SSW Annual Report 2020/21

2020/21
SABI SAND WILDTUIN
ANNUAL REPORT

Klaserie Umbabat
Private Nature
Nature Reserve
Reserve
Timbavati
Game
Reserve

Open boundaries
between KNP &

Manyele

Manyeleti
Game
Reserve

The Reserve consists of
49 481 hectares

Sabi Sand Kruger
Game Reserve National

Mala Park
Mala
SGR

SGR

The Reserve prides itself in being
the oldest private game reserve in

South Africa.

2

TABLE OF CONTENTS

EXECUTIVE 4 DEPARTMENTS 12 52
Chairman’s Message 5
CEO’s Message 6 CONSERVATION 14
Exco Members 8 15
Execu ve Structure 10 Census 15
Strategy Session Impala Popula on 16
Elephant Popula on 18
Panthera 20
Wildlife Interven ons
VCAs 22 SABI SAND SCHOOL
Rainfall
River Health Monitoring 24

COMMUNITIES 26 CALENDAR 54

Overview 28
Program Updates
Project Highlight: NRM 30
NPO Collabora ons
34 SSW MANAGEMENT 56
OPERATIONS
36
Feedback
38
SECURITY
40
Poaching
Security Measures 42

BUSINESS SERVICES 44
46
Marke ng
Finances 48

48
50

3

CHAIRMAN’S Dear Members,
MESSAGE
The Covid-19 pandemic has had a significant impact on our financial situa on, and we
Vernon Cresswell are not yet out of the woods. We are con nually revising our budgets to mi gate
against the nega ve impact this ongoing pandemic has had on our Associa on.

We have embarked on a range of exci ng ini a ves that we will share during the year,
notably on a proposed new structure and a more modern and appropriate logo and
naming conven on.

A big THANK YOU for the support shown by many members during a difficult me in
our history. We recognise the challenges we face and are working hard to address
them. I am confident that we are on the right track, and your Exco is fully aware of its
responsibili es towards our members, whether large, small, commercial, or private.
We all have a place in the sun.

Our strength is our unity, and your support and con nued encouragement is greatly
appreciated.

I trust you find the enclosed engaging and informa ve.

Yours sincerely,

Vern on Crewe

4

CEO’S Dear Members,
MESSAGE
The financial year under review (2020/21) has been a year of heightened uncertainty and
Oscar Mthimkhulu elevated risk. However, despite all challenges we have faced, we remained op mis c. We had
projected and hoped for be er months to come, but reality prevailed. We stumbled and fell
“A commitment to several mes, but we were able to stand up, dust ourselves off, and move on.
construc ve engagement is
impera ve for produc ve Unfamiliar and tough decisions were made to save Sabi Sand Wildtuin's (SSW) cri cal
opera ons, which included trimming down our opera onal budget, freezing vacant posts, and
outcomes. And that is a altering our asset’s budget.
commitment I always strive to
For Protected Area compliance, we embarked on construc ve management authority
adhere to.” nego a ons which have been unfrui ul, but were worth pursuing. Personally, I would like to
express my gra tude to membership, Exco members, and my colleagues for their support and
guidance throughout the year. We have made significant strides to strengthen our
rela onships with key stakeholders, and we will strive to keep our rela onships strong and
strive for more coopera on and collaborate on local community livelihood enhancement.

We remain resolute to strengthen our support and guidance to eco-tourism based community
development programmes, which we believe will be good for the community, for
conserva on, and for the SSW as a whole.

Following the relaxa on of COVID-19 regula on restric ons, community protests rela ng to
government service delivery arose. During the demonstra ons, access to public roads were
blocked and public and private infrastructure was damaged. When there is a community
protest, SSW becomes a so target for several reasons. The community believes that if they
affect our opera ons, we will in turn call on the government to a end to their (community)
demands. As such, we have become a leverage point. Hence, we are working with local
leadership to strengthen our rela onship and support each other.

SSW is now a strategy driven organisa on with a clear vision supported by strategic goals. We
remain focused and commi ed to construc ve engagement because we believe it is important
for produc ve outcomes.

Yours faithfully,

Oscar Mimkhulu

5

SSW EXECUTIVE

Vernon Cresswell Mick Davis Harold de Kock Iain Mackenzie Guy More Hanne

Chairperson Vice Chairperson Treasurer SSPT Chairman Guy’s grandparents, Hanne
Irene and Guy practice
Vernon Cresswell has Sir Mick Davis is Harold spent 20 years Iain was educated in Chaukley, were attorney u
spent his career in currently Executive after whic
Chairman of Vision in banking, his final South Africa & the UK among the founding over the r
financial services. He Blue Resources Ltd & members of the SW Arathusa S
has however, always role as an executive and currently manages Association. Today, As a lover
Chairman of the Guy is CEO & co- and outdoo
been interested in MacSteel Group. Mick with Nedbank Wealth. a fund management owner of Swaziplant also farms
nature and wrote a has extensive capital Plantation Group with catte an
book of his learnings. markets & corporate Harold lives in Irene business. He is a past agricultural interests.
Guy is passionate she
Vernon has also transactional overlooking one of his Chairman of the SSW &
served as the experience & was about protecting
Chairperson of knighted as a Knight’s favourite golf courses currently serves as the unspoilt conservation
Bachelor by the Queen
Buffelshoek. He and but it also passionate SSPT Chairman. He areas as well as
his family are bush in 2015. community
enthusiasts and enjoy about spending time has spent many years involvement.
visiting the reserve as
often as possible. with his family in the engaging with

bush. neighbouring

communities in relation

to conservation & his

passion lies in

community

collaboration.

6

COMMITTEE

es Feuth Greg Macfarlane Luke Bailes Doc Watson Allan Taylor Chris Fismer

es Feuth Greg Macfarlane has Luke Bailes is the Before embarking on a Allan is a retired Chris Fismer spent
ed as an a long-standing beneficial owner, career in technology, Mining Engineer & his professional
until 2006, founder & Chairman Doc was a Zoology
ch he took passion for the bush of the Singita Group. teacher. His desire & Computer career practicing law.
running of and became involved Luke is also the owner Programmer who He was also a
Safari Lodge. in the SSW through & founder of several focus remain divides his time
of the land his family interests in diverse & privately unchanged; to find between Cape Town & Member of Parliament
ors, Hannes Inyati Private Game held companies with ways to partner with the Reserve. He is where he was a
s Bonsmara Reserve. Greg aims qualifications in like-minded, big- very interested in Minister in the
nd Merino to positively influence agriculture. Luke has hearted people to Government of
eep. applied his knowledge harness technology for liaising with
& build lasting & experience to communities & spends National Unity. Chris
relationships with our pursue one of his conservation. is part of the Dudley
passions to become a Founding the time in the family farm & enjoys a
neighbours. conservationist & neighbouring villages bush breakfast on the
travel industry leader. Connected on a regular basis. He
Conservation project enjoys reading, fishing Sand River.
put Doc’s passion into
practice & he strives to & braaiing with the
protect wildlife around odd Castle Lager.

the world.

7

SSW EXECUTIV

GREATER LIMPOPO TRANSFRO
JMC &

SSW EXECUTIVE

SSW CEO & RESE

EXISTING WORKING GROUPS

SECURITY ECOLOGICAL FINANCE
WORKING GROUP WORKING GROUP WORKING GROUP

Chairperson: E enne Swart Chairperson: Guy More Chairperson: Harold de Kock
The SWG’s mandate is to: The EWG’s mandate is to: The FWG’s mandate is to:
• Oversee implementa on & monitoring • Oversee implementa on & monitoring • Oversee the prepara on of the SSW

of the safety & security aspects of conserva on aspects budget
• Oversee & monitor security condi ons • Oversee & monitor environmental • Oversee & monitor financial affairs
• Make recommenda ons on the • Make recommenda ons on financial
compliance
security strategy & interven ons • Review & comment on environmental strategies & decisions
• Promote cross-border security • Review audit reports & financial
applica ons
collabora on • Develop strategies to secure the statements
• Promote communica on & • Provide guidance on financial issues
sustainability of SSW ecology & wildlife
coopera on with Members & • Promote cross-border collabora on
proper es • Provide guidance on ecological issues &
• Provide guidance on wildlife
protec on issues conserva on prac ces

8

VE STRUCTURE

ONTIER CONSERVATION AREA
& JOC

E COMMITTEE

ERVE MANAGER

NEW WORKING GROUPS

REBRANDING & IMAGE GOVERNANCE/LEGAL
ENHANCEMENT WORKING GROUP WORKING GROUP

Chairperson: Luke Bailes Chairperson: Chris Fismer
The role of the RIEWG shall be to assist the Exco with formalising a well- The role of the GLWG shall be to assist the Exco with overseeing legal &
ar culated SSW Brand by performing the following func ons: governance requirements & to develop & recommend an appropriate
• Create clarity & drive confidence & performance amongst all revised governance structure for the SSWA to meet its current and
expected future needs by performing the following func ons:
internal & external stakeholders • Agree a set of best-in-class guidelines to evaluate the legal &
• Deliver a consistent & compelling message
• Finalise, roll out & rebuild the SSW website to represent the brand governance structure & any proposals to amend it
• Evaluate the exis ng & recommend to Exco for approval:
to all its Stakeholders adequately
• Address the naming & brand iden ty issues - SSW name & logo - An amended structure
- A communica on & consulta on process with members &
modernisa on stakeholders
• Make recommenda ons to Exco towards the appointment of a - An appropriate me table for approval
• Monitor managements implementa on and execu on of the
Public Rela ons firm to handle the monthly promo onal campaign Associa on's legal and governance structure.
& to handle any crisis communica on ini a ves that may be
required 9

SABI SAND WILD

VISION To be recognised as the beacon

MISSION To provide leadership through ecotourism best

FINANCIAL Perspec ve Sustaine

Outlines the tangible outcomes of Sustainable Funding Model
the organisa onal strategy

CUSTOMER Perspec ve Stakeholder Rela onships

Describes the value proposi on • Stakeholder Engagement Plan
for the customers • Cordial rela onship with key stakeholders (Government, MTPA, SANParks

INTERNAL PROCESSES SSWA Protec on Conserva on & Environmental Management Gove

Specifies the essen al internal • Rhino popula on protected & • Density & visitor impact monitored & • Assigne
processes that will have the stabilized evaluated • Statuto
• Modern
greatest impact on the strategy • Security Strategic Protec on Plan • Catchment stewardship for Sand & Sabi • Risk ma
• High protected area integrity Rivers

• Sustainable natural resource management

LEARNING & GROWTH Leadership Team Effec veness

Iden fies the intangible assets • Effec ve engagement & leadership development
important to the strategy • Performance management

CORE VALUES INTEGRITY O

The quality of being honest and having strong moral Hopefulness and confi
principles, and the state of being whole and undivided.

10

DTUIN STRATEGY

n for best prac ce ecotourism and conserva on in Africa.

t prac ce and the conserva on of biodiversity whilst genera ng sustainable value for all stakeholders.

ed Shareholder Value

COVID-19 Pandemic Tourism Impact Averse Model

Marke ng & Public Rela ons

• Brand evolu on
• Iconic safari eco-tourism opportuni es

ernance & Compliance Infrastructure & Maintenance Management Community Project Implementa on

ed the Management Authority • Reserve infrastructure & assets maintenance • Meaningful Community Engagement Plan
ory compliance standards • Effec ve engagement with NPOs & PAAC
nised governance structure • Tangible community support ini a ves
anagement • Health & Safety compliance

Business Services

• Func onal organisa on structure
• Talent management (Human Resources Plan)

OPTIMISM IMAGINATION

fidence about the future or the The faculty or ac on of forming new ideas, or images or concepts of external objects do
success. not present to the senses and the ability of the mind to be crea ve or resourceful.

11

CONSERVATION

We will lose something deep within ourselves if we allow wilderness to be destroyed.

“ “DR IAN PLAYER

12

This past year has been filled with many challenges at mes for the SSW Conserva on Department; however, it was also
filled with much to be proud of. Although the conserva on team has shrunk in size, all of the objec ves and projects that
were set out were meously completed; this illustrates our team's dedica on to their work and the reserve. Other
achievements during the year, which we as a department can be proud of are: the successful de-snaring of 12 animals;
the safe return of 2 escaped animals back onto the reserve; the successful treatment of 2 injured rhino; and the team's
dedica on to con nuous alien clearing within the reserve, which complements our NRM project (a partner invasive
clearing project) outside the reserve . We look forward to the year ahead and take the challenges from last year into
becoming a stronger and more resilient team.

13

WILDLIFE I CENSUS

17 952 131 1 409

Impala 0.3% Bushbuck 111% Zebra 11%

Waterbuck 433 Wildebeest 936 Buffalo 1 525

3% 0% 5%

Giraffe 333 Elephant 1 573

1% 22%

In 2020, it was not possible to conduct the usual aerial census due to budget constraints. However, with the various
sta s cs and trends over the last 30 years, the conserva on department was able to establish a forecast of game counts
as displayed above.

14

15

WILDLIFE I PANTHERA SIGHTINGS

NUMBERS Average number of sigh ngs
March 2020 - February 2021

Male leopards 31 Leopards 537

Female leopards 43 333

Lions

Male lion 9 81
coali ons 13
Wild dogs
Lion prides
30
16
Cheetahs

17

WILDLIFE I INTERVENTIONS

66

Interven ons/incidents
Mar ‘20 - Feb ‘21

13 2 1

Animals treated Animals relocated Animal collared
back to SSW
2
6 24
Anthropogenic deaths
Domes c incursions Natural deaths
1
14 3
Animal euthanised
Damage causing animals Animals euthanised due to a snare
euthanised due to injury

18

19

ENVIRONMENT I VEGETATION CONDITION ASSESSMENTS

Veld Condi on Assessments (VCAs)
are done annually during the growth
season across 38 sites, which are
divided into the main vegeta on
types of SSW. At each site, grass- and
woody species composi on, grass
phytomass, and woody height
composi on are measured; this is
used to monitor the veld condi on.

There was an overall increase in the
Ecological Index Score, which may be
interpreted as an increase in overall
veld condi on. This may be
correlated to the above average
rainfall during this year's growth
season.

There was a significant increase in
perennial grasses in the overall
herbaceous composi on, as well as a
significant increase in perennial grass
cover percentage and phytomass.

The woody composi on was almost
unchanged in 2021 compared to
2020. The only decrease in woodies
was in the 1 – 2m height class,
compared to a slight increase in all
other height classes, although none
of these were significant.

20

21

ENVIRONMENT I RAINFALL 552.05mm

22 5 year average

2016 564.68mm
/17
389.28mm
2017 31%
/18
495.63mm
2018 21%
/19
566mm
2019 12%
/20
744.63mm
2020 24%
/21

Gate averages
Mar ‘20 - Feb ‘21

Shaws 765.7mm
Newington 927.1mm
Gowrie 759.9mm
Toulon 525.8mm

Tropical Storm Eloise

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ENVIRONMENT I RIVER HEALTH MONITORING

River Health Monitoring research was
ini ated in July 2019 and has con nued bi-
annually; once during the wet season and
once during the dry season. A river health
assessment is important for genera ng and
dissemina ng informa on to base future
management decisions on. The Sand River
has never been monitored in its en rety
across the reserve and the data which is
collected will allow management to
examine trends in the river system. The
Sand River is defined as a priority
freshwater ecosystem in the sub-
quaternary catchment, according to the
Na onal Freshwater Ecosystem Priority
Areas, and should be monitored regularly.

The river health is monitored using a system
called The South African Scoring System
(SASS 5). SASS 5 is a rapid, qualita ve, mul -
habitat method that examines the
presence and abundance of freshwater
macro-invertebrates and is an effec ve
method of determining short-term and
seasonal long-term changes to river
systems. Macro-invertebrates were
sampled at 3 sites along the Sand River;
sites were selected according to their
posi on within the reserve in order to
examine how the quality changes along the
river from when it enters the SSW to where
it exits into the Kruger Na onal Park.

24

Site 1 2019 2020 2020 2021

SASS Dry Wet Dry Wet
NO. Taxa season Season season Season
ASPT
Turbidity 128 92 70 146
Velocity 22 15 15 22
5,8 6,1 4,7 6,6
87 41,5 47 31,5
0,5 0,4 0,3 1

Site 2 2019 2020 2020 2021

SASS Dry Wet Dry Wet
NO. Taxa season Season season Season
ASPT
Turbidity 105 108 78 83
Velocity 17 18 16 12
6,2 6 4,9 6,9
78 42 71 16
0,6 0,5 0,4 0,5

22 MACROINVERTEBRATE FAMILIES FOUND IN THE SAND

RIVER

Aeshnidae (Hawkers & Heptageniidae (Flathead Site 3 2019 2020 2020 2021

Emperors) Mayflies) SASS Dry Wet Dry Wet
NO. Taxa season Season season Season
Atyidae (Freshwater Shrimps) Libellulidae ASPT
(Darters/Skimmers) Turbidity 99 109 129 86
Velocity 17 19 22 12
Baetidae Lymnaeidae* (Pond snails) 5,5 5,7 5,9 7,2
61,5 16 91 19
Caenidae (Squaregills) Naucoridae* (Creeping water 0,5 0,5 0,7 0,8
bugs)

Ceratopogonidae (Biting Nepidae* (Water scorpions)
midges)

Chironomidae (Midges) Oligochaeta (Earthworms)

Coenagrionidae (Sprites and Planorbinae* (Orb snails)
blues)

Corduliidae (Cruisers) Potamonautidae (Crabs) When comparing ASPT with Velocity, there was a significant
posi ve correla on between the two (p=0.0101), indica ng an
Gerridae* (Pond Simuliidae (Black Flies) increase in ASPT with an increase in Velocity. The higher velocity
skaters/Water striders) can be a ributed to the very high rainfall this season.

Gomphidae (Clubtails) Tabanidae (Horse flies) 25

Leptophlebiidae (Prongills) Veliidae * (Ripple bugs)

COMMUNITIES

26

“ What counts in life is not the mere fact that we have lived.
It is what difference we have made to the lives of others that will
determine the significance of the life we lead.
“NELSON MANDELA

27

COMMUNITIES I SSPT & NPOs INFRA
SKILLS &
EDUCATION

HEALTH CARE

28

ASTRUCTURE * Please note that the below statistics include information received from
EMPLOYMENT NPOs for the previous Financial Year. If it was not received, it is not included.

ENVIRONMENT

FUNDRAISING

29

COMMUNITIES I SSPT PROGRAMS

Ca le Rangelands Waste Management Community-Based
Natural Resource Management
44.3 Hectares cleared The Integrated Waste Management
Strategy (IWMS) commenced in 2 365,26 Hectares
8 Employees have 2020 and takes the form of a phased cleared
rehabilitated the land approach; this will result in an ini al
10-year implementa on of waste 140 Training days
95% Fencing and camp management for the reserve and
divisions complete surrounding communi es. The goal 10 847 Person days
is to be industry leaders of waste
85 Community members management in protected areas, 75 Community members
employed to clear 72km priori sing reduc on, recycling, and employed
of fence line reusing waste. Good progress has
been made; Phase 1 and 2 have been
completed and Phase 3 is in progress.
A big thank you goes to all involved.

30

GWF Learning Centres YES for Youth Kruger to Canyons
29 Total internships
200 Seats in the call centre 2 Teaching assistants 48 Candidates
40 Graduates employed 7 Security staff
17 Lodge staff Up un l August 2020, the K2C
360 Bridging Academy 3 Gate guards program was running well with 48
students candidates - 27 unarmed slots and 21
10 000 Open Learning armed slots. On the 14th August
students 2020, the program was sadly
79 Adult learners suspended; however, on the 1st
December 2020, the program was
110 Educators employed reinstated. Due to COVID-19 and the
resul ng budget cuts, not all 48
100 Gradua ons candidates were able to return.
Nevertheless, the program is running
smoothly and assis ng greatly in our
fight against rhino poaching.

31

COMMUNITIES I SSPT PROGRAMS

Carbon Greening Project Dignity Sabi Sand School Safaris

This project seeks to assist with our 120 School girls provided During 2020, the SSPT and Africa
carbon off set; we will be procuring with sanitary wear Founda on were in discussions
Spekboom and indigenous trees in about ge ng Conserva on included
a nursery. Kurhula High School has 27 Elderly residents in the regular school curriculum.
granted us permission to provided with washable This will assist in shaping the futures
implement this nursery in their adult diapers of the next genera on of
school, thereby providing an conserva onists. The goal for 2021 is
opportunity for further Since its incep on, Project Dignity to reinstate the program and expand
environmental educa on, possibly has provided sanitary wear to more the program to other areas of the
linking with the school safaris. than 4 000 Grade 6 girls in the reserve. Planning for the next phase
Planning is already underway and communi es around the Sabi Sands. is underway with the various
the MOU is currently being Educa on was also provided to these partners and schools.
finalised; therea er, the project girls about menstrua on and how to
will be fully implemented. use the provided products.

32

Recruit Local Buy Local Enterprise Development

As soon as COVID-19 legisla ve As with RecruitLocal, as soon as In line with the BuyLocal ini a ve,
guidelines allow, the SSPT will COVID-19 legisla ve guidelines the SSPT discovered the need to
conduct training with the local allow, the SSPT will conduct training build a database of local SMMEs. The
community members on how to with the local community members most common need amongst the
make use of the RecruitLocal website on how to make use of BuyLocal to lodges was for waste removal; hence
to assist them in finding suitable assist SMMEs in finding suitable the establishment of the Integrated
employment. The goal of opportuni es within the tourism Waste Management Strategy for the
RecruitLocal is to provide a “one- sector. Reserve. The aim is to help local
stop-shop” for employers and community businesses to earn a
poten al employees to connect with living and create long-term economic
each other and to create more much- stability for themselves and their
needed job opportuni es for our families.
local community members.

33

SSPT PROJECT HIGHLIGHT I NATURAL RESOURCE MANAGEMENT

Our community based Natural Resource Management (NRM) Project ran for a total of 6 months from March 2020 to
February 2021. The teams were out of the field during April, May, and June 2020 due to COVID-19; then again in
September, October, and November 2020 due to delays in the DEFF's admin department with the signing of our Annual
Performance Plan (APP). We s ll managed to get a total of 10 847 person days (paid workdays) with a total of 140
training days (COVID-19 Compliance, First Aid, Herbicide, and Health and Safety Training). Across the 12 communi es,
they cleared a total of 2 365.26 hectares, averaging 394.21 per month. We have sent in our new APP for March 2021-
February 2022 to be approved by DEFF and look forward to ge ng our teams back in the field again to fight the on-
going ba le with harmful invasive plants, as well as the threat of poverty in trying mes.

34

COVID-19 T
COVID-19
COVID-19 DEFF APP
Approval

35

COMMUNITIES I NPO COLLABORATIONS

819 Individuals 5 539 Families
72 Schools
37 286
Students/learners

36

9 Boreholes 1 477
26 164 Food parcels Jobs/internships

27 Communi es

37

OPERATIONS

The main objec ve of the Opera ons Department is the effec ve management, development, and maintenance of
infrastructure for reserve management and tourism purposes. In addi on, the department ensures that all necessary
equipment required for the reserve remains in working order.
The department acts as an essen al support structure to all other departments and ensures that effec ve opera ons are
maintained; for example, providing guests, staff, and owners with accessible roads, providing accommoda on for staff, water
provision, fleet management, etc. By employing skilled staff and conduc ng ongoing training, the opera ons team is sure to
provide quality services and complete tasks meously and efficiently.

38

A company can seize extra-ordinary opportuni es
only if it is very good at the ordinary opera ons.

“ “MARCEL TELLES

39

OPERATIONS I FEEDBACK

Preventa ve Maintenance Road Maintenance

The opera ons team looks a er the maintenance The opera ons team plays a big role in the rehabilita on,
schedules and regularly works on infrastructure and repair, and management of the reserve’s roads. The team
equipment to ensure they remain in working condi on. also manages areas significantly impacted by soil erosion.
The teams therefore s ck to strict schedules to maintain Erosion control and road maintenance is an ongoing task.
all SSW assets which are used on a daily basis. The ops With the high rainfall over the last year, the ops team
team is spread across the reserve for quick access to any worked hard to maintain the roads. A large amount of me
relevant and/or emergency tasks and con nues to work was spent fixing fence line roads and access roads. The
closely with other departments to keep the SSW up to team thanks members who assisted with sand to recap
standard. some of the roads. The SSW ops team will con nue to
work hard to ensure standards are met.
12 Boreholes
62km Main access roads
12 Pickets
15.2km External access roads
4 Gates
72km Fence line roads
6 Office buildings
43km Boundary roads
18 Staff housing

40

Workshop Other Opera ons

To maintain a good fleet is a necessity for the SSW in order The SSW Ops team is also involved in electric fence
to complete tasks efficiently. The fleet is divided into four maintenance which is essen al for the security of the
groups: Conserva on, Opera ons, Security, and the reserve, its guests, staff, and landowners. In addi on, the
Neighbouring Development team. Basic maintenance of ops team is responsible for maintaining legal compliance
the vehicles is cri cal for the effec ve management of the according to the Occupa onal Health and Safety Act. The
reserve, therefore, a strict maintenance and service ops team ensures that all risks and hazards are iden fied
schedule is implemented to ensure that the en re fleet and dealt with as soon as possible.
remains intact and in working order. A two-year trail run
was done by using Mahindra’s for fence patrols; Over the past year, the ops team fulfilled a large task to
unfortunately, there were many breakdowns and repairs complete two new APU pickets; one at North West corner
needed, therefore, the ops team believed that Toyota’s and the other at Dudley corner. The team struggled to find
remained the most reliable vehicles. water in the north; a er the seventh borehole was drilled,
the team finally found water (1,3km away from the base).
9 Heavy vehicles In addi on, the heavy rains delayed construc on at Dudley
corner. Nevertheless, the team prevailed and managed to
27 Light vehicles complete the tasks by the required deadline; this was
thanks to the well-skilled and trained staff members.

76km Fire breaks burnt

41

SECURITY

The past year has been a year full of challenges and changes for the SSW Security team; however, despite these changes and
challenges, the SSW security team managed to counter the ever-increasing pressure from rhino poaching syndicates.
Intelligence-driven opera ons and other opera onal successes achieved during the past year made it difficult for rhino
poachers to succeed inside SSW; SSW was a high risk, high reward reserve to hunt in. Without informa on and support from
within the reserve, the balance between risk and reward makes it too dangerous to enter the reserve. This, combined with the
successful intelligence opera ons forced syndicates to re-focus their a en on on the recruitment of internal SSW
collaborators. Rhino poachers also advanced in the past year in the use of technology and were catching up to new technology
faster that what we did. This together with the internal involvement made SSW very vulnerable and thus the loss of 2 rhino for
the year.

42

No one will protect what they don’t care about. And no one will care
about what they have never experienced.

“ “SIR DAVID ATTENBOROUGH

A er careful planning and exhaus ve inves ga ons, it was found that the SSW security and opera ons departments, APU's,
and lodges had been infiltrated and informa on was being provided to poaching syndicates. The SSW ran a comprehensive
polygraph opera on and informa on sources were used to iden fy all SSW personnel involved, which included lodge staff
across the reserve. All members involved were dismissed through a legal process and external intelligence opera ons were
ramped-up with the recruitment of a bigger source network. These efforts resulted in the arrest of 48 rhino poachers and the
recovery of 24 high caliber hun ng rifles over a period of 12 months. By changing tac cs to disrupt poachers on the outside, the
security team had succeeded to a large extent. The security team will work together with the lodges to implement a Home
Guard system to implement the strategy and fight internal involvement and will con nue to fight for our precious wildlife.

43

SECURITY I POACHING 13 Crossings
99 Shots inside & outside
48 Poachers arrested 14 Tracks
24 Weapons confiscated 1 Contact
2 Rhino carcasses 13 Suspicious ac vity
11 Fence cuts/damage

1 Pangolin recovered

Over the repor ng period, SSW lost 2 rhinos
due to poaching. Security incidents have
however started to climb dras cally as from
January 2021.

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The main threat to the SSW remains internal involvement in poaching; therefore,
the SSW has implemented a strict Decep on Policy to be followed by SSW and
lodges alike. Advances in technology and the unfortunate increase in internal
collabora on with criminal elements, have made SSW a vulnerable target. In
addi on, some lodges have not adhered to the requirements which makes it
difficult to keep the reserve safe; therefore, collabora on is needed now more
than ever.

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SECURITY I SECURITY MEASURES

The ques on of how many boots on the ground versus the amount of technology is ever-changing. Technology is a very effec ve
detec on tool and without efficient detec on, rangers on the ground cannot respond. With the situa on SSW has found itself in
during the repor ng period, we now need more eyes on the fence than ever before; however, when you put more eyes on the fence
you have more detail/informa on coming into the Control Room; the operators also need technology to analyze the feedback from
the ground. One of the goals for the security department is to upgrade the cameras with recogni on so ware to assist in this process.

The placement of the thermal cameras is known to those who scout for poachers. This is one of the reasons why SSW must invest and
deploy mobile thermal cameras and make use of trap cameras which the suspects cannot see. In the past year, we have started
deploying camera traps with recogni on so ware; it is evident how much movement and reconnaissance there is on the fence line at
night. In considering this, we should be deploying more camera traps to monitor the fence and improve detec on capabili es.

The heavy rains experienced between
December 2020 and February 2021
caused extensive damage to the fences
and roads, resul ng in restricted
movement and therefore limited
reac on capabili es. The teams worked
24/7 to repair the damaged roads and
fences to restore the security of the
reserve. The security team thanks the
opera ons and conserva on teams for
their assistance during this me.

17 Fence breaks 30 Heavy soil erosion & 18 Drainages damaged

road damage

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13 968 Vehicle searches 418 898km Travelled 22 053 Patrols

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MARKETING & PR

2 654 (SSW) 160 (SSPT)
1 483 (SSPT)
Followers
Followers

252 (SSW) 232 (SSW)

Followers Followers

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2 976 Reaches
219 Engagements

7 651 Reaches 12 380 Reaches
925 Engagements 3 103 Engagements

4 219 Reaches
920 Engagements

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FINANCES I GUEST CONSERVATION CONTRIBUTION

Ecological Programs 25% Community Programs 25% Wildlife Protec on/
Security 50%
• Assessment and registra on of • Program development in Digital
water points across 50 000 Learning Centres that reach 10 000 • Deployment of specialist an -
hectares open learning students and 439 poaching units on 3 803 patrols
adult learners.
• Ini al research and phase one of • Ranger equipment and
the Sand River Catchment • Eradica on of harmful and invasive accommoda on
project plants and the reclama on of soil
eroded areas in all 12 villages • Construc on of APU pickets for
• Green Assessments that assist reloca on
Members and managers in • Ongoing rehabilita on of
complying with environmental rangeland to support livestock to
legisla on ensure health & economic benefits
to farmers

25%
50%

25%

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