Report from the Chair

 t this meeting we look back to a successful 2008 and ahead to a promising 2009 season. Last
A
year, there were a number of successes on and off the field of which we can all be proud.
Rider fans turned heads across the entire nation by selling out every single game in 2008 at
Mosaic Stadium. We also had tremendous success in the support of our sponsors, our sales of
Rider merchandise, our Plaza of Honor Dinner and the Friends of the Riders Lottery.

 n the field, we had a strong season as the team secured its second consecutive home playoff
O
game based on a 12-6 record in the very tough Western division of the CFL.

 t the League level, the CFL continues to show growth and strong individual franchise
A
support. In 2008, League revenues continued to improve due to marketing and sponsorship
initiatives. Television numbers were high in TSN’s first full year of broadcasting every single
game, including the Grey Cup. We look forward to continuing and growing this broadcast
agreement to showcase the Riders’ uniquely national brand across the country.

 s we enter the 2009 season, we have every confidence that the successful environment
A
created by our business and football operations groups, combined with the talented team of
players assembled under our football operations leadership, will allow us to continue with the
success we have seen over the past two years.

For their work on your behalf last year and in preparation for the 2009 season, my thanks
goes out to our senior management team led by CEO Jim Hopson; our senior football
management group led by Eric Tillman and Ken Miller; and to my colleagues on your Board
of Directors: Vice-Chair Roger Brandvold, Doug Emsley, Grant Gayton, Paul Hill, Twyla
Meredith, Dennis Mulvihill, Laurie Powers, Rory Picklyk, and Doug Rogers. My special thanks
to outgoing board member Mayo Schmidt for his four years of hard work and expertise he
gave to the Rider organization.

 inally, my thanks go out to you – the shareholders, fans and supporters of the Roughriders.
F
Due to your support, we achieved the strongest results in our history. Our Club continues
to grow as one of the strongest sports franchises in Canada. Together, we will continue to
succeed on and off the field and ensure that Saskatchewan is the number one place in which
to play and watch a CFL game.

Respectfully submitted,
CHAIRMAN OF THE BOARD
Rob Pletch

1
P R I D E L I
 Report from the Chair

V E S HE R E
 t this meeting we look back to a successful 2008 and ahead to a promising 2009 season. Last
A
year, there were a number of successes on and off the field of which we can all be proud.
Rider fans turned heads across the entire nation by selling out every single game in 2008 at
Mosaic Stadium. We also had tremendous success in the support of our sponsors, our sales of
Rider merchandise, our Plaza of Honor Dinner and the Friends of the Riders Lottery.

 n the field, we had a strong season as the team secured its second consecutive home playoff
O
game based on a 12-6 record in the very tough Western division of the CFL.

 t the League level, the CFL continues to show growth and strong individual franchise
A
support. In 2008, League revenues continued to improve due to marketing and sponsorship
initiatives. Television numbers were high in TSN’s first full year of broadcasting every single
game, including the Grey Cup. We look forward to continuing and growing this broadcast
agreement to showcase the Riders’ uniquely national brand across the country.

 s we enter the 2009 season, we have every confidence that the successful environment
A
created by our business and football operations groups, combined with the talented team of
players assembled under our football operations leadership, will allow us to continue with the
success we have seen over the past two years.

For their work on your behalf last year and in preparation for the 2009 season, my thanks
goes out to our senior management team led by CEO Jim Hopson; our senior football
management group led by Eric Tillman and Ken Miller; and to my colleagues on your Board
of Directors: Vice-Chair Roger Brandvold, Doug Emsley, Grant Gayton, Paul Hill, Twyla
Meredith, Dennis Mulvihill, Laurie Powers, Rory Picklyk, and Doug Rogers. My special thanks
to outgoing board member Mayo Schmidt for his four years of hard work and expertise he
gave to the Rider organization.

 inally, my thanks go out to you – the shareholders, fans and supporters of the Roughriders.
F
Due to your support, we achieved the strongest results in our history. Our Club continues
to grow as one of the strongest sports franchises in Canada. Together, we will continue to
succeed on and off the field and ensure that Saskatchewan is the number one place in which
to play and watch a CFL game.

Respectfully submitted,
CHAIRMAN OF THE BOARD
Rob Pletch

3
Table of contents

1 Report from the Chair 8 Financial Results Review

2 Strategic Themes 13 2009-10 Board of Directors
3 Report from the President 15 Financial Statements
and CEO 16 Auditors’ Report
5 Football Operations 17 Consolidated Financial Statements
7 Community Relations

Vi s ion State m e n t
We are the most respected CFL franchise. We are the pride of our stakeholders and the community,
delivering excellence in all aspects of operations.

Mi ss ion Stat e m e n t
In Saskatchewan and beyond, we join our fans, business partners and communities in strengthening
traditions and pride. We set the standard of excellence in Canadian football.

Or ganizatio n a l Val u es
As a successful football club we value:
• Our fans, sponsors, shareholders and the community
• A winning philosophy – in all our endeavours
• Integrity
• Sportsmanship
• Fairness and respect
• Openness and accountability
• Our tradition – past, present and future
Report from the Chair

I am very pleased to report on another record-breaking year for the Saskatchewan

Roughrider Football Club and to comment on what is and will continue to be an
historic year as we celebrate our Centennial.

The 2009 season was memorable in many ways. On the football side, the team
finished first in the tough West Division of the CFL for the first time in many
years. As fans packed Mosaic Stadium yet again, they cheered the Riders on to
victory in the West Final to advance to the Grey Cup for the second time in three
years. And although we lost the Grey Cup in a cruel turn of events, we never
wavered in our pride in the team and our organization. We are confident that
this team, led by Ken Miller, Brendan Taman, the entire coaching staff and our
players is set to take another exciting run at the Cup again this year.

Off the field, we are very pleased to report very strong results, due in large part to strong attendance numbers and
merchandise sales. We also had tremendous success in the support of our sponsors, the Plaza of Honor Dinner and
Friends of the Riders Lottery.

While all this success is very positive news, to remain one of the elite franchises in the CFL we must ensure that our
success is sustained, year in and year out. We will continue to work diligently with our partners at all levels of government,
and our partners in the private sector, on the objective of creating a new home for the football club. Almost all other
clubs in the League are engaged in planning for or are already implementing significant projects for new stadiums or
major renovations to existing facilities. To ensure our continuing success including retention and recruitment of players
and coaches and to give our amazing fans a first class venue in which to support their team, we need to keep pace with
developments around the League.

I wish to thank the hard-working and dedicated members of our management team led by President/CEO Jim Hopson;
our senior football management led by Ken Miller and Brendan Taman; and your Board of Directors: Vice-Chair Roger
Brandvold, Doug Emsley, Paul Hill, Twyla Meredith, Dennis Mulvihill, Laurie Powers, Rory Picklyk and Joel Teal.
I would especially like to salute the efforts of retiring Directors Grant Gayton and Doug Rogers for their years of hard
work and the wisdom and expertise they have brought to the Rider organization. I also wish to recognize the significant
contribution made by our former General Manager and Director of Football Operations, Eric Tillman, to our football
success during the 2007-2009 seasons.

My final thanks is to all of you – the shareholders, fans and supporters of the Roughriders. Your support is unparalleled in
the Canadian Football League and on a par with the best in pro sports anywhere. We are a unique franchise and have only
recently shown what we are capable of achieving when our efforts are positively and effectively focused on success.

It has been an honour to act as your Chairman over the past three years. Thanks to all of you, this Club is able to
celebrate in 2010 an amazing 100 year history and to look with pride on the platform it has created for success in the
next millennium.

Respectfully submitted,

Rob Pletch
CHAIRMAN OF THE BOARD

1
Str ategic T h e m es
The Club has continued to develop the strategic planning introduced in 2008 through collaboration
between the Club’s Board of Directors and its Executive team. The Club has simplified its strategic
themes which set the areas of focus for the organization to achieve its vision as the most respected
franchise in the Canadian Football League. It has also decided on a 3-year time horizon for strategic
planning. This time frame provides an appropriate horizon as the Club focuses on a “readiness for the
new”. In this context, the Club is keenly aware that its operations and business model may be faced
with significant change as the Club transitions to a new facility or embarks on significant upgrades to
its current home at Mosaic Stadium. The Club’s strategic planning focuses on strategies and tactics
required to prepare the Club for this new reality while building on our successes.

The linkage between the themes is highlighted below:

Operational
Excellence People Communities Sustainability

Our vision requires Relying on our high And a commitment All of which are
excellence in all performing people to our communities foundational to our
aspects of our to deliver results of fans, sponsors, sustainability
operations and stakeholders

2
R e p o r t f r o m t h e P R E S I D ENT & C EO

It is with great pleasure that I deliver this report and take one final look back at an
amazing year in Roughrider history.

We are extremely proud of our team for securing first place in a very competitive
West Division and hosting a Western Final for the first time since 1976. Three
straight home playoff games is something that has not been accomplished here
since the mid seventies. While all of us where disappointed with the ending of
the Grey Cup game, the support of our fans and the promise of a new season has
shifted our focus to building more success and great memories.

As we enter our 100th year, the club is well positioned for success under the guidance of Head Coach/Vice President
of Football Operations Ken Miller and General Manager Brendan Taman. There is a solid core of veteran players in
place with many now choosing to live in Regina year-round. There have been continued improvements to the football
operations areas at Mosaic Stadium. In 2009 we opened a new state-of-the-art player fitness facility near the stadium.
Our success on the business side of the operation continues to support our core business of football.

Our on-field success helped lead us to another record breaking year on the business side of the club. A regular
season attendance record was established in 2009 after averaging 30,717 fans per game. The 2009 Plaza of Honor was
tremendously successful and the annual Friends of the Riders Lottery generated record numbers. Thank you to Tom
Shepherd for his tireless efforts on behalf of the Lottery and to 2009 Plaza Chair Stacey Cattell and his outstanding
Plaza committee.

Merchandise sales continued at a record pace and allowed us to open a new location in Saskatoon. This is a nice
compliment to the two successful stores we already have in Regina. Our corporate partners also have played a vital role
in our overall operations. Even with the economic uncertainty the world has faced over the past two years, sponsorship
revenue continues to grow. A special thanks to our marketing and sales team for ensuring the needs of these very
important partners are being met.

The tremendous success of the club on and off the field for the past three years has been during the term of outgoing
Chair, Mr. Rob Pletch. Mr. Pletch and the entire Board of Directors have been integral to the club’s success, providing
oversight, leadership and support. Special thanks to Mr. Pletch and retiring directors, Mr. Grant Gayton and Mr. Doug
Rogers. All have done an outstanding job serving the club and its supporters.

Finally, sincere thanks to our fans. The undying support of our fans continues to be the envy of every other team
throughout the league. We are truly blessed by our fans support and dedication to Canada’s Team. I continue to be
honoured and grateful to have the opportunity to be President and CEO of the provincial institution known as the
Saskatchewan Roughriders. To be President during this club’s 100th anniversary is indeed special.

Thank you and Go Riders!

Jim Hopson
President/CEO

3
 PRIDE LIVES HERE

4
F o o t b a ll O p e r a t i o n s
The 2009 Roughrider season can best be described as a
successful, yet challenging year. Head Coach Ken Miller
helped lead the Green and White to first place in the
West Division for the first time since 1976. While we fell
just short of our ultimate goal of a Grey Cup title, we have
every confidence in our players and coaches and are very
optimistic heading into the 2010 season.
The success we enjoyed on the field led to a number of
individual awards throughout the team. Head coach Doug Berry, Jim Daley, Bob Dyce and Tom Freeman to the
Ken Miller was a finalist for CFL Coach of the Year for the
second straight season. John Chick was named the Defensive
Player of the Year and the Riders had nine players named to
the Western all-star team.
With the resignation of Eric Tillman, we were very pleased
and fortunate to promote Ken Miller to Vice President of
Football Operations and to name Brendan Taman as our
new General Manager. Both of these men have amazing
credentials and are very well respected throughout the CFL.
Craig Smith has been brought in as our Director of Player
Personnel and Joe Womack has been retained as Director
of U.S. Scouting. Craig and Joe bring a wealth of knowledge
and experience to our scouting department and will be an
added benefit in player recruitment.
A number of changes also occurred to our coaching staff
throughout this past off-season. We understand with the
success we have had over the past few years that our coaches
are in very high demand, as was witnessed when the Blue
Bombers named Paul La Police as their new head coach.
While it was unfortunate to lose some of our coaches, the
positive side of having such a successful organization is
that other people around the league want to coach and
work here. We were very fortunate to add coaches such as
talented group we already have.
On the field, we continue to make personnel moves that
will help us remain one of the elite teams in the CFL.
While some key players were lost to the NFL in the
off-season, we have added a few outstanding players
through trades and free agency that we feel will mesh well
to the talented nucleus we already had. To help with our
long-term success and stability, a number of players such
as Darian Durant, Andy Fantuz and Rob Bagg have been
signed to contract extensions.
5
 PRIDE LIVES HERE

6
C o m m u n i t y R e l at i o n s
The Saskatchewan Roughrider Football Club is committed
to their community. Over the years, the organization has
worked hard to make “giving back” a priority to the local
community as well as offer support to a variety of non-profit
organizations throughout the province. The club recently
updated its mandate to clarify the criteria for community
support. The key areas of support are now education,
health and wellness, and recreation of children and
families. These criteria are used to evaluate the thousands minimum $10 donation to that group. This program has
of requests received annually.
The Riders were extremely busy in the community in
2009 as the players spent approximately 1,000 hours
appearing throughout the province. This does not take into
account the hundreds of additional hours spent by other
Rider personnel in the community. Members from our
organization have travelled thousands of kilometres across
the province supporting worthwhile events such as school
visits, football practices, hospital visits and numerous other
charitable activities.
We have a number of players who act as ambassadors for a
number of great charity groups throughout the province
and beyond. Among the current partnerships with charity
groups are Mike McCullough - Jesse’s Journey, Marcus
Adams - Breast Cancer, Jeremy O’Day - Heart n Stroke,
Weston Dressler & Robb Bagg - Big Brothers Regina. Mike
McCullough, Gene Makowsky, Jeremy O’Day, Chris Getzlaf
and Renauld Williams also served as ambassadors for
KidSport.
In 2009, the Riders’ community relations department
was extremely proud to introduce a new charity program
entitled “The Player Program.” This initiative was
introduced at the first pre-season game and gained
enormous momentum through the season. Sponsors
pay for the cost of the pennants and then can designate
a charity of their choice. Volunteers representing the
respected game day charity sell the pennants for a
enabled the football club to help raise over $50,000 for
local Saskatchewan charities.
The Community Youth Challenge continues to be
successful as a number of players visited over 60 schools
through the province in 2009. This annual program has
Rider players visit youth across Saskatchewan to share their
experiences and to help our youth overcome pressure and
obstacles in their lives. The players speak on a variety of
topics such as bullying, harassment, making healthy choices
and goal setting.
7
F i n a n c i a l R e s u lt s R e v i e w

Fiscal Year Change — Implications

The fiscal year changed during the comparative reporting period from a calendar year to an April to March
annual cycle. The implications for this report are that for this year only, the prior year comparative figures show
revenues and expenses reported for a 15 month period from January 1, 2008 to March 31, 2009. Revenues are
primarily received in relation to the timing of the football season and therefore are mostly accounted for within
a calendar year. However, the prior year reporting contains expenses incurred over the full fifteen months of
the transitional year.

Net earnings: in 2008/09. The primary reasons for the 9% in revenue

The fiscal year ended March 31, 2010 was a record-setting
one for the Club financially. Mirroring the tremendous
success on the field, the Club, through the support of its
fans and sponsors, had exceptional financial operating
results. The Club achieved its highest annual net income
in its 99-year history with net income of $3.1 million. This
compares to $1.6m in net income in the prior year. Overall
net profit margin was a very strong 10% compared to 6% in
the prior year. The Club continued to see revenue growth
from its operating sources resulting in total gross revenues
of $30.9 million in 2009/10 compared to $28.5 million
8
growth were record-setting attendance at the gate, record-
setting sponsorship support, as well as continued strong
merchandise sales. The Club’s expenses increased from
a total of $26.6m in the prior year to $27.5 million in
2009-10. The prior year expenditure amount reflect the
results of operations for a 15-month period, which is
consistent with the Club’s change in year-end in the prior
year. Despite the additional 3 months of activity in the prior
year comparatives, the Club saw increased expenditures
in the current year as a result of its run to the Grey Cup,
as well as increased costs associated with planning for the
Club’s 100th anniversary celebrations during 2010.
 Friends of the Riders Inc.
3%
3,500 Fundraising
and other Interest and Investment
CFL 3% 1% 350
3,000 6%
300
2,500 Home Playoff Gate
Receipts 250
Game
6% 33%
2,000 200
Concessions 150
1,500 11%
100
1,000 50

500 Sponsorship
14% Merchandise
23% Interest
0
2005 2006 2007 2008/09 2009/10 Friends o
Revenue Sources
Net Income ($ Thousands)
Fundrais

Canadian

Home Pl
9
Concess

Sponsor
 Gate Receipts: Sponsorship:

Record overall attendance at Mosaic Stadium drove record
revenue from ticket sales. Gate receipts totaled $10.2 million
surpassing the prior year’s total of $9.3 million by 10%.
The Club’s season tickets base increased by 10% over the
prior year and the increased capacity through a full year
of available temporary seating contributed to record gate
receipts for the Club.
Despite the challenges associated with the global economic
conditions during 2009/10, the Club saw growth in
sponsorship revenue and in the overall number of Club
sponsors. Sponsorship revenue grew 13% in 2009/10 to a
total of $4.3 million. The Club saw the number of sponsors
grow from 92 to 104 in 2009/10. The Club continues to be
well connected to the business community and the support
of its sponsors is a key contributor in driving the success of
the Club both on and off the field.

12,000 12000
10,000 10000 5,000
5000
8,000 8000
4,000 4000
6,000 6000
3,000 3000
4,000 4000
2,000 2,000 2000
2000
0 0 1,000 1000
2005 2006 2007 2008 2009
2008-09 2005 2006 2007 2008/09 2009/10
Gate receipts ($ Thousands) 0 0
20
2005 2006 2007 2008-09 2005 2006 2007 2008/09 2009/10
Sponsorship ($ Thousands)

Merchandise Sales:

Driven by the Club’s playoff run and our fans’ endless Other Revenue Sources:
enthusiasm for Rider merchandise, the Club continues to
set records for retail sales. The Club sold $7.1 million in The Club saw a slight increase in concessions revenue
merchandise during 2009/10, an increase of 9% over the compared to the prior year with total concessions revenue
prior year’s sales of $6.5 million. During the year, the Club of $3.3 million in 2009/10 compared to $3.1 million in
opened a Rider Store in Saskatoon—its third Rider Store 2008/9. Slight increases in pricing helped to offset weather
location—and saw a tremendous response from that market related decreases in volume seen during the current year.
achieving $1.5 million of sales at this location in only five The Club saw similar revenue amounts related to hosting
full months of operations. a home playoff game as well as comparable revenue to the
prior year from the Canadian Football League. Revenue
from fundraising and other increased to $1.0 million in
the current year compared to $0.8 million in the prior year.
8,000 8000
This was driven by the Club’s partnering on the AC/DC
7,000 Black Ice World Tour during its stop in Regina at Mosaic
7000
6,000 Stadium. The Club received record revenue from the
6000
5,000 Friends of the Riders Inc. driven by record contributions
5000
from the Friends of the Riders Touchdown Lottery. The
4,000 4000
Club also saw similar investment income amounts during
3,000 the year compared to the prior year despite a challenging
3000
2,000 investment climate.
2000
1,000 1000
0 0
2005 2006 2007 2008 2009
2008-09 2005 2006 2007 2008/09 2009/10
Merchandise ($ Thousands)

10
Expenses: work associated with a potential new multi-purpose
entertainment facility in Regina, and in game day
Expenses grew in several areas in 2009/10 while the expenditures as the Club looks to provide the most
Club saw decreases in several others versus a 15 month entertaining game day experience for fans. Merchandise
comparative. The Club saw increased expenses expenses increased over the prior year which was consistent
associated with its participation in the 97th Grey Cup. with the Club’s increase in merchandise sales. Football
Total direct Grey Cup related expenditures incurred by operations expenses were lower than in the prior year
the Club were $448,771. The Club also had increased due to lower injured player costs during the 2009 season
expenses associated with hosting the West Division Final compared to the 2008 season as well as lower medical
as a result of additional player compensation for the bye expenses, scouting costs and team travel expenses in
week and additional game day costs. addition to the inclusion of an additional 3 months of
football operations costs in the prior year. Costs were
Additional costs were also incurred as part of preparations also lower than the prior year in advertising and public
for the Club’s Centennial celebrations to take place relations, ticketing, as well as amortization expense largely
during 2010, in the Club’s support of feasibility study due to a 15-month comparative.

Fundraising
& Other Other
Amortization 2%
Ticket Expenses
of Property, Plant
Office 2%
& Equipment
3%
4%

Home Game
Expenses
5%
Football Operations
36%
Home Playoff
Game
4%

Advertising &
Public Relations
3%

Concessions
8%

Away Playoffs
& Grey Cup
2%

Administration
13%

Merchandise
18%

Expense Sources 2009/10

11
Financial Position: Cash Flow:

The Club’s balance sheet remains strong with overall net The Club saw a net decrease in cash during the year of
assets at $13 million which is a remarkable 31% increase $8.1 million as the Club moved to a more active investment
from the prior year. The Club’s strategic plan places an strategy to ensure the Club was maximizing returns on its
emphasis on financial sustainability of the Club, and in that excess cash while minimizing significant risk to capital.
regard, $3 million of recent financial surpluses have been The Club increased its investment balances during the
allocated to the internally restricted Stabilization Fund. year by $12.8 million. Excluding this movement and other
These funds are not to be used without the approval of the financing activities, the Club had a net increase in cash
Board of Directors and they function as financial reserves of approximately $4.7m from operations net of investing
to sustain the operations of the Club should there be a activities. The Club also made strategic investments in
drop-off in financial resources for the Club. An additional capital assets including the development of a Player’s
$923,658 was collected from the facility improvement fee Fitness Facility and Lounge which opened in 2010,
and allocated to the Stadium Improvement Fund helping the design and furnishing of the new Saskatoon retail
to grow the net assets available for Stadium enhancement store, and investments in concessions and other stadium
to $5.2 million. improvements as part of the Club’s commitment to
providing our fans with the best environment to watch the
team play. The strong current year results and strong season
ticket renewals for the 2010 football season have resulted
in a balance of cash and cash equivalents and long-term
investments of $19.3m as at March 31, 2010.

12
B o a rd m e m b e rs

Rob Pletch Roger Brandvold Doug Emsley Grant Gayton

Chairman Vice-Chair

Paul Hill Twyla Meredith Dennis Mulvihill Rory Picklyk

Laurie Powers Doug Rogers Joel Teal

13
PRIDE LIVES HERE
F i n a n c i a l s t a t e m e n t s

SASKATCHEWAN ROUGHRIDER FOOTBALL CLUB INC.

March 31, 2010

15
A u d i t o rs ’ R e p o r t

Deloitte & Touche LLP

900 - 2103 11th Ave
Bank of Montreal Building
Regina SK S4P 3Z8
Canada

Tel: 306-565-5200
Fax: 306-757-4753
www.deloitte.ca

To the Members of Saskatchewan Roughrider Football Club Inc.

We have audited the statement of financial position of Saskatchewan Roughrider Football Club Inc.
as at March 31, 2010 and the statements of operations, changes in net assets and cash flows for the
year then ended. These financial statements are the responsibility of the Club’s management.
Our responsibility is to express an opinion on these financial statements based on our audit.

We conducted our audit in accordance with Canadian generally accepted auditing standards.
Those standards require that we plan and perform an audit to obtain reasonable assurance whether
the financial statements are free of material misstatement. An audit includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by management, as well as
evaluating the overall financial statement presentation.

In our opinion, these financial statements present fairly, in all material respects, the financial position
of the Club as at March 31, 2010 and the results of its operations and its cash flows for the year then
ended in accordance with Canadian generally accepted accounting principles.

Chartered Accountants
Regina, Saskatchewan

May 7, 2010

16
S tat e m e n t o f F i n a n c i a l P o s i t i o n
Saskatchewan Roughrider Football Club Inc.
As at March 31, 2010

Stadium
Operating Stabilization Capital Improvement March 31, March 31,
Fund Fund Fund Fund 2010 2009

ASSETS
Current assets:
Cash $ 2,669,686 $ 175,083 $ - $ 1,508,537 $ 4,353,306 $ 12,446,823
Accounts receivable 929,321 - - - 929,321 796,303
Prepaid expenses 840,096 - - - 840,096 439,058
Merchandise inventory 820,888 - - - 820,888 1,006,915
Short term investments (Note 5) - - - - - 832,316
5,259,991 175,083 - 1,508,537 6,943,611 15,521,415

INVESTMENTS (Note 5) 6,120,221 3,751,016 - 5,086,369 14,957,606 1,431,267

PROPERTY, PLANT AND

EQUIPMENT (Note 6) - - 1,851,059 1,824,764 3,675,823 2,874,209

$ 11,380,212 $ 3,926,099 $ 1,851,059 $ 8,419,670 $ 25,577,040 $ 19,826,891

LIABILITIES AND NET ASSETS

Current liabilities:
A
 ccounts payable and
accrued charges $ 1,223,277 $ - $ - $ - $ 1,223,277 $ 1,271,553
Deferred revenue 9,925,000 - - 1,000,600 10,925,600 8,628,294
11,148,277 - - 1,000,600 12,148,877 9,899,847

Asset retirement
obligations (Note 7) - - - 470,300 470,300 -
11,148,277 - - 1,470,900 12,619,177 9,899,847

NET ASSETS
Fund assets 261,690 3,030,390 - 5,158,750 8,450,830 6,103,944
I nvested in property, plant
and equipment - - 1,851,059 1,824,764 3,675,823 2,874,209
Membership shares (Note 8) - 930,188 - - 930,188 917,188
A
 ccumulated other
comprehensive (loss)/income (29,755) (34,479) - (34,744) (98,978) 31,703

231,935 3,926,099 1,851,059 6,948,770 12,957,863 9,927,044

$ 11,380,212 $ 3,926,099 $ 1,851,059 $ 8,419,670 $ 25,577,040 $ 19,826,891

Commitments and contingencies (Note 12)

Approved by

_______________________________________ _______________________________________
Director Director 17
S tat e m e n t o f O p e r at i o n s
Saskatchewan Roughrider Football Club Inc.
For the year ended March 31, 2010

Stadium 12 Months 15 Months

Operating Stabilization Capital Improvement Ended March 31, Ended March 31,
Fund Fund Fund Fund 2010 2009
(restated Note 3)
REVENUE
Gate receipts $ 9,399,864 $ - $ - $ 838,125 $ 10,237,989 $ 9,265,391
Merchandise 7,141,577 - - - 7,141,577 6,528,859
Sponsorship 4,073,181 - - 187,500 4,260,681 3,787,389
Concessions 3,309,037 - - - 3,309,037 3,147,694
Home playoff game 1,758,146 - - 85,533 1,843,679 1,905,023
Canadian Football League 1,712,961 - - - 1,712,961 1,715,000
Fundraising and other 1,042,530 - - - 1,042,530 787,528
Friends of the Riders Inc. 977,685 - - - 977,685 945,900
I nterest and investment
income (Note 11) 220,976 30,390 - 119,754 371,120 374,604

29,635,957 30,390 - 1,230,912 30,897,259 28,457,388

EXPENSES
Football operations 9,985,227 - - - 9,985,227 10,403,141
Merchandise 4,978,285 - - - 4,978,285 4,846,353
Administration 3,523,649 - - - 3,523,649 3,484,504
Away playoffs and Grey Cup 448,771 - - - 448,771 95,857
Concessions 2,113,616 - - - 2,113,616 1,995,035
Advertising and public relations 942,004 - - - 942,004 1,120,700
Home playoff game 1,151,790 - - - 1,151,790 805,294
Home game expenses 1,456,718 - - - 1,456,718 1,209,477
A
 mortization of property,
plant and equipment - - 540,587 449,640 990,227 1,045,499
Ticket office 902,808 - - - 902,808 1,034,653
Sponsorship 242,517 - - - 242,517 297,965
Fundraising and other 594,457 - - - 594,457 79,458
Other expenses 183,823 - - - 183,823 199,957
Bank charges 34,867 - - - 34,867 10,888

26,558,532 - 540,587 449,640 27,548,759 26,628,781

INCOME (LOSS) BEFORE

THE FOLLOWING ITEMS 3,077,425 30,390 (540,587) 781,272 3,348,500 1,828,607
City of Regina - rent (Note 12) (200,000) - - - (200,000) (200,000)

NET INCOME (LOSS) $ 2,877,425 $ 30,390 $ (540,587) $ 781,272 $ 3,148,500 $ 1,628,607

18
S t a t e m e n t o f C h a n g e s i n N e t Ass e t s
Saskatchewan Roughrider Football Club Inc.
For the year ended March 31, 2010

Stadium
Operating Stabilization Capital Improvement 12 Months 15 Months
Fund Fund Fund Fund Ended March 31, Ended March 31,
(Note 2) (Note 2) (Note 2) (Note 2) 2010 2009

NET ASSETS, BEGINNING 1,642,702 917,188 1,133,209 6,233,945 9,927,044 7,984,234

Net income (loss) 2,877,425 30,390 (540,587) 781,272 3,148,500 1,628,607
P
 urchase of property,
plant and equipment (1,258,437) - 1,258,437 - - -
C
 hanges in fair value of investments
designated as available for sale (29,755) (34,479) - (66,447) (130,681) 31,703
Membership shares issued for cash - 17,000 - - 17,000 282,500
Membership shares repurchased - (4,000) - - (4,000) -
Interfund transfers (Note 13) (3,000,000) 3,000,000 - - - -

NET ASSETS, ENDING $ 231,935 $ 3,926,099 $ 1,851,059 $ 6,948,770 $ 12,957,863 $ 9,927,044

19
S t a t e m e n t o f C a s h Fl o w s
Saskatchewan Roughrider Football Club Inc.
For the year ended March 31, 2010

12 Months Ended 15 Months Ended

March 31, 2010 March 31, 2009
CASH FLOWS FROM (USED IN)
OPERATING ACTIVITIES
Net income $ 3,148,500 $ 1,628,607
Adjustments for
Amortization 990,227 1,045,499
Changes in non-cash working capital
Accounts receivable (133,018) 102,831
Prepaid expenses (401,038) (68,105)
Merchandise inventory 186,027 29,082
Accounts payable and accrued charges (48,276) (3,274,091)
Deferred revenue 2,297,306 3,561,589

6,039,728 3,025,412

CASH FLOWS FROM (USED IN)

INVESTING ACTIVITIES
Purchase of property, plant and equipment (1,321,541) (1,029,813)

CASH FLOWS FROM (USED IN)

FINANCING ACTIVITIES
Purchase of investments (24,409,651) (2,217,353)
Disposals of investments 11,584,947 2,113,808
Membership shares issued (Note 8) 17,000 282,500
Membership shares repurchased (Note 8) (4,000) -

(12,811,704) 178,955

NET (DECREASE)/INCREASE IN CASH (8,093,517) 2,174,554

CASH, BEGINNING OF YEAR 12,446,823 10,272,269

CASH, END OF YEAR $ 4,353,306 $ 12,446,823

20
N o t e s t o t h e F i n a n c i a l S tat e m e n t s
Saskatchewan Roughrider Football Club Inc.
For the year ended March 31, 2010

1. Description of Operations

 he Saskatchewan Roughrider Football Club Inc. (the “Club”) was established in 1910 and incorporated in 1940 and is
T
registered under the Non-Profit Corporations Act of Saskatchewan. The Club operates a professional football franchise in the
Canadian Football League (the “CFL”).

 n April 24, 2004 the Members of The Saskatchewan Roughrider Football Club approved a special resolution to change
O
the name to Saskatchewan Roughrider Football Club Inc. and to replace the two existing classes of membership in the Club
(active members and life members) with two new classes of permanent Membership Interests (referred to as “Membership
Shares”). The Membership Shares are not “shares” in the ordinary sense of the term. The Membership Shares consist
of an unlimited number of permanent, voting Class A Membership Shares and an unlimited number of permanent,
non-voting, convertible Class B Membership Shares (Note 8). The Class A Membership Shares carry the right to one vote
each for the election for the Club’s Board of Directors and for key business matters requiring approval of the members.
The Membership Shares carry no other financial rights or benefits, in particular, no right to receive dividends or other
distributions except the right to a return of the amount paid for each Membership Share on any dissolution of the Club.

 n September 8, 2008, the Board resolved to change the year end of the Club from December 31 to March 31.
O
The comparative figures for the fiscal year ended March 31, 2009 consist of operations for the fifteen month period
then ended. Current year results for the year ended March 31, 2010 are for a twelve month period.

2. Significant Accounting Policies

 he financial statements have been prepared in accordance with Canadian generally accepted accounting principles for
T
not-for-profit organizations and reflect the following policies:

a) Fund accounting

Revenues and expenses related to operating the football franchise are reported in the Operating Fund. This Fund
balance is considered unrestricted.

 he Stabilization Fund includes the proceeds from the sale of membership shares and allocations from time to time
T
as considered appropriate by the Board. The Fund is internally restricted and is to be used only at the discretion of
the Board of Directors.

 he Capital Fund reports the assets, liabilities, revenues and expenses related to the Club’s property, plant and
T
equipment other than those assets which were purchased under the Stadium Improvement Fund.

 he Stadium Improvement Fund (originally called the Centennial Fund) was established in 2005 for the purpose
T
of Mosaic Stadium facility renewal, including the purchase of property, plant and equipment relating to the facility.
Facility fees and other contributions internally restricted for this purpose are allocated to this fund. As a condition of
the facility lease with the City of Regina, funds have also been restricted to decommission asset retirement obligations
as noted in Note 7.

21
 b) Revenue recognition

Ticket revenue is recognized when the event occurs. Proceeds from tickets sold in advance of the event are included
in deferred revenue. Concessions and merchandise revenue is recognized when the inventory is sold. CFL revenue is
recognized based on the allocation from the CFL during the year. Sponsorship revenue is recognized in the year in
which the service has been rendered. Grants and Friends of the Riders revenue is recognized when received. Interest
and other investment revenue including realized investment gains and losses are recognized in the period earned.

 he Club’s activities include sponsorship transactions on a non-monetary basis. The valuation of these transactions
T
is the fair value of the services or goods received; where the fair value cannot be determined, the average ticket price
of the tickets exchanged for the services or goods received is used as the basis of measurement. The Club is also
supported by many volunteer hours which are not valued in the financial statements as the fair value of these hours
cannot be reasonably estimated.

c) Use of estimates

 he preparation of financial statements in conformity with Canadian generally accepted accounting principles
T
requires management to make estimates and assumptions that affect reported amounts of assets and liabilities at the
date of the financial statements and the reported amounts of revenues and expenses during the year. Actual results
could differ from those estimates. Significant estimates include the useful life of property, plant and equipment, the
collectability of accounts receivable and the fair value of asset retirement obligations.

d) Merchandise inventory

Merchandise inventory is valued at the lower of cost and net realizable value. Cost is calculated on an average basis.

e) Property, plant and equipment

 roperty, plant and equipment are recorded at cost. Property, plant and equipment are being amortized on a
P
straight-line basis at the rates calculated to amortize the cost of the assets over their estimated useful lives:

Equipment 3-5 years

Leasehold improvements 4-10 years
Video board 10 years

f) Asset Retirement Obligations

A liability is recorded for future retirement obligations associated with the Club’s leasehold improvements at Mosaic
Stadium. The fair value of the Asset Retirement Obligation (ARO) is recorded on a discounted basis. The associated
asset retirement cost is capitalized as part of the cost of the related asset and amortized to expense over the useful life
of the asset. The liability accretes until the Club settles the obligation. Changes to the estimated obligation resulting
from revisions to the estimated timing or amount of undiscounted cash flows are recognized as a change in the ARO
and related asset. Actual expenditures incurred are charged against the obligation.

g) Income taxes

As a non-profit organization the Club is exempt from income taxes under Paragraph 149 (1)(l) of the Income Tax Act.

22
 h) Financial instruments

 inancial assets and financial liabilities are initially recognized at fair value and their subsequent measurement is
F
dependent on their classification as described below. Their classification depends on the purpose for which the
financial instruments were acquired or issued, their characteristics and the Club’s designation of such instruments.
Trade date accounting is used.

Classification
Cash and cash equivalents Held-for-trading
Accounts receivable Loans and receivables
Short term investments Available-for-sale
Long term investments Available-for-sale
Accounts payable and accrued charges Other liabilities

Held-for-trading
 These financial assets are measured at fair value at the Statement of Financial Position date. Fair value fluctuations
including interest earned, interest accrued, and realized and unrealized gains and losses are included in interest and
investment income.

Loans and receivables

 These financial assets are initially measured at fair value and are thereafter measured at amortized cost using the
effective interest method, less any impairment.

Available-for-sale financial assets

Available-for-sale financial assets are non-derivative financial assets that are designated as available-for-sale, or
that are not classified as loans and receivables, held-to-maturity or held-for-trading investments. Available-for-sale
financial assets are carried at fair value with unrealized gains and losses included in net assets until realized when the
cumulative gain or loss is transferred to interest and investment income. Interest on interest-bearing available-for-sale
financial assets is calculated using the effective interest method.

Other liabilities
Other liabilities are recorded at amortized cost using the effective interest method and include all financial liabilities
other than derivative instruments.

Transaction costs
Transaction costs related to held-for-trading financial assets, transaction available-for-sale financial assets,
held-to-maturity financial assets, other liabilities and loans and receivable are expensed as incurred.

i) Defined contribution pension plans

 he Club contributes to two defined contribution pension plans. Substantially all of the employees of the Club
T
are members of a defined contribution pension plan. In accordance with the terms of the plan, the Club matches
contributions made by employees for current service and recognizes an expense in that period of contribution.
Contributions are made to the CFL pension plan for all players and are recognized as an expense in the period
of contribution.

23
3. Changes in Accounting Policies

a) Adoption of accounting policies

 ffective April 1, 2009 the Club adopted the Canadian Institute of Chartered Accountants (“CICA”) Handbook
E
Section 4400, “Financial Statement Presentation by Not-for-profit Organizations”.

Section 4400 requires revenues and expenses to be recognized and presented at their gross amounts when an
organization is acting as a principal in transactions. This accounting change has been treated retrospectively and
the prior year’s figures have been restated as follows:

Effect on 15 months
ended March 31, 2009

Increase in Gate receipts revenue $ 178,934

Increase in Fundraising and other revenue 40,990
Increase in Ticket office expenses 178,934
Increase in Fundraising and other expense 40,990

$ -

 ection 4400 also eliminates the requirement to treat net assets invested in capital assets as a separate component of
S
net assets. The Club has chosen to continue to present net assets invested in capital assets as a separate component of
net assets in the Club’s Statement of Financial Position to continue to disclose amounts that are not available for other
purposes because they have been invested in capital assets.

 ICA Handbook Sections 3862, “Financial Instruments - Disclosure” and 3863, “Financial Instruments - Presentation”
C
have also been amended to permit not-for-profit organizations to apply Section 3861, “Financial Instruments -
Disclosure and Presentation” in place of Sections 3862 and 3863. The Club will continue to apply Section 3861 in the
place of Sections 3862 and 3863.

b) Future accounting policies

 he Accounting Standards Board (“AcSB”) has proposed to issue Part III of the CICA Handbook as accounting
T
standards for not-for-profit organizations in the private sector. Part III will comprise of existing standards dealing with
the unique circumstances of not-for-profit organizations, additional standards being proposed in an Exposure Draft,
and accounting standards for private enterprises in the CICA Handbook to the extent they apply to not-for-profit
organizations. The AcSB also allows for the adoption of International Financial Reporting Standards (“IFRSs”) by
not-for-profit organizations. The Club has chosen not to adopt IFRSs and will continue to follow accounting standards
for not-for-profit organizations in the private sector as outlined in the CICA Handbook.

4. Cash Management

Interest is paid on the cash balance at prime minus 1.60 percent.

The Club has an authorized line of credit of $500,000 (2009 - $500,000).

I ncluded in cash is $100,000 (2009 - $300,000) of restricted amounts being held in trust relating to the long term incentive
program (Note 12).

24
5. Investments

Fair Value Cost

March 31, March 31, March 31, March 31,

2010 2009 2010 2009

Scotia Short-Mid Government Bond Fund $ 8,210,904 $ – $ 8,278,731 $ –

Scotia Canadian Corporate Bond Fund 6,746,702 – 6,777,852 –
Credential Money Market – on demand – 17,895 – 17,895
Household Financial – 4.20% – 589,498 – 589,917
Bank of Montreal – 4.30% – 224,923 – 221,660
HSBC Financial – 4.00% – 395,110 – 399,569
Bank of Nova Scotia – 4.93% – 538,903 – 522,983
Royal Bank of Canada – 5.13% – 497,254 – 479,855

$ 14,957,606 $ 2,263,583
Less: Short term investments – (832,316)

Investments $ 14,957,606 $ 1,431,267

 he Club has long-term investments in a managed portfolio of pooled funds. These investments are recorded at fair value
T
based on quoted market prices. The interest rate for fixed securities within the pooled funds vary from 1.23% to 10.22% and
the maturity dates range from June, 2010 to June, 2108 (2009 investments varied from April 13, 2009 to September 27, 2010).

I t is the Club’s policy only to invest in bonds with a minimum BBB (low) rating. As at March 31, 2010, the minimum bond
rating of any bonds held within the managed portfolio of pooled funds is BBB (March 31, 2009 – A).

25
6. Property, Plant and Equipment

March 31, March 31,

Cost Amortization 2010 2009

Capital Fund
Equipment $ 1,384,500 $ 782,565 $ 601,935 $ 313,270
Leasehold improvements 2,248,466 999,342 1,249,124 819,939
3,632,966 1,781,907 1,851,059 1,133,209

Stadium Improvement Fund

Video boards/media tower 1,280,441 571,603 708,838 843,857
Field turf 238,629 114,910 123,719 464,647
Leasehold improvements 2,291,423 1,299,216 992,207 432,496
3,810,493 1,985,729 1,824,764 1,741,000

$ 7,443,459 $ 3,767,636 $ 3,675,823 $ 2,874,209

7. Asset Retirement Obligations

I n accordance with the current lease agreement with the City of Regina, the Club has recognized obligations to
decommission certain of its assets at Mosaic Stadium. These assets consist of the Club’s leasehold improvements including
East Side Club Seating and equipment at the Stadium including two video boards. The Club has recognized a liability for
the fair value of its asset retirement obligations as at March 31, 2010 in the amount of $470,300 (2009 - $nil). This amount
has been recorded as an increase in property, plant and equipment during the year. The total undiscounted amount of
estimated future cash flows to settle the obligations at March 31, 2010 is $919,200 (2009 - $nil). The Club has estimated
the timing of the payment of cash flows based on probabilities assigned to several scenarios ranging from incurring the
costs in 2014 to 2030. The liability recognized during the year was discounted using the Club’s estimated long-term
credit-adjusted risk-free rate of 6%. It is anticipated that funds from the Club’s Stadium Improvement Fund will be
utilized to ultimately settle the asset retirement obligations.

8. Membership Shares

Class A Voting Class B Non-Voting Carrying

Membership Shares Membership Shares Amount

January 1, 2008 4,413 336 $ 634,688

Issued for cash during the 15 months
ended March 31, 2009 1,113 17 282,500

March 31, 2009 5,526 353 917,188

Repurchase of shares during the
year ended March 31, 2010 (16) – (4,000)
Issued for cash during the
year ended March 31, 2010 63 5 17,000
Transfers between classes during
the year ended March 31, 2010 112 (112) –

March 31, 2010 5,685 246 $ 930,188

26
 Class A Membership Shares

 he holders of Class A Membership Shares are entitled to receive notice of and to attend all meetings of members of the
T
Club, and at all such meetings shall be entitled to one vote in respect of each Membership Share held by such holder.

 o individual member or group of affiliated business entity members (being any business entity that controls, is controlled
N
by or is under common control of any other business entity) may own more than 20 Class A Membership Shares.

 lass A Membership Shares may be purchased by an individual or business entity at a price set from time to time, by the
C
Club’s Board of Directors. Class A Membership Shares are permanent and can only be terminated in accordance with the
criteria set out in the bylaws of the Club.

Class B Membership Shares

 he holders of Class B Membership Shares shall be entitled to receive notice of and to attend all meetings of members of
T
the Club, but shall not be entitled to vote at any such meeting, except as required by law.

Upon approval by the Board of Directors of the Club, Class B Membership Shares can be converted into Class A
Membership Shares provided such Class A Membership Shares will be issued in the name of an individual or business
entity that does not own more than 20 Class A Membership Shares.

There is no limit on the number of Class B Membership Shares that a member may own.

 lass B Membership Shares may be purchased by an individual or business entity at a price set from time to time by the
C
Club’s Board of Directors. Subject to conversion, Class B Membership Shares are permanent and can only be terminated
in accordance with the criteria set out in the bylaws of the Club.

9. Non-Monetary Sponsorship Revenue

I ncluded in sponsorship revenue is $887,622 (2009 - $849,303) of non-monetary sponsorship. Corresponding amounts
are recorded as capital additions or in expense categories to which the sponsorship relates.

10. Related Party Transactions

 he Club has entered into certain transactions with related parties. The Club paid to entities in which certain directors are
T
either officers or hold direct or indirect equity interests, amounts totaling $421,166 (2009 – $218,473) for certain expenses
which are included in the statement of operations or capital expenditures that have been capitalized during the course
of the year. The Club received from entities in which certain directors are either officers or hold direct or indirect equity
interests, amounts totaling $770,647 (2009 – $797,763) for items included in revenue in the statement of operations or
deferred revenue in the statement of financial position.

The following table summarizes the Club’s other related party transactions for the year not otherwise disclosed:

March 31, March 31,

2010 2009

Included on statement of financial position:

Friends of the Riders Inc. - Accounts receivable $ - $ 8,000
Friends of the Riders Inc. - Accounts payable $ 2,560 $ -

 hese transactions are in the normal course of operations and are measured at the exchange amounts, which is the
T
amount of consideration established and agreed to by the related parties.

27
11. Interest and Investment Income

12 Months Ended 15 Months Ended

March 31, March 31,
2010 2009

Interest income $ 294,165 $ 374,604

Realized gains on sale of investments 76,955 -

$ 371,120 $ 374,604

12. Commitments and Contingencies

Commitments

I n 2010, the Club entered into a new five-year lease agreement with the City of Regina. Rental charges will be 25% of
net income, as determined in accordance with the lease, to a maximum of $200,000. The Club will be responsible for
operations, maintenance and repair costs for space used plus telephone and existing electrical demand charges. The Club
has the rights for all Mosaic Stadium concessions, including the related operating and capital expenditures. The lease
allows for the earlier termination of the lease agreement on terms and conditions mutually agreeable to the City and
the Club in the event that a new multi-purpose entertainment centre, including an athletic stadium, is available for the
Club’s use during the lease term.

 he Club is committed to payments under various other operating leases for buildings and equipment with expiry dates
T
ranging from 2011 to 2015. Minimum annual payments for the next five fiscal years are as follows:

2010/11 $ 293,323
2011/12 130,008
2012/13 92,671
2013/14 58,957
2014/15 34,636

$ 609,595

I n 2007 the Club’s Board of Directors approved a Long Term Incentive Plan (“LTIP”) for certain members of the Club’s
senior management team. The LTIP is based on achieving certain prescribed performance measures and is either
payable three years or sooner from the date of the award, or is forfeited, depending on specified terms and conditions
of employment with the Club.

Contingencies

 Statement of Claim was issued on September 2, 2003 by the former Commissioner of the CFL against twenty-five named
A
defendants, including Member Clubs of the CFL and a number of individuals, including current and former members of
the CFL’s Board of Governors. The outcome of the action is not determinable and no amount for any loss, if any, has been
provided for in these financial statements.

 he Club may be subject to contingencies and disputes for which a provision in the financial statements has not been
T
made. The occurrence of the confirming future event is not determinable or it is not possible to determine the amounts
that may ultimately be assessed against the Club with respects to these. Management believes that any such amounts would
not have a material impact on the business or financial position of the Club.

28
13. Interfund Transfers

 uring 2010, the Board of Directors approved a transfer of net assets from the Operating Fund to the Stabilization Fund
D
in the amount of $3,000,000 (2009 - $nil). This movement restricts these funds to only be used at the discretion of the
Board of Directors.

14. Financial Instruments

Significant terms and conditions

 here are no significant terms and conditions related to financial instruments classified as current assets or current
T
liabilities that may affect the amount, timing and certainty of future cash flows. Significant terms and conditions for the
other financial instruments are disclosed separately in those financial statements.

Credit risk

The Club is exposed to credit risk from potential non-payment of accounts receivable. The Club’s credit risk is considered
to be low.

Interest rate risk

I nterest rate risk refers to the adverse consequences of interest rate changes on the Club’s cash flows, financial position,
investment income, and interest expense. The Club’s marketable securities and fixed income investments are subject
to interest rate risk. The Club has an investment policy designed to manage risk that specifies various parameters for
investing, including eligible types of investments, minimum credit ratings, and maximum exposure to a single party.
Overall, the impact of adverse changes in rates is not considered material.

15. Trust Accounts

 ertain players are eligible to contribute to an Employee Benefit Plan, as defined in subsection 248(1) of the Income Tax
C
Act. In accordance with applicable contracts and trust agreements, funds amounting to $2,345,972 (2009 – $1,894,128)
are on deposit with a financial institution. As the trust assets are offset by trust liabilities, they are not reflected in the
financial statements.

29
16. Defined Contribution Pension Plans

I n accordance with the terms of the respective defined contribution plan, each Member Club in the CFL shall contribute
funds to the CFL Players’ Pension Plan for each player who has been on one or more Member Club Roster or Injured
Player’s List or Disabled List for nine or more games during each respective season. During the 2009 football season,
the Club made contributions of $197,691 (2009 – $192,561).

 he Club has a defined contribution pension plan (Saskatchewan Roughrider Football Club Employer Pension Plan)
T
for employees. The Club’s obligations are limited to matching contributions made by the employees for current services.
During the year, the Club contributed $107,807 (2009 – $116,992) to the Plan which is included as an expense in the
statement of operations.

17. Capital Management

 he Club relies on ticket sales, sponsorship fees, merchandise revenue, and fundraising to finance operations. The funds
T
available are allocated to various programs and projects based on the needs of the Club and as directed by the Board of
Directors. Note 2 to the financial statements describes the various funds and the activity pertaining to them for the year.

18. Comparative Figures

Certain of the prior year’s figures have been reclassified to conform to the presentation adopted for the current year.

30
 S A S K AT C H E W A N R O U G H R I D E R S

1463 Albert Street, Regina, SK S4R 2R8 Bus: (306) 569-2323 Fax: (306) 566-4280
1-888-4-RIDERS www.riderville.com