Remuera Golf Club Annual Report 2023 by remueragolfclubnz

2023 For the year ended 30 September 2023

2023

NOTICE OF MEETING NOTICE IS HEREBY GIVEN THAT THE 89TH ANNUAL GENERAL MEETING OF MEMBERS OF THE REMUERA GOLF CLUB INC WILL BE ON SITE ON MONDAY 11TH OF DECEMBER, 2023 AT 7PM.

AGENDA ITEMS 1. Approval of Minutes of the 2022 Annual General Meeting 2. Matters arising from the Minutes of the 2022 Annual General Meeting 3. Club Captain’s | Chairman of the Board of Management Address 4. General Manager's Address 5. Adoption of the Annual Report and Financial Statements 6. Election of the Officers

PATRON

BOARD OF MANAGEMENT

John Rainger (deceased)

LIFE MEMBERS

Ian Braddock (Chair), Megan King, Pauline Harrison, James Kim, Grant Marshall, Andrew Millard, Ken Taylor, Esther Cowper

Margaret Moffatt (deceased), John Rainger (deceased)

GENERAL MANAGER

PRESIDENT Ken Taylor

CLUB CAPTAIN Ian Braddock

MEN’S GOLF CAPTAIN James Kim

WOMEN’S GOLF CAPTAIN Esther Cowper

Chris Davies

BANKERS ANZ Bank Ltd

AUDITOR

8. The Board of Management moves that the RSM Hayes Audit be appointed as Auditor for the 2023/2024 Financial Year. 9. Life Memberships a. The Board of Management moves that Lorna Reid be elected a Life Member of the Remuera Golf Club b. The Board of Management moves that Allan McSkimming be elected a Life Member of the Remuera Golf Club. 10. Honorary Membership 11. General Business

RSM Hayes Audit

Ian Braddock

CLUB LEGAL ADVISOR

Club Captain Chairman – Board of Management 1st December 2023

Stephen Bryers

INCORPORATION DATE 8th February 1935

7. Appointment of the Auditor

Member Categories entitled to vote: Life, Honorary, Full Playing, 18 Hole, Weekday, 9 Hole, Flexi, Veteran and Intermediate

REMUERA GOLF CLUB ANNUAL REPORT

CHAIRMAN’S REPORT

GENERAL MANAGER’S REPORT

ON BEHALF OF THE BOARD I AM PLEASED TO PRESENT THE 2023 ANNUAL REPORT.

IN THE PAST YEAR, SIGNIFICANT STRIDES HAVE PROPELLED OUR MAJOR PROJECTS FORWARD, PROMISING AN ENRICHED MEMBER EXPERIENCE AHEAD.

Following several highly disrupted years and more recent weather challenges we have had a successful year. We are a club undergoing necessary change and while this is difficult, we have continued to make real progress particularly looking to the longer-term future of the club. We have reaffirmed and continue to build on our club vision and core pillars – including providing a golfing and social environment that is welcoming, safe, inclusive and relaxed with a range of activities and opportunities for members and visitors. During the year the board held a strategy workshop including considering where the club should be positioned in 5-20 years’ time and what should be done over the next few years to plan for this. Key areas considered at the session and also during the year included; how we will improve the golfing experience for all members, build a strong club culture, an equitable membership model and widen the member experience including health & wellness. Despite some challenges real progress has been made including in current course improvements as well as continuing the detailed planning necessary to complete the course in the medium term. Despite adverse weather conditions significantly impacting the course, it has re-enforced the need to enhancing accessibility and ensuring more reliable playing surfaces to meet the reasonable expectations of our members. Also, this was the first uninterrupted year for the Velocity range, validating its viability and it has successfully underpinned a satisfactory overall club financial performance.

maintain an 18 hole course during this period we ask members to be understanding knowing we will have a far more robust course, fully cart-pathed and with playing options for all levels of golfer. Member’s will be aware greater than expected levels of driving range activity and other factors have resulted health & safety issues on not just the first fairway but with the neighboring Waiatarua reserve. Late in the year the board commissioned an international consulting group specialising in golf course health & safety to undertake a comprehensive analysis including statistically tracking and measuring golf ball trajectory over a 30 day period and propose recommendations. These are presently being considered and we will be implementing mitigating strategies in the near future. A major project completed during the year was the design and rebuild of the Winstones kitchen, and to include a refreshing of the downstairs lounge. We now have a state-of-the-art food and beverage area facility which will not only provide a wider range of offerings and more efficient service but assist with recruitment and retention of staff as well as improved health & safety. This was disruptive with temporary facilities being needed but excellent planning and flexibility minimised this. A bonus however was rediscovering the enjoyment of the upstairs lounge.

Significant committee and board work was done during the year on both course maintenance and also the planning work necessary to complete the course broadly in line with what was envisaged 15 years ago, partially completed but paused before and during Covid.

As indicated the Velocity range exceeded expectations with much increased usage and a strong financial contribution. This included when the course was closed for adverse weather, coring and during periods when Winstones and retail sales were impacted. Velocity has more than exceeded the business case prepared prior to opening. In simple terms if it were not for the range success, we would not have the funds and the confidence to do further course work, and looking further out, what will invariably be necessary buildings work and debt reduction. It is pleasing to see an increasing number of members using the range although still in the minority of users. Also Velocity gives us the opportunity to be a good community citizen and was particularly pleasing for us to use it to engage with our community including collaborating with other not-for profits and community organisations, running beginner golf sessions for local schools and other initiatives. This directly aligns with our landlord Auckland Council’s stated policy of golf clubs on council land having a wider reach then just their members. We are told by council officers we are a leading example of implementing this policy across Auckland.

Importantly, the course masterplan has been refreshed in concept and will become a series of projects over the next 4 or so years. Each project will be approved and started based on progressive annual reviews ensuring factors such as weather conditions and ongoing financial surpluses allow. While we will

The club has had a successful financial year. Our surplus before depreciation and financing costs was $976,501 (last year $987,031) and final deficit was $111,392 (last year deficit $48,910). As indicated the Velocity surplus more than covered smaller losses across Winstones and the Golf Hub. While

The club presently has 1,558 total members (last year 1,579) and 43,429 18 hole equivalent rounds were played (last year 45,556). Our waiting list continues to increase reflecting increased interest in golf post-Covid as well as our location and the reputation of the club. During the year changes were made to our membership policy as we better understand our member playing patterns including across our various membership categories. This has allowed us to better manage our category and overall numbers and continue to strive for fairer outcomes for members and across categories in terms of bookings, access to the course and subscriptions.

we fell below overall budget for the year, given the circumstances particularly weather and kitchen disruptions we are not unhappy with this. More detail explaining our operating performance is in the finance committee report. For the coming year we are projecting a net surplus of $950,400 before depreciation and $30,400 surplus after depreciation. Our balance sheet remains stable. Our long-term budgets allow for gradual reductions in our debt which primarily consists of member loans and a bank term loan. Again, we thank those members who have contributed member loans for their commitment to the club. Our congratulations to winners of club competitions and trophies across all categories. Also well done to those members playing at the interprovincial level including our junior reps who dominated the Auckland interprovincial team on most occasions. I would like to acknowledge the work done during the year by our GM Chris Davies and all his staff. It was a challenging year across many fronts including managing a wide range and number of staff in a difficult employment environment including major staff shortages. Despite the challenges progress was made implementing our strategy. Thanks Chris and the team. Also thank you to all the board, committee members, and others including Dads Army. Your voluntary input into the club provides valuable support to management and makes the club a better place. We will be further acknowledging member input at the AGM. Particular thanks to retiring board member, Andrew Millard who chaired our course committee for part of the year and whose skillsets added valuable depth to the board. Our Women’s Golf Captain Esther Cowper is retiring, and our thanks also go to her for her contribution. Also our thanks to Ken Taylor our retiring President after many years of service to the club. I would also like to acknowledge the significant contributions by two life members who sadly passed away during the year – Margaret Moffat and John Rainger who was also Patron. Both gave long and distinguished service to the club. As I come to the end of my term as Club Captain after 3 years I have been honoured to serve the club and members. My thanks to all those who I have had the privilege of working with over my term and I wish my successor and the incoming board all the best.

There have been challenges outside of our control namely inflation, staff shortages, wage growth and not forgetting the prolonged wet weather, in addition the kitchen improvements and course works all presented some interesting challenges. During the year we experienced historic flooding in January and then some ten days later we were hit by Cyclone Gabrielle. The rain continued into winter and over the year we received 2 metres of rain when in a normal year would be about 1.3m, a 53% increase. The weather impacted the course and has affected our costs and revenue. Despite this we have been able to navigate a positive path forward, but not without some pressure. COURSE MASTERPLAN This year we finalised our review of the course masterplan and presented refreshed and updated concept designs. These were presented to members through July and August. In addition to the communication provided in the Wrap we held a series of information sessions lead by Karee and Tony, feedback from members at these sessions was overwhelmingly positive. We are now working these into smaller projects as well as our on-going re-surfacing work and the continued upgrade of our infrastructure, being drainage, irrigation, and water storage lakes. We need to be flexible as we know from experience that factors outside of our control can be disruptive to the best laid plans, particularly economic and the financial implications and of course weather. Each project will have a higher level of scoping and detailed design and will be considered on its own merit at the time. The board will determine each project, once satisfied with the details and comfortable that it fits in with our cashflow, these will be communicated to members well in advance. Our target date is to complete all major works in the next 4-5 years, subject of course to changes in circumstances. Further information is detailed in the CTG report. GOLF COURSE Spencer and the team continue to work improve the course year on year. As we grow as a club and as a direct result of our increasing operating revenue year on year we continue to invest not only in course capital projects but also in the course operating budget to enable the team to improve daily playing conditions. KITCHEN & WINSTONES

Ian Braddock Club Captain and Chairman of the Board

The kitchen refresh was a major milestone for us, this project has been on the list for a few years, and it is pleasing to get this completed. We made the best use of the space and we have provided

modern up to date kitchen facilities. The project was completed through our winter months and although we were still able to operate, it did have an operational cost impact as our temporary facilities were inefficient and revenue was significantly reduced for that period. Winstone’s also had a makeover and will have more appropriate acoustic treatment. We will be looking to scope out similar makeover / improvement projects to other parts of the clubhouse (Tui) and courtyard in due course. VELOCITY RANGE The range this year more than exceeded expectations, particularly as it was its first full year of operations. As time goes by, we continue to learn and improve the services / product offering and yield. However, it was not immune from feeling the effects of the weather as ball collection proved very challenging. Year on year we plan to introduce more artificial turf to the area and install further drainage. RETAIL Overall our retail outlet, combined with our golf services activity has performed slightly below budget but never the less a satisfactory result. During COVID we purposely ensured we had stock to sell and this allowed us to minimise the supply chain issues, while this past year we set our objective to reduce stock levels, essentially to sell more and buy less, this has been successful and we are continually refining our range of stock. During the year we will refine the operating model for the fitting studio to increase efficiency and improve our space utilisation. COMMUNITY WORK & GOLF DEVELOPMENT Engaging with our local community has been ongoing and largely focused on introducing young people to golf. This has included programmes at the driving range, a cluster of local schools, summer programme for members of the local iwi and outdoor classrooms for environmental projects with schools. We have collaborated on these programmes by other groups including Golf New Zealand, Nomads Golf Club and our council. These programmes significantly contribute to skill development and bolster the participants' confidence. We will continue to expand these programmes to give more local people an opportunity to engage with the club, to try and learn golf and to enjoy our natural environment. Other community engagement is detailed later in this report.

ENVIRONMENTAL We are deeply committed to sustainability, echoing the global call for environmental responsibility. You can read more about our key initiatives on pages 10 and 11. In addition to our ongoing environment work we have recently embedded this value firmly in our corporate partnership programme. Our transformative approach includes implementing solar power for the clubhouse in the coming months, significantly reducing our carbon footprint and setting new eco-friendly standards for clubs nationwide, backed by our corporate partner Panasonic. Welcoming Kia as our car partner enables us to showcase cutting-edge electric vehicle technology to members, further enhancing our supply chain credentials. These strategic moves exemplify our dedication to sustainable progress and collaborating with partners who share our values. OUR TEAM Behind every successful year at Remuera is a team of dedicated and passionate individuals who work tirelessly to make our club your place to escape. In this report we highlight some of the achievements of 2023, and I want to acknowledge and extend my appreciation to our team. Our club operates 364 days a year from 6.30am until 10pm and we do this on a team of 45 FTE’s. Salaries and wages are currently 40% of revenue compared to similar size club’s with an average benchmark of 43% of revenue. To our staff, both seen and unseen, we thank you for your unwavering dedication. Your efforts have not gone unnoticedand the success of our club is a testament to your commitment. Your passion for maintaining our course, organising events and providing daily service to our members is truly commendable. It has been a very busy year for the team and I want to thank everyone for their hard work. Looking forward to another busy and successful year in 2024.

Chris Davies General Manager

REMUERA GOLF CLUB ANNUAL REPORT

OUR VISION - BE THE ‘THIRD PLACE’ FOR MEMBERS AND VISITORS

THE THIRD PLACE CORE PILLARS 1. A PLACE TO LEARN AND PLAY - GOLF EXPERIENCES SUCCESS STATEMENT

These principles support Remuera (RGC) as the third place for all who visit

OUR PURPOSE

We know we are successful when...

(first place = home, second place = work)

• We create safe, fun and enjoyable golfing experiences to suit a wide range of individual preference and styles

• Considered and measured short and longer term financial outcomes

• We provide consistent quality playing experiences year-round

• Strong and sustainable business, environmental and social practices

Provide a golfing and social environment that is safe, inclusive, welcoming and relaxed, with a range of activities and opportunities for members and visitors.

UNDERPINNING PRINCIPLES

• We present a quality golf course that our members and guests are proud to play

OUR VALUES We… RESPECT OUR MEMBERS’ INTERESTS We keep members’ interests at the heart of all our decisions CARE FOR OUR COMMUNITY We acknowledge we are part of a wider community and have responsibilities to it ASPIRE TO EXCELLENCE We aspire to be the best we can be in everything we do ENCOURAGE CHANGE & INNOVATION We look for new and better ways to do things whilst respecting the traditions of golf ACT WITH HONESTY & INTEGRITY We are honest and transparent and ‘do the right thing’ PROTECT OUR ENVIRONMENT We are the ‘guardians’ of our environment for future generations

• Mutually beneficial stakeholder partnerships e.g. members, our employees our community, our visitors including enhancement of our relationship with and understanding of local iwi Ngāti Whātua Ōrākei and their values

• We foster a physical and social environment for members and visitors that sustains the growth of golf.

HOW • Ensure course options are available to meet the range of member and visitor expectations • More clearly define course conditions including for all year playability, and on and off course infrastructure presentation • Provide equitable access with flexible on course playing opportunities available for members • Implement a competition programme that meets members’ needs, considers all handicap levels and enhances the elite • Design innovative and enjoyable off course golf experiences, including maximising the use of the driving range • Provide a calendar of learn-and-play opportunities for young people and those new to golf.

2. A PLACE TO SOCIALISE – OFF COURSE CLUB EXPERIENCES SUCCESS STATEMENT

• A positive culture that encourages diversity and inclusion • The best use of innovation and technologies • Good governance and leadership practices • Excellent and competent staffing appointments are made across all portfolios • Support and development opportunities for the staff team • Clear and transparent communication to maximise member and staff engagement and involvement.

We know we are successful when… • People choose to visit for leisure, belonging and overall wellbeing

OUR MOST IMPORTANT BEHAVIOURS

• Clearly define the ‘Third Place’ experiences i.e.; the safe, welcoming and inclusive environment for all (a relaxed, friendly atmosphere)

EMBRACE DIVERSITY Value differences in people, thinking and styles

• Evolve RGC as a community hub

LISTEN AND COMMUNICATE OPENLY Emphasise being valued, heard and empowered

• Provide contemporary hospitality services for members and guests

We record with sadness the passing of the following Members: Geoff Annesley-Smith, Peter Ceelen, Brian Grigg, Margaret Moffatt, John Rainger

FAIR PLAY AND HONESTY Model the principles of fair play and true sporting spirit

A PLACE TO LEARN AND PLAY GOLF

HOW

BE POSITIVE AND OPTIMISTIC Bring energy and enthusiasm to achieve our goals

ENCOURAGE TEAMWORK AND COLLABORATION Commit to one another and common goals

IN MEMORIAM

• We provide a generous welcome for members, guests and visitors to the club.

• Offer a range of customised membership options with value-added offerings • Develop long-term relationships with members and their families.

-RGC-

3. A PLACE FOR WELLBEING – HEALTH AND WELLNESS SUCCESS STATEMENT We know we are successful when … • Members and staff recognise the contribution the club makes to a healthy and fulfilling life for them, their families and friends • We provide a safe, welcoming and friendly environment.

A PLACE FOR YOUR WELLBEING

A PLACE TO BELONG AND SOCIALISE

HOW • Provide complementary health and wellbeing services • Create a memorable positive social impact of non-golf activities.

REMUERA GOLF CLUB ANNUAL REPORT

"THE REFRESHED COURSE MASTERPLAN WAS COMPLETED AND PRESENTED TO THE MEMBER BASE. IT PROJECTS A FULLY COMPLETED COURSE IN SIX YEARS’ TIME THROUGH SCHEDULED ANNUAL PROJECTS."

COURSE AND ENVIRONMENT REPORT

GOLF AND MATCH REPORT

OUR FOCUS THIS YEAR WAS TO UNDERTAKE A LIST OF PRIORITY WORKS THAT WOULD IMPROVE PLAYABILITY AND HEALTH AND SAFETY ALONG WITH GREENS RE-SURFACING; THE EXTREME WET WEATHER CERTAINLY DELIVERED CHALLENGING CONDITIONS FOR THE COURSE TEAM.

2023 HAS SEEN THE PLANNING FOR A MORE FIT FOR PURPOSE STRUCTURE FOR THE PLAYING OF GOLF FOR THE CLUB AND ALSO EXCEPTIONAL ACHIEVEMENTS AND CONTINUED DEDICATION TO OUR COMPETITIONS.

Like last year not all good plans went the way we intended having started the year with a cyclone, followed by yet another very wet and cold winter. However as we can reasonably expect that these weather patterns are the new norm, it is critical that we continue with the priority scheduled works which will further “weather-proof” as much of the course as we can. Sodden ground conditions for much of the year have meant that the Course team was unable to do much of the planned drainage works. The implementation of the new 9th hole has been extremely challenging. New infrastructure and redesign, inluding fairways, tees, green and new Better Billy Bunker Matrixs are installed and performing well. The refreshed Course Masterplan was completed and presented to the member base. It projects a fully completed course in five years’ time through scheduled annual projects. The five remaining ‘old’ holes (10, 11, 13, 14 & 15) will be completely redeveloped with all other (‘new’) holes having significantly less major work undertaken. A full 18 hole course will be open at all times during the work period, utilising the existing temporary greens. While there will be some disruption for members, we aim to minimise this whenever and as much as possible. In line with the Course Masterplan and annual course maintenance works we have planned the following works scheduled for the upcoming 2023 / 2024 summer:

• Undertake construction of refreshed hole 1 following the removal of the aging pine trees and the opening of hole 9, including the re-surfacing of green and fairway. We will be moving the existing left-hand driving rangenetting to where the current fairway bunker is positioned, although the actual timing for these works is dependent on third party contractor discussions and timing. We shall allow for a safe and fit for purpose transit to hole 2 while hole 1 works are underway; we acknowledge the temporary path on hole 9 has not been to the standard we wanted to present to you primarily due to access issues. • Grow in the turf on the hole 4 and 5 turf nurseries. This creeping bent turf is required to undertake resurfacing of the 3rd, 4th greens and if sufficient turf also the 5th green. • Drainage works: noting that following the purchase of a trenching machine we are able to use in-house resource to do drainage works as time and weather permit. • Install sand slit drainage on hole 10 fairway. Full construction of a refreshed hole 10 however is scheduled to commence until Oct 24 – Sept 25. • Install initial primary drainage on hole 15 fairway. Full construction of a refreshed hole 15 is scheduled to commence until Oct 26 – Sept 27. • If weather and time permits also install some drainage on first half of hole 18 fairway before winter 2024.

• Irrigation mainline installation (hole 5 through to hole 9), including new underground wiring that controls / powers the irrigation system and sprinklers. This work is well underway. We ironically are expecting under an El Nino weather pattern, an extremely dry and warm summer.

The above represents just the project work which sits on top of the course teams’ day to day duties which are subject to the vagaries that our weather patterns throw at them so, a massive shout out to Spencer and his team who have undeniably endured extremely challenging working conditions this past year.

• Fully complete and open the new hole 9, including concreting the path to the green (Jan / Feb 24). The wash-outs on the up slope to the green will need a spell of dry / warm weather to grow in and to allow the team to install drainage that they were unable to install during the wet weather (ideally before the hole is opened). The fescue rough by nature is slow growing so will take time to grown in; it will be intentionally kept sparser to ease ball location.

I’d like to thank all the CTG members for their valuable contribution. See you on the course or at Velocity!

Megan King Chairman Course Technical Group

In the past year, substantial efforts have been invested in evaluating the committee framework for golf at RGC, aiming to enhance and provide an improved golfing experience for all our members, encompassing men, women and juniors across competitive and social play. Recognising the evolving nature of our club, and the changing needs of golfers we have acknowledged the necessity to establish a forward-looking structure that ensures the coordination of decision making concerning all these areas of golf. The preliminary outcomes of this evaluation suggest the creation of a comprehensive Golf Experience committee, which will replace the existing match & golf structure. This overarching committee will serve as the foundation, supported by specialised subcommittees covering technical aspects (such as rules and handicaps), player development (encompassing member pathways and representative golf), and the game (encompassing competitions and social play). Additionally, forum groups will be established to provide targeted feedback for women, men, and juniors, respectively. Following the review and discussions throughout the year, the Board has committed to further development, testing, and learning of its various components and making the appropriate changes to the Constitution with member consultation and approval. This ongoing initiative will extend through 2024, and updates on the progress will be communicated to our members in due course. We look forward to the positive impact this refined committee structure will have on delivering an enhanced golfing experience for our diverse membership. During the year our club proudly fielded an impressive five men's pennant teams and six women's pennant teams, a testament to the depth of talent within our club. Notably, both the Bissett and Championship 1 teams emerged victorious in their respective divisions, exemplifying the outstanding efforts of all those involved. Congratulations to all those involved and a special thank you to all those that contributed to our pennant teams from managers, captains, players, and volunteers across both the men and women!

Rebekah Blackwell-Chin, Max Clarke, Matt Cormack, James Eng, Daniel Freeman, Chloe Lam, Thai Leng, Thomas Lines, Nikkie Liu, Jax Loh, Hannah Murchison, Ishaan Shah, Nathan Smith, Amy Tang, Scott Thrupp, Robby Turnball, Eamon Wairepo, Ryan Xie, Dong Bo Zuo. Furthermore, we celebrate the noteworthy accomplishment of Robby Turnball, Daniel Freeman, Ryan Xie, Rebekah Blackwell-Chin, and Chloe Lam, who have earned spots in the national training squads under Golf New Zealand. We wish them every success as they strive towards the honour of representing our country. The enthusiasm and commitment displayed by our members in club competitions continues at the highest levels, and we extend our warmest congratulations to all competition and trophy winners. The Golf & Match committee remains dedicated to delivering an engaging and diverse golf event program that caters to the preferences and expectations of all our members. We must also acknowledge the unwavering efforts of our golf operations and greenkeeping team, who have navigated a year filled with challenges with commendable professionalism. My thanks are extended to my fellow committee members for their invaluable time, support, and dedication throughout the year.

“THE ENTHUSIASM AND COMMITMENT DISPLAYED BY OUR MEMBERS IN CLUB COMPETITIONS CONTINUES AT THE HIGHEST LEVELS, AND WE EXTEND OUR WARMEST CONGRATULATIONS TO ALL COMPETITION AND TROPHY WINNERS.”

Looking ahead to the 2024 season, we eagerly anticipate the opportunity to enhance our playing calendar and competition framework, offering continued support with any changes to the rules of golf. We are committed to serving our members and look forward to a remarkable year ahead. Thank you, once again, for entrusting us with the privilege of serving you in 2024.

James Kim Men’s Golf Captain Chairman Golf & Match

This resounding success paved the way for many of our members to represent Auckland in various age categories, be it seniors, masters, or junior age groups. We extend our congratulations to the following individuals for earning their well-deserved spots:

REMUERA GOLF CLUB ANNUAL REPORT

ENVIRONMENT

WILDLIFE, NATURE, GREENSPACE & GEO WE ARE PASSIONATE ABOUT THE ENVIRONMENT AND ARE PROUD TO BE DOING EVERYTHING WE CAN TO MAKE OUR WORLD AND LEISURE ENVIRONMENT BETTER FOR EVERYONE.

We feel fortunate to be part of a wonderful and vibrant community that loves nature and as such we pledge to enhance our green space to complement the Waitarua Reserve and preserve our land for the benefit of our community and generations to come. We are committed to proving that if managed correctly, golf courses can be a benefit to the environment and everyone around them. As the first and still one of only a handful of courses in New Zealand to be fully Geo-Certified for environmental sustainability through insightful and agile development/implementation environmentally and through our vision we can ensure our UNIQUE location is enjoyed by generations to come. Ours and other courses around the world are becoming increasingly vital to the well-being of the ecosystem, providing space for wildlife and fauna to flourish in an increasingly urban world. From bees to kaka we are considered, leading and action orientated when it comes to future of our special space. This includes: • Actively planting natives and supporting the introduction of native species to our course. We have partnered with the Department of Conservation to reach a pest-free New Zealand by 2050 • Actively looking for ways to save water, recycle and improve our environmental and carbon reduction footprint, including floods etc • Ensuring our environs, course and community benefit from our occupancy and tenancy.

REMUERA GOLF CLUB ANNUAL REPORT

REMUERA GOLF CLUB PRIZE WINNERS 2023 MENS GOLF PRIZE WINNERS

WOMENS GOLF 18 HOLE PRIZE WINNERS

MEN’S GOLF – RGC COMPETITIONS

TROPHY COMPETITIONS AND OTHER COMPETITIONS awarded at end of year prize giving

Match Play Open

Robby Turnbull

Match Play Intermediate

Cameron Pocock

Match Play Junior

Erik Jorgensen

Match Play C Grade

Keith Aitchinson

Match Play D Grade

Christie Xavier

Stroke Play Open

Rakesh Patel

Stroke Play Intermediate

Ian Braddock

Stroke Play Junior

Erik Jorgensen

Stroke Play C Grade

Colin McGowan

Stroke Play D Grade

Murray Hieatt

Captains Prize

Paul Cleary

General Managers Prize

Played on 16th December

Veterans Cup

Keith Aitchinson

Fraternity Bowl

Mark Flay & Robin Bone

Jack Notman Trophy

Warwick Lewis

Waiatarua Trophy

Mark Flay & Brooke Hibberdine

Mid-Week Captains

Ross Powell

Mid-Week Presidents

Final to be played

Summer Cup

Alex Ivanov

Winter Cup

Erik Jorgensen

Remuera Plate

Barry Hall, Colin Smith, Andy Horsfall & Michael Collins

Anzac Trophy

Paul Creighton, David Knott, Stephen Callinan & Lance Andrews

Presidents Foursomes

Grant Marshall & James Marshall

Booth Cup

Final to be played 25th November & 2nd December

Davie McGuire Trophy

Not played

Scottish Cup

Aex Ivanov

STROKE PLAY Foursomes Championship - Top Qualifiers Top Cat Tuesday Winter Cup Jubilee Strokeplay - Silver Jubilee Strokeplay - Bronze 1 Jubilee Strokeplay - Bronze 2 (Net) Tuesday Medal Nancy McCormick MATCH PLAY Foursomes Championship Masters Trophy Presidents Trophy - Silver Presidents Trophy - Bronze 1 Presidents Trophy - Bronze 2

WINNER Eva Huang & Esther Cowper

SECOND

THIRD

Tina Chai & Laurel Hawkins Joy Kal Megan King Villia Cheng Margaret Hancox Final to be played 5th December Yun In Park & Cilla Tsui WINNER Brenda Lockey & Heather Gordon Still being played Tina Lucas Jane Lewis Heather Gordon

Wendy Norman & Esther Cowper Pru Robertson Giselle Pascual Wendy Williams Mary Pope

Joy Kal & Viviean Jung Maggie Xia Pru Roberstson Shizue Beniya Annie Stevenson

Wendy Williams & Esther Cowper RUNNER UP Yul Ri Park & Joyce Tuivakano

Pru Robertson Villia Cheng Gill Sinclair

WEEKEND WOMEN TROPHY COMPETITIONS played on Saturday - awarded at end of year prize giving STROKE PLAY Top Cat Saturday Bogey Cup Presidents Cup Saturday Putting Comp Weekend Foursomes Cup Saturday Medal Winter Stableford

WINNER Michelle Boag & Caroline Timms Claire Stewart Wendy Potter Megan King Esther Cowper & Toni Sinclair Claire Stewart Louise Campbell

SECOND Shirley Ip & Ann Bone Giselle Pascual Megan King

THIRD -

Wendy Potter & Megan King Megan King Maree Ritchie

Gina Whatnall Caroline Timms

WOMENS GOLF 9 HOLE PRIZE WINNERS TROPHY COMPETITIONS AND OTHER COMPETITIONS awarded at end of year prize giving STROKE PLAY Sue Bunt Putting Best 2 of 3 Winter Stableford Club Championship - Div 1 Top Cat STROKE PLAY Division 1

FIRST SECOND Carol Smith Lynne Couch Carol Smith Marion Cornwell Alison Warren Jane Beveridge Linna Zhang Final to be played 4th December WINNER Anna Masefield & Sarah Hills

THIRD Yolande Van De Wetering Anna Masefield -

NET -

RUNNER-UP Kate Morgan-Rees

Kirsty Cowie

REMUERA GOLF CLUB ANNUAL REPORT

“THESE GUIDING PRINCIPLES PRIORITISE FAMILY APPLICATIONS FOR MEMBERSHIP, BALANCE THE AGE PROFILE, STRIVE FOR GENDER EQUITY, AND AIM TO REFLECT THE DIVERSITY OF OUR LOCAL COMMUNITY.”

REMUERA GOLF CLUB ANNUAL REPORT

MEMBERSHIP COMMITTEE REPORT

WOMEN’S GOLF REPORT

AT REMUERA GOLF CLUB, OUR COMMITMENT TO SHAPING THE CLUB OF THE FUTURE ALIGNS WITH OUR 'THIRD PLACE' VISION.

WOMEN’S GOLF HAS ALWAYS BEEN A VIBRANT PART OF CLUB LIFE AT REMUERA. PRESENTLY, 30.4% OF OUR PLAYING ADULT MEMBERS ARE WOMEN, WELL AHEAD OF THE NATIONAL FIGURE OF 20.6%.

LONG TERM VISION AND OUR MEMBERSHIP STRATEGY This vision underscores our dedication to fostering an inclusive, welcoming and relaxed environment, providing a diverse array of activities and social opportunities for both golfers and visitors. Our committee has spent a great deal of time formulating an ideal model to steer the club into the forthcoming years. This plan serves as a compass, addressing the evolving needs, aspirations, and cultural dynamics of our club, and outlines the individual components of membership. We have also investigated the requisite facilities and capital essential to bring these aspirations to life. SHORT-TERM MEMBERSHIP PRIORITIES Recognising the urgency of the present, our committee has identified immediate membership requirements. This includes proactive management of the growing waiting list, focusing on the core principles developed collectively by the committee and board. These guiding principles prioritise family applications for membership, balance the age profile, strive for gender equity, and aim to reflect the diversity of our local community. Additionally, the group has identified the challenges of converting applicants to members, particularly within demographics such as women and younger people (intermediates). The committee has also supported a review of the existing offering to our juniors, culminating in the recent launch of a programme which supports player development from beginner golfer through to those who wish to pursue golf international scholarship or join national teams. ADDRESSING CRITICAL QUESTIONS FOR THE FUTURE In our pursuit of an optimal and diverse membership community, critical questions guide our strategic decisions: • Determining the optimal mix of future members: we carefully consider age, gender, and ethnicity to ensure a well-rounded and inclusive membership base • Identifying the optimal blend of playing formats: we explore various playing formats, including short, 9, and 18 holes, to cater to the diverse preferences of our current and future members • Determining the maximum number of members: we aim to identify and accommodate the maximum number of members while maintaining the high standards and quality associated with our club. As we continue our journey toward a more vibrant and inclusive future, these initiatives and strategies remain instrumental in shaping the identity and membership structure of the Remuera Golf Club. Finally, I would like to recognise the invaluable contribution of all members of the committee who have willingly given their time to the club’s endeavours.

Pauline Harrision Membership Committee Chair

We take pride in surpassing the national benchmark and are committed to further growing the sport for women at Remuera.

the national teams day against all Auckland district clubs, securing victory for the second consecutive year. Congratulations ladies.

We've noticed a general trend of increased nine-hole golf among all members, including our 18 hole women players. To accommodate this, the club has worked on providing more opportunities for our women to play nine holes. Additional tee times on Tuesdays and Thursdays have been introduced to ensure social connections remain intact if women transition from 18 to nine holes. It's great to see members making use of nine-hole tee times throughout the week for extra golf.

Our heartfelt thanks go to team captains, selectors, and all participants, contributing to the perception of Remuera Golf Club as a strong, happy, and competitive community.

This year, our women’s golfing calendar at Remuera Golf Club has been eventful. However, due to post-COVID travel resumptions, some traditional competitions have faced challenges in filling slots. Three years ago, we reviewed our competition programs to align better with our members' needs, resulting in several changes. This year, we introduced further alterations aiming for inclusive participation of all women on the day. For the first time, the club match play and stroke play championships were held on Saturdays, allowing junior girls to participate and even secure victories. Rebekah Blackwell-Chin won the match play championship, while Nikkie Liu claimed the stroke play championship. Nikkie, our bronze1 champion Joy Kal, and the bronze1 runner-up will compete in the upcoming champion of champions, bronze1 championship, and rose bowl in December, joined by our yet-tobe-determined 9 hole Champion. In the Auckland Golf Inc pennants, our teams competed fiercely, with notable achievements. Although each team in itself was very competitive only one team from Section C in the 18 hole midweek competition won their section and competed in the 3 way playoff at Akarana, finishing a close 3rd. Congrats to Pam Donnelly and her team on this achievement!

Sadly, 2023 marked the passing of life member Margaret Moffat. Margaret joined Remuera Golf Club in 1966, served as ladies' golf captain twice (1999-2001 and 2003-2005), and was inducted as a life member in 2009. Special appreciation to Yolande van de Wetering and Amanda Boberg (9 hole convenors), Wendy Potter and Giselle Pascual (Saturday convenors), and Sarah Andrews (Tuesday). A huge thanks to Helen Peters for her analysis of both new and old structures, consistently considering what most players would enjoy participating in.

Esther Cowper

“FOR THE FIRST TIME, THE CLUB MATCH PLAY AND STROKE PLAY CHAMPIONSHIPS WERE HELD ON SATURDAYS, ALLOWING JUNIOR GIRLS TO PARTICIPATE AND EVEN SECURE VICTORIES.”

Women’s Golf Captain

“IN THE AUCKLAND GOLF INC PENNANTS, OUR TEAMS COMPETED FIERCELY, WITH NOTABLE ACHIEVEMENTS.”

At Maramarua on May 15th, the team of Wendy Williams, Esther Cowper, Helen Brewster, and Kham Phomsouvanh represented Remuera in

REMUERA GOLF CLUB ANNUAL REPORT

CLUB SERVICES ADVISORY GROUP 2023 REPORT The scope of club services work covers support for the executive team focussing on service and supply of all off course activities, including the Velocity Driving Range, retail (including online shop), fittings, coaching and hospitality (Winstones, Velocity and events).

“THE CLUB SERVICES TEAMS HAVE HAD A RECORD YEAR IN TERMS OF SERVICE TO MEMBERS AND VISITORS AND OVERALL FINANCIAL CONTRIBUTION TO THE CLUB AND ARE GEARING UP TO EXCEED THIS IN 2024.”

The Club Services teams have had a record year in terms of service to members and visitors and overall financial contribution to the club (despite significant inflationary pressure on costs) and are gearing up to exceed this in 2024.

CONTRIBUTING TO OUR COMMUNITY WE ARE OFTEN ASKED ABOUT OUR RELATIONSHIP WITH AND CONTRIBUTION TO OUR LOCAL AND WIDER COMMUNITY. Although we are a members club and members’ interests are key in our decision making, we also regard our club as part of the community our members live and work in. One of the club’s six fundamental values is “we acknowledge we are part of a wider community and have responsibilities to it”. We support and contribute to our local and wider communities in a wide variety of ways including golf related activity through the driving range. GROWING GOLF AT THE VELOCITY RANGE

The primary challenges for the 2023 year have been the continuing recruitment challenges for some club services roles, enhancing our customer service training and managing the significant upgrades to the Winstone’s café and the kitchen which is now open up to 80 hours per week.

Fuelled by the generous support of sponsors including our local Spark Business Hub, and grants from both council and central government, we promote the sport of golf including providing opportunities to young people many of who may not otherwise have those opportunities.

Some measures of engagement and satisfaction in 2023 that we track are:

Here are a few glimpses into our endeavours which are hosted at the Velocity Range:

• Total member 2023 rebates and discounts given = $296,000 (Winstones, Velocity, retail) • 2,800 hours of coaching performed by the team

• Youth on Course: In partnership with Nomads Golf Club, we introduce local school children to golf, many for the first time

• Member sessions are 21% of all usage at Velocity

• Girls in Golf: Our empowering program encouraged 480 young girls aged 5-18 to try golf

• Over 5 million balls hit at Velocity in the year

• Ngati Whatua Orakei Youth Program: In collaboration with Ngati Whatua Orakei, we introduced a number their young people to golf through a school holiday programme. Our collaboration also includes sourcing native trees from the iwi and several other initiatives

• 20,000 tea’s and coffee’s served • 567 events hosted – an increase of 42% on last year. Specific activities progressed in 2023 that will be advanced in 2024 will include: • Introduction of member coaching clinics and further school holiday programmes

• Hosting a range of other Auckland schools including St Kents, Kings and Diocesan School for Girls. SUSTAINABILITY AND ENVIRONMENTAL INITIATIVES

• Continued focus on retail stock controls along with the introduction of some new brands in the shop

We are a leading edge golf course in the sequestering of carbon and have initiatives in water quality and conservation, renewable energy and energy reduction and chemical reduction practices. Our work in the community involves a range of activities including immersive sustainability education experiences via “outdoor classrooms”for Auckland school children. We also collaborate with Auckland Council and other organisations around neighbouring Waiatarua reserve management matters.

• Encourage more dedicated brand fitting days

TUI LOUNGE AND VELOCITY RANGE MEETINGS AND EVENTS:

• Introduction of member social and golf events.

Our spaces create a vibrant community hub, hosting business groups, community clubs such as Rotary and BNI, celebratory occasions and other functions and gatherings that strengthen community bonds. These events have a strong member and local community connection.

• Further development of the Velocity driving range facility including further enhanced netting, weather proofing landing areas and continuing to upgrade the dedicated member area • Further improving the layout and presentation of Winstones (indoor and outdoor)

We would like to thank all the club services leaders and their teams, with grace and spirit, for their ability to deliver high service levels through some disruptive times.

“WE ARE A LEADING EDGE GOLF COURSE IN THE SEQUESTERING OF CARBON AND HAVE INITIATIVES IN WATER QUALITY AND CONSERVATION, RENEWABLE ENERGY AND ENERGY REDUCTION AND CHEMICAL REDUCTION PRACTICES.”

AUCKLAND COUNCIL

Geoff Burns Chair of Club Services Group

We continue to building positive relationship with a key stakeholder of ours, Auckland Council and its local Orakei Community Board. This engagement is far wider than our lease with them and includes urban green space management and a range of other environmental and sustainability activities. We know our Council highly values community involvement with their assets and we are told we are held in high regard by them. INSPIRING THROUGH COLLABORATION: Our collaboration with premier sporting organisations such as the Auckland Blues, Warriors, Football Ferns and local clubs, such as College Rifles are largely around positive relationship building as well as to promoting the game of golf. Hosting their functions and creating combined media opportunities, we foster a culture of shared inspiration and expose our club in a positive manner to different parts of the community than we have traditionally been able to engage. (FINALLY…) While many of our community activities indirectly benefit the club through growing the game and with it RGC membership potential they also affirm our engagement with and commitment to our local and wider communities. Members also benefit through belonging to a proactive club engaging positively with and earning the respect of these communities.

REMUERA GOLF CLUB ANNUAL REPORT

2023 FINANCE REPORT I AM PLEASED TO REPORT THAT DESPITE SIGNIFICANT CHALLENGES IMPACTING OUR FINANCES, WE HAVE ACHIEVED A MOST SATISFACTORY SET OF RESULTS.

“EXPENDITURE WAS WELL UP ON THE PREVIOUS YEAR REFLECTING INCREASED ACTIVITY LEVELS ACROSS ALL SECTORS BUT WAS GENERALLY IN LINE WITH BUDGET.”

Club finances were impacted by extreme weather including record rainfall and a cyclone as well as some other disruptions during the year. Not withstanding this a satisfactory operating result has been produced and the club is in a sound financial position. We achieved a surplus before depreciation and financing costs of $976,501 only slightly down on last year’s figure of $987,031. This is a creditable result after the disruptions we have had this year. After depreciation and finance costs we recorded a net operating loss of $111,392 compared to last year’s loss of $48,910. From a balance sheet perspective, we have net assets of $3,584,929 (as at 30 September 2023) down slightly from $3,696,321. Notwithstanding this the club’s financial performance and position continues to be sound. Revenue for the year finished at $9,247,824 which was a large increase on the $8,103,919 for the previous year. The main driver was club services showing a significant increase of $1,281,303 to revenue of $5,742,694. Corresponding club services costs only increased $652,305. With regards to our operations, Winstone’s/ Tui’s performance was tracking against budget prior to the closure of the kitchen for renovations despite increase in costs and the weather interruptions. Overall, the operation returned a loss this year of $101k, while this is disappointing it is after member rebates of $153k, the absorbed cost of providing extended opening hours of operation and also closure disruptions already mentioned. In retail/golf services, our target was to reduce stock and it is pleasing we reduced stock levels by $162k. Overall, the retail/golf services made a small loss, which was after member rebates and discounts and the costs to run golf services. The driving range produced a healthy surplus in excess of budget, of $924k this year in its first uninterrupted year of operation, after member rebates and discounts and after additional costs incurred through wet weather ball collection. It is clear the driving range is a major contributor to revenue and surplus and will allow us to continue with our capital planned works whilst maintaining subscription pricing at reasonable levels. For the past few years subscription rates have increased at or slightly below CPI. We would expect that to continue. Expenditure was well up on the previous year reflecting

increased activity levels across all sectors but was generally in line with budget. The net operating surplus then allowed us to upgrade the kitchen, commence the 9th hole project, and prepare for the 1st hole project. At balance date member loans totalled $1,995,000 which was up by a net $60,000 on the prior year. The increase was fundamentally repositioning to smooth out maturity dates and to provide certainty of cover for future projects. Interest in the loan scheme continues to be very strong and offers once again exceeded the ask so a very sincere thank you to all those members who have supported the scheme. However, we are mindful that we cannot rely on members forever and we are planning a repayment programme commencing 2026/27.

Independent

AUDITOR’S REPORT TO THE MEMBERS OF REMUERA GOLF CLUB INCORPORATED

OPINION We have audited the general purpose financial report (hereinafter referred to as ‘financial report’) of Remuera Golf Club Incorporated (the Club), which comprises the financial statements on pages 20 to 35 and the service performance information on pages 38 and 39. The complete set of financial statements comprises the statement of financial position as at 30 September 2023, the statement of comprehensive revenue and expense, the statement of changes in net assets/equity and the statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion the accompanying financial report presents fairly, in all material respects: •

t he financial position of the Club as at 30 September 2023, and its financial performance and its cash flows for the year then ended; and

•

the service performance for the year ended 30 September 2023 in accordance with the entity’s service performance criteriain accordance with Public Benefit Entity Standards Reduced Disclosure Regime issued by the New Zealand Accounting Standards Board.

Looking ahead in the current year we are budgeting for a Net Operating Surplus before depreciation and financing costs of $1,221,400, and $950,400 after financing costs. Major items of capital expenditure budgeted include the continuation of greens re-surfacing, drainage, paths and course plant and machinery. In addition, we are extending the astro turf area on the driving range to the 90-metre mark and continue to refresh and update Winstone’s. As is always the case there are a number of competing projects for the clubs financial resources, but we believe with the programme we have developed along with the on-going support of members across all the clubs activities we can deliver on these. This year although not technically finance it is now a statutory requirement and we have been audited on our “statement of performance”. In this respect we are reporting we had 52,590 rounds of golf played (‘golf visits”) compared to 54,666 last year. The decline is due primarily to wet weather and a wet course. Conversely 5,535,688 range balls were hit from 88,327 visits, compared to 4,649,690 from 60,969 visits.

BASIS FOR OPINION

To Chris Davies and his team thank you for ensuring the clubs financials are once again carefully and properly managed. Finally, my thanks to members of the finance committee for their attention and diligence in a tricky environment but also their good humour. A very special thanks to Mike Gault who has now retired after over 12 years’ service on the committee.

The Board is responsible for the other information. The other information comprises the annual report pages 1 to 18, 36 and 37 and 40 to 43 (but does not include the financial report and our auditor’s report thereon), which we obtained prior to the date of this auditor’s report. Our opinion on the financial report does not cover the other information and we do not express any form of audit opinion or assurance conclusion thereon.

Grant Marshall Chairman Finance Committee

We conducted our audit of the financial statements in accordance with International Standards on Auditing (New Zealand) (ISAs (NZ)) and the audit of the service performance information in accordance with the ISAs (NZ) and New Zealand Auditing Standard (NZ AS) 1 The Audit of Service Performance Information. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial report section of our report. We are independent of the Club in accordance with Professional and Ethical Standard 1 International Code of Ethics for Assurance Practitioners (including International Independence Standards) (New Zealand) issued by the New Zealand Auditing and Assurance Standards Board, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Other than in our capacity as auditor we have no relationship with, or interests in, Remuera Golf Club Incorporated.

OTHER MATTER The corresponding service performance information for the year ended 30 September 2022 is unaudited.

OTHER INFORMATION

In connection with our audit of the financial report, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial report, or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

RESPONSIBILITIES OF THE BOARD OF MANAGEMENT MEMBERS FOR THE FINANCIAL REPORT The Board of Management is responsible, on behalf of Remuera Golf Club Incorporated, for: (a) the preparation and fair presentation of the financial statements and service performance information in accordance with Public Benefit Entity Standards Reduced Disclosure Regime issued by the New Zealand Accounting Standards Board; (b) service performance criteria that are suitable in order to prepare service performance information in accordance with Public Benefit Entity Standards Reduced Disclosure Regime; and (c) such internal control as those charged with governance determine is necessary to enable the preparation of financial statements and service performance information that are free from material misstatement, whether due to fraud or error. In preparing the financial report, the Board of Management is responsible, on behalf of Remuera Golf Club Incorporated, for assessing the Club’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Board of Management either intend to liquidate the Club or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL REPORT Our objectives are to obtain reasonable assurance about whether the financial statements as a whole, and the service performance information, are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (NZ) and NZ AS 1 will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial report. A further description of the auditor’s responsibilities for the audit of the financial report is located at the XRB’s website at: https://www.xrb.govt.nz/assurance-standards/auditors-responsibilities/audit-report-14/

WHO WE REPORT TO This report is made solely to the members, as a body. Our audit has been undertaken so that we might state to the members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than Remuera Golf Club Incorporated and its members as a body, for our audit work, for this report, or for the opinions we have formed.

RSM Hayes Audit Auckland

1 December 2023

REMUERA GOLF CLUB ANNUAL REPORT

Statement of comprehensive

Statement of changes in

For the Year Ended 30 September 2023

For the year ended 30 September 2023

REVENUE AND EXPENSE Revenue from Exchange Transactions Membership Revenue Partnership | Sponsorship Club Services Sundry Gain on Sale of Asset

NET ASSETS/EQUITY Notes

2023 $

2022 $

6.1

2,983,624 331,364 5,742,694 190,554 (412)

2,675,072 316,651 4,461,391 198,574 5,515

446,716

9,247,824

8,103,919

1,566,175 4,907,350 805,734 992,064 8,271,323

1,312,744 4,255,045 658,168 890,931 7,116,888

976,501

987,031

6.2 6.3

Revenue from Non-Exchange Transactions Covid Government Subsidies Total Revenue Less Expenditure Course & Environment Club Services Facilities Administration Total Expenditure

6.6 6.5 6.7 6.8

Operating Surplus before Depreciation and Net Finance Costs Depreciation Notional Disposal Operating Surplus before Net Finance Costs Finance Costs

5.2 5.3

829,944 23,000 123,557 234,949

797,281 189,750 238,660

Less Net Finance Costs

6.9

234,949

238,660

(111,392) (111,392)

(48,910) (48,910)

Operating Surplus / (deficit) for the year Other Comprehensive Revenue and Expense Total Comprehensive Revenue and Expense

2023 $

2022 $

Accumulated Comprehensive Revenue and Expense Accumulated Comprehensive Revenue and Expense at 1 October

3,696,321

3,745,231

Operating Surplus/(Deficit) for the year

(111,392)

(48,910)

3,584,929

3,696,321

Other Comprehensive Revenue and Expense Accumulated Comprehensive Revenue and Expense at 30 September

The Statement of Changes in Net Assets / Equity is to be read in conjunction with the attached notes and the Independent Auditor’s Report.

The operating surplus / (deficit) for the year and total Comprehensive Revenue and Expense are attributable to the members of the club. The Statement of Comprehensive Revenue and Expense is to be read in conjunction with the attached notes and the Independent Auditor’s Report.

REMUERA GOLF CLUB ANNUAL REPORT

Statement of

As at 30 September 2023

For the year ended 30 September 2023

FINANCIAL POSITION CURRENT ASSETS Cash and Cash Equivalents Accounts Receivable (from exchange transactions) Accounts Receivable (from non - exchange transactions) Prepayments Inventories Total Current Assets NON-CURRENT ASSETS Property, Plant and Equipment Total Non-Current Assets

CASH FLOWS Notes

2023 $

2022 $

7 8 8

241,660 58,458 664,724 964,842

438,481 163,919 28,118 56,045 758,702 1,445,265

5.4

5.1

TOTAL ASSETS CURRENT LIABILITIES Cash and Cash Equivalents Income in Advance Trade Payables (under exchange transactions) Trade Payables (under non exchange transactions) Members' Match Funds Members' Cards Finance Lease Members' Loan Scheme Total Current Liabilities NON-CURRENT LIABILITIES Members Loan Scheme Bank Loan Finance Lease Total Non-Current Liabilities

7 12 11 11 5.5 5.6 5.7

5.7 5.8 5.6

TOTAL LIABILITIES NET ASSETS Represented by: Accumulated Comprehensive Revenue and Expense

8,481,649 8,481,649

7,951,970 7,951,970

9,446,491

9,397,235

139,156 1,683,564 859,296 5,650 22,613 199,052 141,535 510,000 3,560,866

1,799,818 711,749 26,413 198,265 126,614 870,000 3,732,859

1,485,000 725,000 90,696 2,300,696

1,065,000 725,000 178,055 1,968,055

5,861,562 3,584,929 3,584,929

5,700,914 3,696,321 3,696,321

The financial report, which includes the financial statements and the statement of service performance are approved and authorised for issue on behalf of the board: Ian Braddock Club Captain Date: 1st December 2023

Notes

2023 $

2022 $

CASH FLOWS FROM OPERATING ACTIVITIES Receipts from Exchange Transactions Cash was provided from: Receipts from Members and Visitors Interest Received

8,845,338 4,763

7,596,824 2

Receipts from non-exchange transactions Wage Subsidy

446,716

Cash was disbursed to: Payments to Suppliers and Employees Interest Paid Net Cash Flows from Operating Activities

(7,892,807) (181,104) 776,190

(7,130,706) (181,455) 731,381

4,017

9,543

(1,286,919)

(438,627)

Net Cash Flows used in Investing Activities

(1,282,902)

(429,084)

CASH FLOWS FROM FINANCING ACTIVITIES Cash was provided from: Members’ Loan Scheme - Receipts

930,000

350,000

(870,000) (130,925) -

(357,500) (132,340) (75,000)

Net Cash Flows from Financing Activities

(70,925)

(214,840)

Net Increase / (Decrease) in Cash Held Add Opening Cash brought forward Cash and Cash Equivalents at year end

(577,637) 438,481 (139,156)

87,457 351,024 438,481

CASH FLOWS FROM INVESTING ACTIVITIES Cash was provided from: Proceeds from Sale of Property, Plant and Equipment Cash was applied to: Purchase of Property, Plant and Equipment and Course Development

5.1

Cash was applied to: Members’ Loan Scheme - Repayments Repayment of Finance Lease Bank Loan Repayment

The Statement of Cashflows should be read in conjunction with the accompanying notes and the Independent Auditor’s Report.

Chris Davies General Manager Date: 1st December 2023

The Statement of Financial Position is to be read in conjunction with the accompanying notes and the Independent Auditor’s Report.

REMUERA GOLF CLUB ANNUAL REPORT

NOTES TO THE FINANCIAL STATEMENTS 1. REPORTING ENTITY Remuera Golf Club Incorporated ("The Club") is a club incorporated under the Incorporated Societies Act 1908 and is registered as a charitable entity under the Charities Act 2005. The financial statements of the Club have been prepared in accordance with Public Benefit Entity Standards – Reduced Disclosure Regime ("PBE Standards - RDR"). 2. BASIS OF PREPARATION a) Statement of compliance These financial statements have been prepared in accordance with the Charities Act 2005 which is compliant with New Zealand Generally Accepted Accounting Practice (“NZ GAAP”). They comply with the Public Benefit Entity Standards Reduced Disclosure Regime (“PBE Standards RDR”) as appropriate for Tier 2 not-for-profit public benefit entities, for which all reduced disclosure regime exemptions have been adopted.

“OUR RANGE IS A WORLD CLASS ADDITION TO THE CLUB, THE BENEFITS WILL BE FELT FOR MANY YEARS THROUGH MANY FORMS, NOT LEAST GENERATING THE PIPELINE OF FUTURE MEMBERS AND PROVIDING AN ADDITIONAL SUSTAINABLE REVENUE SOURCE.”

For the purposes of complying with NZ GAAP, the Club is a public benefit notfor-profit entity and is eligible to apply PBE Standards RDR on the basis that it does not have public accountability and it is not defined as large. b) Measurement basis The financial statements have been prepared on the historical cost basis.

Changes in accounting estimates i) PBE IPSAS 41 Financial Instruments The club has adopted PBE IPSAS 41 Financial Instruments in the current financial year. The standard replaces the provisions of PBE IPSAS 29 Financial Instruments: Recognition and Measurement that relate to the recognition, classification and measurement of financial assets and financial liabilities; derecognition of financial instruments; impairment of financial assets and hedge accounting. In accordance with the transitional provisions in PBE IPSAS 41 comparative information for the 30 September 2022 period have not been restated. As a result, the comparative information provided continues to be accounted for in accordance with the Club's previous accounting policies. There were no material changes in recognition or measurement required upon adoption of PBE IPSAS 41. ii) PBE FRS 48 Service Performance Reporting

Income generated from Winstones, Club Services and Green Fees are recognised upon receipt, as the risks and rewards of the goods are transferred at this time. SUBSCRIPTIONS Members and corporate subscriptions are recognised as revenue on an equal instalment basis over the period to which they relate. Any monies received prior to 30 September each year for the following year are recognised as income received in advance . Any refund of annual subscriptions will only be made at the discretion of the Board only in special circumstances. MATCH FEES AND MEMBER VOLUNTEER ACTIVITY Match fees arising from either part of the annual subscription charged to members or from voluntary activities are applied to meet the costs of the competitions for the season. Any surplus or deficit arising from these competitions is carried forward to future competition activity. ii) Revenue from non-exchange transactions Non-exchange transactions are those where the Club receives an inflow of resources (i.e. cash and other tangible or intangible items) but provides no (or nominal) direct consideration in return. These funds are recognised when the conditions attached to the grant or subsidy has been complied with. Where there are unfulfilled conditions, the amount relating to the unfulfilled condition is recognised as a liability and released to revenue as the conditions are fulfilled.

There has been no change in the functional currency of the Club during the year.

PBE FRS 48 is effective on the Club for annual periods beginning on or after 1 October 2022 and was adopted by the Club on that date. This standard establishes principles and requirements for presenting service performance information useful for accountability and decision-making. This information is presented in the Statement of Service Performance.

3. SIGNIFICANT JUDGEMENTS AND ESTIMATES

4. SIGNIFICANT ACCOUNTING POLICIES

i) Short term employee benefits

a) Revenue

Short-term employee benefit liabilities are recognised when the Club has a legal or constructive obligation to remunerate employees for services provided with 12 months of reporting date, and is measured on an undiscounted basis and expensed in the period in which employment services are provided.

c) Functional and presentation currency The financial statements are presented in New Zealand Dollars ($), which is the functional and presentation currency, rounded to the nearest dollar.

The preparation of the Club's financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts of revenues, expenses, assets and liabilities, and the Club's disclosures. Uncertainty about these assumptions and estimates could result in outcomes that require a material adjustment to the carrying amount of assets or liabilities affected in future periods. a) Judgements In the process of applying the Club's accounting policies, management has made the following judgements, which have the most significant effect on the amounts recognised in the financial statements: Classification of non-financial assets as cash generating or non-cash generating assets for the purposes of assessing impairment indicators and impairment testing. The majority of property, plant and equipment held by the Club is classified as cash generating assets. b) Assumptions and estimation uncertainties Useful lives and residual values The useful lives and residual values of assets are assessed using the following indicators to inform potential future use and value from disposal: • The condition of the asset based on the assessment of experts employed by the Club • The nature of the processes in which the asset is deployed • Availability of funding to replace the asset.

The financial statements are prepared using the going concern assumption. The statement of financial position shows a working capital deficit as at 30 September 2023. The board believes the club remains a going concern and will be able to meet its debt as they fall due as a result of the large income in advance balance that is recognised as revenue post balance date and the expectation of continued strong cash inflows from operations.

Revenue is recognised to the extent that it is probable that the economic benefits or service potential will flow to the Club and the revenue can be reliably measured, regardless of when the payment is being made. Revenue is measured at the fair value of the consideration received or receivable, taking into account contractually defined terms of payment and excluding taxes or duty. The specific recognition criteria described below must also be met before revenue is recognised. i) Revenue from exchange transactions INTEREST REVENUE Interest income is recognised as it accrues using the effective interest rate. Effective interest rate is the rate that exactly discounts the estimated future cash payments or receipts over the expected life of the financial instrument or a shorter period, where appropriate, to the net carrying amount of the financial asset or liability. ENTRANCE FEES As at 1 October 2018 new members have an option to pay the entrance fees in one lump sum or in regular invoiced instalments over a period of up to 3 years. Entrance fees are recognised as income when the member accepts the offer to join the club. Prior to 1 October 2018, new members had an option to pay the entrance fees in one lump sum or in regular invoiced instalments over a period of up to 10 years. Revenue was recognised when members were invoiced. WINSTONES, CLUB SERVICES AND GREEN FEES

b) Employee benefits

c) Finance costs Borrowing costs that are not directly attributable to the acquisition, construction or production of a qualifying asset are recognised in surplus or deficit using the effective interest method, otherwise borrowing costs are capitalised as part of a qualifying asset’s initial cost. d) Financial instruments Financial assets and financial liabilities are recognised when the Club becomes a party to the contractual provisions of the financial instrument. The Club derecognises a financial asset when the contractual rights to the cash flows from the asset expire, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by the Club is recognised as a separate asset or liability. The Club derecognises a financial liability when its contractual obligations are discharged, cancelled, or expire. The Club also derecognises financial assets and financial liabilities when there has been significant changes to the terms and/or the amount of contractual payments to be received/paid. Financial assets and liabilities are offset and the net amount presented in the

REMUERA GOLF CLUB ANNUAL REPORT

NOTES TO THE FINANCIAL STATEMENTS continued statement of financial position when, and only when, the Club has a legal right to offset the amounts and intends either to settle on a net basis or to realise the asset and settle the liability simultaneously. The Club classifies financial assets as subsequently measured at amortised cost. The Club classifies financial liabilities at amortised cost. Financial instruments are initially measured at fair value, plus for those financial instruments not subsequently measured at fair value through surplus or deficit, directly attributable transaction costs. Subsequent measurement is dependent on the classification of the financial instrument, and is specifically detailed in the accounting policies below. A financial asset is classified as measured at amortised cost only if both the following conditions are met: • it is held within a business model whose objective is to hold assets in order to collect contractual cash flows; and • the contractual terms of the financial asset represent contractual cash flows that are solely payments of principal and interest. Financial assets at amortised cost are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. Such assets are carried at amortised cost using the effective interest method. Gain or losses are recognised in the statement of comprehensive revenue and expense when the financial assets are derecognised or impaired. The carrying value of financial assets at amortised cost approximates their fair value. Financial assets at amortised cost comprise trade receivables, other receivables (excluding prepayments) and cash and cash equivalents. These are included in current assets, except for those with maturities greater than 12 months after the reporting date, which are classified as non-current assets. Cash and cash equivalents in the statement of financial position comprise cash at bank and in hand and short-term deposits with an original maturity of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value. For the purposes of the statement of cash flows, cash and cash equivalents consist of cash and cash equivalents as defined above.

The cost of purchased property, plant and equipment is the value of the consideration given to acquire the assets and the value of other directly attributable costs which have been incurred in bringing the assets to the location and condition necessary for their intended service.

• Cash and cash equivalents comprise of cash at bank and in hand, bank overdraft and short term deposits with an original maturity of 3 months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value

i) Recognition and measurement

• Investing activities are those activities relating to acquisition, holding and disposal of property, plant and equipment and investments

Items of property, plant and equipment are subsequently measured at cost less accumulated depreciation and impairment. Cost includes expenditure that is directly attributable to the acquisition of the asset. When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment. Any gain or loss on disposal of an item of property, plant and equipment (calculated as the difference between the net proceeds from disposal and the carrying amount of the item) is recognised in surplus or deficit. ii) Subsequent expenditure Subsequent expenditure is capitalised only when it is probable that the future economic benefits associated with the expenditure will flow to the Club. Ongoing repairs and maintenance is expensed as incurred. iii) Depreciation For property, plant and equipment, depreciation is based on the cost of an asset less its residual value and for buildings is based on the revalued amount less its residual value. Significant components of individual assets that have a useful life that is different from the remainder of those assets, those components are depreciated separately. Depreciation is recognised in surplus or deficit on a straight-line basis over the estimated useful lives of each component of an item of property, plant and equipment. The estimated useful lives are:

• Financing activities are those activities which result in a change in the size and composition of the capital structure of the Club. This includes both equity and debt not falling within the definition of cash • Operating activities include all transactions and other events that are not investing or financing activities. h) Equity Equity is the member’s interest in the Club measured as the difference between total assets and total liabilities. Equity is made up of the following component: ACCUMULATED COMPREHENSIVE REVENUE AND EXPENSE Accumulated comprehensive revenue and expense is the Club’s accumulated surplus or deficit since the formation of the Club. i) Income tax No provision has been made for income tax in the financial statements because the Club is a registered charity and is therefore exempt from income tax. j) Goods and services tax Items of income and expenditure are stated exclusive of Goods and Services Tax. All items in the statement of financial position are net of GST, with the exception of receivables and payables, which include GST. k) Inventory Inventory is measured at cost upon initial recognition. To the extent that inventory was received through non-exchange transactions (excluding donations), the cost of the inventory is its fair value at the date of acquisition. After initial recognition, inventories held for resale are valued at the lower of cost and net realisable value.

Buildings

2 - 12.5

Carpark and Services

2.5 - 20

Net realisable value is the estimated selling price in the ordinary course of business, less estimated costs of completion and the estimated costs necessary to make the sale, exchange or distribution.

Winstones Plant and Equipment

6 - 36

l) Leases

Financial liabilities classified as amortised cost are subsequently measured at amortised cost using the effective interest method.

Course Improvements

2 - 20

OPERATING LEASES

Financial liabilities classified as amortised cost comprise payables, finance leases and loans.

Course Plant and Equipment

7.2 - 50

Golf Services

7 - 33.33

e) Impairment of non-derivative financial assets

Furniture and Fittings

10 - 33.33

Leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased items are classified as operating leases. Payments under these leases are recognised as expenses on a straight line basis over the lease term.

Short-term receivables are recorded at the amount due, less an allowance for expected credit losses (ECL). This allowance is calculated based on lifetime ECL. In measuring ECL, short-term receivables have been assessed on a collective basis where they possess shared credit risk characteristics. They have been considered based on the days past due. Where a short-term receivable does not possess these similar characteristics, its ECL is individually assessed. Short-term receivables are written off when there is no reasonable expectation of recovery.

Administration Office Equipment

Financial liabilities classified as amortised cost are non-derivative financial liabilities that are not classified as fair value through surplus or deficit financial liabilities.

f) Property, plant and equipment

6 - 40

Residual values are estimated to be Nil. Depreciation methods, useful lives, and residual values are reviewed at reporting date and adjusted if appropriate g) Statement of cash flows

FINANCE LEASES Leases which effectively transfer to the Club substantially all the risks and benefits incidental to ownership of the leased item are classified as finance leases. These are capitalised at the lower of the fair value of the asset or the present value of the minimum lease payments. The leased assets and corresponding lease liabilities are recognised in the statement of financial position.

The following are the definitions of the terms used in the statement of cash flows:

REMUERA GOLF CLUB ANNUAL REPORT

Notes to the Financial

STATEMENTS 5.1 Property, Plant and Equipment

5.1 Property, Plant and Equipment (continued) Cost

2023 Buildings Total Buildings House Furniture & Fixtures Furniture & Fixtures Winstones – Plant & Equipment Plant & Equipment Administration - Office Equipment Office Equipment

Accumulated Depreciation

Opening Cost $

Additions $

Disposals

Closing Cost $

Opening Accumulated Depreciation $

4,678,644

318,441

8,000

4,989,085

1,515,349

255,400

220,949

382,647

64,029

23,239

191,371

580,357

234,508

174,911

Depreciation $ 161,898

10,332

17,836

Net Book Value

4,678,644

1,515,349

3,163,295

Closing Net Book Value $

Buildings Total Buildings

4,833

1,672,414

3,316,671

House Furniture & Fixtures Furniture & Fixtures

255,400

234,508

20,892

Winstones - Plant & Equipment Plant & Equipment

220,949

174,911

46,039

Administration - Office Equipment Office Equipment

73,777

68,905

4,872

Club Services Furniture, Plant & Equipment

999,027

310,616

688,411

Course Plant & Equipment Course Improvements

1,578,474 7,160,649

1,273,918 3,545,474

304,556 3,615,175

Total Course

8,739,123

4,819,392

3,919,731

134,956

86,475

48,481

15,101,876

7,210,156

7,891,720

60,250

15,162,126

7,210,156

7,951,970

64,029

21,976

180,811

170,771

10,560

409,586

78,244

68,905

5,139

74,044

4,200

999,027

77,665

17,324

1,059,368

310,616

174,278

17,324

467,570

591,798

Course Plant & Equipment Course Improvements Total Course

1,578,474 7,160,649 8,739,123

262,426 324,163 586,589

150,303 150,303

1,690,597 7,484,812 9,175,409

1,273,918 3,545,474 4,819,392

97,050 378,366 475,416

150,303 150,303

1,220,665 3,923,840 5,144,505

469,932 3,560,972 4,030,904

Other Carpark & Services Total Other

134,956 134,956

86,475 86,475

3,287 3,287

89,762 89,762

45,194 45,194

15,101,876

1,369,809

262,895

16,208,790

7,210,156

848,186

258,465

7,799,877

8,408,913

72,736

Other Carpark & Services Total Capitalised Property, Plant and Equipment Work In Progress Total Property, Plant and Equipment

Work in Progress/Contracts for Capital Expenditure

Work In Progress Total Property, Plant and Equipment

Work In Progress relates to the course development, new nets and kitchen equipment. The Club disposed of assets costing $262,895 (loss on disposal of asset - $412) in the current year, (2022: $82,738). The Property, Plant and Equipment are pledged as security over the overdraft facility. Refer note 7.

Net Book Value

Disposals $

4,467

Total Capitalised Fixed Assets

2022 Accumulated Depreciation $

Closing Accumulated Depreciation $

73,777

Golf Services Furniture, Plant & Equipment

Cost $

8,481,649

Work in progress only relates to one project of development works that is not yet completed. 2023 $

2022 $

Property, Plant and Equipment Capitalised Buildings Winstones - Plant and Equipment Course Improvements Course Plant & Machinery Club Services and Other Administration Office Equipment Total Property, Plant and Equipment Capitalised

318,441 382,647 324,163 262,426 77,665 4,467 1,369,809

116,516 3,492 183,329 55,650 14,678 373,665

Reconciling Items: Work in Progress 2021 Work in Progress 2022 Work in Progress 2023 Finance Lease Additions 2023 Total Property, Plant and Equipment Addition

(60,250) 72,736 (58,487) 1,323,808

(75,000) 60,250 358,915

Creditors Creditors 2021 - Property, Plant and Equipment Creditors 2022 - Property, Plant and Equipment Creditors 2023 - Property, Plant and Equipment Total Cash Applied to Property, Plant and Equipment and Course Development

13,800 (50,689) 1,286,919

93,512 (13,800) 438,627

REMUERA GOLF CLUB ANNUAL REPORT

Notes to the Financial

STATEMENTS 5.2 Depreciation Summary

Facilities Winstones - Plant & Equipment Administration Club Services Course Plant & Equipment Course Improvements Total Depreciation

2023 $ 175,518 17,837 5,139 123,122 148,207 360,121 829,944

2022 $ 174,711 10,807 8,195 121,209 132,688 349,671 797,281

2023 $ 23,000

2022 $ -

5.3 Notional Disposal of prior Course Improvements

Notional disposal of prior course improvements

As course redevelopment takes place, each of the 18 greens undergoes some redevelopment. As a consequence, a portion of past course improvements such as drainage, greens and fairways is renewed. Accordingly, an amount of $23,000 will be recognised in the Statement of Comprehensive Revenue and Expense against past course improvements as each green is completed. The 9th green was completed during the year and therefore $23,000 has been recognised in Statement of Comprehensive Revenue and Expense for 2023.

5.4 Inventory

Winstones Bar and Food Stock Greenkeepers Stock Range Balls Retail

2023 $ 44,583 59,708 106,175 454,258 664,724

2022 $ 32,755 39,994 69,675 616,278 758,702

In accordance with our suppliers standard terms of trade, some of the inventory held is subject to the usual condition of retention of title by the supplier until they are paid.

5.5 Members Match Funds The balance of net (unspent) Match Income arising from volunteer activities are carried forward at year end. A summary of funds on behalf of members as at 30 September is as follows:

Net Balance on Hand

2023 $ 22,613

2022 $ 26,413

5.6 Finance Lease Liability The Club has entered into a rental agreement with UDC Finance to rent 24 golf carts with the option to purchase. The rental agreement commenced September 2021 for a period of 48 months. The Club has entered into a rental agreement with John Deere to purchase a tractor. The agreement commenced April 2021 for a period of 36 months. The Club has entered into a rental agreement with John Deere to purchase a TE Gator. The agreement commenced July 2021 for a period of 36 months. The Club has entered into a lease agreement with De Lage Landen Limited to lease a Toro ProCore 864 Aerator with a right to purchase. The lease agreement commenced April 2021 for a period of 60 months. The Club has entered into a lease agreement with De Lage Landen Limited to lease a Toro Groundmaster 4300-D mower. The lease agreement commenced 25 November 2022 for a period of 24 months. The Club has entered into a lease agreement with De Lage Landen Limited to lease a Toro Groundmaster 4000-D mower. The lease agreement commenced 25 March 2023 for a period of 24 months.

Total Liability Less Future Finance Charges

2023 $ 243,313 11,082 232,231

2022 $ 329,488 24,819 304,669

Less than one year Between one and five year Greater than five years

141,535 90,696 232,231

126,614 178,055 304,669

5.7 Members’ Loan Scheme - Unsecured Interest Rate Loan Scheme started 2019

Loan Scheme started 2020

Loan Scheme started 2021

Loan Scheme started 2022 Loan Scheme started March 2023

Loan Scheme started May 2023

Total Current Non-Current

Maturity date 31-May-21 31-May-23

Loan amount $10,000 - $75,000 4.75% 5.50%

2023 -

2022 235,000

Maturity date 31-Mar-23 31-Mar-25

Loan amount $50,000 - $100,000 4.25% 5.00%

2023 375,000

2022 225,000 375,000

Maturity date 15-Sep-23 15-Sep-25

Loan amount $40,000 - $75,000 4.00% 4.50%

2023 220,000

2022 180,000 220,000

Maturity date 31-May-23 31-May-25

Loan amount $35,000 - $75,000 4.00% 4.50%

2023 120,000

2022 230,000 120,000

Maturity date 31-May-26

Loan amount $10,000 - $100,000 5.50%

2023 350,000

2022 350,000

Maturity date 31-May-24 31-May-26

Loan amount $20,000 - $100,000 6.75% 6.75%

2023 380,000 240,000

2022 -

Maturity date 31-May-24 31-May-26

Loan amount $35,000 - $75,000 6.75% 6.75%

2023 130,000 180,000 2023 510,000 1,485,000

2022 2022 870,000 1,065,000

2 and 4 Year Loans – started 2019 Two new loan schemes; 2-year and 4- year options were offered to the members this year. The total of the combined loans cannot exceed $400,000. Both loan schemes commenced on 1st of June 2018 and the 2-year scheme matures on 31st May 2021 and the 4-year scheme matures on 31st May 2023. Interest of 4.75% for the 2-year scheme and 5.50% for the 4-year scheme are applicable and are payable at the end of each year. 3 and 5 Year Loans – started 2020 Two new loan schemes; 3-year and 5- year options were offered to the members this year for the purpose of funding the driving range project. The total of the combined loans cannot exceed $700,000. Both loan schemes commenced on 1st of April 2020 and the 3-year scheme matures on 31st March 2023 and the 5-year scheme matures on 31st March 2025. Interest of 4.25% for the 3-year scheme and 5% for the 5-year scheme are applicable and are payable at the end of each year. 3 and 5 Year Loans – started 2020 Two new loan schemes; 3-year and 5- year options were offered to the members this year for the purpose of funding the driving range project. The total of the combined loans cannot exceed $400,000. Both loan schemes commenced on 16th of September 2020 and the 3-year scheme matures on 15th September 2023 and the 5-year scheme matures on 15th September 2025. Interest of 4% for the 3-year scheme and 4.50% for the 5-year scheme are applicable and are payable at the end of each year. 2 and 4 Year Loans – started 2021 Two new loan schemes; 2-year and 4- year options were offered to the members this year. The total of the combined loans cannot exceed $350,000. Both loan schemes commenced on 1st of June 2021 and the 2-year scheme matures on 31st May 2023 and the 4-year scheme matures on 31st May 2025. Interest of 4% for the 2-year scheme and 4.50% for the 4-year scheme are applicable and are payable at the end of each year. 4 Year Loans - started 2022 A new 4 - year loan scheme option was offered to the members this year. This loan is to cover the maturity of the previous 4-year loan scheme. The loan will assist in funding ongoing development. The total of the combined loans cannot exceed $350,000. The loan scheme commenced on 1st of June 2022 and matures on 31st May 2026. Interest of 5.5% is applicable and is payable at the end of each year." Loans - started 2023 Two loans were offered this year in March 2023 (maximum limit - $650,000) and in May 2023 (maximum limit - $380,000). The two schemes commenced on 1st April 2023 and 1st June 2023 and matures on 31st May 2024 and 31st May 2026. Interest of 6.75% is applicable and is payable at the end of each year.

REMUERA GOLF CLUB ANNUAL REPORT

Notes to the Financial

STATEMENTS 5.8 Bank Loan

ANZ Business Loan

2023 $ 725,000

2022 $ 725,000

In March 2020 the Club arranged a loan facility to the value of $800,000 for the purpose of funding the driving range project. $400,000 was drawn down in March 2020 and the second $400,000 was drawn down in April 2021. This loan was varied in December 2021 to mature on 31st October 2025. $75,000 of the loan was repaid in September 2022. The current interest rate applicable is 6.7%. This facility is secured by a general security agreement over all assets and a first registered mortgage over the buildings, refer to note 5.1.

5.9 Advance Subscriptions Subscription notices for the 2023/2024 year dated 1 October 2023 were mailed prior to year-end and any monies received prior to balance date are treated as subscriptions and corporate income in advance. This income received in advance will be recognised as revenue in the 2023/2024 year in accordance with the accounting policy in note 4a. Any refund of annual subscriptions will only be made at the discretion of the Board and only in special circumstances. 5.10 Finance Levy The levy amount received for funding purposes from the members in 2022/2023 was $49,696 (2021/2022: $65,609).

6 INCOME & EXPENDITURE INCOME 6.1 Membership Revenue

Membership Subscriptions Entrance Fees Development Levy Finance Levy Instalment Levy Member Services Total

2023 $ 2,321,604 288,044 265,367 49,696 26,783 32,130 2,983,624

2022 $ 2,062,696 227,046 269,171 65,609 20,306 30,244 2,675,072

2023 $ 1,654,604 1,213,567 1,357,114 738,681 268,135 450,256 60,337 5,742,694

2022 $ 1,228,891 1,286,406 933,407 448,758 175,930 324,880 63,119 4,461,391

2023 $ 128,402 62,152 190,554

2022 $ 123,852 74,722 198,574

6.2 Club Services Revenue

Winstones | Tui (F&B) Retail Velocity Velocity F&B Green Fees Coaching Other Total

6.3 Sundry Income

Rental Income Sundry Total

Golf Services & Retail Staff Velocity Staff Total

2023 $ 2,085,454 323,578 68,242 152,761 46,591 651,833 931,149 252,569 395,173 4,907,350

2022 $ 1,904,402 250,465 51,891 91,508 47,119 462,512 957,290 179,503 310,355 4,255,045

2023 $ 961,053 451,160 99,932 43,239 10,791 1,566,175

2022 $ 801,882 359,070 89,653 43,846 18,293 1,312,744

2023 $ 46,234 113,356 85,002 54,620 130,000 100,634 275,888 805,734

2022 $ 62,888 73,954 68,912 47,874 130,000 87,875 186,665 658,168

2023 $ 645,261 24,477 113,342 54,772 13,845 30,140 44,749 65,478 992,064

2022 $ 545,542 20,180 135,383 35,112 9,500 52,297 53,773 39,144 890,931

2023 $ 99,081 72,156 16,761 10,262 41,452 (4,763) 234,949

2022 $ 92,463 68,305 21,133 8,327 48,434 (2) 238,660

6.5 Club Services

Staff Costs Velocity Overheads Winstone's | Tui Overheads Winstone's | Tui Loaylty Rebate Golf Services & Retail Overheads Winstone's | TUI Cost of Sales Retail Cost of Sales Velocity Cost of Sales (F&B) Coaching Expenses Total

6.6 Course

Staff Costs Course Maintenance Plant Repairs & Maintenance Fuel and Oil Course Administration Total

6.7 Facilities

Staff Costs - Clubhouse Cleaning | Laundry | Supplies Utilities General Rent Rates & Insurance Building Repairs & Maintenance Total

6.8 Administration

Staff Costs and Management Services Printing and Stationery Computer and Telecommunication Accounting & HR Services Audit Fees Marketing & Promotional Professional Fees General Total

6.4 Staff Costs Summary

592,083 511,344 3,314,714

6.9 Finance

EXPENDITURE

Course & Env Clubhouse | Facilities Administration & Management Club Services Winstones Staff

606,345 595,901 3,738,002

2023 $ 961,053 46,234 645,261

2022 $ 801,882 62,888 545,542

883,208

800,975

Interest to Members Bank Interest Lease Interest Sundry Bank Fees Credit Card Fees Interest Received Total

REMUERA GOLF CLUB ANNUAL REPORT

Notes to the Financial

STATEMENTS 7. CASH AND CASH EQUIVALENTS

Cash and cash equivalents include the following components: Cash on Hand Cash in Bank Bank Call Account Bank - GBP & USD

2023 $

2022 $

600 (144,783) 4,789 238 (139,156)

1,800 434,583 25 2,073 438,481

Subject to the following, there were no restrictions over any of the cash and cash equivalents held by the Club. The Club has an overdraft facility of $1,070,000 (2022: $850,000) with Australia and New Zealand Banking Group. The applicable interest rate for this facility is 12.39%. This facility is secured by a general security agreement over all assets and a first registered mortgage over the buildings, refer to note 5.1.

8. RECEIVABLES

Receivables from exchange transactions Trade Receivables Future Entrance Fee Receivable Impairment Allowance Other

2023 $

2022 $

176,757 51,401 13,502 241,660

85,424 71,861 6,634 163,919

At 30 September, the ageing analysis of receivables is as follows:

2023 2022

Total Due $ 176,757 85,424

< 30 days $ 96,881 62,287

30-60 days $ 49,212 6,210

Non-exchange transactions GST Receivable

61-90 days $ 2,854 750

>90 days $ 27,810 16,177

2023 $

2022 $

28,118

9. RELATED PARTY 2022 The club entered into a transaction with the following board member during the year: Andrew Millard - Project Management. The transaction was not material and no balances are outstanding at year end..

Key management personnel compensation

Key Management Personnel Compensation Senior Staff (FTE)

2023 $ 1,243,977 11.5

2022 $ 1,221,231 11.5

2023 $ 391,935 42,304 425,057 859,296

2022 $ 302,770 35,410 373,569 711,749

2023 $ 5,650 5,650

2022 $ -

2023 $ 1,536,450 113,399 33,715 1,683,564

2022 $ 1,799,818 1,799,818

2023 228,691 672,755 780,000 1,681,446

2022 230,904 771,446 910,000 1,912,350

11. TRADE PAYABLES Exchange transactions Accounts Payable Interest Accrual Other Accruals Non-exhanged transactions GST Payable Income In Advance Subscriptions in Advance Partnership | Sponsorship in Advance Income in Advance - Other

12. COMMITMENTS (a) Capital Commitments Two new electric greens mowers were ordered this year - $239,800. (2022: Nil)

(b) Operating Commitments As at 30 September 2023 the Club has entered into the various contracts:

The property lease with the Auckland City Council has 68 years to run. The annual rental from the 22 October 2013 is $130,000 (GST exclusive) with rent reviews every 21 years. The next rent review date is 21 October 2034. The above commitments include the Clubs commitment to rent the property only until the next rent review in 2034. The Club entered into a rental agreement with Topgolf Limited to rent the Toptracer system for 60 months. This commitment ends on 30 April 2026.

13. CONTINGENT ASSETS AND LIABILITIES There are no contingent assets or liabilities at the reporting date. (2022: Nil).

15. COMPARATIVE FIGURES

i. Classification of financial instruments

Liabilities at Amortised Cost $ 330,018 304,669 2,660,000 3,294,687

The Club has no subsequent events to report at balance date (2022: Nil).

The table below shows the carrying amounts of the Club’s financial assets and financial liabilities.

Cash and Cash Equivalents Receivables from Exchange Transactions Payables (excluding Accruals) Finance Lease Payable Loans and Borrowings

Assets at Amortised Cost $ 438,481 163,919 602,400

14. EVENTS AFTER THE REPORTING DATE

10. FINANCIAL INSTRUMENTS

2023

Cash and Cash Equivalents Receivables from Exchange Transactions Payables (excluding Accruals) Finance Lease Payable Loans and Borrowings

No later than One Year Later than One Year and No Later than Five Years Later than Five Years

Related party transactions and balances

Key management personnel compensation

2022

Assets at Amortised Cost $ 241,660 241,660

Liabilities at Amortised Cost $ (139,156) 549,354 232,231 2,720,000 3,362,429

Some comparative figures were changed to conform with this years disclosures.

REMUERA GOLF CLUB ANNUAL REPORT

GOVERNANCE & STRATEGY

Budget for the 2023/2024

FINANCIAL YEAR (Unaudited) 2024 Budget $

2023 Actual $

(Unaudited) 2023 Budget $

3,132,000 340,000 6,016,000 177,000 9,665,000

2,983,624 331,364 5,742,694 190,142 9,247,824

2,980,000 335,000 4,911,000 210,000 8,436,000

Course & Environment Club Services Facilities Administration Total Expenditure

1,692,000 4,879,600 900,000 972,000 8,443,600

1,566,175 4,907,350 805,734 992,064 8,271,323

1,542,460 4,108,620 742,000 932,000 7,325,080

Net Operating Surplus before Depreciation and Net Finance Costs Depreciation Notional Disposal Finance Net Operating Surplus / (Deficit)

1,221,400 920,000 271,000 30,400

976,501 829,944 23,000 234,949 (111,392)

1,110,920 850,000 235,980 24,940

INCOME

Membership Revenue Partnership | Sponsorship Club Services Other Income Total Income

EXPENDITURE

CAPITAL EXPENDITURE BUDGET:

Net Operating Surplus / (Deficit) Add: Depreciation for year

(Unaudited) 2024 Budget $ 30,400 920,000 950,400

The Club intends to use these funds for:

Capital Expenditure Budget: Course Improvements Course Plant and Machinery Buildings and Clubhouse Other Total

This Budget for the 2023/2024 Financial year does not form part of the Financial Statements for the year ended 30 September 2023.

Our vision is to be the third place for members and visitors and our purpose is to provide a golfing and social environment that is safe, inclusive, welcoming and relaxed, with a range of activities and opportunities for members and visitors. When prioritising investments and projects this vision and purpose remains at the core. This report details our approach to governance and decision making and highlights some of the key achievements which relate to pursuing our strategy. GOVERNANCE APPROACH Our governance approach emphasises democratic participation and collective decision-making. Decisions on strategy and direction are made by the board after considering recommendations from management, committees and members. The board delegates and empowers management to implement the strategy. Board and Committee Board Structure: Representation: The board consists of elected members who appoint committees. While board and committee members represent the wider club we nevertheless aim to have members with diverse backgrounds and experiences within these groups. Roles and Responsibilities: Committees: These focus on specific areas (e.g., finance, membership, course) and conduct in-depth discussions, research, and analysis related to their domain. They have some delegated authority and also make recommendations to the board. Board: Is responsible for overarching strategy, setting organisational goals, ensuring alignment with the vision and values and making decisions including on recommendations made by committees.

This Budget for the 2023/2024 Financial year does not form part of the Financial Statements for the year ended 30 September 2023.

Funds Available from Operations:

THE BOARD OVERSEES THE STRATEGIC DIRECTION OF THE REMUERA GOLF CLUB.

525,000 283,000 40,000 12,000 860,000

ACHIEVEMENTS IN ALIGNMENT WITH STRATEGY Along with many other smaller projects and operating the club we have made significant progress in implementing the strategy set by the board and committees in the past 12 months particularly in the following areas: • • • • • •

Progressing the course concept master plan and first phase implementation Greens resurfacing policy implementation and proof of concept Kitchen renovation and hospitality improvements Velocity range proof of concept/exceeding business case Membership policy refinement and implementation Continuing to build strong and meaningful relationships with our community.

FUTURE DIRECTION AND KEY INITIATIVES FOR 2024 – 2026 • Continue club long term planning (5-20 years out) including to achieve directional alignment with current and future trends thus ensuring future relevance, viability and success • Continue the course improvement and weatherproofing including greens, cart paths and other masterplan projects • Progress longer term facilities master planning including buildings and other non-course assets • Complete the Tui lounge refresh • Update the club constitution to incorporate compulsory legislative requirements and a range of other factors including better achieving fairness across membership categories • Continue work commenced on restructuring golf and match related activities to ensure a more responsive and future facing offering for golfers of all categories and abilities • Improve our communication processes and channels both to and from members • Continue to ensure prudent financial management including a medium debt reduction plan. CODE OF CONDUCT The board has the primary responsibility for ensuring member and visitor conduct meets the standards expected by the club and its members. During the year several disciplinary committee meetings were held and where offences occurred penalties were imposed.

STATEMENT OF SERVICE PERFORMANCE "OUR DEDICATED GREENKEEPING TEAM HAS CONTRIBUTED OVER 20,500 HOURS OF LABOUR TO METICULOUSLY MAINTAIN THE COURSE, ENSURING IT REMAINS IN PEAK CONDITION THROUGHOUT THE YEAR."

WHO ARE WE? Established in 1934 and incorporated in 1935, Remuera Golf Club has a proud history of providing excellent facilities to its members, guests, and corporate partners. Our golf club includes an 18 hole, Par 72 premier golf course, a members practice area, an indoor and outdoor driving range, a club house which is open to the community and a pro-shop which includes a state of the art fitting studio.

PURPOSE Provide a golfing and social environment that is safe inclusive, welcoming, and relaxed, with a range of activities and opportunities for members and visitors.

OUR OBJECTIVES

MEMBERSHIP NUMBERS Full, 18 hole Weekday Intermediate 9 hole Flexi Corporate Associate Juniors Life, Honorary Total Members

2023 Men 392 74 132 49 155 61 93 83 13 1,052

Women 100 72 15 186 43 5 47 32 6 506

2022 Total 492 146 147 235 198 66 140 115 19 1,559

Men 447 42 122 43 152 59 93 110 15 1,083

Women 109 67 8 181 45 2 41 32 11 496

Total 556 109 130 224 197 61 134 142 26 1,579

Our membership numbers show the number of members we have across all golfing membership categories.

ROUNDS OF GOLF

2023

2022

18 hole 9 hole 18 equivalent Total golf visits

34,268 18,322 43,429 52,590

36,445 18,221 45,556 54,666

Providing members and guests with a quality golf course requires careful management of the number of rounds played on the course. We balance the need for a quality golf course with the need to provide members as much course access as possible.

• To promote the game of golf

ON COURSE GOLF COMPETITIONS

2023

2022

• To develop, maintain and improve the club’s golf course as a first-class course with a high standard of facilities and amenities

On course golf competitions for member participation

184

177

• To organise golfing and social events and activities for club members (“Members”).

This is total number of golf competitions organised for all members. Providing access to golf competitions for members is an object of our constitution.

HOW WE ACHIEVE OUR OBJECTIVES

RANGE USAGE

In our capacity as a membership-driven club deeply ingrained in fostering community engagement, both on and off the golf course, we are steadfast in our commitment to advancing the sport of golf. Our inclusive approach extends beyond the fairways, offering personalized one-on-one coaching, informative clinics, sociable off-course golf experiences, and seasonal twilight golf sessions available both on and off the course. With tee times accessible 7 days a week, 365 days a year, we ensure a dynamic and accessible golfing experience for all.

Range balls hit Range visits

Data is collected and analysed via the Toptracer management system which measures metrics including balls hit, sessions, and individual users per session. Range visits is calculated by combining the number of sessions by users per session. Usage is a strong indication of the club’s promotion of the sport of golf.

COACHING HOURS (PAID)

2023

2022

The excellence of our golf course is a testament to our unwavering investment in both financial resources and human capital. Our dedicated greenkeeping team has contributed over 20,500 hours of labour to meticulously maintain the course, ensuring it remains in peak condition throughout the year.

Coaching hours from our in-house professsionals

3,556

2,804

In our pursuit of promoting the love of golf, we engage in extensive public relations initiatives across diverse mediums, including traditional broadcast television, radio, digital platforms, and print media. Leveraging the influence of high-profile ambassadors, we amplify our storytelling to underscore the inclusivity of our club and the accessibility of golf to people from all walks of life. As the heartbeat of our community, we host a spectrum of golf and social activities throughout the year. From expansive golf and social days inviting participation from all members to more intimate gatherings tailored to specific cohorts, we create meaningful experiences that enrich the lives of our members. In essence, our annual report reflects not just our dedication to the game of golf but also our unwavering commitment to building a vibrant, inclusive, and thriving community centred around the love for this timeless sport.

2023

2022

5,535,688 88,327

4,649,690 60,969

The club measures the amount of coaching provided based on the number of hours paid for by golfers which is tracked through the clubs point of sale system. Some of the sessions paid for may not have been delivered during the reporting period, however the board believes this provides a reasonable measure of the amount of coaching performed during the year.

EVENTS

2022/23

2021/22

Total Events

567

398

Events are hospitality activities which include community, stakeholder, and member events. They may be hosted at the Velocity driving range, our Tui lounge or in Winstone’s restaurant.

MAINTENANCE Golf Course Buildings / Facilities

2023 OPEX / Maintenance $451,160 $275,888

2022 Investment $324,163 $318,441

OPEX / Maintenance $359,070 $186,665

Investment $183,329 $116,516

In keeping with our objectives of a first-class course with a high standard of facilities and amenities we invest in course maintenance and improvements.

REMUERA GOLF CLUB ANNUAL REPORT

CLUB COMMITTEES

BOARD ATTENDANCE

Finance & Audit Committee

Grant Marshall (Chair), Ian Braddock, Mike Gault, Jan Martin, Vicki Salmon, Brett Winstanley, Chris Davies

There were eight formal board meetings held between 26th January and 23rd November 2023.

Course Technical Group

Megan King (Current Chair), Grant Marshall, Andrew Millard (Chair), Devon Mills, Ken Taylor, Ian Braddock, Justine Jorgensen, Michael Bartlett, Greg Kenward, Chris Davies & Spencer Cooper

Membership Committee

Pauline Harrison (Chair), Ian Braddock, Geoff Burns, Grant Marshall, Karee Oates, Chris Davies, Giselle Pascual, Stephanie Grant

Meetings Attended Ian Braddock (Chairman & Club Captain)

Ken Taylor (President)

James Kim (Men’s Golf Captain)

Golf Experience Committee (Golf and Match)

James Kim (Chair), Esther Cowper, Stephanie Grant

Women’s Committee

Esther Cowper (Chair), Wendy Potter, Giselle Pascual, Yolande Van De Wetering, Amanda Boberg, Sarah Andrews

Esther Cowper (Women’s Golf Captain)

Club Services Group

Geoff Burns (Chair), David Burton, Megan King, Tony Dangerfield, Chris Davies

Pauline Harrison (Chair of Membership)

Andrew Millard (Chair of CTG)*

Megan King (Acting Chair of CTG)

Grant Marshall (Chair of Finance)

WITH THANKS The wide range of events and activities in our club would not happen without the time and expertise freely given by so many of our members. In addition to committee members the board wishes to acknowledge the many contributions made which greatly enhance the benefits enjoyed by all members of the Remuera Golf Club.

* leave of absence taken during the year.

• Referees

Esther Cowper, Chris Carroll

• AGA Delegates

James Kim, Esther Cowper

RGC MANAGEMENT & GOVERNANCE STRUCTURE

• Men’s Pennants

James Eng, Manu Taylor, Michael Maingay, Paul Hurtley, Rakesh Patel, Chris Hanley, Darren Soo

• Women’s Interclub

Pauline Harrision, Pam Donnelly, Esther Cowper, Jo Hollies, Nicola Judd, Tina Lucas, Toni Sinclair, Claire Stewart

Our structure for club decisions, governance and management is centrally focused on delivering the best for our members.

• Dads’ Army/Volunteers

Kevin Grogan, Jim Holmes, Brett Morpeth, Barry Wilkie, Graham MacKinlay, John Childrehouse, Selwyn Wong, Bruce Carnachan, Rolo Gillespie, Bryan Davies, Jim Greenwood, John Reeves, Mark Evans, Pierce Brown, Sandy Grigg, Graeme Riley, George Huang, David Hartstone, Tim Haig

RGC MEMBERS

Trees: Jim Holmes, Rollo Gillespie, John Reeves, Graeme Riley, Selwyn Wong, Kevin Grogan, David Hartstone, Graham McKinlay, Brett Morpeth, Bruce Carnachan, John Childerhouse, Rod MacNeil, Barrie Wilkie – passed away 11 April 2023 Trapping: Robin Stanley, Paul Bowden Thank you to all of our volunteer board and committee members. There are other contributing members not named on this page; please also accept our sincere thanks.

BOARD

KEY PARTNERSHIPS

• Represents members • Makes Policy • Delegates management of the club

MEMBERSHIP

CLUB SERVICES ADVISORY

GOLF & MATCH

COURSE TECHNICAL GROUP

FINANCE & AUDIT COMMITTEE

WOMEN”S COMMITTEE

We acknowledge and thank the following key partnerships and community groups for their continued support. Auckland Golf

Blue Rugby

Blue Star

Golf New Zealand

Kia New Zealand

Milford Asset Management

Ngāti Whātua Ōrākei

Orakei Local Board

Panasonic

St Andrews Village

GENERAL MANAGER • Operates club - through delegated authority • Implements policy

Membership and Engagement • • • • •

Membership Corporate partnerships Communications Stakeholder engagement Retail, events and hospitality marketing

Club Services • • • • • • •

Golf operations Velocity Coaching Winstones / Tui Events Retail Fitting

Course and Environment • Green keeping • Environment • Sustainability

2023

CONTACT INFORMATION RGC Golf Hub

09 524 4288 09 524 1406

PO Box 87-180 Meadowbank 1742 120 Abbotts Way, Remuera Auckland 1050 office@remueragolfclub.com www.remueragolfclub.com | www.velocityrange.com RemueraGolfClub Coaching@remueragolfclub TheGolfShop

OFFICE | ADMINISTRATION Mon – Fri 8.30am – 5.00pm General Manager

Chris Davies | gm@remueragolfclub.com

Accounts

Stacy Liao | accounts@remueragolfclub.com

Enquiries

enquiries@remueragolfclub.com

MEMBERSHIP & MARKETING Director of Membership & Marketing Karee Oates | kareeo@remueragolfclub.com

CLUB SERVICES

GREAT GOLF. LIFELONG FRIENDS. 42

Director of Club Services

Tony Dangerfield | tonyd@remueragolfclub.com

Retail Services

golfshop@remueragolfclub.com

Events

events@remueragolfclub.com

Coaching

coaching@remueragolfclub.com

Velocity Range

velocityrange@remueragolfclub.com

Golf Operations Manager

Stephanie Grant | golfadmin@remueragolfclub.com

Winstones

Vikash Kumar | winstones@remueragolfclub.com

COURSE Superintendent

Spencer Cooper | course@remueragolfclub.com

Assistant Superintendent

Callum Cameron | callumc@remueragolfclub.com

Club Management Phone 09 524 4288 Email enquiries@remueragolfclub.com Address 120 Abbotts Way, Remuera, Auckland