Presentation to National Council of Provinces SA Tourism Annual Performance Plan 2018 – 19 20 June 2018.

Presentation to National Council of Provinces SA Tourism Annual Performance Plan 2018 – 19
20 June 2018

CONTENTS Part A: Strategic Overview Setting scene Enviro scan
Part B: Programme and Sub-Programme Plans Annual and Quarterly Targets Programme 1: Corporate Support……………………………………………. 29 Programme 2: Business Enablement………………………………………… 30 Programme 3: Leisure Tourism Marketing………………………………. 31 – 33 Programme 4: Business Events…………………………………………………. 34 Programme 5: Tourist Experience……………………………………………. 35 Finance Revenue estimates Budget per Programme Budget per Economic Classification

Part A: Strategic Overview
Setting scene

Setting the scene President Cyril Ramaphosa (SONA): “an area (Tourism) which provides the country with incredible opportunities to, quite literally, shine”. The ask: to more than double the 700K people currently employed in tourism Enhance support for destination marketing in key tourism markets Take further measures to remove reduce regulatory barriers Develop emerging tourism businesses 4

Annual Performance Plan: page 6
South African Tourism has set a strategic goal of increasing the base of tourism by five million arrivals / trips during This will ensure synergised efforts across the tourism sector towards contributing to inclusive economic growth Goal Increase tourism sector’s contribution to inclusive growth by increasing the base of tourism by five million arrivals /trips during Strategic Objective 1: To contribute to inclusive economic growth by increasing the number of international and domestic tourists Strategic objective 2: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Strategic Objective 3: To enhance stakeholder and partnership collaboration, both local and international, to improve delivery on South African Tourism’s mandate Strategic Objective 4: To contribute to an improved tourist experience in line with the brand promise Strategic Objective 5: To position South African Tourism’s corporate brand to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Strategic Objective 6: To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism Strategic Objectives Annual Performance Plan: page 6

5-in-5 National Tourism Target Drives Resource Allocation
The 5-in-5 goal is national goal which is jointly owned by SA Tourism and the Provincial Tourism Authorities. This drives strategic alignment, proportionate resource allocation and coordination of marketing activity Source Markets 5-in-5 National Tourism Target Drives Resource Allocation Distribution Markets Success Factors: Making 5-in-5 come alive and relevant in the provinces. APPs and Strategies need to link up SAT and PTA become jointly accountable for the targets Effort, resources and funding deployed according to targets e.g. hostings, APPs etc. Elevate targets into provincial performance Grading targets included PTA CVP: Strategy formulation and market execution Global and local market support and alignment Ownership of local activities and activations + local capacity and tourist activities India Eastern Cape SAT Australia Western Cape Netherlands Current 10m + 5m in 5yrs Northern Cape United Kingdom Gauteng Germany North West United States Limpopo China Mpumalanga Africa Free State Other KwaZulu-Natal 7% of global target (eg) Key source markets

Part A: Strategic Overview
Enviroscan

Performance of Year one of 5-in-5: we have achieved our target for domestic holiday trips, but missed our target for international tourist arrivals Estimated Domestic Holiday Trips 2017: 2.9Mn International Tourist Arrivals 2017: 10.3Mn 2.9Mn 10.9Mn Domestic holiday trips increased in 2017 by approximately 12% which resulted in the domestic holiday target being achieved. Holiday trips in 2017 were higher than 2016 levels in nine of the twelve months, declining in May, August and December. About 13% of total domestic holiday trips were taken in December 2017, a much smaller share compared to December 2016. Despite the increase in domestic holiday trips, total domestic trips amounted to 17.1 million trips. This is a decrease of approximately 29% over 2016, and is driven by an estimated 41% decline in VFR trips. The consumer in SA faced strong head winds in 2017 with a recession early in the year and unemployment remaining high. These conditions had a far reaching effect on consumers and domestic tourism in particular the VFR segment. International tourist arrivals to South grew by 2.4% in 2017 to reach 10.3Mn. This means that we have achieved 94% of our annual target of 10.9Mn for 2017 (which is roughly behind the 5-in-5 target for year one). Overall, we saw growth out of Europe, Americas, Australasia and Africa, while we saw declines out of Asia. Air Markets: have grown by 5.9% to record 3.1Mn international tourist arrivals. Land Markets: The land markets which are our biggest source market have grown by just 1.0% to record 7.2Mn international arrivals. Performance in this region improved after a poor start to the year. Global arrivals grew by 7% in 2017 (UNTWO) and South Africa is growing behind both the globe and behind the rest of Sub-Saharan markets. Sub-Saharan Africa grew 5% which is slower compared to 8.9% growth in 2016. 1.45Mn 5.45Mn

International tourist arrivals grew by 2. 4% in 2017 to reach 10
International tourist arrivals grew by 2.4% in 2017 to reach 10.3 million, approximately 600k short of the target for the year % change 16-17 12.6% 3.2% 5.8% 4.2% 6.6% -6.8% 12.8% 2.4% Source: Statssa Tourism & Migration release; SAT analysis

Central & South America
Growth was recorded from most regions with the exception of Asia and the Indian Ocean Islands 2017 Europe 1,660,848 arrivals 7.6% up from 2016 CAGR15 to % North America 437,903 arrivals 7.8% up from 2016 CAGR15 to % Middle East 55,906 arrivals 4.4% up from 2016 CAGR15 to % Asia 317,181 arrivals -3.3% down from 2016 CAGR15 to % Central & South America 107,582 arrivals 59.3% up from 2016 CAGR15 to % Australasia 133,713 arrivals 1.4% up from 2016 CAGR15 to % AFRICA INTERNATIONAL 7,559,342 arrivals 0.8% up from 2016 CAGR15 to % Indian Ocean Islands 10,285,197 arrivals 2.4% up from 2016 CAGR15 to % 27,748 arrivals -4.4% down from 2016 CAGR15 to % Source: Statssa Tourism & Migration release; SAT analysis

All provinces saw a growth in international tourist arrivals with the exception of Gauteng and North West provinces

International tourism growth relative to global growth
% change in International tourist arrivals 2017 vs 2016 South Africa World Total 2.4% 6.7% Africa 0.8% Rest of World 7.2% Global tourist arrivals grew by a record 6.7% in 2017, the highest growth in seven years. Against this backdrop, South Africa saw growth of 2.4% in 2017. The top 3 source markets for South Africa are Zimbabwe, Lesotho and Mozambique, which combined accounted for 50% of total tourist arrivals. In contrast, Europe, the Americas, Asia and Australasia accounted for only 26% to total tourist arrivals. The top 3 source markets combined grew by a mere 1.9% in 2017. Tourist arrivals from the rest of the world (excluding Africa) grew by 7.2% in 2017, comparable to the growth in global tourist arrivals. 2018 seen a strong start to the year with tourist arrivals to South Africa growing by 4.9% in the first two months of 2018 compared to the same period in 2017. This year started with stronger growth from Africa while the rest of the world seen a slowdown in growth in the first two months of 2018 compared to the same period in 2017.

Too expensive to get to there
The major barriers identified by research conducted by SA Tourism are safety concerns and “too expensive to get there” Too expensive to get to there Safety & Security Barriers Airlift Visas Unabridged birth certificate Visa processing SA Tourism always message safety and security in a subliminal manner in all communication. in , due to the added pressure to handle this major barrier, the entity will embark on a worldwide PR campaign in August/September to address the issues of safety and security in a consolidated manner. The Tourism Leadership Forum has identified SA Tourism via the Visitor Experience Unit as the lead on the Ministerial Work stream. This will address how to bolster the Tourism Safety Initiative (TSI), run by the Tourism Business Council of South Africa (TBCSA), to create an offering that all have access to, amongst other initiatives. According to the WTTC report, “The Impact of Visa Facilitation”, ASEAN* markets shows that wavering visas in this region increases the competitiveness score of the destination country and has an impact of increasing tourist arrivals from these markets by between 8.5% %. In South Africa, the removal of visas for Russians increased travel to SA by at least 51% in 2017. Introducing visas in New Zealand decreased travel by at least 30%. January 2018 figures shows a continuing upward trend in Russia while New Zealand continues to decline. Under the leadership of Minister Hanekom, we are developing the case for a review of visa regulations. Through the Air Access Programmes in partnership with the Provincial Tourism Authorities and the Airports Company, there is a drive for increased frequency and new airline route establishment across all provinces with International Airports. Thus far, Western Cape has succeeded in getting three new airlines flying directly into Cape Town, six route expansions and connected Cape Town with four new destinations. Durban has recently announced the introduction of a direct flight by BA from London- Heathrow to King Shaka International starting in October This will bring in 3 flights per week into Durban on this direct route. Alitalia returned to South Africa in April 2018 with a direct flight from Rome to Johannesburg. The airline now operates four flights per week servicing this route. Strategic Projects Source: SAT BrandTracker surveys; “The Impact of Visa Facilitation” - WTTC

Total domestic trips declined by 29% in 2017 while domestic holiday trips increased by 12% in the same period Source: SA Tourism Domestic Surveys

Revenue from domestic tourism declined at a slower rate of 16% in the same period. The increase in average spend per trip helped stem the losses in revenue caused by the significant decrease in total trips TOTAL DOMESTIC TRIPS (MM) TOTAL DOMESTIC REVENUE (R) 24.3 2016 17.2 2017 26.5 Bn 2016 22.1 Bn 2017 -29.3% -16.6% DOMESTIC MARKET PERFORMANCE DOMESTIC MARKET SPEND Domestic tourism declined due to significant declines in VFR trips while the number of holiday trips increased. Total revenue declined by 16.6% YoY in There was an increase in average spend per trip and spend per day. ~16% Share of Holiday Trips in 2017 ~12% 2017 YoY Increase in Holiday Trips ~3.4 nights Average Length of Stay for Holiday Tourists 2017 SPENDING PATTERNS (R) 6.8 Bn Total Domestic Holiday Spend 1,286.2 Average Spend per Trip 297.0 Average Spend per Day TOP 3 DESTINATION PROVINCES (2017) Limpopo Gauteng KwaZulu Natal Famous for beautiful and contrasting landscapes Economic and business centre of South Africa Popular for sub-tropical climate, beaches and adventure activities YoY Change -4% +18% +16% Source: Domestic Survey

Domestic tourism trips by purpose
In 2017, all provinces received fewer domestic trips with the exception of Mpumalanga. Despite the significant decrease, Limpopo still remains the largest beneficiary of domestic tourism Domestic tourism trips by purpose

The investment in the marketing campaigns to stimulate holiday travel have yielded positive results
Note: 1The budgets include consumer marketing budget, trade budget and other budgets (towards provinces, etc.); The information for 2017 is based on preliminary results Source: Domestic Tourism Analysis; SA Domestic Survey, 2013–2017; Grail Research Analysis

Strategic projects identified to improve Domestic Tourism performance
Enter into agreements with established non-traditional distribution agents (e.g. retail supermarkets) who are able to convert the awareness created by SAT into actual sales – essentially our campaigns will have a call to action to drive people to go and buy at these outlets on the spot. The choice of distribution partner/s will take into account ease of access (including rural distribution) and various of payment options (e.g. lay-bye, stokvels, etc.) Together with the National Department of Tourism’s Destination Development Unit and Provincial Tourism Authorities (and by inference Local authorities), identify destinations/experiences that are suitable for enhancement/development specifically targeted at Domestic Tourism (incl Parks and other leisure experiences) – through this initiative aspects such as geographic spread and rural tourism will be taken into account Together with the National Department of Tourism’s Sector Support Unit and Provincial Tourism Authorities, develop a cadre of new entrants of DMCs and Tour Operators from the ground up who will have a focus on Domestic Tourism to address the existing market issues identified above – (they will identify, create and sell appropriate domestic travel packages), SAT will provide the marketing platforms and access At the same time as the above, SAT has started to develop partnerships with corporates and associations on key events countrywide (e.g. Cricket South Africa, Standard Bank, Soweto Marathon and cultural festivals) to target the events they sponsor/support as a means to stimulate travel and drive conversion. Technology investment through the National Visitors Information System (NTVIS) project, a public-private collaboration in the tourism industry in South Africa lead by Amadeus IT and supported by The National Department of Tourism, SA Tourism, once complete, will be a tool to be used to drive smart-data enabled solutions to individual users on their cell phones (a bespoke travel agent of sorts). This significant technological advancement was formally announced at Indaba 2018.

There has been growth in the number of business events and the number of international delegates hosted between 2014 and 2017

Over 2015–2017, typically, meetings and conventions made up the majority of events in most of the provinces Note: 2017 figures are preliminary Source: SANCB Report on South African International Meetings

Conversion of business travelers to leisure tourists
SANCB in conjunction with the city and provincial convention bureaus work with appointed Professional Conference Organisers (PCO) to develop social programmes for the events hosted in South Africa. These events include development of sustainability villages, where local crafters can sell their products to conference delegates. Furthermore, setting up of information desks on destination including restaurants, tours and shopping experiences that delegates can participate in outside the conference programme. The Delegate Boosting and On-Site Event Services provided by the South Africa National Convention Bureau (SANCB) to their clients include a financial contribution toward the marketing and promotional initiatives of the conference.

There has been a decrease in the number of graded establishments but graded rooms increased since 2015 -1.7% 1.8% Understanding that the value proposition of grading is largely unclear to consumers, we launched a marketing campaign earlier this year to educate the market on the value and benefit of grading. While we have begun to address the awareness and understanding of grading, we still have a challenge in getting uptake of grading by establishments. The playfield has been levelled between the formal establishments and the shared economy through the draft Amendment Bill to the Tourism Act which sees the introduction of thresholds for booking short term rentals. A detailed review of the Grading Council Operating Model which will include the Value Proposition will be embarked on in 18/19 fiscal year – the current assessor model which worked previously will be overhauled in order to be appropriate for the target audience identified

The largest decrease in the number of graded establishments was in Western Cape followed by Gauteng and then KwaZulu Natal

Graded establishments by type of accommodation across the provinces as at 31 March 2018

Graded rooms by type of accommodation across the provinces as at 31 March 2018

Update on implementation of SA Tourism’s Transformation Framework
Employment Equity Marketing Activities Key Objective: Build an inclusive, professional skills base with the capacity to lead the sector. SA Tourism must come to be viewed as a ‘Launchpad’ destination for young talent in the tourism and marketing sectors as well as being seen as a attractive destination for experienced professionals. Key Objective: Ensure that all South African Tourism marketing tools and platforms are a true reflection of South Africa’s diverse cultures and reach a wide range of South Africans in all provinces. Recognise and reward businesses and entrepreneurs that promote transformation. Progress update: Implementation of the plan to improve employment equity on track. Progress update: Usage of 100% Black Owned talent: Bheki Campaign – Black director, casting agency, stylist etc #Wedowatertourism: The Media Tacticians 100% Black owned Activations for all SA Tourism events Black Owned companies Enterprise and Supplier Development Market and Entrepreneurial Empowerment Key Objective: To institutionalise supply chain inclusion practices that adopt a value chain approach to supplier identification, development and inclusion. Key Objective: Provide emerging businesses and entrepreneurs with access to promotional platforms and developmental support and information and assist them in utilisation of these opportunities to develop the pipeline of emerging businesses through a coordinated support programmes and befitting policy. Progress update: Supply chain policies institutionalised in line with the Preferential Procurement Policy Framework Act (PPPFA) and Broad Based Black Economic Empowerment Act (B-BBEE). On track to meet set B-BBEE procurement scores Progress update: SAT runs a training programme which is dedicated to ensuring the SMMEs are ready prior to the start of exhibitions. The training takes place before Meetings Africa and Africa’s Travel Indaba trade shows. A total of 46 SMMEs were taken to seven international platforms in 2017

Part B: Programme and Sub-Programme Plans
Annual and Quarterly Targets 2018/19 Programme 1: Corporate Support Programme 2: Business Enablement Programme 3: Leisure Tourism Marketing Programme 4: Business Events Programme 5: Tourist Experience

A summary of the SA Tourism KPIs per programme as per the APP 2018/19 is illustrated below
STRATEGIC OBJECTIVE KPI 1. Corporate Support To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism Staff satisfaction score achieved Percentage vacancy rate maintained Compliance with Employment Equity Act Unqualified audit report achieved B-BBEE-level achieved 2. Business Enablement To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate To position South African Tourism to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Stakeholder satisfaction score achieved 3. Leisure Tourism Marketing To contribute to inclusive economic growth by increasing the number of international and domestic tourists To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Tourist arrivals - international Tourist trips - domestic Tourist revenue – international Tourist revenue - domestic Geographic spread Improve seasonality – international Improve seasonality - domestic Brand awareness Brand positivity SME attendance at SA Tourism Tradeshow Platforms SME participation for all SA Tourism hosting activities 4. Business Events Number of business events hosted Number of international delegates hosted Number of bids supported Africa’s Travel Indaba revenue Meetings Africa revenue 5. Tourist Experience To contribute to an improved tourist experience in line with the brand promise Number of graded accommodation establishments Number of graded rooms Revenue collected through Grading

Programme 1: Corporate Support
STRATEGIC OBJECTIVE 6: To achieve operational efficiencies in all activities, including human, marketing and other resources available to South African Tourism Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Staff satisfaction score achieved Annual 3.4 - Percentage vacancy rate maintained 7% Compliance with Employment Equity Act Compliance with Employment Equity Act Unqualified report achieved Unqualified Audit Submission of AFS, Performance Information Report and Corporate Governance Report for 2015/16 to AGSA, National Treasury and NDT Monitoring compliance with PFMA B-BBEE-level achieved Level 4 Annual Performance Plan: page 30

Programme 2: Business enablement
STRATEGIC OBJECTIVE 3: To enhance stakeholder and partnership collaboration to better deliver on South African Tourism’s mandate STRATEGIC OBJECTIVE 5: To position South African Tourism to be recognised as a tourism and business events industry leader in market intelligence, insights and analytics Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Stakeholder satisfaction score achieved Annual 4.1 - Annual Performance Plan: page 30

Programme 3: Leisure Tourism Marketing
STRATEGIC OBJECTIVE 1: To contribute to inclusive economic growth by increasing the number of international and domestic tourists STRATEGIC OBJECTIVE 2: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Number of international tourist arrivals (millions)* Quarterly – financial year 11.2 2.5 2.7 2.9 3.1 Quarterly – calendar year 10.9 2.8 Total tourist foreign direct spend (TTFDS) (billion rand) * R81.3 R18.1 R19.4 R21.3 R22.5 Quarterly – calendar year R79.6 R20.8 Percentage geographic spread of international tourist arrivals achieved Annual 19% - Seasonality index of international tourist arrivals 1.35% Percentage brand positivity achieved (average of Feb and Nov wave) 39% Percentage brand awareness achieved (average of Feb and Nov wave) 78% *Note: these indicators are reported on a financial year, but tracked on a calendar year Annual Performance Plan: page 31

STRATEGIC OBJECTIVE 1: To contribute to inclusive economic growth by increasing the number of international and domestic tourists STRATEGIC OBJECTIVE 2: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Number of total domestic trips (millions) achieved* Quarterly – financial year 25.4 5.3 8.5 5.2 6.4 Quarterly – calendar year 25.5 6.5 Number of domestic holiday trips (millions) achieved* 3.1 0.4 1.0 1.1 0.6 3.2 0.7 Total domestic direct spend1 (TDDS) (billion rand)* R26.7 R5.7 R9.0 R5.6 R6.4 R27.1 R6.8 Domestic holiday revenue (billion rand)* R8.2 R0.9 R3.0 R2.6 R1.7 R8.3 R1.8 Geographic spread of domestic tourists Annual 12% - Seasonality index of domestic tourists 20% *Note: these indicators are reported on a financial year, but tracked on a calendar year Annual Performance Plan: page 32

STRATEGIC OBJECTIVE 1: To contribute to inclusive economic growth by increasing the number of international and domestic tourists STRATEGIC OBJECTIVE 2: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 SME attendance at SA Tourism Tradeshow Platforms Quarterly 182 127 - 26 29 SME participation for all SA Tourism hosting activities 25 8 4 7 6 Annual Performance Plan: page 32

Programme 4: Business Events
STRATEGIC OBJECTIVE 1: To contribute to inclusive economic growth by increasing the number of international and domestic tourists STRATEGIC OBJECTIVE 2: To contribute to an enhanced, recognised, appealing, resilient and competitive tourism and business events brand for South Africa across the target markets and segments Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Number of business events hosted in South Africa Annual 153 - Number of international delegates hosted in South Africa 86 006 86 006 Number of bids supported for international and regional business events Quarterly 105 26 24 28 27 Indaba and Meetings Africa revenue (million rand) R67.0 Annual Performance Plan: page 33

Programme 5: Tourist experience
STRATEGIC OBJECTIVE 4: To contribute to an improved tourist experience in line with the brand promise Key Performance Indicator Reporting Period Annual Target 2018/19 Quarterly Target 2018/19 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Number of graded accommodation establishments achieved Quarterly 6 229 1 445 1 517 1 593 1 674 Number of graded rooms achieved 31 383 32 952 34 600 36 327 Grading revenue collected (million rand) Annual R22.6 - Annual Performance Plan: page 33

Finance

Over and above the grant allocation from the government, South African Tourism continues to receive additional funding TOMSA levy, income from exhibitions such as INDABA and Meetings Africa, grading fees and sundry income Annual Performance Plan: page 11

Revenue estimates Revenue 2014/15 2015/16 2016/17 2017/18 2018/19
2019/20 2020/21 ENE Estimate Adjustment Approved Rand (thousand) Audited (R’000) Budget Estimate* 1 Government grant - 2 TOMSA levies 3 Indaba and Meetings Africa* 65 134 81 547 55 431 63 391 57 000 60 192 63 503 4 Grading fees 17 843 18 394 20 569 21,344 21 344 22 561 23 824 25 134 5 Sundry revenue 28 766 12 452 56 123 20,000 99 000 21 140 22 324 23 552 Total 1 Annual Performance Plan: page 19

Breakdown of budget per programme
Expenditure 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 ENE Estimate Adjustment Approved Rand (thousand) Audited (R’000) Budget Estimate* 1 Corporate Support 98 695 93 078 2 Business Enablement 48 038 63 138 99 907 81 295 85 929 90 741 95 731 3 Leisure Tourism Marketing 86 485 4 Business Events 66 967 57 713 5 Visitor Experience 56 529 45 186 54 035 64 106 12 515 76 621 65 807 69 492 73 314 Total 99 000 1 1 Annual Performance Plan: page 34

EXPENDITURE BY ECONOMIC CLASSIFICATION

The exchange rates below are the rates used by SA Tourism to support this APP Financial year USD EUR GBP JPY AUD 2018/19 9.0069 9.8269 2019/20 8.4273 2020/21 Annual Performance Plan: page 35

Thank you

Presentation to National Council of Provinces SA Tourism Annual Performance Plan 2018 – 19 20 June 2018.

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Presentation to National Council of Provinces SA Tourism Annual Performance Plan 2018 – 19 20 June 2018.

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