PORT OF SPAIN, Trinidad – Cricket West Indies (CWI) is pleased to announce that its Full Member shareholders have officially approved a historic set of governance reforms at a Special Meeting of Members of Cricket West Indies Inc. on Sunday, 9 February 2025. 

This landmark decision represents a significant step in modernizing the organization’s governance structure, enhancing accountability, and ensuring the long-term sustainability of West Indies cricket.

At the forefront of these reforms is the introduction of a term limit of a maximum of three terms of three years each for the positions of President and Vice-President. This critical change ensures fresh leadership opportunities, promotes continuity while preventing stagnation, and aligns CWI’s governance framework with modern best practices.

Additionally, the reforms include the increase of the term of the President and Vice President from two years to three years. This change will take effect from the next Presidential and Vice-Presidential election, which is due in March 2025.

CWI President Dr. Kishore Shallow hailed the passage of these reforms as a landmark achievement:

The governance reform process has been a strategic priority for CWI, undergoing extensive discussions and consultations over the past few years, including insights from the Wehby Report.

President Shallow emphasized the collaborative effort behind this milestone:

The Full Member shareholders who attended this meeting were the Barbados Cricket Association (BCA), Guyana Cricket Board (GCB), Jamaica Cricket Association (JCA), Leeward Islands Cricket Board (LICB), Trinidad and Tobago Cricket Board (TTCB), and Windward Islands Cricket Board (WICB).

President Shallow also stated: 

The introduction of term limits and the term extensions, adds to a list of other sweeping governance reforms designed to strengthen CWI’s operational structure and accountability. Over the years, CWI has implemented several governance changes aimed at improving its structure and efficiency. These include:

Board and Leadership Structure

• Introduction of term limits for the President and Vice President 
• Extension of the President and Vice President’s term from two to three years.
• The appointment of more female independent directors to the Board to enhance gender representation in decision-making, ensuring a broader range of expertise and perspectives.
• Implementation of a Strategic Governance Committee.
• Reduction in the number and size of committees.
• Increased involvement of independent committee members.
• Implementation of more robust recruitment and selection processes to ensure the most qualified candidates fill key positions within the organization.

Ethical and Compliance Measures

• Centralized the ethics and disciplinary functions to one independently chaired Integrity & Dispute Resolutions Committee. 
• Strengthened financial reporting and disclosure requirements for greater accountability.
• Public release of an annual report consistently for the past four years, ensuring transparency and accessibility of key organizational activities and strategic priorities. 
• Public release of annual audited financial statements, reinforcing financial accountability, demonstrating fiscal responsibility, and building trust among stakeholders. 

Financial Oversight and Risk Management

• Establishment of an Audit, Risk and Compliance Committee to enhance financial oversight and transparency.
• Employment of an Audit, Risk & Compliance Manager/Chief Audit Executive.
• Restructuring of the CWI Finance Department.
• Implementation of recommendation of a Business Situation Assessment & Financial Review

Gender Equality and Women’s Cricket Development

• Introduction of business-class travel for the West Indies Senior Women’s team for all long-haul international flights.
• Single-room accommodations for the West Indies Senior Women’s team on all international assignments, aligning with the men’s policy.
• Establishment of the Women’s Cricket Transformation Committee to develop strategies for increasing female participation and strengthening the women’s game.
• Greater investment in the High-Performance pathway for women’s cricket, including the launch of a West Indies Women’s Academy programme.