang Service Club NW 437 244.00
M33905 17-Aug-21 Arts Marang Child Care and Art Centre NW 230 200.00
M33953 17-Aug-21 Arts PAK Foundation NW 268 000.00
M34127 17-Aug-21 Arts Rustenburg School of Creative Arts and Heritage NPC – 14795 NW 599 000.00
M34131 17-Aug-21 Arts Global Enviro Foundation NW 245 000.00
M34139 17-Aug-21 Arts Moremogolo NPC – 22574 NW 144 970.00
M34806 17-Aug-21 Arts Kedase Community Hunger Relief Programme NW 263 000.00
M34808 17-Aug-21 Arts Freedom Circle NPC NW 283 000.00
M34811 17-Aug-21 Arts Shakes Music Academy NPC NW 218 000.00
M34820 17-Aug-21 Arts Willy Phalatse Music Development Foundation NW 268 440.00
M34841 17-Aug-21 Arts Bale Tlhano NPC – 22946 NW 377 000.00
M35453 17-Aug-21 Arts Boitumelo Mokase Foundation NW 304 867.00
M37081 25-Aug-21 Sports and recreation Great Mafikeng Cyclist – 24261 NW 65 000.00
M37109 25-Aug-21 Sports and recreation Innovation Youth Group – 24283 NW 65 000.00
M35814 31-Aug-21 Charities Brits Rusoord Maatskappy NW 1 304 592.00
M37175 31-Aug-21 Charities Makapanstad Rural Development Centre NW 1 653 673.00
M37176 31-Aug-21 Sports and recreation Razors Basketball Academy NW 115 000.00
M37231 31-Aug-21 Sports and recreation Aspiretolive Training and Development NW 65 000.00
M38223 31-Aug-21 Sports and recreation Gamotlatla Fighters Football Club NW 85 000.00
M37968 01-Sep-21 Charities Welcome Day Crae Centre NW 473 857.00
M38018 01-Sep-21 Charities NG Welfare Klerksdorp/NG Welsyn Klerksdorp NW 927 291.00
M38027 01-Sep-21 Charities Ver-Wes Social Services NW 938 158.00
M38028 01-Sep-21 Charities NG Welfare Potchefstroom/NG Welsyn Potchefstroom NW 576 892.00
M25984 09-Sep-21 Arts OPT Foundation NW 3 177 222.00
M38435 16-Sep-21 Charities Life Line North West Rustenburg Centre NW 2 159 554.00
M38543 16-Sep-21 Charities Kopano Old Age Service Club NW 291 982.00
M37952 14-Oct-21 Charities Klerksdorp Home for the Aged/Klerksdorp Tuiste vir Bejaardes NW 1 783 126.00
M38352 14-Oct-21 Charities Lesedi La Botshelo Service Club NW 374 523.00
M38458 14-Oct-21 Charities Lethabo Loarona Creche NW 287 640.00
M41749 15-Oct-21 Sports and recreation Lebusako Project NPC NW 1 000 000.00
M34110 20-Oct-21 Arts Solly Hassen Art Foundation NW 223 000.00
M39052 21-Oct-21 Charities Itshidileng Bagodi Organisation NW 270 700.00
M39104 21-Oct-21 Charities Mzamo Service Club NW 895 150.00
M33628 22-Oct-21 Sports and recreation Peace Makers International Sporting FC – 12833 NW 105 000.00
M40327 25-Oct-21 Misc Community Based Initiatives – 26032 NW 498 000.00
M34762 17-Nov-21 Arts KNM Unique Projects NW 306 500.00
M35193 17-Nov-21 Arts Nthuteng Community Projects NW 369 216.00
M35432 17-Nov-21 Arts Tlhabologo Rural Development – 17270 NW 216 000.00
M35452 17-Nov-21 Arts KatEnvironmental Care NW 378 000.00
M39082 17-Nov-21 Charities Thusano Prevention Programme NW 400 800.00
M39096 17-Nov-21 Charities Mphela Bana ELC NW 108 928.00


number
M39099 17-Nov-21 Charities Kopano Daycare Centre NW 380 970.00
M39103 17-Nov-21 Charities Mase Service Club – 13175 NW 335 200.00
M35327 18-Nov-21 Arts Tiisakemo Creative Concepts – 2321 NW 250 000.00
M35417 18-Nov-21 Arts Nkosisikelela Culture Ya SA NPC10805 NW 250 000.00
M35592 18-Nov-21 Arts Setsuwatsuwe NPC NW 250 000.00
M35739 18-Nov-21 Arts Thuso Foundation – 23467 NW 117 650.00
M35824 25-Nov-21 Arts Ponelopele Concepts – 17213 NW 231 890.00
M37004 25-Nov-21 Arts North West Development Agency NPC NW 238 500.00
M37055 01-Dec-21 Arts Better Bokone Bophirima – 17953 NW 235 597.00
M37059 01-Dec-21 Arts KPK Ventures – 24254 NW 238 000.00
M37092 01-Dec-21 Arts Brains On It Digital Production – 24272 NW 195 000.00
M37105 01-Dec-21 Arts Reabetswe Boswa NW 387 054.00
M37108 01-Dec-21 Arts Bagogi Ba Sechaba – 5929 NW 333 000.00
M37210 01-Dec-21 Arts Welohle NPC NW 365 000.00
M37213 01-Dec-21 Arts Mabogo A Mantle NW 428 000.00
M37230 01-Dec-21 Arts Peloentle Community Development Foundation NW 238 000.00
M38361 14-Dec-21 Arts Ipeleng Ka Ngwao – 19496 NW 337 543.00
M38390 14-Dec-21 Arts Thatiso Foundation NW 120 000.00
M38397 14-Dec-21 Arts Ark Environmental Care NW 213 000.00
M38094 15-Dec-21 Sports and recreation Sebegilwe Middle School – 19484 NW 350 000.00
M37272 25-Jan-22 Sports and recreation Maphoitsile Primary School NW 260 000.00
M37982 27-Jan-22 Charities Koster Home for the Aged/Koster Tuiste vir Bejaardes – 5930 NW 1 609 254.00
M38353 27-Jan-22 Sports and recreation Bogosing Secondary School – 24914 NW 350 000.00
M38401 27-Jan-22 Charities Leretlhabetse Victim Empowerment NW 1 220 000.00
M38460 27-Jan-22 Sports and recreation Matlhonyane Primary School – 18688 NW 350 000.00
M39335 27-Jan-22 Charities Baikemedi Home Based Care NW 334 200.00
M39393 27-Jan-22 Charities Legae Motheo Child and Youth Care Centre NW 1 011 783.00
M39440 27-Jan-22 Charities Tlhomamang Family Care Centre NW 536 750.00
M39441 27-Jan-22 Charities Boresetse Service Club – 25512 NW 284 996.00
M39517 27-Jan-22 Charities Ithuso Community Disability Project NW 2 171 271.00
M39782 27-Jan-22 Charities Oratile Semunza Disability Centre NW 396 690.00
M39784 27-Jan-22 Charities Bopaganang Creche NW 211 620.00
M39800 27-Jan-22 Charities The Mafikeng SPCA – 9939 NW 380 000.00
M40096 27-Jan-22 Charities The Living Water Daycare Centre NW 262 888.00
M40270 27-Jan-22 Charities Peeletso Sechabeng Development NW 1 603 542.00
M38355 02-Feb-22 Sports and recreation Atlanang Sports Development – 24912 NW 65 000.00
M38698 02-Feb-22 Sports and recreation Body Trim Aerobics Club NW 65 000.00
M39054 03-Feb-22 Sports and recreation Mesega Primary School – 17909 NW 360 000.00
M39057 03-Feb-22 Sports and recreation Tshenolo Primary School – 4643 NW 360 000.00
M39060 03-Feb-22 Sports and recreation Menwe Primary School – 18515 NW 360 000.00
M39436 03-Feb-22 Sports and recreation Unmatched Football Club – 25515 NW 65 000.00
M39989 08-Feb-22 Sports and recreation Motlosana Chess Academy NW 65 000.00
M39787 10-Feb-22 Sports and recreation Khoza Sport and Games NPC NW 65 000.00
M39921 10-Feb-22 Sports and recreation Golden Stars Youth Development NW 65 000.00
M39953 10-Feb-22 Sports and recreation Realtown Football Club – 25772 NW 75 000.00
M44953 10-Feb-22 Charities Blue Moon Community Development NPC NW 2 000 000.00
M39036 01-Mar-22 Sports and recreation Thagamoso Primary School – 6320 NW 350 000.00
M39059 01-Mar-22 Sports and recreation Khunotswane Primary School – 17861 NW 350 000.00
M39423 01-Mar-22 Sports and recreation Mosiami Mildred Mogapi Primary School NW 350 000.00
M39722 01-Mar-22 Sports and recreation Makekeng Primary School NW 350 000.00
M40312 01-Mar-22 Sports and recreation Lot Phalatse Primary School – 19800 NW 350 000.00
M40324 01-Mar-22 Sports and recreation Ikatisong Secondary School NW 350 000.00
M40332 01-Mar-22 Sports and recreation Nelson Rolihlahla Mandela Commercial Secondary School – 18161 NW 350 000.00
M40839 01-Mar-22 Sports and recreation Black Pantherz Sports Academy – 9894 NW 75 000.00
M40847 01-Mar-22 Sports and recreation Makgobi Primary School – 9275 NW 350 000.00
M40850 01-Mar-22 Sports and recreation Africa Skate Academy – 26384 NW 65 000.00
M40863 01-Mar-22 Sports and recreation Ipelegeng Batlharo Primary School – 5350 NW 350 000.00
M40883 01-Mar-22 Sports and recreation Kudunkwane Primary School NW 350 000.00
M43537 01-Mar-22 Misc Die Beheerliggaam Van E.S Le Grangeskool LSOB NW 1 612 091.00
M45023 31-Mar-22 Charities Headway Community Development NPC NW 2 500 000.00
M45025 31-Mar-22 Sports and recreation New Horizons Rural Development Foundation NW 5 000 000.00
M31422 06-May-21 Charities Drakenstein Palliative Hospice NPC WC 1 115 758.00
M31862 06-May-21 Charities The Outreach Program WC 215 590.00
M32503 06-May-21 Charities University Of Cape Town WC 4 000 000.00

A B C D E F

number
M31509 11-May-21 Arts Yemvelo Foundation WC 360 000.00
M22752 12-May-21 Arts TV Stars Youth Development NPC WC 109 000.00
M31855 13-May-21 Charities Sinethemba Educare Centre WC 285 600.00
M31891 13-May-21 Arts Sebenza Arts and Crafts WC 464 000.00
M33175 13-May-21 Sports and recreation Paarl Athletics Club WC 10 000 000.00
M31817 18-May-21 Charities The Academy for Adults with Autism WC 1 188 622.00
M31389 27-May-21 Sports and recreation Epic Sports Project NPC WC 65 000.00
M31801 27-May-21 Charities TLC Outreach WC 892 000.00
M31937 27-May-21 Sports and recreation Flying Eagles Rugby Klub WC 120 000.00
M32023 27-May-21 Charities Changeability WC 831 571.00
M32105 31-May-21 Charities Masakhane Educare Centre WC 322 800.00
M32180 31-May-21 Charities Empilweni WC 558 000.00
M31784 01-Jun-21 Arts Project 90 by 2030 WC 660 000.00
M31947 01-Jun-21 Arts Double Portion Upholsters Skills Development WC 367 000.00
M32157 01-Jun-21 Charities ACVV Paarl WC 380 000.00
M32231 01-Jun-21 Charities Abba Family Counselling Centre WC 622 600.00
M32723 01-Jun-21 Charities Little Lambs Christian Daycare WC 232 000.00
M31756 02-Jun-21 Sports and recreation Kansas City Netball Club WC 115 000.00
M31839 02-Jun-21 Sports and recreation Bombers Netball Club WC 75 000.00
M31932 02-Jun-21 Charities Emmanuel Educare WC 105 200.00
M32051 02-Jun-21 Sports and recreation Newton Rugbyklub WC 215 000.00
M31423 09-Jun-21 Charities Butterfly House NPC WC 859 500.00
M31936 09-Jun-21 Sports and recreation Stellenbosch District Riding Club WC 65 000.00
M32151 09-Jun-21 Charities Heldebeg Hospice WC 1 497 601.00
M32353 09-Jun-21 Charities De Gendel – ACVV – Dienstak WC 1 671 481.00
M32559 09-Jun-21 Arts The Iron Rod Youth WC 441 260.00
M32612 09-Jun-21 Arts Mark Jeneker Foundation WC 185 000.00
M32016 10-Jun-21 Sports and recreation Monwa Stars FC WC 85 000.00
M32110 10-Jun-21 Sports and recreation United Swallows Netball Club WC 105 000.00
M32146 10-Jun-21 Sports and recreation Gouda Cricket Club WC 50 000.00
M32188 10-Jun-21 Sports and recreation Young Good Hope RFC WC 50 000.00
M32270 10-Jun-21 Sports and recreation Barrydale Stryders Rugby Voetballklub WC 50 000.00
M32329 10-Jun-21 Sports and recreation Progress Rugby Klub WC 50 000.00
M32343 10-Jun-21 Sports and recreation Site C Barcelona Football Club WC 50 000.00
M32429 10-Jun-21 Sports and recreation Hot Stars FC WC 85 000.00
M32540 10-Jun-21 Charities Phakamani for Social Welfare WC 200 400.00
M32700 10-Jun-21 Sports and recreation Universals Rugby Klub WC 50 000.00
M31710 15-Jun-21 Arts Siwisa Development Project WC 729 996.00
M32088 15-Jun-21 Arts Zero Waste Association Of South Africa WC 255 440.00
M34685 15-Jun-21 Charities The Animal Welfare Society of South Africa: Stellenbosch WC 368 000.00
M32418 18-Jun-21 Sports and recreation Mamre Rugby Club WC 50 000.00
M32552 18-Jun-21 Sports and recreation Langa Kings Basketball Club WC 100 000.00
M32573 18-Jun-21 Sports and recreation St Helena Bay Rugby Football Club WC 50 000.00
M32660 18-Jun-21 Sports and recreation Braves Netball Club WC 100 000.00
M32732 18-Jun-21 Sports and recreation Young Warriors RFC WC 50 000.00
M32899 18-Jun-21 Sports and recreation Saldanha Tigers Rugby Football Club WC 50 000.00
M32616 22-Jun-21 Charities Msobomvu Educare Centre WC 244 000.00
M32792 22-Jun-21 Charities Wola Nani – a Caring response to Aids WC 1 328 111.00
M32986 22-Jun-21 Charities Child Welfare South Africa: Kleinmond WC 1 147 393.00
M24365 24-Jun-21 Charities Vera School For Autistic Leaners WC 2 628 543.00
M25500 24-Jun-21 Charities The Simphiwe Bid Foundation WC 227 000.00
M33251 06-Jul-21 Arts Trio TTT WC 287 904.00
M34932 06-Jul-21 Arts Nature Valley Trust WC 502 000.00
M32756 16-Jul-21 Sports and recreation Hout Bay United Football Community Trust WC 85 000.00
M32992 16-Jul-21 Sports and recreation Football Club Benfica WC 85 000.00
M33062 20-Jul-21 Sports and recreation Young Diplomats Football Club WC 105 000.00
M33104 20-Jul-21 Sports and recreation Crusaders Netball Club WC 105 000.00
M33458 21-Jul-21 Sports and recreation Skipper Foundation NPC WC 85 000.00
M33318 22-Jul-21 Sports and recreation Siyavuselela Sports and Life Skills NPC WC 65 000.00
M33371 22-Jul-21 Charities Nid-National Institute For The Deaf WC 1 810 500.00
M33400 22-Jul-21 Sports and recreation Geelbooi Sporting Football Club WC 85 000.00
M33874 22-Jul-21 Sports and recreation Home Fighters Football Club WC 115 000.00
M33995 22-Jul-21 Sports and recreation Double Foot Shooters Football Club WC 180 000.00
M32790 28-Jul-21 Arts Skills 4 Life Project WC 407 000.00


number
M33327 28-Jul-21 Arts Ukwindla WC 355 000.00
M33097 29-Jul-21 Charities SPCA Swellendam DBV WC 492 675.00
M35458 29-Jul-21 Misc Violence Prevention Agency WC 365 000.00
M33328 03-Aug-21 Arts Imbewu Zethu Environmental Foundation WC 348 000.00
M33387 03-Aug-21 Charities Zizamele Educare Centre WC 174 399.00
M24964 04-Aug-21 Charities Animals Matter Langeberg WC 123 576.00
M34082 04-Aug-21 Arts Neighbourhood Farms NPC WC 350 000.00
M34962 04-Aug-21 Arts Isibane Community Development NPC WC 159 000.00
M35105 04-Aug-21 Arts Nuwejaars River Nature Reserve NPC WC 750 000.00
M38225 05-Aug-21 Charities Missing Children SA WC 5 000 000.00
M33396 10-Aug-21 Charities Siphila Sonke Outreach Programme WC 308 000.00
M33450 12-Aug-21 Charities Bambanani for Social Development WC 911 202.00
M33561 12-Aug-21 Sports and recreation South African Gymnastics Federation WC 1 500 000.00
M36304 12-Aug-21 Sports and recreation Athletics South Western District WC 150 000.00
M35117 17-Aug-21 Arts College of Magic WC 801 000.00
M34690 18-Aug-21 Sports and recreation De Novo United FC WC 75 000.00
M36205 18-Aug-21 Sports and recreation Delft United Rugby Football Club WC 135 000.00
M36523 18-Aug-21 Sports and recreation Holvlei Primary School WC 350 000.00
M33510 27-Aug-21 Charities The Chaeli Campaign WC 1 839 000.00
M33356 14-Sep-21 Charities Usapho Foundation WC 1 048 932.00
M33690 14-Sep-21 Charities Neighbourhood Old Age Homes WC 1 071 401.00
M32634 16-Sep-21 Sports and recreation Hartwig Lion Krieket Klub WC 30 000.00
M32647 16-Sep-21 Sports and recreation Protea Rugby Club WC 30 000.00
M32673 16-Sep-21 Sports and recreation Alberts Rugby Football Club WC 30 000.00
M32745 16-Sep-21 Sports and recreation All Stars Rugbyklub WC 30 000.00
M32748 16-Sep-21 Sports and recreation United Ashton RFC WC 30 000.00
M33009 16-Sep-21 Sports and recreation Young Turbos Rugbyklub WC 30 000.00
M33414 16-Sep-21 Sports and recreation Tulbagh Rugby Voetbal Klub WC 30 000.00
M33422 16-Sep-21 Sports and recreation Blue Birds Rugby Football Club WC 30 000.00
M33444 16-Sep-21 Sports and recreation Zoar United RFC WC 30 000.00
M33546 16-Sep-21 Sports and recreation Worcester Spartans Volleyball Club WC 30 000.00
M33623 16-Sep-21 Sports and recreation Chatsworth AME Primary School WC 30 000.00
M33710 16-Sep-21 Sports and recreation Calitzdorp RFC WC 30 000.00
M33752 16-Sep-21 Sports and recreation Orchard United Cricket Club WC 30 000.00
M33809 16-Sep-21 Sports and recreation Brave Defenders Football Club WC 30 000.00
M33963 16-Sep-21 Sports and recreation Vineyards Cricket Club WC 115 000.00
M34810 16-Sep-21 Sports and recreation Villagers Breervier RFC WC 30 000.00
M34945 16-Sep-21 Sports and recreation Bet-El Primere Skool WC 30 000.00
M35147 16-Sep-21 Sports and recreation LA Bombers Football Club WC 75 000.00
M35198 16-Sep-21 Sports and recreation Amandla Sporting Club WC 95 000.00
M35471 16-Sep-21 Sports and recreation Avonroodt RVK Aurora WC 65 000.00
M35505 16-Sep-21 Sports and recreation Rawsonville United Rugby Football Club WC 30 000.00
M35513 16-Sep-21 Sports and recreation Errie Moller NGK Primere Skool WC 30 000.00
M35522 16-Sep-21 Sports and recreation Wysersdrift Primary School WC 30 000.00
M35524 16-Sep-21 Sports and recreation Botha's Halte NGK Primere Skool WC 30 000.00
M35628 16-Sep-21 Sports and recreation Montrouge VGK Primary School WC 30 000.00
M35937 16-Sep-21 Sports and recreation Riviersonderend Rugby Football Club WC 30 000.00
M36084 16-Sep-21 Sports and recreation St. Micheal's Primary School WC 350 000.00
M36102 16-Sep-21 Sports and recreation Worcester Perseverance Rugby Football Club WC 30 000.00
M36451 16-Sep-21 Sports and recreation Paardekloof NGK Primary School WC 350 000.00
M36501 16-Sep-21 Sports and recreation St. Augustine Primary School WC 350 000.00
M36622 16-Sep-21 Sports and recreation Goedehoop Primary School WC 350 000.00
M36813 16-Sep-21 Sports and recreation Boy Muller Primary School WC 350 000.00
M36936 16-Sep-21 Sports and recreation Scottsdene Central Rugby Football Club WC 115 000.00
M37012 16-Sep-21 Sports and recreation Anne Pienaar Gedenk NGK Primary School WC 350 000.00
M37021 16-Sep-21 Sports and recreation Tulbagh Pioneers Cricket Club WC 115 000.00
M33769 21-Sep-21 Charities The Father’s Heart Community Development NPC WC 362 705.00
M35154 22-Sep-21 Charities Mzamo Educare Centre WC 259 062.00
M35856 23-Sep-21 Charities Elim Night Shelter Organisation, Goodwood WC 250 000.00
M33822 12-Oct-21 Charities Hangeberg Dreams NPC WC 229 013.00
M34946 12-Oct-21 Arts Lwandle Legacy WC 269 000.00
M35565 12-Oct-21 Arts Sijonge Kuwe Youth Development Project WC 329 000.00
M35972 12-Oct-21 Arts Zo Zibu Community Projects NPC WC 322 800.00
M36341 12-Oct-21 Arts Peninsula and District Carnival Association WC 635 000.00

A B C D E F

number
M36371 12-Oct-21 Arts Nomalizo Community Support WC 310 500.00
M36816 12-Oct-21 Arts The Nalibali Trust WC 900 000.00
M37015 12-Oct-21 Arts Due Time Skills Development Agriculture WC 1 245 694.00
M37311 12-Oct-21 Arts Sunny Sky Project 135 t/a Imbali Western Cape WC 177 000.00
M33815 19-Oct-21 Charities The Spring Foundation WC 1 124 760.00
M34002 20-Oct-21 Charities Jo’s School WC 205 171.00
M36511 22-Oct-21 Sports and recreation Robertson Cricket Club WC 130 000.00
M35078 26-Oct-21 Arts Isibane Development NPC WC 265 950.00
M37881 26-Oct-21 Arts The Darling Trust WC 388 000.00
M37883 26-Oct-21 Arts Afrika Bua WC 310 000.00
M38236 26-Oct-21 Arts Art and Ubuntu Trust WC 443 000.00
M34093 27-Oct-21 Charities Stepping Stones Educare Centre WC 320 045.00
M35564 27-Oct-21 Sports and recreation Atlantis Rugby Football Club WC 140 000.00
M36871 27-Oct-21 Sports and recreation La Motte Wanderers Rugby Football Club WC 85 000.00
M37330 27-Oct-21 Sports and recreation Garden Route Youth Sports Skills Development Academy WC 65 000.00
M38180 27-Oct-21 Arts The Cape Town Carnival Trust WC 510 000.00
M39352 27-Oct-21 Arts Nants' Ingqayi Art Development NPC WC 396 500.00
M34063 28-Oct-21 Charities Lerato Educare WC 312 383.00
M34465 29-Oct-21 Charities La Belle A C V V Dienstak WC 1 715 254.00
M34254 02-Nov-21 Charities Cape Town Multi-Service Centre WC 1 802 750.00
M34197 03-Nov-21 Charities Help-Me-Network (CSP) WC 883 400.00
M36146 03-Nov-21 Sports and recreation Winners Park Football Club WC 95 000.00
M36159 03-Nov-21 Sports and recreation Be The Difference Foundation WC 65 000.00
M36170 03-Nov-21 Sports and recreation Eyethu Football Club 5933 WC 85 000.00
M36471 03-Nov-21 Sports and recreation Blue Diamonds Netball Club WC 75 000.00
M36477 03-Nov-21 Sports and recreation Peace Makers Academy WC 115 000.00
M36553 03-Nov-21 Sports and recreation Scorpion Football Club WC 40 000.00
M36588 03-Nov-21 Sports and recreation Tomorrow Stars Football Club WC 40 000.00
M36901 03-Nov-21 Sports and recreation Ocean View Football Club WC 85 000.00
M34070 04-Nov-21 Sports and recreation Primrose RFC WC 30 000.00
M36119 04-Nov-21 Sports and recreation Makhaza Spurs Football Club WC 110 000.00
M36130 04-Nov-21 Sports and recreation Roses United Rugby Klub WC 30 000.00
M36171 04-Nov-21 Sports and recreation Valencia FC WC 115 000.00
M36861 04-Nov-21 Sports and recreation Eagle Stars RFC WC 30 000.00
M36226 10-Nov-21 Sports and recreation Robertson RFC WC 30 000.00
M37110 10-Nov-21 Sports and recreation Collegians Rugby Klub WC 30 000.00
M37318 10-Nov-21 Sports and recreation Blue Crew Academy NPC WC 65 000.00
M31847 16-Nov-21 Sports and recreation Spartans RFC WC 100 000.00
M31874 16-Nov-21 Sports and recreation Young Warriors Rugbyklub WC 100 000.00
M31934 16-Nov-21 Sports and recreation United Stones Rugbyclub WC 100 000.00
M32084 16-Nov-21 Charities Little Flower Pre-school WC 661 597.00
M33833 16-Nov-21 Sports and recreation Avon Spurs Netball Club WC 187 880.00
M35939 17-Nov-21 Sports and recreation Paternoster Cricket Club WC 85 000.00
M36258 17-Nov-21 Sports and recreation Kinetic Pro Cycling NPC WC 85 000.00
M37111 17-Nov-21 Sports and recreation Brand New Stars Netball Club WC 75 000.00
M37314 17-Nov-21 Sports and recreation Morgenster United Football Club WC 130 000.00
M34475 18-Nov-21 Charities Ithembelitsha Development Agency NPC WC 356 238.00
M34630 23-Nov-21 Charities ACVV Paarl Vallei WC 1 655 396.00
M34676 23-Nov-21 Charities Home from Home Trust WC 825 989.00
M36491 23-Nov-21 Sports and recreation Flash Girls Netball Club WC 85 000.00
M37480 23-Nov-21 Sports and recreation Glen Eagles Soccer Club WC 30 000.00
M38825 23-Nov-21 Charities Western Cape Blind Association WC 1 730 380.00
M34684 25-Nov-21 Charities Breede Valley Association for Persons with Disabilities WC 1 656 190.00
M34706 25-Nov-21 Charities Ossa Right To Sight Trust WC 1 163 800.00
M38876 25-Nov-21 Arts Zonderend Association For The Community Empowerment and WC 368 899.00
Transformation
M39149 25-Nov-21 Arts Abalimi WC 488 000.00
M39226 25-Nov-21 Arts The Foundation for Empowerment Through Afrikaans WC 385 301.00
M39341 25-Nov-21 Arts Thawanda Project NPC WC 359 800.00
M39514 25-Nov-21 Arts Flip The Coin Events and Comm Dev WC 323 782.00
M39575 25-Nov-21 Arts I-Med Africa WC 422 411.00
M43271 26-Nov-21 Charities Child Welfare South Africa Western Cape WC 1 000 000.00
M36373 30-Nov-21 Sports and recreation Cyclone Netball Club WC 105 000.00
M37151 30-Nov-21 Sports and recreation Gugulethu Handball Club WC 120 000.00


number
M37485 30-Nov-21 Sports and recreation Grootbrak Netball Club WC 30 000.00
M35068 07-Dec-21 Charities Grandmothers Against Poverty and Aids WC 474 514.00
M37023 07-Dec-21 Charities The Society for the Prevention of Cruelty to Animals, Paarl WC 302 000.00
M39799 07-Dec-21 Arts Generation Move NPC WC 233 000.00
M40013 07-Dec-21 Arts Langabuya Community Projects WC 262 000.00
M40042 07-Dec-21 Arts Masi Entertainment Production NPC WC 209 500.00
M40168 07-Dec-21 Arts Greater Tygerberg Partnership NPC WC 726 750.00
M40345 07-Dec-21 Arts Noyila Community Development NPC WC 313 000.00
M36623 08-Dec-21 Charities Animal Anti-Cruelty League – Cape Town WC 432 000.00
M36537 14-Dec-21 Charities Child Welfare South Africa: Bredasdorp WC 1 117 248.00
M38073 15-Dec-21 Sports and recreation The Gary Kirsten Foundation WC 115 000.00
M38162 15-Dec-21 Sports and recreation Arrows Football Club WC 30 000.00
M38222 15-Dec-21 Sports and recreation Emboland Youth Development FC WC 75 000.00
M40547 15-Dec-21 Arts Inzalabantu Womans Foundation WC 315 500.00
M40552 15-Dec-21 Arts Iviyou Youth Foundation WC 349 800.00
M41279 15-Dec-21 Arts Gugulethu Arts Festival NP WC 748 000.00
M32799 22-Dec-21 Arts Happy Little Beginnings WC 478 000.00
M35784 12-Jan-22 Charities Fishers Of Men Daycare and After Care Centre WC 319 497.00
M37316 12-Jan-22 Charities Lukhanyo Home Care and After Care Centre WC 300 355.00
M35783 19-Jan-22 Charities Lithalethu Educare Centre WC 226 528.00
M36246 19-Jan-22 Charities Masikhule Pre-school WC 435 318.00
M36466 19-Jan-22 Charities Khanyolwethu Educare Centre WC 218 201.00
M37315 19-Jan-22 Charities Gouda Dienssentrum WC 278 507.00
M43169 20-Jan-22 Misc Institute for African Alternatives WC 500 000.00
M35567 25-Jan-22 Charities Women Lead Movement WC 267 750.00
M36605 25-Jan-22 Charities Epilepsy South Africa WC 1 312 000.00
M36955 25-Jan-22 Charities Leliebloem House Children’s Home WC 1 753 935.00
M37024 25-Jan-22 Charities Sisters Incorporated WC 1 005 424.00
M37865 25-Jan-22 Sports and recreation Helderberg Saints Netball Club WC 85 000.00
M37867 25-Jan-22 Sports and recreation Planning Ahead Career Guidance WC 65 000.00
M37872 25-Jan-22 Sports and recreation Silver Stars RFC WC 150 000.00
M37876 25-Jan-22 Sports and recreation Woodlands United Football Club WC 140 000.00
M37929 25-Jan-22 Sports and recreation Hotspurs Ladies Football Club WC 75 000.00
M37950 25-Jan-22 Sports and recreation Shining Stars United Football Club WC 95 000.00
M38050 25-Jan-22 Sports and recreation Stars of Zweledinga Netball Club WC 85 000.00
M38243 25-Jan-22 Sports and recreation Samba Stars FC WC 95 000.00
M38259 25-Jan-22 Sports and recreation Gugulethu Phoenix Football Club WC 85 000.00
M38280 25-Jan-22 Sports and recreation Mighty Peace Football Club WC 95 000.00
M38430 25-Jan-22 Sports and recreation Dangerous Darkies FC WC 85 000.00
M38959 25-Jan-22 Sports and recreation All Stars Football Club WC 105 000.00
M39291 25-Jan-22 Sports and recreation Tennis World Foundation WC 50 000.00
M38321 26-Jan-22 Sports and recreation Spring Roses RFC WC 30 000.00
M38375 26-Jan-22 Sports and recreation The Iconics Netball Club WC 30 000.00
M38404 26-Jan-22 Sports and recreation Happy Hearts Netball Club WC 30 000.00
M38406 26-Jan-22 Sports and recreation Crusaders Rugby Football Club WC 30 000.00
M38462 26-Jan-22 Sports and recreation Entwined Roots Trust WC 75 000.00
M38497 26-Jan-22 Sports and recreation Excelsiors Rugby Football Club WC 30 000.00
M38514 26-Jan-22 Sports and recreation Diaz-Leeds Football Club WC 75 000.00
M38522 26-Jan-22 Sports and recreation Beaufort West RFC WC 30 000.00
M38524 26-Jan-22 Sports and recreation Black Lion RFC WC 30 000.00
M38532 26-Jan-22 Sports and recreation Blanco United Rugby Football Club WC 30 000.00
M38536 26-Jan-22 Sports and recreation Black Diamonds Netball Club 24996 WC 85 000.00
M38540 26-Jan-22 Sports and recreation Asiphelimoya Gym Club WC 65 000.00
M38607 26-Jan-22 Sports and recreation Cape Royal Football Club WC 95 000.00
M38618 26-Jan-22 Sports and recreation Young Hamiltons Rugby Football Club WC 30 000.00
M38621 26-Jan-22 Sports and recreation Peninsula Blind Bowlers WC 130 000.00
M38688 26-Jan-22 Sports and recreation BSS Development Cycling Club WC 30 000.00
M38725 26-Jan-22 Sports and recreation Albertinia Rangers RFC WC 30 000.00
M38730 26-Jan-22 Sports and recreation Progress Rugby Football Club WC 30 000.00
M39013 26-Jan-22 Sports and recreation Marlin Lifesaving Club WC 95 000.00
M39069 26-Jan-22 Sports and recreation Bonga.Org Cycling Academy WC 95 000.00
M38428 27-Jan-22 Sports and recreation St. Michaels Primary School WC 350 000.00
M39169 27-Jan-22 Sports and recreation South African Rugby Union WC 800 000.00
M40600 27-Jan-22 Sports and recreation Western Cape Chess Association WC 320 000.00

A B C D E F

number
M38600 02-Feb-22 Sports and recreation Mimosa Football Club WC 75 000.00
M38847 02-Feb-22 Sports and recreation Gardens RFC WC 85 000.00
M39274 02-Feb-22 Sports and recreation Growth and Opportunity Football Community WC 65 000.00
M39559 02-Feb-22 Sports and recreation Power Stars Football Club WC 75 000.00
M38941 03-Feb-22 Sports and recreation Newlands Netball Club WC 95 000.00
M39102 03-Feb-22 Sports and recreation Strand Manchester United FC WC 95 000.00
M39112 03-Feb-22 Sports and recreation Lovedale Rugby Club WC 95 000.00
M39122 03-Feb-22 Sports and recreation Donkerbos Roses Rugby Football Club WC 105 000.00
M39198 03-Feb-22 Sports and recreation Forward Foundation WC 65 000.00
M39205 03-Feb-22 Sports and recreation Kraaifontein Rugby Football Club WC 105 000.00
M39213 03-Feb-22 Sports and recreation Sporting Chance Development Foundation WC 65 000.00
M39242 03-Feb-22 Sports and recreation Khayelitsha United FC WC 105 000.00
M39267 03-Feb-22 Sports and recreation Netball Club Tafelzucht WC 75 000.00
M39277 03-Feb-22 Sports and recreation Seven X Netball Club WC 95 000.00
M39281 03-Feb-22 Sports and recreation Miracles Rugby Football Club WC 105 000.00
M39340 03-Feb-22 Sports and recreation Helderberg Rovers Football Club WC 85 000.00
M39369 03-Feb-22 Sports and recreation Intuthuko Yethu Development NPC WC 65 000.00
M39384 03-Feb-22 Sports and recreation Manchester United FC WC 65 000.00
M39542 03-Feb-22 Sports and recreation Liverpool FC WC 105 000.00
M39553 03-Feb-22 Sports and recreation Kalawa United Football Club WC 75 000.00
M39569 03-Feb-22 Sports and recreation Langa RFC WC 105 000.00
M39590 03-Feb-22 Sports and recreation SAFCOL United RFC WC 30 000.00
M38499 08-Feb-22 Sports and recreation Strand Surf Lifesaving Club WC 115 000.00
M38935 08-Feb-22 Sports and recreation Pro-Eagle Cricket Club WC 75 000.00
M39456 08-Feb-22 Sports and recreation Azzurri FC WC 95 000.00
M39459 08-Feb-22 Sports and recreation Benz Football Club WC 75 000.00
M39518 08-Feb-22 Sports and recreation Simondium RFC WC 85 000.00
M39770 08-Feb-22 Sports and recreation TK Lions FC WC 105 000.00
M39058 09-Feb-22 Sports and recreation Heinz Park FC WC 105 000.00
M39134 09-Feb-22 Sports and recreation Riverton FC WC 75 000.00
M39621 09-Feb-22 Sports and recreation Wanderers X1 AFC WC 100 000.00
M39664 09-Feb-22 Sports and recreation Ecoactive Sports and Adventure WC 65 000.00
M39806 09-Feb-22 Sports and recreation Livingstone Netball Club WC 80 000.00
M40135 09-Feb-22 Sports and recreation Young Squad FC WC 85 000.00
M40206 10-Feb-22 Sports and recreation Hands and Heart Rugby Football Club WC 115 000.00
M41265 23-Feb-22 Sports and recreation South African Disabled Golf Association WC 500 000.00
M40055 01-Mar-22 Sports and recreation Hillcrest United Rugby Club WC 110 000.00
M40713 01-Mar-22 Sports and recreation Voota Football Club WC 75 000.00
M35779 16-Mar-22 Sports and recreation Mitchell's Plain Cricket Club WC 155 000.00
M45696 31-Mar-22 Charities Towdah Ministries WC 1 500 000.00
M48607 17-Dec-21 Charities ALSA Foundation WC 1 100 000.00
1 172 631 096.85

NOTES

A B C D E F
NOTES

NOTES

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EGU

THE ACT MANDATED THE BOARD TO

REPORT NAVIGAT ION

Strategic objective two

Social and Challenges in Strategic objective three

Strategic objective four

GENERAL INFORMATION FINANCIAL STATEMENTS

National Lotteries Commission Integrated Report 2022 1

2 National Lotteries Commission Integrated Report 2022

National Lotteries Commission Integrated Report 2022 3

12 002 (6 936 Average minimum of

94 % of all first Certified as a

292 education and

4 National Lotteries Commission Integrated Report 2022

Block D, Hatfield Gardens,

Postal address PO Box 1556 Brooklyn Square, Pretoria, 0075

Email address info@nlcsa.org.za

Website address www.nlcsa.org.za

Absa, First National Bank, Nedbank, Rand Merchant Bank

Company Secretary Adv Nompumelelo Nene (FCIS)

National Lotteries Commission Integrated Report 2022 5

DIRECTOR APPROVAL AND PROCESS DISCLOSURES

6 National Lotteries Commission Integrated Report 2022

Signed on behalf of the Board

Ms BD Ferguson TCC Mampane

National Lotteries Commission Integrated Report 2022 7

THE SA CONSTITUTION IS THE FOUNDATION

THE NLC’S SOCIAL UPLIFTMENT OUTCOMES

INDICATOR INDICATOR INDICATOR INDICATOR INDICATOR

2.1 5.1 6.6 7.3 8.1

8 National Lotteries Commission Integrated Report 2022

The NLC, through its mandate, plays a

Job Rural Infrastructure

THE NATIONAL DEVELOPMENT

National Lotteries Commission Integrated Report 2022 9

Our material matters arise

engaging extensively with our

10 National Lotteries Commission Integrated Report 2022

National Lotteries Commission Integrated Report 2022 11

OUR STRATEGIC OBJECTIVE

INTEGRITY: SERVICE SOCIAL PERFORMANCE INNOVATION AND

12 National Lotteries Commission Integrated Report 2022

Regulates Lotteries and

National Lottery Distribution Trust 47%

OUR GEOGRAPHIC FOOTPRINT

Number of employees Number of beneficiaries

Retail terminals National Lottery ticket sales GAUTENG LIMPOPO

Number of Lottery jackpot winners 186 391 19 590

National Lotteries Commission Integrated Report 2022 13

The Exco ensures the legislative The Chief Audit Executive

14 National Lotteries Commission Integrated Report 2022

Chief Financial Officer Chief Information Officer

Executive Manager: Chief Operating Officer

Executive Manager: Company Secretary

National Lotteries Commission Integrated Report 2022 15

The NLC is an important

16 National Lotteries Commission Integrated Report 2022

Following a referral letter by the SIU in August

National Lotteries Commission Integrated Report 2022 17

18 National Lotteries Commission Integrated Report 2022

1 IMF World Economic Outlook Update, July 2021, https://www.imf.org/en/Publications/WEO/Issues/2021/07/27/world-economic-outlook-update-