50 Fire Management Fire plays a crucial role in the SSNR’s ecology and has important effects on vegetation composition, productivity, and nutrient cycling. The Operations team is responsible for the Reserve’s Fire Management. The SSNR has implemented a detailed firebreak burning program which ensures adequate fire safety within the whole Reserve. Several internal firebreaks have been established to facilitate the recommended burning regime; they are maintained and burned during a favourable time of year, usually in the dry winter months. The Reserve also needs to be protected from wildfires spreading from neighbouring reserves and communities. Very specific rules and regulations, including the National Veld and Forest Fire Act (No. 101 of 1998), need to be followed to ensure bio-diversity conservation and wildlife are protected. The SSNR forms part of the Greater Kruger Fire Protection Association (FPA) and follows strict permit requirements to burn from June to September each year. The SSNR Operations team is committed and work diligently to maintain a safe and sustainable environment for all stakeholders. Firebreaks burned: 87km Total blocks burned: 2 412ha
51 INFRASTRUCTURE DEVELOPMENT After dividing the Shaws Complex with Sabie Game Reserve (SGR), the aim was to build new structures and renovate existing structures to ensure the continuation of all SSNR operations. SSNR Management collaborated closely with architects and building contractors to ensure that all necessary facilities and infrastructure were provided to support the Reserve’s daily tasks. The development was then divided into three phases. Phase 1 Phase 1 was the most critical as the requirements were of high priority, yet minimal disruption to daily operations needed to be maintained. 8 Offices 4 Houses 1 Boma 3 Storage containers 1 State-of-the-art Control Room
52 Phase 2 1 House 2 Intel Offices 2 Security Offices Revamp IT & Logistics Expand Workshop Revamp Staff Ablutions Expand Staff Rooms Timber Deck Parkings Gardens Phase 3 is in he process of being implemented and will be completed within the next Financial Year. Through the Shaws HQ development, SSNR has been able to create a functional and efficient base which meets and facilitates the best practice standards of Reserve Management.
53 BUSINESS SERVICES
54 “A great opera house is not run by a director, but by a great administrator.” Steven Berkoff
55 2023/24 Progress In April 2023, the SSNR formed a partnership with Painted Dog Holdings to assist in increasing and improving the SSNR’s brand awareness, marketing and public relations. Since its inception, our digital marketing strategies have undergone significant transformation, aligning with our overarching goals of enhancing brand visibility and audience engagements. The digital marketing strategy is built on five core objectives: • Growing social media presence • Increasing online brand awareness • Showcasing diversity of product offering • Highlighting projects and initiatives • Growing audiences across source markets (USA, UK and Europe) The Painted Dog team has achieved a consistent month-on-month growth in all 5 objectives: • Social media: our social media presence has seen remarkable growth with the number of followers increasing steadily across platforms. Engaging content and strategic campaigns have contributed to heightened audience interaction. • Enhanced brand visibility: through targeted digital marketing initiatives, Painted Dog has succeeded in elevating the visibility of the Sabi Sand section online. Increased website traffic, improved search engine rankings, and positive sentiment metrics indicate growing brand recognition and resonance. • Product showcase: SSNR’s digital channels have served as effective platforms for showcasing the diverse range of experiences and projects available within the Sabi Sand. Compelling storytelling and visually engaging content have captured the attention of prospective visitors, driving additional interest and inquiries. • Project highlighting: SSNR has successfully communicated our commitment to sustainability, conservation, and community initiatives through our digital channels. Transparent reporting and engaging narratives have fostered trust and affinity among socially conscious travelers. • Audience growth: strategic targeting and tailored messaging have facilitated expansion within key source markets. Efforts to cultivate relationships with travel influencers, collaborate with industry partners, and participate in relevant online platforms have contributed to successful (and improving) audience growth and engagement. The Way Forward Key areas of focus for future include: • Expansion of social media reach: continuously optimizing content strategies and exploring emerging platforms to reach new audiences and deepen engagement rates. • Continued brand building: investing in brand storytelling, visual identity, and user experience enhancement to reinforce brand equity and differentiation. • Target audience development: refining audience segmentation strategies to tailor content to diverse audience preferences and interests. • Innovation and adaptation: staying abreast of digital trends, technological advancements, and evolving consumer behaviours to innovate and adapt our strategies accordingly. BRAND AWARENESS & PUBLIC RELATIONS
56 Top posts Demographics Published behaviour Top posts SOCIAL MEDIA Demographics
57 ENVIRONMENT 25% WILDLIFE 50% FINANCES Nature Conservation Trust Security • Recruitment and deployment of specialist anti-poaching unit in the Western Sector (Alicecot, Wallingford, Exeter). • Successfully incorporating Conservation into NCT from SSNR. • Successfully implementing Phase 1 & 2 of the Infrastructure Development Plan at Shaws HQ. • Additional equipment acquired to enhance security functionality. Conservation • Applications submitted for the adoption of a Maintenance Management Plan. • Registration completed for the General Authorisation and Water Use Licenses. • The 30th Annual Aerial Census conducted. • Successful implementation of Green Assessments to ensure environmental best practice. • A successful follow-up dehorning operation where 124 individuals were processed. • Modelling and mapping of rhino occurrences and poaching to inform management decisions as well as a submission of a scientific publication..
58 PEOPLE 25% FINANCES Sabi Sand Pfunanani Trust Foundation making an impact on education in our neighbouring communities. • 32 students from schools within the communities visited the SSNR Conservation Department to raise awareness on job opportunities within Conservation and environment. • Ongoing support for the rehabilitation of the Cattle Rangeland Project to ensure health and economic benefits to local farmers. • An upgrade of the local recruitment platform is underway where the website will be able to accommodate lodge recruitment systems as well. • The Sabi Sand School Safaris is an educational tool for youth within the local communities; over 1 000 children participated and the project was extended to the northern region of the Reserve • Project Isizwe provides affordable WiFi to local youth for education and career purposes. Coverage is in the process of being extended. Community • Successful incorporation of all operational expenses into the Trust. • Continuously supporting Good Work
59 Scaling up Technology in Wildlife Crime Prevention In our ongoing fight against wildlife crime, we are committed to scaling up the deployment of advanced technologies within the Sabi Sand Nature Reserve. This includes enhancing our detection capabilities through the use of artificial intelligence, high-resolution cameras, fibre optics, and acoustic systems. These tools will significantly bolster our efforts in protecting rhinos and other species of concern. Additionally, we are enhancing our Anti-Poaching Unit (APU) with cutting-edge technology and ensuring rigorous integrity through the use of polygraph testing. This will ensure that only the highest trained individuals with unwavering integrity are deployed in our conservation efforts. Empowering Communities & Stakeholders We aim to amplify our collective impact across all communities and stakeholder groups within the Sabi Sand region. By aligning with various Non-Profit Organisations (NPOs) and focusing on key pillars such as early childhood development, economic empowerment, and environmental sustainability, we are working to break the cycle of poverty and improve the lives of community members. Notably, projects such as the Sand River and Source Local initiatives are central to our strategy as they foster partnerships and sustainable practices that benefit the entire landscape. THE WAY FORWARD
60 Advancing Large-Scale Conservation Programs Continuing our dedication to large-scale conservation, we are proud of the achievements in projects such as the African Park ReWild initiative, which successfully reintroduced 32 rhinos into the wilds of the Sabi Sand. We are revitalizing our engagement with the Black Rhino Range Expansion Project (BRREP) and plan to introduce a booster population of black rhinos in the coming years. Our vision remains steadfast: to be a beacon for conservation and eco-tourism in Africa. Improving Governance & Essential Services We are also committed to improving governance and delivering essential services, including better infrastructure, combating soil erosion, and providing excellent gate and fence management, all of which enhance the value and impact of our Reserve. By focusing on these key areas, we aim to elevate the Sabi Sand Nature Reserve as a leading model of good governance and exceptional service delivery. These efforts will ensure that we continue to provide meaningful impact and value to our members, solidifying our status as a premier conservation area and a vital part of the Greater Kruger landscape.
61 THANK YOU
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63 www.sabisand.co.za 013 735 5102