Integrated Report 2024 Celebrating 60 years of conservation 60YEARS OF CONSERVATION
Follow me... Navigating our report This interactive format of our report provides readers with links to content within the report (no internet access is required) and to external content on other websites where additional information is considered relevant (internet access is required). The navigation tool for this report is located at the top of each page and can be used to move to either the next or previous page and the home button takes you to the contents page. To illustrate connectivity throughout this report, we make use of various icons. Brand and awareness Organisational effectiveness Volunteers Impact of the pandemic Community involvement Climate change Political instability SANParks relationship Six capitals Reputation risk Web Instagram Facebook Financial sustainability Reporting Period Materiality Feedback Assurance Reporting approach Frameworks used X Material matters Material matters are those issues that could substantially affect our ability to create value in the short, medium and long term. The icons below are for material matters. How we report The following icons will be used under how we report. Social media icons and website Please view this report in an interactive PDF format available on our website and you can learn more about us on the provided social media. This is an interactive report Next Page Previous Page Content Page Photograph by: George Oosthuizen 60YEARS OF CONSERVATION
Contents This report provides readers with a fun and stimulating game that tests your wilderness knowledge. Follow the ribbon trail throughout this report to spot the clues and figure out the name of the national park featured in the quiz. Our gratitude: We would like to thank our members who have kindly donated their photographs. All photos are copyrighted. About this report Purpose of this report 4 Approval statement 4 How we report 5 About the SANParks Honorary Rangers Code of ethics 8 Our purpose 8 Who we are and what we do 8 60 years of conservation 10 Sustainable business model 14 Business development process 16 Support for the SANParks Honorary Rangers How you can help 20 Ways to donate and help 21 Leave a gift in your will to conservation 22 Our major donors and pro bono suppliers 23 Message from our leaders SANParks CEO 26 Chairperson’s report 28 Chief Executive’s report 32 Material matters Approach to risk and compliance 38 How we manage our stakeholders 39 Our strategy 40 Value from our members Performance scorecard 44 Governance of support to SANParks 45 Broadening our support to SANParks 46 Operating model 48 Future outlook 49 Finance Financial report 52 Independent auditor’s report 56 Governance Governance outcomes 60 Organisation structure 62 Board members and attendance 63 Board members 64 Governance structures 66 Executive committee members 70 Regional map 74 Members’ activities SANParks Honorary Rangers 2023-2024 projects 78 Who’s who Regional and national chairpersons 152 Conservation partner awards 154 Initiative awards 156 Individual merit awards 160 Veterans and long service 162 1 SANParks Honorary Rangers 2024
Celebrating 60 years of conservation Photograph by: Carolien du Plessis 60YEARS OF CONSERVATION
About this report 4 Purpose of this report 4 Approval statement 5 How we report
About this report Purpose of this report The SANParks Honorary Rangers (SHR) Annual Integrated Report explains our purpose and how we support conservation in South Africa. We showcase our members’ projects, activities and how we add value to South African National Parks (SANParks) and highlight the importance of our members’ contributions in conserving our natural heritage. We aim to show our commitment to good governance and to effectively using the resources entrusted to us to support conservation in South Africa’s National Parks. This report may contain forward-looking statements regarding the SANParks Honorary Rangers funding prospects and performance. While these statements represent our expectations when preparing this report, ongoing uncertainties relating to our ability to deliver on planned Wish List items and funding may differ from our expectations. To honour our conservation mandate and, in line with proper fund allocation, this report is available online. Printed copies are available on request. Approval statement The National Board (the Board) is responsible for the integrity of the Integrated Report. The Board applied its collective mind to the preparation and presentation of this report and is satisfied that it is a fair and reasonable representation of the SANParks Honorary Rangers performance and prospects. This Integrated Report was approved by the Board and signed on its behalf by: Paul Colditz Chairperson 25 November 2024 Drakensberg and Witteberge mountain ranges rise in the northeast. SANParks Honorary Rangers 2024 4
Reporting period This report covers the period from 1 April 2023 to 31 March 2024. The comparative information is for the previous 12-month period from 1 April 2022 to 31 March 2023. Materiality We conducted a materiality assessment to determine the information to include in this report. We focused on matters that could substantively impact our ability to create value in the short (one year), medium (two to three years) and long term (more than three years). Feedback Please send any comments, queries, compliments or further information requests to connect@sanparksvolunteers.org. Assurance The summarised annual financial statements in this report were independently audited by Woest Malan Wenfold Inc. The Board is confident that other data, which was not audited, is a fair and reasonable reflection of the organisation’s position and performance, based on internal controls used to capture and report on members’ contributions to SANParks. Reporting approach We include information on our member activities to demonstrate how we add value to SANParks and conservation across our geographically and demographically distributed organisation. This report is presented in accordance with the International Integrated Reporting Council’s (IIRC) Integrated Reporting Framework. The annual financial statements were prepared in accordance with International Financial Reporting Standards (IFRS) for small and medium-sized enterprises and the requirements of the Non-profit Organisations Act 71 of 1997. Financial information in this report was extracted from the Annual Financial Statements. Frameworks used How we report SANParks Honorary Rangers 2024 5
60YEARS OF CONSERVATION Celebrating 60 years of conservation Photograph by: Riaan Niewoudt
About the SANParks Honorary Rangers 8 Code of ethics 8 Our purpose 8 Who we are and what we do 10 60 years of conservation 14 Sustainable business model 16 Business development process
WHO WE ARE We are the official SANParks volunteer organisation mandated by a Co-operation Agreement with SANParks. We are a registered public benefit and non-profit organisation. OUR PURPOSE Volunteers for the love of nature in support of SANParks. This place is famously known as the home of the rare Pansy Shell. Appreciation To recognise and appreciate the contributions of volunteers and donors. Stewardship To plan and manage our resources and particularly our natural heritage in the interest of an enhanced future. Passion To demonstrate enthusiasm, devotion, intensity and tenacity, and to totally commit to everything we undertake in delivering support and volunteer services to SANParks. Integrity To be honest, transparent, credible and fair, building on our diversity in all our interactions with everyone. Respect To respect our natural heritage, our brand, our policies and standards, and our relationships. Excellence To deliver exemplary service and to always search for better ways of doing things through our commitment to constant improvement in both our personal and professional lives. CODE OF ETHICS The SANParks Honorary Rangers (SHR) is an ethics-driven organisation and, as members, we commit ourselves to the following core values: SANParks Honorary Rangers 2024 8 About the SANParks Honorary Rangers 60YEARS OF CONSERVATION
2 125 Volunteer members Constituted in 1964, the SHR is organised into a regional structure. Each Region and National Project has its own management committee, looks after its own finances and activities and decides which of the national parks to support. Through a wish list system, the JLC approves duties to be undertaken by members, capital requirements (i.e. funding or equipment requirements) for parks, items to be donated, as well as approved fundraising projects. R100m in contributions, material assistance, travel and hours contributed to SANParks Our contribution • Raising funds • Creating public awareness • S upplying manpower and equipment to conservation, tourism and environmental education needs within SANParks 20 National Parks 8 National Projects SANParks and SANParks Honorary Rangers Mandated by a Co-operation Agreement, the coordination of activities and contributions, material assistance, between SANParks and SHR takes place in the Joint Liaison Committee (JLC), which approves all items to be donated. Volunteer hours in 2023/2024 390 139 Our members may participate in a wide range of projects that accommodate individual preferences and skills – from corporate fundraising activities, on the one hand, to the more hands-on physical activities in the field, for the more practically minded. 31 Regions SANParks Honorary Rangers 2024 9
In the beginning The 5th of May 2024 was an important milestone for the SHR: 60 years since it was officially established in 1964. This 60th anniversary coincides with the 30th anniversary of SANParks, which is the reason for the existence of the SHR. The first Honorary Rangers were appointed by the National Parks Board, the precursor to SANParks, to assist with enforcing rules in Kruger National Park (KNP). Membership was limited to a maximum of 500 volunteers. In 1987, the organisation was formalised into the Association of Honorary Rangers, with 301 founding members, who adopted rules, uniforms, and insignia. In 1988, the process of appointing SHR members was further formalised to incorporate training before official appointments. In 2004, the membership limit of 500 was lifted and in 2019, the SHR updated its governance structures and practices to align with best practice governance codes. A National Board was elected, and an executive (management) committee was appointed. Growing and expanding In 1997, there were a total of 500 members across 23 regions, performing 40 000 hours of volunteer duties. The value of equipment and facilities donated to the National Parks Board in 1997 was R5 million. In 2024, the SHR has 2 125 volunteer members across 31 regions, both locally and abroad, active in 20 national parks. This is a significant increase from the odd 500 members 20 years ago. In the 2024 financial year alone, volunteer hours surpassed 390 000, with members travelling more than 3 000 000 km to fulfil duties in national parks across the country. The average SHR member’s dedication translates into more than a month of free services annually, underscoring their commitment to conservation. The approximate value of volunteer hours and asset contributions to SANParks over the last nine years is estimated to have exceeded R600 million. In 2024, this amounted to just over R100 million. Adapting and evolving Over the past 60 years, the conservation landscape has undergone profound and significant transformation, with new challenges emerging almost daily. In 1997, the SANParks needed to focus on tourism, camp maintenance, tourist activities, and scientific research. The 1997 Conservation in a changing world: 60 years of volunteering in support of SANParks SANParks Honorary Rangers 2024 10 About the SANParks Honorary Rangers continued 60 YEARS OF CONSERVATION
SANParks wish list read as follows: building of game capture bomas, swimming baths, educational duties and display boards, computers, electrification of camps, recreational equipment, bird hides, research equipment, office equipment, trailers, game drive vehicles, canoes, baboon-proof dustbins, and alien invasive plant awareness (among others). In 2024, there is a dedicated wish list for counter poaching equipment, snare removal duties, K9 anti-poaching dogs and ranger support programmes. For the SHR, the increase in criminal activities and poaching in our national parks meant re-thinking and adapting its objectives and approach. It was crucial that the organisation evolve its fundraising capabilities to keep pace with the exponential need to protect South Africa’s precious wildlife, and to remain relevant to SANParks as a strategic partner. Today, our fundraising activities – ranging from bush camps, marathons, and birding weekends to fundraising golf days and musical events – all aim to raise funds for conservation initiatives in our national parks. Looking forward 60 years is an astonishing track record. It demonstrates humanity’s love of nature, wildlife, and wild places, and a growing interest in eco-volunteer opportunities that give voice to this. The remarkable growth of the SHR organisation over the past 60 years speaks of a growing commitment by ordinary citizens to protect our natural heritage for generations to come. In a world where the conservation landscape is rapidly changing and evolving, the SHR must evolve and adapt accordingly. As we look towards the future, our protected areas face daunting challenges. It will be crucial for the SHR to grow its membership and fundraising capabilities to keep pace with increasing human pressures in a world with increasingly sophisticated technology. Furthermore, as we emerge from the post-Covid years, socio-economic and sustainability considerations are emerging as an integral part of conservation. Communities hold the key to conservation in impoverished areas bordering national parks. The SHR must explore projects and initiatives that can integrate these considerations into their strategic objectives. The SHR is proud to be a strategic partner to SANParks. As we celebrate our 60-year legacy of volunteer support to conservation in South Africa, we acknowledge and appreciate our strong relationship with SANParks, and through that relationship, the opportunity to make a difference for conservation in South Africa’s magnificent national parks for generations to come. SANParks Honorary Rangers 2024 11
1996 During 1996, the Junior Honorary Rangers programme was launched. At this stage, there were 500 members across 23 regions, serving approximately 40 000 hours of volunteer duties. In 1994, South African National Parks (SANParks) was established. All insignia were revised to reflect this. At this stage there were 500 members across 20 regions in South Africa. Activities included: Park orientation services at information centres, film and slide shows, fixed exhibitions, hiking trails, night drives, library and nursery duty, caravan park duties, gate and reception desk duties, law enforcement, stock taking, translation service (at symposiums), game capture and translocations, fundraising and education. 1994 Game Capture and translocations were included in member duties in 1994. Shoulder epaulettes formed part of the uniform in the 1990s and early 2000s. Between 1964 and 1987, Honorary Rangers were only active in the Kruger National Park. The National Parks Board informally allocated specific duties to appointed Honorary Rangers on an ad hoc basis. 1964 – 1987 The National Parks green flag was used by members on duty in the Kruger National Park between 1964 – 1970. The National Parks red flag was used by members on duty in the Kruger National Park between 1970 and 1987. Founding members 1987 – 1994 In 1987 the Association of Honorary Rangers was established with 300 members. Although mainly active in the Kruger National Park, the new regional structure had a more structured and coordinated approach. A uniform and insignia were adopted. The black flag was used by members on duty in the Kruger National Park between 1987 to 1994. Magnetic vehicle decals 1987 to 1994 During 1998, the first Kruger Birding Weekends were hosted by West Rand Region in the Kruger National Park and the first Sunset Serenade classical concert was hosted in the KNP in 1999. 1998 Timeline 60YEARS OF CONSERVATION 60 years of conservation In 1993 the first Sand River Bush Camp was hosted. As additional bush camps were launched, including Nyarhi and Loffiesdraai, the Bush Camp National Project came into being. 1993 SANParks Honorary Rangers 2024 12 About the SANParks Honorary Rangers continued
In 2008, the first Marakele Marathon was held in Marakele National Park. This event has grown into a popular annual opportunity to “run with the Big 5”. The marathon is a Comrades and Two Oceans qualifier. 2008 Members wearing the two-tone uniform at the 2009 Indaba in the Kgalagadi Transfrontier Park. During 2014, the Rhino Tears range of wines was launched. Initially a joint venture with Mount Vernon Wine Estate, Gravel Junction Wines and Unite Against Poaching, Rhino Tears wines continue to raise significant funds for conservation. A donation is made to the SHR with every bottle sold. 2014 In 2013, SANParks Honorary Rangers established its own brand, with a trademarked name and logo, in support of the increasing need to raise funds for conservation and anti-poaching. 2013 In February 2018, the first auction was held for The Kruger Trail. 2018 In 2019, the SHR updated its governance structures. A National Board was elected, and an executive (management) committee was appointed. 2019 In 2024, there are 2 400 volunteers in 31 regions contributing approximately 390 000 volunteer hours. 2024 Members in uniform presenting an educational display in 2023. In 2004, the membership limit of 500 was lifted. Since 2004, members have hosted environmental education displays across the country. In 2014, these were formalised into the Interpretation National Project and Public Education and Awareness Programme. 2004 In 2017, K9 Project Watchdog was launched as a national project to support SANParks’ K9 anti-poaching units. 2017 Feedback from a member of the Junior Honorary Rangers, circa 2003. In November 2016, Embrace National Project was established to support the wellbeing of rangers who face increasing physical and psychological difficulties, dangers and sacrifices due to poaching and environmental crime. 2016 SANParks Honorary Rangers 2024 13
For more information contact David Webster, Chief Sustainability Officer, at dwebster@sanparksvolunteers.org • We are ideally placed to be your sustainability partner • We can align projects in our national parks with your core business • We can help you attain your environmental and societal goals – bio-diversity, conservation, communities, climate change, decarbonisation, green energy and our recent re-engineering ensures that we have excellent governance • Our association with the SANParks logo means we can help you promote and build your brand to create impact • We can offer benefits e.g. Section 18a certificates, staff and customer incentives (access to places/activities not normally accessible to the public) Value proposition to business Our association with SANParks and the trademarked SHR brand and logo The experience and specialist skills of our volunteer members 60 years of knowledge gained as SANParks official volunteer organisation Internal training courses which are continually updated SHR and SANParks policies and procedures Intellectual capital Minimal infrastructure: trailers, IT systems. Members often use own or SANParks plant and equipment in hosting events Manufactured capital Access to our national parks representing the indigenous fauna, flora, landscapes and cultural heritage of South Africa Natural capital Funds (donations, fundraising and merchandising): R28,8 million Financial inputs Assets, services and projects donated to SANParks: R14,8 million Accommodation and services procured from SANParks: R4,0 million Costs of running SHR: R2,3 million Financial outputs Human capital 2 125 volunteers, bringing time, experience, skills and expertise Independent Board members and Board committee members bringing specific expertise Our stakeholders: SANParks, members, donors and sponsors, communities, conservation and other NGOs and customers Social and relationship capital SANParks Honorary Rangers 2024 14 SUSTAINABLE BUSINESS MODEL About the SANParks Honorary Rangers continued
1 We have 212 Historically Disadvantaged Individuals (HDI) members which we are actively seeking to increase. 2 Our members travel extensively to support our national parks. We are seeking ways to offset the impact of member travel. Executive Centre Core of the SANParks Honorary Rangers Effective Management • Cost of managing the organisation is R2,3 million per annum • Volunteer Executive Committee supported by three remunerated staff • Several functions are limited by a lack of funds • Additional R2,7 million per annum needed to ensure effective management capability required for planned operations 2 125 volunteers1 • Funds raised R28,8 million • Volunteer hours 390 139 • More than 200 active conservation projects • Actively support 20 national parks • Kilometres travelled 3 267 7912 R14,8 million donated and procured from SANParks • R10,8 million in assets, services and projects donated to SANParks • R4,0 million in accommodation and services procured from SANParks Robust governance • National Board • Four Board Committees • King IV aligned • SANParks Co-operation Agreement • Independent ethics hotline • Annual Integrated Report for accountability and transparency The work of the SHR aims to support the SANParks vision, which is: “to develop, protect, expand, manage and promote a system of sustainable national parks that represents natural and cultural heritage assets, through innovation, excellence, responsible tourism and just socio-economic benefit for current and future generations•. Our work is most strongly aligned with the Sustainable Development Goals (SDG) 14 ‘(Life below water) and 15 (Life on land). Our Sustainable Development Goals (SDG) Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, halt and reverse land degradation and halt biodiversity loss. Conserve and sustainably use the oceans, seas and marine resources for sustainable development. NO POVERTY LIFE ON LAND 15 LIFE BELOW WATER 14 SANParks Honorary Rangers 2024 15
N3 Toll Concession (N3TC)/Golden Gate Highlands National Park (GGHNP) Building on previous successful projects, N3TC once again elected to contribute towards a critical project in the GGHNP. This park experiences challenges and risks due to veld fires each winter. With a provincial main road crossing the park, steep mountainous terrain and strong winds, preventing and controlling fires requires manpower and equipment. Recurring hot fires cause biodiversity loss, and are unsustainable within the park’s conservation model. The quality equipment that was purchased through the N3TC’s donation has significantly improved the park’s capacity to combat fires, boosting the morale of rangers tasked with fighting them. This will ultimately lead to a gradual recovery of threatened and sensitive species. The SHR engages in numerous projects through the generosity of our sponsors and donors. A due diligence process is followed to ensure donor capital is applied within budget, specific to the cause intended and delivers measurable results. These projects create a lasting and tangible impact on the conservation of our natural heritage. We are increasingly focusing on the socio-economic impacts of every project and the crucial role of the environmental education as a prominent role-player in our sector. Scheinberg Family/Table Mountain National Park (TMNP) The donation by the Scheinberg Family Trust to the greater TMNP, demonstrates the range of SHR projects and activities that can be supported. The capital from this generous donation was applied to gathering biological information, protecting endangered species and maintaining popular tourist trails, as summarised below: • Popular footpaths on Lion’s Head, Platteklip Gorge and Maclear’s Beacon were upgraded. • At wetland and stream crossings, additional effort was made to protect endangered Table Mountain Ghost Frog and Rose’s Mountain toadlet habitat. • Abalone and crayfish population surveys were conducted on Robben Island to inform protection, and enforcement strategies. • Over 30 000 images generated by camera traps were assessed to determine the presence and abundance of medium to large mammals in the TMNP. These data will be used to inform management actions. Contact Marc Snyman marc.snyman@sanparksvolunteers.org 16 SANParks Honorary Rangers 2024 BUSINESS DEVELOPMENT PROCESS About the SANParks Honorary Rangers continued
Photograph by: Peter Brooks SANParks Honorary Rangers 2024 17
60YEARS OF CONSERVATION Celebrating 60 years of conservation Photograph by: Geo Jooste SHR Free State Region PSSA PDI Salon
Support for the SANParks Honorary Rangers 20 How you can help 21 Ways to donate and help 22 Leave a gift in your will to conservation 23 Our major donors and pro bono suppliers
HOW YOU CAN HELP Most of our contributions to SANParks are raised through internal fundraising and from cash donations. We have minimal infrastructure, such as trailers and computer systems, that supports our members’ volunteer services. Our members are expected to use their own or SANParks’ equipment and infrastructure when performing duties. We value and rely on the collaboration with our stakeholders. You can assist by: CONNECTING Connect with us by visiting our website and social media pages. Participate in our fundraising events (advertised on our website and social media). FUNDRAISING EVENTS MAKE A DONATION Visit our website to make a donation. Your donation will be allocated to a SANParks wish list for priority conservation needs. REPORTING Report environmental crimes and poaching incidents. Fraud and Ethics Hotline 0800 333 984 BECOMING A MEMBER Join our efforts by becoming a member. SPONSORSHIPS AND ENDORSEMENTS Enquire about product endorsement and sponsorship opportunities. www.sanparksvolunteers.org facebook.com/SANParksHonoraryRangers/ instagram.com/sanparks_volunteers/ x.com/SANParksHR 20 SANParks Honorary Rangers 2024 Support for the SANParks Honorary Rangers
SANParks Honorary Rangers 2024 The largest national park in South Africa. Ways to donate and help: BEQUESTS Have you considered leaving a bequest as a gift to conservation in your will? SUPPORT OUR GIVENGAIN CAMPAIGNS We have a range of GivenGain campaigns to choose from https://www.givengain. com/c/sanparkshr. DONATIONS- IN-KIND Please make contact with your local SANParks Honorary Rangers Region. ONLINE DONATIONS Visit www. SANParksvolunteers. org to donate online or scan our QR code. BUSINESS COLLABORATION The SHR offers bankable projects, backed by good governance and providing conservation returns through long-term involvement. Contact marc.snyman@sanparksvolunteers.org to discuss opportunities to partner or collaborate with us. Photograph by: Douglas Holder 21
If so, then we invite you to join us in our mission to conserve our national parks forever by making a bequest in your Will to the SANParks Honorary Rangers. By leaving a bequest to SHR, you will be leaving a lasting gift to our planet and to future generations – so that they too may experience elephants, rhinos, and big cats roaming free in the wild and experience unspoilt Africa at its best. Your generosity will help fund vital management and conservation projects to ensure that our children – and our children’s children – can enjoy and be shaped by our national parks as much as we do. What is a bequest? A bequest is a gift that is donated in your will to a registered Public Benefit Organisation, such as the SHR (PBO number 930010091). This gift can be a specified amount, a residual amount (or percentage of your estate), a policy, an asset (such as a property), or a trust. As a South African, or a visitor to South Africa, you no doubt have a passion for the bush, for pristine wilderness, for the beauty of nature and the wild animals that live there, and probably feel passionate about conserving this unique natural heritage for future generations. Types of bequests You can make a bequest by: • Donating a certain sum of money specified in your will. • Donating a percentage of your estate, or the balance of your estate after other provisions (i.e. a residual bequest). • Donating an asset (such as a property, specific shares, artwork, jewellery, or other valuable non-cash items). • Naming the SHR as a beneficiary of an insurance or assurance policy. • Donating via a trust (where there are several beneficiaries). How to make a bequest Update your Will to include a special bequest stating: “I leave [insert description of what is being bequeathed] to the SANParks Honorary Rangers, a voluntary association of persons and a registered public benefit organisation, 930010091, and a non-profit organisation, 086-703-NPO.” Tax benefits A bequest to a registered PBO is exempt from estate duty. Bequests to a trust may also apply for tax deductions if certain conditions are met. With thanks Your bequest will be gratefully acknowledged and will be allocated to vital conservation work in our national parks. For more information, please email David Webster at dwebster@sanparksvolunteers.org 22 SANParks Honorary Rangers 2024 LEAVE A GIFT IN YOUR WILL TO CONSERVATION Support for the SANParks Honorary Rangers continued
Description Credit (R) Virtual Market Place (RF) (Pty) Ltd 1 200 000,00 World Wildlife Fund 521 743,94 Coca-Cola Beverages South Africa (CCBSA) 456 500,00 Logwin Air and Ocean South Africa (Pty) Ltd 200 000,00 Wenhold Family Trust 200 000,00 Gravel Junction Wine and Spirits (Pty) Ltd [Rhino Tears] 177 640,00 MIP Holdings (Pty) Ltd 144 000,00 Airliner4Animals 137 130,39 Tourvest Destination Management 125 349,21 The Relate Trust 103 380,00 Zoo-Verein Wuppertal 101 766,00 Gavin John Soll 100 000,00 Kaelo Simply Healthcare (Pty) Ltd 100 000,00 Strandloper Athletic Club 100 000,00 XL Millennium Travel (Pty) Ltd 86 320,00 Alyssa Carter 86 197,78 MegaFreight 72 800,00 Raymond Burke 60 000,00 Ryan Shein 60 000,00 Tshepe Adventures 60 000,00 Oasis Water (Pty) Ltd 52 228,07 Our pro bono suppliers SANParks Honorary Rangers 2024 23 MAJOR DONORS AND PRO BONO SUPPLIERS
60YEARS OF CONSERVATION Celebrating 60 years of conservation Photograph by: Nicky Bosman
Message from our leaders 26 SANParks CEO 28 Chairperson’s report 32 Chief Executive’s report
This year we celebrate a truly momentous occasion – the 60th anniversary of our Honorary Rangers. It is an honour to mark six decades of dedication, service, and unwavering commitment by the SHR. About 60 years ago, a vision was born, one that has since evolved into a beacon of strength, courage, and community spirit. Our Honorary Rangers have been the bedrock upon which so many of our successes have been built. Their tireless support and steadfast commitment have not only shaped the past but have laid the groundwork for a brighter future. To our Honorary Rangers, we say thank you. Your contributions have been immeasurable. Through every challenge, every milestone, and every triumph, your support has been a constant source of inspiration and a testament to the power of dedication. Your presence in our community has been a guiding light, leading by example and reinforcing the values we hold dear. Biodiversity conservation, parks operations, cultural heritage site management and tourism have been at the core of our partnership. However, as SANParks’ role changed, there has always been a positive and strong response from the SHR, heeding the call without fail. In the past decade, this included strong support for the wildlife crime programmes, the K9 programme, the airwing, ranger wellness through Embrace and support to our socio-economic transformation programmes. As we celebrate this remarkable 60-year journey, we also look forward with great anticipation to the future. Our partnership of the past 60 years demonstrates the Honorary Rangers ability to not only respond to our evolving and changing needs, but also adapt to our evolving mandate and approach to our mandate. Not only did the SHR amend its financial year to align 100% with that of SANParks, but also structured its strategy and targets to be aligned to the SANParks vision and outcome goals. Never will this agility be more needed than the new era that we are entering. Vision 2040 The SANParks “Vision 2040” exercise connected with diverse stakeholders from all walks of life to gather ideas and opinions about the desired future of conservation in South Africa’s National Parks, and the role that SANParks can play in supporting this desired future. This exercise has shown that, for people and nature to live in harmony, as envisaged by the Global Biodiversity Framework (2022) and South Africa’s White Paper on Conservation and Sustainable Use of Biodiversity (2023), our work over the next 15 years will need to respond effectively to: • poverty, inequality and unemployment – we cannot continue to have parks being islands of abundance in seas of poverty; • the biodiversity crisis; • climate change and sustainability – including the Just Energy Transition; • digital transformation; and • social, cultural, spiritual and indigenous knowledge systems. The national parks and conservation areas of 2040 will need to be different from those of today. The days of inward looking, exclusive and fortress conservation are something of the past. Our “Vision 2040” is an ambitious plan, one that aims to push boundaries, create opportunities, and build a legacy for generations to come. While maintaining and even improving on our excellent track record in park (within our fences), implementing “Vision 2040” will also require that we work outside our park boundaries – at landscape level - setting the tone for biodiversity conservation and sustainable use, tourism, socioeconomic transformation and development among others. 26 SANParks Honorary Rangers 2024 SANPARKS CEO Message from our leaders
In the short term (next five years), we will need to significantly accelerate our work and increase impact in the following areas: • Implementing the biodiversity economy • Socio-economic development and transformation • Climate response and resilience • The sustainability of our operations (waste, water, energy) and corporate responsibility • Financial sustainability through enhanced and diversified revenue streams, increased and effective resource mobilisation, optimising the potential of our assets and efficient operations. Achieving this vision will require the same spirit of perseverance and commitment that has been the hallmark of the SHR for the past six decades. Big shifts in outcomes, will require big shifts in mindsets. As our trusted partner, we hope that the SHR will evolve with us in this metamorphosis and remain as committed and responsive as they are today. We are excited about what lies ahead, and we are eager to continue this journey with you. Your experience, wisdom, and unwavering support will be crucial as we move towards our goals. Together, we will navigate the challenges, seize the opportunities, and make a lasting impact. In closing, let us remember that the past 60 years have been a testament to what we can achieve when we stand united. As we step into the future, let us carry forward the same passion, dedication, and sense of purpose that have brought us to this moment. Congratulations once again to the SHR on this incredible milestone. Here’s to celebrating the past, embracing the present, and looking forward to a future filled with promise and opportunity. Hapiloe Sello Chief Executive Officer SANParks Address at the SHR AGM 14 September 2024 SANParks Honorary Rangers 2024 27
“The success of an organisation is not only in mere compliance with rules, regulations and policies but primarily in the manner in which people work together” CHAIRPERSON’S REPORT This is indeed a historic period for the SHR as we celebrate our 60th anniversary year. The first Honorary Rangers were appointed on 5 May 1964, which we regard as our birth date. Since then, the organisation has grown exponentially, and so has its impact. From a governance perspective, King IV defines effective leadership as results-driven. It is about achieving strategic objectives and positive outcomes. Effective leadership is achieved when Board members individually and collectively cultivate and exhibit the following characteristics in their conduct: • Integrity. • Competence. • Responsibility. • Accountability. • Fairness; and • Transparency. In 2023, the Board requested Deloitte to perform an assessment of its performance. The results of the Deloitte assessment were discussed in an extended workshop held in November 2023. Members of the Board, Exco and Board committees participated in this workshop and identified the critical areas that required immediate and longer-term attention. The Board then included the recommendations of that workshop into a broader discussion with members during a workshop held in February 2024, with a view to developing a strategy for the future of the SHR. The objective is to ensure that the SHR becomes what it envisions in its constitution: “A world class volunteer organisation operating as an integral partner to South African National Parks in support of their strategic objectives.” Ultimately the SHR must grow in number and operational capacity to achieve an even bigger impact on conservation in South Africa. The four outcomes of good and successful governance are identified by King IV as: • Ethical culture • Good performance • Effective control; and • Legitimacy. Ethical culture We have made significant progress in becoming a values-driven organisation as opposed to a rules-driven organisation, but more work is needed. The Board has accepted the virtuous cycle of respect, trust and openness as a standard in all its deliberations and interactions. The success of any organisation is not only dependent on compliance with policies and rules but primarily on how people work together. This is something that requires a very specific focus and it takes many years to gain the reputation of an ethical organisation that symbolises something that all people can aspire to. In this regard the mnemonic of our code of ethics, viz. ASPIRE, is a strong call to ethical behaviour on the part of the Board and all members of the SHR. Good performance The purpose of our existence is to support SANParks because of our love for nature and conservation of our natural heritage. Good performance means doing our work and doing it well, not only as a Board but as an organisation. Is our contribution to SANParks bigger, better and growing? In 2023, our contribution to SANParks for the financial year ending March 2023 amounted to R80 050 million. At the time, I suggested we aim for R100 million, hoping that we would reach that milestone in 2025. To my very pleasant surprise, we reached that milestone a year early, by the end of March 2024. Our total contribution to SANParks this year was R100 784 million. This deserves a standing ovation for all our members. SANParks Honorary Rangers 2024 28 Message from our leaders continued
It is however, still concerning that our cash reserves have grown to more than R30 million, despite the significant increase in contribution to SANParks. To me, this signifies that we can and should be doing more. Effective control The question here is whether we, the Board, and the broader organisation have measures in place which can give our donors, supporters, beneficiary (SANParks) and members the assurance that we are doing what we are supposed to be doing and that, most importantly, their contributions and funds are well and responsibly spent and utilised. The Board is satisfied that we have effective controls over our funds and that our Board committees are doing a stellar job in ensuring good oversight and governance. To assist in achieving this good governance requirement, the Board has established four Board committees. These are the Social, Ethics and Strategy Committee, the Audit and Risk Committee, the Nominations, Human Resources and Remuneration Committee and the Information and Technology Committee. All committees are functioning effectively, but the Deloitte report has recommended improvements. The Audit and Risk Committee, together with management, are attending to our control measures, risk and compliance and improved reporting. The Board cannot carry out its effective control function without adequate capacitation of management. This is an area of concern. Board members have a fiduciary duty to ensure that the four governance outcomes are indeed achieved and that the organisation does not suffer reputational damage. As an organisation, we rely heavily on public trust, generosity and open hearts. Reputation is therefore everything to the SHR. We now require more full-time executives with the necessary time and skills to relieve the more than 2 000 volunteers from bureaucratic and administrative burdens and to provide members and stakeholders with the assurance of a compliant and well-functioning organisation. To achieve our vision of being a world class volunteer organisation. I believe that further improvement is needed. One of the aims of the discussion document recently distributed to members is to precisely address this gap between the status quo and becoming world class. I want to emphasise that the SHR remains first and foremost a volunteer organisation and that, if anything, the Board would like to see our volunteers better supported. Volunteers should not be caught up in bureaucracy and administration, We therefore need to strengthen our managerial capacity to enable volunteers to freely volunteer, to free up their time to do what they love and enjoy doing, and to do it well. Legitimacy Legitimacy concerns the composition of the Board. Has the Board been properly constituted in a fair and transparent process as determined by our founding documents? I am satisfied that it has. In my view, legitimacy goes further than this. Are we legally compliant in all respects? Governance is increasingly under the spotlight globally and stricter measures for good governance, compliance and legitimacy emerge regularly. This increases the burden of the fiduciary relationship that rests on the shoulders of Board members. Unfortunately, in our own country we have seen serious failures in governance, even where boards have boasted experienced and skilled governors. As an organisation relying on public trust and support from the philanthropist community, the SHR can simply not afford to be found wanting in this regard. To achieve fairness, transparency and legitimacy, the Board is raising awareness and inviting debate and input from members on the discussion document recently distributed to members. The future Someone once said that the primary function of a board of governors is to leave the organisation in a better place then they found it in when they first joined. This report would not be complete if we simply reflect on the past. Yes, we have a wonderful history and good reason to celebrate an amazing 60 years, but we must also focus on the future and make sure that we leave a legacy that future generations can be equally proud of. This was the goal of the re-engineering project. SANParks Honorary Rangers 2024 29
Although some of these goals have been achieved, we certainly still have much to do to become the best organisation we can be, or, in the words of our constitution, to be world class. Our national parks, the envy of the world, will hopefully still be here in the next 60 years. It is our responsibility to make sure that our great-grandchildren are able to enjoy the same beauty and uniqueness that we currently enjoy. Appreciation I want to close by expressing on behalf of our members our heartfelt gratitude to our donors and sponsors, our pro bono suppliers and all who support our tourism and fundraising events. We are most grateful for the continuing support despite difficult financial times. Our relationship with SANParks remains strong, and the two organisations collaborate at all levels. On behalf of the Board, I would like to express our sincere appreciation to SANParks for the excellent relationship between our two organisations. We are working towards providing more to SANParks in terms of fundraising and scope of services provided. We will do our utmost to rise to the challenge. I am very grateful to the members of the Board, Executive Committee (Exco), Chairpersons Committee, regional management committees and National Projects for their leadership and hard work. It is humbling to see what our members can achieve in the spirit of freely volunteering. Thank you. Paul Colditz Chairperson 14 September 2024 30 SANParks Honorary Rangers 2024 Message from our leaders continued CHAIRPERSON’S REPORT continued
Photograph by: Nicky Bosman 31 SANParks Honorary Rangers 2024
This year marks the 60th anniversary of the SANParks Honorary Rangers – 60 years of supporting SANParks in all spheres and helping SANParks to achieve its objectives. Over the years, the SHR has grown considerably, and with this growth, the organisation has had to adapt to the increasing complexities associated with a larger organisation as well as a changing and uncertain world. Five years have passed since March 2019 when members at the Special General Meeting voted for the organisation to convert its management structure from 2024 2019 % increase Total funds received R30,8 million R20,4 million 51 Administration costs R2,3 million R1,1 million 116 Volunteer hours 390 000 294 000 33 Membership 2 125 1 931 10 Hours per member 184 152 21 Direct contribution to SANParks R18,7 million R7,6 million 147 Total contribution to SANParks R100,8 million R63,9 million 88 a National Executive Committee to a National Board and an Executive Centre, thereby effectively separating governance from executive functions in accordance with the King IV™ best practice on corporate governance. Over the past five years, we have accomplished a great deal, but much work remains. We can only do this as a united organisation, ensuring that the objectives of the SHR are always the primary focus. I wish to highlight a few key performance indicators showing the growth of the organisation over the past five years between 2019 and 2024. Our total cumulative contribution to SANParks over the past five years has exceeded R370 million. We are proud to have once again achieved an unqualified audit report, with no adjustments being required by the auditors in 2024. This is a testimony to the ongoing sound financial management of the SHR. However, additional resources and focus need to be placed on risk and compliance, internal reporting (to provide more meaningful information to our management, Board, and stakeholders) and fundraising capabilities (to ensure that all fundraising activities are profitable and to continue to increase our contribution to SANParks). These will become key focus areas for the Executive Centre, to ensure that the organisation is performing optimally and to allow members to continue with their passion, volunteer work, while simultaneously ensuring sufficient capacity to attend to the operational tasks that keep the organisation functional and provide the framework for members to perform duties. I again wish to extend my sincere appreciation and admiration of all our members who continue to make significant contributions and sacrifices to provide services and support to the SHR. The organisation continues to grow in strength with the support of our regions and National Projects. Our National Projects continue to excel and provide excellent support services to SANParks. These include Project Embrace, K9 Project Watchdog, Public Education and Awareness Programme and Interpretation, Junior Honorary Rangers, Bush Camps, Conservation Services, National Skills Development and Social Economic Transformation. Other initiatives which have excelled in the past year include: • Sporting events (marathons, mountain bike events, cycling events, golf days, hiking trails) • Musical concerts held in national parks • Ranger support in all national parks • Conserving plants in the Richtersveld National Park • N’Washitsumbe roan enclosure 32 SANParks Honorary Rangers 2024 CHIEF EXECUTIVE’S REPORT Message from our leaders continued
• Bird conservation in the West Coast National Park • Birding events in various national parks • Book publications • Walkway repairs and maintenance More information on these and other initiatives is provided in the “Members Activities” section (page 77) in this report. Looking ahead The Executive Centre will focus on the following key tasks in the next year: • Finalising new policy documents and standard operating procedures (SOPs), which separate operational elements out of policies into (SOPs) • Continuing to add functionality to the GoSHR information management system, with priority and functionality informed by member input • Financial management reporting and risk management • Improving and automating the wish list system • Donor support and management, with an automated system for issuing Section 18A Certificates • Organisational fundraising • Continuing to promote and enhance the SHR One of our primary objectives is to preserve the volunteer nature of the SHR. However, this needs to be balanced with the need to professionalise our management functions, such as administration, finance and fundraising, while remaining relevant and continuing to support SANParks and SANParks’ objectives. Our working relationship with SANParks is extremely strong, and firmly grounded in trust and respect. This was underpinned by the recently signed Collaboration Agreement between SANParks and the SHR, extending our working relationship and emphasising the trust that SANParks places in the SHR to provide the necessary support and services. We are eager to start implementing the Collaboration Agreement, with the initial process requiring the formation of a Steering Committee led by the Chief Executives of SANParks and the SHR. Within six months of the formation of this Steering Committee, an Annual Implementation Plan will be prepared. Members of the SHR will continue to be included in this process and will be given new opportunities to support SANParks. Finally, I would like to share inspiration from the legendary Dr Jane Goodall who realised early on that conservation cannot be effective if it is solely about protecting the wilderness and wildlife. Effective conservation must equally be about people, particularly those who rely on natural areas for their wellbeing and livelihoods. If wildlife is to flourish, we must ensure that conservation offers tangible and visible benefits to local communities. May this serve as inspiration and guidance to the SHR going forward. With thanks I would like to thank our Exco members for contributing far more than is expected of them. Our full-time employees are thanked for always making themselves available to attend meetings after hours when our volunteer members are available. I am grateful to members of our National Board and Board Committees for their continued support and assistance. I also wish to thank the Chairpersons’ Committee, and all the Regional Management and National Project Management Committees, for ensuring that SHR members have the opportunities and support to perform their volunteer duties. The working relationship between all management structures remains one of the most important mechanisms within the SHR for ensuring our continued relevance and success. Finally, I would like to thank every member. Without you, we would not have achieved these remarkable results and excellent support for SANParks. As I usually conclude my report, I am truly proud to be a member of and serve an organisation such as the SHR. Jimmy Telle Chief Executive SANParks Honorary Rangers 2024 33
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