Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698139898757.pdf (South Africa)
1 South African National Parks 2022|2023Annual Report Annual Report 2022|2023 2 Annual Report 2022|2023 Growth This annual report contains the achievements, performance information, outlook, financial position and human resources information of South African National Parks (SANParks) for the 1 April 2022 – 31 March 2023 reporting period, as per National Treasury guidelines for schedule 3A and 3C public entities.
3 Growth ABOUT SANPARKS SANParks Vision Mission 4 SANParks is a government conservation authority in terms of the National Environmental Management: Protected Areas Act (Act 57 of 2003).

Its mandate is to conserve, protect, control and manage National Parks and other defined protected areas and their biological diversity (biodiversity).
SANParks manages a system of 20 functional National Parks in seven of the nine provinces of South Africa, with total area of over 4 million hectares, comprising 67% of the protected areas under state management.

SANParks falls under the jurisdiction of the Department of Forestry, Fisheries and the Environment (DFFE).

A world class system of sustainable National Parks reconnecting and inspiring society.

Mandate Delivery of the conservation mandate by excelling in the management of a national park system.
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.

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Public Entity’s General Informtion REGISTERED NAME: SOUTH AFRICAN NATIONAL PARKS REGISTRATION NUMBER (if applicable): Not applicable PHYSICAL ADDRESS: 643 Leyds Street Muckleneuk Pretoria South Africa 0002 POSTAL ADDRESS: PO Box 787 Pretoria 0001 TELEPHONE NUMBER/S: +27 (0)12 426 5000 FAX NUMBER: EMAIL ADDRESS: +27 (0)12 343 0905 reservations@sanparks.org WEBSITE ADDRESS: www.sanparks.org EXTERNAL AUDITORS: Auditor-General of South Africa (AGSA) BANKERS: 4 Daventry Street, Lynnwood Bridge Office Park Lynnwood Manor Pretoria, SA First National Bank 1 First Place 7th Floor Bank City Johannesburg 2000 COMPANY/BOARD SECRETARY: Ms Maximilian Mathabathe 5 Annual Report 2022|2023 2.
LIST OF ABBREVIATIONS/ACRONYMS BEE btb CBD CCMA CE CEO CITES CPA CSI Black Economic Empowerment Bovine tuberculosis Convention on Biological Diversity Commission for Conciliation, Mediation and Arbitration Chief Executive Chief Executive Officer Convention on International Trade in Endangered Species of Wild Fauna and Flora Community Property Association Customer Satisfaction Index ICT IT IUCMA IUCN K2C KNP METT MPA MoU MTPA Information and Communication Technology Information Technology Inkomati-Usuthu Catchment Management Agency International Union for Conservation of Nature Kruger to Canyons Kruger National Park Management Effectiveness Tracking Tool Marine Protected Area Memorandum of Understanding Mpumalanga Tourism and Parks Agency DALRRD Department of Agriculture, Land Reform and Rural Development NATJOINTS National Joint Operational and Intelligence Structure 6 DFFE DENC DoBE EA EFP EM EME EPIP EPWP FAO FTE GEF GGHNP GKSPD GLTFCA ha HCM Department of Forestry, Fisheries and the Environment (DFFE) Department of Nature Conservation Department of Basic Education Environmental Awareness Eco-furniture Programme Environmental Monitor Exempted Micro Enterprise Environmental Protection and Infrastructure Programme Expanded Public Works Programme Food and Agriculture Organisation Full-time Equivalent Global Environmental Facility Golden Gate Highlands National Park Greater Kruger Strategic Development Programme Great Limpopo Transfrontier Conservation Area Hectare Human Capital Management HOSPERSA Health and Other Services Personnel Trade Union of South Africa NDM NDP NDT NEHAWU NEMBA NEM: PAA NGO NRMP Namaqua District Municipality National Development Plan National Department of Tourism National Education, Health and Allied Worker's Union National Environmental Management: Biodiversity Act National Environmental Management: Protected Areas Act Non-governmental Organisation Natural Resource Management Programme NUPSAW National Union of Public Services & Allied Workers NYDA OHS PFMA PPPFA PSHB QSE RQO SA SAHRA National Youth Development Agency Occupational Health And Safety Public Finance Management Act Preferential Procurement Policy Framework Act Polyphagus Shot-hole Borer Beetle Qualifying Small Enterprise Resource Quality Objective South Africa South African Heritage Resources Agency 2.
LIST OF ABBREVIATIONS/ACRONYMS SANBI SANCCOB SANDF SANParks SCM SDG SET SHR SMME SO SoAIM TMNP TOPS TUT TVET UCT South African National Biodiversity Institute Southern African Foundation for Conservation of Coastal Birds South African National Defence Force South African National Parks Supply Chain Management Sustainable Development Goal Socio-economic Transformation SANParks Honorary Rangers Small, Medium or Micro Enterprise Strategic Objective State of Area Integrity Assessment Table Mountain National Park Threatened or Protected Species Tshwane University of Technology Technical and Vocational Education and Training University of Cape Town UNESCO United Nations Educational, Scientific and Cultural Organisation VWS WftC WoF Veterinary Wildlife Services Working for the Coast Working on Fire 7 Annual Report 2022|2023 TABLE OF CONTENTS 1.
PUBLIC ENTITY’S GENERAL INFORMATION 2.

LIST OF ABBREVIATIONS/ACRONYMS PART A: GENERAL INFORMATION MINSTER’S FOREWORD FOREWORD BY THE CHAIRPERSON CHIEF EXECUTIVE OFFICER’S OVERVIEW BOARD OF SOUTH AFRICAN NATIONAL PARKS ORGANISATIONAL STRUCTURE STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT STRATEGIC OVERVIEW LEGISLATIVE AND OTHER MANDATES 1.

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4 5 6 7 8 8 PART B: PERFORMANCE INFORMATION 1.

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AUDITOR’S REPORT: PREDETERMINED OBJECTIVES SITUATIONAL ANALYSIS 2.1 SERVICE DELIVERY ENVIRONMENT 2.2 ORGANISATIONAL ENVIRONMENT 3.

INSTITUTIONAL PROGRAMME PERFORMANCE INFORMATION 3.1 SUSTAINABLE CONSERVATION 3.2 DIVERSE RESPONSIBLE TOURISM 3.3 SOCIO-ECONOMIC TRANSFORMATION 3.4 SUSTAINABLE ORGANISATION 4.

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STRATEGY TO OVERCOME AREAS OF UNDER-PERFORMANCE REVENUE COLLECTION CAPITAL INVESTMENT PART C: GOVERNANCE 1.

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INTRODUCTION PORTFOLIO COMMITTEES EXECUTIVE AUTHORITY THE ACCOUNTING AUTHORITY/BOARD RISK MANAGEMENT INTERNAL AUDIT AND RISK COMMITTEE COMPLIANCE WITH LAWS AND REGULATIONS FRUAD AND CORRUPTION MINIMISING CONFLICT OF INTEREST 10.

CODE OF CONDUCT 11.

HEALTH, SAFETY AND ENVIRONMENTAL ISSUES 12.

BOARD SECRETARY 13.

SOCIAL RESPONSIBILITY 14.


B-BBEE COMPLIANCE PERFORMANCE INFORMATION PART D: HUMAN RESOURCE MANAGEMENT 1.

2 INTRODUCTION HUMAN CAPITAL MANAGEMENT OVERSIGHT STATISTICS PART E: Financial report 1.

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3 4 5 6 CFO FINANCIAL OVERVIEW REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON SOUTH AFRICAN NATIONAL PARKS GENERAL INFORMATION STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY OF THE ANNUAL REPORT AUDIT & RISK COMMITTEE REPORT INDEX 152 152 154 154 154 154 154 154 155 155 155 156 157 158 158 162 163 166 172 173 175 176 9 Part: A General Information Annual Report 2022|2023 1.
FOREWORD BY THE Minister Barbara Creecy Ms The 2022/23 annual report for South African This represents approximately 70% of state- 10 National Parks not only acknowledges present owned terrestrial protected areas and 22% economic, social and political challenges, but of state-managed MPAs.
In addition, five also the important role that National Parks parks are integral components of transfrontier have come to play as a place of healing and conservation areas with Namibia, Botswana, reflection in troubled times.

Zimbabwe, Mozambique and Lesotho.


Despite global and national challenges, there Through the National Protected Area is cause to celebrate the admirable efforts Expansion Strategy (NPAES), SANParks that SANParks staff and stakeholders have contributes to the National Development made to protect the institution’s landscapes, Plan’s Vision 2030.

In the year under review, tranquility and economic development.
5 404,4 ha of conservation land was added to This annual report demonstrates the successful delivery of major objectives set for the financial year, including the goals for sound management and growth.

This is South Africa’s protected area system through the expansion of four National Parks, namely, Addo Elephant, Tankwa Karoo, Table Mountain and Agulhas.

reflected in the growth of visitors to National In an effort to increase protection of South Parks by 42,49% in the past financial year.
Africa’s grasslands, SANParks, in partnership Accommodation unit occupancy rose to with WWF-SA and a range of government 63,1% - an increase of 9,55% - and tourism and non-government partners, is working to revenue increasing by 46,1%.

establish a new National Park in the grasslands biome of the Eastern Cape.

SANParks effectively enables and delivers on its conservation mandate through a system of 21 National Parks, including three world heritage sites and 10 marine protected areas (MPAs).
SANParks has settled 58 of 66 land claims in protected areas since 2018.

Unresolved Partnerships with private rhino owners will be important to the plan.

SANParks has been land claims in the Kruger National Park remain a great concern, but we are pleased by requested to lead the development of such a recovery plan as a key element of its work in the manner in which the SANParks Board and management have been engaging with this coming financial year.
traditional authorities to conclude these complex claims in a more inclusive manner that will ensure greater benefits to the communities involved.

I would like to express my thanks to the Board, executive management and staff of SANParks for their dedication in an ever-changing world.

I table the SANParks 2022/23 annual report as having met all required legislative frameworks.

Addressing the poaching of South Africa’s wildlife and plant species has been prioritised by government.
In this reporting period we report a 40% decrease in rhino poaching in the Kruger National Park (KNP) compared to 2021.

The involvement of SANParks in South Africa’s contribution to the Convention on Biological Diversity in Canada in 2022 is welcomed.

The 15th Convention adopted the Kunming- Montreal Global Biodiversity Framework and the Biodiversity Monitoring Framework setting 23 global targets and actions to be achieved by 2030.
To achieve these targets, and to ensure that protected areas of the future respond to needs and aspirations of South Africans, SANParks has initiated a 2040 Vision project aimed at re-imagining and co-creating a new future for conservation.

It is being supported through transformative cooperation with the government, sub-national and local authorities, and society as a whole.

Addressing the poaching of South Africa’s wildlife and plant species has been prioritised by government.
In this reporting period we report a 40% decrease in rhino poaching in the Kruger National Park (KNP) compared to 2021.

It has become evident that South Africa needs a species recovery plan for white rhino that considers the support required for conserving rhino across extensive wildlife systems.

_________________________________________ Minister of the Department of Forestry, Fisheries and the Environment Ms Barbara Creecy Date: 31 August 2023 11 Annual Report 2022|2023 2.
FOREWORD BY THE Chairperson On behalf of SANParks Pam Yako Ms I am proud to In this reporting period there has been a 12 present the 2022/2023 annual report which definite recovery trajectory following the Covid represents our achievements against plans pandemic that gripped the world from 2020 and commitments for the past financial until 2022.

We saw a 42,49% increase in year.


This report highlights what we have the number of visitors to parks year-on-year undertaken in the reporting period; a period from 3 482 514 in 2021/22 to 4 962 074; that was characterised by difficulties ranging while accommodation unit occupancy rose from Covid-19 post-pandemic challenges by 9,55% relative to the same period for the and the state of the global economy, to the previous year.

rising cost of living and a strained geopolotical environment.
SANParks contributes to the implementation of South Africa’s National Development Plan Our mission as the Board is focused on 2030 and the United Nations sustainable providing strategic direction, leadership and development goals which underscore the overall oversight and ensuring that all strategic importance of protected area expansion.

objectives as planned for in the reporting During this financial year, 5 404,4ha of period are accomplished.
conservation land was added to South Africa’s protected area system through the expansion of four National Parks, namely, Addo Elephant, Tankwa Karoo, Table Mountain and Agulhas.

It is indeed heartwarming to note the progress achieved by SANParks despite the many challenges experienced in this reporting period and I thank the board committees, the executive committee, and all staff for their commitment to ensuring that not only is SANParks sustainable but remains unfailing in meeting its mandate.
In partnership with WWF-SA and a range of government and non-government partners, SANParks manages five marine protected areas and similar to terrestrial protected areas, SANParks is undertaking the establishment of a new national park in the grasslands they too are within the vicinity of the country’s poverty nodes where communities depend biome of the Eastern Cape.

This groundbreaking model is based on a combination of land on natural resources as a means of survival.
Against this backdrop, an anglers project was purchase and the declaration of state land, state-owned communal land and private land launched in the Wilderness area of the Garden Route to empower women in the fishing which will see previously disadvantaged individuals and communities benefiting directly sector.

Further interventions are being explored for implementation in the near future.

from their contribution to the expansion of protected areas.
The Board and management continue to seek innovative approaches to meet the The reality of climate change and the ability of National Parks to adapt to, it continues to mandate of the organisation within an environment of financial constraints.

Key of which receive intense focus in our research efforts; during the period under review, the Climate is the implementation of austerity measures and accessing support from partnerships with Preparedness Strategy was approved by the Board.
The strategy sets out frameworks the private sector and NGOs such as the SANParks Honorary Rangers, the Wilderness and methodologies to enhance our resilience to the inevitable destruction and disruption Foundation and the WWF-SA to name but a few that is wrought by extreme weather events and other consequences of climate change.

In this regard, climate change assessments have been completed for nine National Parks including Kruger and the majority of our parks in the arid regions.
Last but definitely not least, it gives me great pleasure to announce the outcome of the external audit by the Auditor-General of South Africa (AGSA) on the annual financial statements, annual performance report, compliance with legislation and other legal and South Africa’s relentless fight against rhino poaching continues.
Innovative strategies regulatory requirements for the year ended 31 March 2023 is an unqualified audit opinion, implemented in Kruger National Park, which has historically borne the brunt of this scourge, with findings on compliance with applicable laws and regulations.
It is indeed heartwarming to note the progress achieved by SANParks despite the many challenges experienced in this reporting period and I thank the board committees, the executive committee, and all staff for their commitment to ensuring that not only is SANParks 13 sustainable but remains unfailing in meeting its mandate.

led to a decline in poaching numbers by 49,74% compared to the previous year.

It is also critical that we underscore the fact that no rhinos were poached in any other national park.
The establishment of other rhino strongholds outside of the Kruger National Park is a strong mitigator and continues to be pivotal in our rhino management strategy.

Inclusivity and equitable sharing of benefits continues to be a strong ethos of SANParks.

As such SANParks implements programmes which includes the facilitation of the entry of emerging game farmers as well as communities in the wildlife economy.
During this period, a total of 354 animals were successfully delivered to deserving beneficiaries in North West, Northern Cape, Limpopo, Mpumalanga and the Free State.

Another significant thrust in our socio-economic transformation efforts is the development of practical interventions aimed at enterprise and supplier development and land claimants beneficiation.
Roadshows aimed at awareness raising and information sharing with entrepreneurs in communities neighbouring National Parks have proven to be a beneficial intervention in our efforts to empower local enterprises to participate in business opportunities in and around National Parks.

______________________________ To this end, there was growth in the participation of both EMEs and QSEs in the 2022/23 Chairperson of the Board financial year.
EMEs increased from 648 in 2021/22 to 765 in the year under review, and Ms Pam Yako QSE participation grew from 132 to 260.

Date: 31 August 2023 Annual Report 2022|2023 3.

Chief Executive Officer's OVERVIEW Hapiloe Sello Ms I am pleased to present the South African an operational grant and R256 million as an National Parks annual report for the 2022/23 infrastructure grant from government.

The 14 financial year.


SANParks began the 2022/23 financial year with cautious optimism and hope particularly from the tourism perspective as signs of recovery began to emerge following the easing of travel restrictions in many parts of the world.

Domestically, key economic indicators pointed to a difficult year for households, which meant that discretionary expenditure would be curtailed.

This in turn impacts negatively on tourism spend.


Despite all these challenges, SANParks revenues continued to improve throughout the financial year, resulting in an improved financial position compared to the previous two financial years.

We are confident that this trend will continue well into the future.

General financial review At the beginning of the 2022/23 financial year, SANParks tabled a break-even budget to the minister which projected a total revenue and expenditure of R2,8 billion.
Of that budget SANParks received R714 million as bulk of the remaining budgeted revenue for the financial year was the anticipated self- generated revenue from our tourism operations and resource mobilisation activities.

As at the end of the financial year, SANParks realised a total revenue of R3,2 billion, which represents an increase of 20% from the previous financial year.

The improved revenue performance is due to better than anticipated performance on many tourism indicators.
Spending trends the year under review, SANParks’ In total expenditure (including depreciation) amounted to R3,168 billion which is 4% higher than the projected expenditure due to an increase in the cost of sales, mainly related to the purchase of fuel.

Overall, however, the organisation realised a net surplus of improved expenditure R126 million.
The in performance human resource costs and some under- spending on the maintenance budget, as well as cost curtailment measures that were is attributable to savings implemented during and post the pandemic.

In the new financial year, the organisation will implement systems to enhance spending Requests for roll over of funds on infrastructure and maintenance in general.
The CEO has established an infrastructure committee comprising of exco members from the Parks, KNP and CFO divisions to drive the implementation of infrastructure projects across all parks.

We therefore anticipate significant improvement in infrastructure spending in the coming financial year.

Human resource costs continued to be the biggest expenditure line item for the organisation and stood at 46% of the total expenditure for the year.
No significant decreases are likely in this regard, instead a concentrated effort to fill critical vacancies is to be expected as the financial status of the organisation improves.

Capacity constraints and challenges Section 53 of the PFMA states that a public entity may not budget for a deficit or accumulate surpluses unless prior written approval from the National Treasury has been obtained.

A request will be made to National Treasury for retention of surpluses.
This will be used mainly to continue and finalise key infrastructure projects across our National Parks.

Supply chain management As a PFMA schedule 3A Entity, SANParks is required to comply with the provisions of the Public Finance Management Act, the National Treasury Regulations and all applicable practices and instruction notes issued by the National Treasury from time to time.
On a quarterly basis the organisation undertakes a review to assess compliance with the PFMA, During the financial year, the organisation continued to operate in a constrained financial the National Treasury Regulations and relevant prescripts.

Our own internal assessments environment which affected operations.
Despite some improvement in the overall financial indicate that during the year under review there have been sporadic instances of a failure to position, there were still a number of uncertainties, particularly in respect of full recovery comply with applicable supply chain management processes in the procurement of goods of tourism operations due to the slow return of international guests.

There was as a result, and services.


This resulted in irregular expenditure of R202 million for the 2022/23 financial a heavy reliance on the domestic market which is beleaguered by a tough economic year.

environment of sharp increases in fuel costs, accelerated interest rate hikes and a marked rise in inflation.
15 In addition to these challenges, the organisation continues to struggle with the challenges presented by ageing infrastructure and slow progress on maintenance; this challenge is particularly prevalent in older National Parks such the Kruger National Park.

Consequently, infrastructure maintenance will be a major priority going forward; to bolster our efforts in this SANParks aims to continue to implement a number of programmes to modernise its IT systems.
In the year under review, SANParks implemented a customer relationship management system which creates a platform for greater interaction between SANParks and its regard, a panel of professional firms comprising built environment professionals such as customers/guests.

engineers and quantity surveyors has been appointed to assist us in clearing maintenance backlogs.

The intention is to expand this panel in the coming year.
Discontinued key activities / activities to be discontinued The organisation has appointed a loss control committee which assists the CEO and the No activities were discontinued during the year under review.

New key activities No new activities were introduced during the year under review.

CFO in conducting determination tests arising from irregular expenditure.
Where there have been failures to comply with relevant procurement requirements, the loss control committee makes recommendations to the CFO and human capital management for the organisation to institute consequence management.

As at the end of the financial year under review, SANParks had finalised over 41 disciplinary cases related to irregular expenditure with 29 cases in the process of being finalised.
Annual Report 2022|2023 Fruitless and wasteful expenditure Acknowledgement During the year under review, SANParks did not incur fruitless and wasteful expenditure.

On behalf of SANParks management and staff, I thank the minister of forestry, fisheries and All concluded unsolicited bid proposals for 2022/23 financial year There were no unsolicited bid proposals during the year under review.
Plans to address financial sustainability the environment and the Board of SANParks for providing guidance and strategic direction throughout the year under review.

I also thank the SANParks leadership team and all employees for their commitment, focus and hard work to ensure we deliver on our mandate.

SANParks aims to continue to implement a number of programmes to modernise its IT systems.
In the year under review, SANParks implemented a customer relationship management (CRM) system which creates a platform for greater interaction between We remain committed to do our best to contribute to the developmental priorities of our country through the conservation of our natural heritage, implementation of responsible tourism, as well as the socio-economic upliftment of our largest stakeholder, namely the SANParks and its customers/guests.
It is anticipated that the CRM system will also assist neighbouring communities.

the organisation to deepen its comprehension of customer expectations, needs and preferences thereby improving customer centricity and responsiveness.
We eagerly anticipate the roll-out of the new Tourism Property Management System which will enhance transaction efficiencies and broaden market access, the effects of which we believe will result in increased sales revenues and an enhanced visitor experience, particularly in terms of bookings and reservations.

Going forward, digitisation and the 16 evolution of our IT systems will be a main driver for the sustainability of SANParks.
The development of a Board-driven SANParks Vision 2040 is well underway and consultations with a number of key external stakeholders have already begun.

Our intention is to co-create a reimagined National Parks and protected areas system that is all inclusive for the benefit of all.

Linked to the Vision 2040 project will be the development of a long-term financial sustainability model for the organisation.
Events after the reporting date SANParks is not aware of any events after the reporting date of 31 March 2023 that are likely to have a material impact on SANParks financial results or operations.

Economic viability SANParks remains a going concern as at the end of the 2022/23 financial year.

SANParks ______________________________ has a net asset value of approximately R3 billion.
The organisation derives its revenue Chief Executive Officer South African National Parks from tourism activities, government grants and other resources mobilised through our own Ms Hapiloe Sello resource mobilisation activities.

Date: 31 August 2023 4.


BOARd OF SOUTh AFRICAN NATIONAL PARKS Ms Pam Yako Chairperson Ms Flora Mokgohloa Mr Edgar Neluvhalani Ms Hulisani Mushiane 17 Mr Brian Ngobeni Ms Bulelwa Koyana Mr Jeff Mashele Mr Lourence Mogakane Ms Zuks Ramasia Chief Livhuwani Matsila Ms Yolan Friedmann Ms Nandi Mayathula-Khoza Annual Report 2022|2023 Annual Report 2022|2023 5.
ORGANISATIONAL STRUCTURE SANPARKS BOARd Acting CHIEF EXECUTIVE OFFICER Mr Property Mokoena BOARD SECRETARY Ms Maximilian Mathabathe 18 HEAD: CHIEF EXECUTIVE OFFICER AND CHIEF OPERATING OFFICER OFFICES Mr Lucas Zepe CHIEF AUDIT EXECUTIVE Mr Lutendo Makhadi CHIEF OPERATING OFFICER Ms Lize McCourt Acting CHIEF FINANCIAL OFFICER Ms Rebecca.
Pillay Acting ME: CONSERVATION SERVICES Dr Howard Hendricks ME: TOURISM DEVELOPMENT AND MARKETING Ms Hapiloe Sello ME: KNP Mr Oscar Mthimkhulu Acting HOD: SET Ms Elizabeth Mhlongo HEAD: HUMAN CAPITAL MANAGEMENT Ms Makgomo Umlaw 6.
STATEMENT OF RESPONSIBILITY ANd CONFIRMATION OF ACCURACY FOR ThE ANNUAL REPORT To the best of my knowledge and belief, I confirm the following: • • • • • • • • All information and amounts disclosed in the annual report are consistent with the annual financial statements audited by the Auditor-General of South Africa.

The annual report is complete, accurate and free from any omissions.

The annual report has been prepared in accordance with the guidelines issued by National Treasury.
The annual financial statements (Part E) have been prepared in accordance with the standards applicable to the public entity.

The accounting authority is responsible for the preparation of the annual financial statements and for the judgements made in this information.
The accounting authority is responsible for establishing and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements.

The external auditors are engaged to express an independent opinion on the annual financial statements.
In our opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the public entity for the financial year ended 31 March 2023.

____________________________ Chief Executive Officer SANParks Ms Hapiloe Sello Date: 31 August 2023 _________________________ Chairperson of the Board Ms Pam Yako Date: 31 August 2023 19 Annual Report 2022|2023 7.
STRATEGIC OVERVIEW Mission Constitutional mandate Section 24(b) of the Constitution of the Republic of South Africa (Act 108 of 1996) underpins the SANParks mandate, which states that: Develop, protect, expand, manage and promote a system of sustainable Everyone has the right – National Parks that represents natural and cultural heritage assets, through innovation, excellence, responsible tourism and just socioeconomic benefit for current and future generations.
Vision a) To an environment that is not harmful to their health or wellbeing; and b) To have the environment protected for the benefit of present and future generations through reasonable legislative and other measures that: (i) prevent pollution and ecological degradation; (ii) promote conservation; and A world-class system of sustainable National Parks reconnecting and inspiring society.
(iii) secure ecologically sustainable development and use of natural resources, while promoting justifiable economic and social development.

20 8.
LEGISLATIVE ANd OThER MANdATES Legislative and policy mandates SANParks was initially established in terms of the now repealed National Parks Act (Act 57 of 1976) and continues to exist in terms of the National Environmental Management: Protected Areas Act (Act 57 of 2003) with the mandate to conserve, protect, control and manage National Parks and other defined protected areas As a leading conservation authority, SANParks is a public entity under the jurisdiction of the and their biological diversity (biodiversity).
Department of Forestry, Fisheries and the Environment (DFFE), where inclusive conservation (as opposed to previous policies of exclusion) is central to advancing the policies in line with the National Development Framework for Sustainable Development and the National Development Plan.

The SANParks of today is recognised as a world leader in conservation and protected area management.
In the last two decades, seven new National Parks have been established, totalling over 700 000 ha, much of this in under-conserved biomes such as the succulent As a public entity, SANParks is also governed by the Public Finance Management Act (Act 1 of 1999 as amended by Act 29 of 1999) (PFMA), and it is listed as a Schedule 3 Part A: 25 public entity.
In accordance with revised Treasury Regulations sections 5 and 30, issued in terms of the PFMA, to provide the necessary legal basis for implementation of the Framework for Managing Programme Performance Information, SANParks is expected to submit a five- year strategic plan, ideally subsequent to every national election cycle, linked to the identified outcomes of the Presidency, for approval by the DFFE Ministry as the executive karoo and fynbos.

authority.
authority.

The National Environmental Management: Protected Areas Act (Act 57 of 2003) (NEM: PAA) mandates SANParks to create destinations for nature-based tourism in a manner that is not harmful to the environment.

SANParks generates 80% of its operating budget from its ecotourism business; fulfilling its conservation mandate therefore relies heavily on thriving and sustainable tourism operations.
Relevant court rulings As of the previous MTEF period, there are no court rulings that may have had a significant impact on SANParks’ ongoing operations and/or service delivery obligations.

Nonetheless, suitable legislative frameworks, codes of good legal practice and resources have been put in place to mitigate such future risks.

21 Part: B Performance Information Annual Report 2022|2023 1.
AUdITOR GENERAL’S REPORT: PRE-dETERMINEd OBJECTIVES As per the Auditor-General’s report, published under Part E of this report, the Auditor-General raised the following: We tested whether the public entity’s performance planning and management processes, strategic plan and annual performance plan complied with the key requirements from legislation and the revised framework for strategic and annual performance plans.

We did not identify significant findings.


We selected the following outcome goal for auditing: • Outcome goal 1 – Sustainable biodiversity and cultural heritage across land and sea delivers benefits for the people of SA and the world, now and in the future.

This outcome goal relates directly to the mandate of the public entity.

22 We did not identify findings on completeness of indicators.
We did not identify material findings on the overall presentation of performance information in the performance report.

We did not identify material misstatements on the reported performance information in the performance report submitted for auditing.

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OVERVIEW OF PUBLIC ENTITY’S PERFORMANCEE 2.1 Service delivery environment As the management authority of the national protected area system, SANParks contributes beneficiaries and other communities in Limpopo, KwaZulu-Natal and the Eastern Cape to the implementation of South Africa’s National Development Plan 2030 (NDP) and the to enter wildlife ranching and related economic activities.

Land will also be set aside for United Nations sustainable development goals.
The NDP underscores the importance of habitat conservation.

protected areas and their expansion in alleviating poverty and reducing inequality.

The National Protected Area Expansion Strategy (NPAES) provides a strategic framework for the expansion of the conservation estate and sets out specific area-based targets for each of the major ecosystem types.
In this financial year, SANParks continued to implement the recommendations of the high-level panel that reviewed policies, legislation and practices on matters of elephant, lion, leopard and rhinoceros management, breeding, hunting, trade and handling.

These were included in the White Paper on Biodiversity Conservation and Sustainable Use that In line with the NPAES, SANParks contributes to expanding the conservation estate through was adopted by Cabinet in March 2023.
By year end, 75% of planned activities had been land-inclusion mechanisms that promote ecological and climate change resilience.

During implemented, including the United National Environmental Programme (UNEP) GEF7 project the period under review, 5 404,4 ha of land was added to South Africa’s protected area and preparatory work for the GEF8 concept for re-imagining National Parks for people and system through the expansion of four National Parks, namely, Addo Elephant, Tankwa nature.
The latter includes human-wildlife conflict and ongoing consultation with relevant 23 Karoo, Table Mountain and Agulhas.

stakeholders on the Kruger National Park land-claimant beneficiation scheme.

In partnership with WWF-SA, work is ongoing to establish a new national park in the By signing the Convention on Biological Diversity (CBD), South Africa committed to grasslands of the Eastern Cape.

The process entails incorporating land into the national park rehabilitate and restore degraded ecosystems.
This is aligned with the ecosystem-based system through a combination of land purchase and the declaration of state land, private and adaptation (EbA) objectives as outlined in the National Adaptation Strategy and the land and state-owned communal land as protected areas.

The incorporated portions of SANParks Climate Change Adaptation Framework and Implementation Plan.
Target 15.3 land will deliver access and benefit opportunities to previously disadvantaged individuals of sustainable development goal 15 sets out a new global objective to achieve a land- and communities.

degradation neutral (LDN) world by 2030.

Extensive stakeholder engagement took place to explore the new park’s purpose and its SANParks contributes to achieving these targets by implementing EPWP-funded restoration vital attributes as the basis for its management plan.
Rangeland condition assessments programmes across all National Parks.

The main activity is the clearing of alien invasive were done on properties that have been committed to form part of the national park or to vegetation through the Working for Water programme.

Implemented according to the be managed as protected environments.

A sustainable rangeland model will be developed approved annual operational plans, the project targeted wattle and pine species in the from the assessments.
Cape and Garden Route parks, Prosopis in Arid Region parks, cactus species in Frontier Region parks, and pompom weed Eupatorium marocephalum and Parthenium in Northern A five-year project, titled “Catalysing Financing and Capacity for the Biodiversity Economy around Protected Areas” and funded by the seventh cycle of the Global Environmental Facility (GEF7), was launched.

The project aids the transformation of South Africa’s wildlife economy to become inclusive and sustainable.
It will do so by supporting land-reform Region parks.

Annual Report 2022|2023 In Kruger National Park, the focus was on the removal of Parthenium and other herbaceous SANParks intentionally creates opportunities for communities to interact with and celebrate species.

Overall, alien invasive clearing was conducted for the first time on over 24 160 ha.

their cultural heritage in parks.


The annual celebration of Thulamela in the Kruger National Follow-up clearance was done on a further 164 215 ha and 8 023 m³ of degraded wetland Park took place during Heritage Month 2022 and was attended by more than 120 members were rehabilitated.

A highlight for the period under review was the approval by the Board in December 2022 of the Makahane community.
On the same day, a celebration attended by approximately 100 people was held with communities associated with Mapungubwe National Park.

of the SANParks Climate Change Preparedness Strategy.

The strategy envisions SANParks Surveys and assessments of cultural heritage resources were carried out in two National being resilient and responsible in a rapidly changing world and sets out a framework for the Parks, namely Augrabies Falls and Camdeboo.
The assessments have contributed to a actions and approaches needed at all levels to achieve this.

Implementation of the strategy better understanding of the heritage resources in each park, their state of conservation and will commence in the new financial year.
Following numerous workshops and consultations, new climate preparedness assessment reports were completed for Kruger and Augrabies Falls National Parks, adding to those potential to contribute to tourism, and how they link with park stakeholders.

The assessments are expected to improve the cultural heritage and overall management effectiveness in all three parks.
already completed for Tankwa Karoo, Richtersveld, Golden Gate Highlands, Garden Route, The National Parks each play a particular role in the conservation of South Africa’s south- Camdeboo, Namaqua and Agulhas National Parks.

western and south-central black rhinos, as well as southern white rhinos.

In addition to The implementation plan for the SANParks Green Energy Strategy includes energy saving, energy efficiency and renewable energy projects.
To this end, a tender was awarded for 24 the installation of photovoltaic solar plants in the Mata Mata and Nossob rest camps of the Kgalagadi Transfrontier Park.

Green-energy awareness programmes were also implemented in all National Parks.

Kruger National Park, six parks manage important black and white rhino populations These are Addo, Karoo, Mapungubwe, Marakele, Mokala and Mountain Zebra.
During the period under review, eight rhinos died of natural causes, including infighting among bulls, in the six parks; none lost rhino due to poaching.

Growth in rhino numbers from 2022 to 2023 exceeded the annual performance target of 4%.

These successes point to the need for SANParks to find more space in existing and new National Parks to support rhino-population More than 90% of the cultural heritage annual implementation plan was completed.

growth.
growth.

Activities included the opening of the ‡Khomani San interpretation centre in the Kgalagadi Transfrontier Park, and the successful deployment of the cultural heritage information management system following the training of socioeconomic transformation (SET) officers on its use.

The relevant trails in the park are now ready to receive visitors and marketing will commence in the new financial year.

Guides have been trained to conduct tours to the rock- art sites.
Growth in rhino population numbers from 2022 to 2023 exceeded the annual performance target of 4% As part of rhino management efforts in the smaller parks, SANParks ear-notched 30 Poaching decreased by 49,74% in the Kruger National Park where 98 rhinos were lost, as individuals to simplify identification and monitoring.

Biopsy dart samples were collected opposed to the 195 in 2021/22.
There was, however, an increase in elephant poaching: from 10 rhinos in aid of a DNA-profiling project in the Frontier Region.

At Mokala National the park lost 32 elephants in this financial year against the nine poached during 2021/22.

Park, SANParks notched 91 white rhinos; all the black rhinos in the park had been notched One elephant was poached in the Greater Mapungubwe Transfrontier Park.

The increase in previously.


elephant poaching in Kruger National Park is driven largely by bushmeat, rather than ivory, The Kruger National Park Rhino Management Plan entails zoning the park into core areas demand.

with suitable habitat where rhinos occur.

There was an overall decline of 19,58 % in the Tourism performance continued to recover.
Local guests made up 80% of SANParks visitors, rhino population in core conservation zones in the Kruger National Park, primarily due to while international visitor numbers increased by more than 226% - admittedly from a low white rhinos leaving these areas in response to poaching and moving to known localities of base.

It is, however, still 50% lower than pre-Covid levels.

International recovery to pre- suitable habitat.


The black rhino population in core conservation zones increased by 12% pandemic levels is expected to take place at a slower rate than overall travel indicators, since 2020.

Substantial increases in black rhino populations were recorded in priority zones but steady growth is anticipated as global traveller confidence returns and air traffic to and 1 and 2 and in the white rhino zone.
The dehorning of 702 rhinos during the year meant that within South Africa improves.

by the end of 2022, approximately 70% of rhinos in the park had been dehorned.

Overall, these trends are in line with international patterns: globally, destinations welcomed almost three times as many international arrivals in the first quarter of 2022 compared to the same period in 2021, but by May 2022, international arrivals worldwide were still down by 54% compared to 2019 (UNWTO,2022a).
Visitors to parks increased by more than 42%, with international visitor numbers showing a stable, albeit slow, recovery.

Guests from the top five international markets stood at 59% of pre-pandemic numbers.

The relaxation of Covid-related travel restrictions increased the number of SADC visitors.

Domestic visitor numbers recovered to 72% of pre-pandemic levels, while SADC and international guests recovered to 50% and 22% respectively.
Revenue projections still anticipate full recovery to pre-Covid levels in 2024/25.

25 Public-private partnerships (PPPs) allow the private sector to perform an institutional function on behalf of a state entity through the exclusive use of state assets.

They provide SANParks with product and price differentiation to accommodate different market segments and have proved an effective funding and development model.
During the reporting period, SANParks hosted its second annual tourism investment summit, presenting the business community with more than 100 investment opportunities in accommodation, activities, restaurant and retail, and multi-use facilities in various National Parks.
Reflecting the SANParks of the future, the opportunities included virtual game drives; glamping adventures; treetop chalets; motorcycle tours; cultural heritage experiences; underground hides; activity hubs; sports tourism; paragliding; cable cars; suspension bridges; helicopter flips and many more.

The strategic intent of these new PPP opportunities Annual Report 2022|2023 is to widen the appeal of the parks to new growth markets.
The 2022/23 year saw five new The SANParks socioeconomic transformation (SET) programme implements initiatives PPPs concluded, namely, Skukuza Safari Lodge, Golden Gate Dinosaur Centre kiosk and that contribute to the development and growth of local economies, job creation, enterprise curio shop, Kruger National Park North spa, Augrabies Falls restaurant and retail facilities development, skills training and social development in communities living in the vicinity of and the Golden Gate zipline.
Over the past few years, SANParks Tourism has been developing a customer relationship management (CRM) system that allows for a greater understanding of, and interaction with, our guests.

The CRM and loyalty solution went live in November 2022, giving SANParks a National Parks.

Special programmes and projects furthermore ensure that land claimants derive benefits from land that was dispossessed for conservation use.
Significant progress has been made and growth realised in the implementation of SET programmes in the 2022/23 financial year.

360-degree view of the customer across all contact points for the first time.

The solution also The wildlife economy programme facilitates the entry and participation of emerging provides guests with a more efficient way of interacting with the organisation, from making game farmers and communities in game and wildlife farming/ranching activities.
These and amending reservations to updating profiles, purchasing Wild Cards and making include the stocking, trading, breeding and hunting of game, and all other services and payments.

The Wild Card system was replaced in November to ensure compatibility with goods required to support the wildlife economy value chain.

It promotes fair access to and the new CRM and loyalty system.
During the past year, 69 SANParks hospitality services managers successfully completed a two-year hospitality leadership development programme.

SANParks Week bounced back strongly in the period under review with more than 72 000 equitable sharing of benefits arising from the wildlife economy, the expansion of protected areas, restoration of degraded environments and the improvement of infrastructure and land use.
The programme furthermore broadens the meaningful participation of youth and women in the mainstream wildlife economy.

The 2022/23 year saw the programme grow from game translocations only, to the development of tools for post-donation support and visitors entering parks for free.

The launch of this year’s week coincided with the handover programme-impact monitoring.
As part of its contribution to the implementation of Operation Phakisa Biodiversity Economy Lab Outcomes, the DFFE made R10 million available to support infrastructure development in the form of fencing for emerging game farmers.

SANParks was appointed to assist the management authorities with game capture and translocation.

and official opening of two Kruger National Park cultural heritage interpretation sites.
The Rabelais interpretation hut was revamped to include displays on, among other topics, the Orpen family, the evolution of tourism in the park and the history of black rangers in the Rabelais section.

The hut was officially re-opened with a gathering attended by around 40 people.

A function for 70 people was held at the base of Mount Tshikumbu to open the new interpretation site located there.
The audience included a contingent of Bakgalaka community members, dignitaries from Phalaborwa and local tourism operators.

The site’s eight display panels recognise the story of Chief Tongogara, the Bakgalaka people and the legacy of five other chiefs that historically resided in the area.

The Twee Rivieren Interpretation Centre (TRIC) in the Kgalagadi Transfrontier Park, which is a tribute to the ‡Khomani San Cultural Landscape World Heritage Site, was also completed.
Responsible tourism assessments were done for the Knysna, Tsitsikamma and Wilderness sections of the Garden Route National Park, and for the Addo Elephant, Karoo and Mountain Zebra National Parks.

26 A game farm management checklist and daily observation sheets were developed and tested at three game farms, namely, Sepelong Game Farm, Imvelo Safaris and Kalema Boerdery.
A memorandum of understanding (MoU) was signed with Wildlife Ranching South Africa to collaborate in the provision of technical, marketing and other support required by the emerging game farmers to develop and grow their farms.

SET embarked on economic transformation roadshows to present SANParks opportunities to neighbouring enterprises and suppliers.

The first roadshow engaged communities around Kruger National Park during 2021.
The second, which was held in the Garden Route National Park in November 2022, was attended by 450 local business owners and suppliers.

Following the roadshows, opportunities were identified and made available to local enterprises.

As a result, 10 local enterprises were contracted to provide goods and services to Kruger National Park concessionaires and eight were contracted to construct a workshop in Bende Mutale.
One enterprise was appointed to provide services for the Tsitsikamma Otter Trail and four to run shuttle services to the park, while a company owned by young women was awarded a car-wash opportunity.

The EPWP provided a total of 5 292 full-time equivalent (FTE) jobs and created job opportunities for 8 268 youth, 7 083 women and 265 people living with disabilities.

A further 863 SMMEs from communities adjacent to the National Parks were contracted through the programme.
The year saw growing participation of both exempted micro enterprises (EMEs) and qualifying small enterprises (QSEs) in SANParks business.

Participating EMEs increased from 648 in 2021/22 to 765 in 2022/23, while QSE participation grew from 132 to 260.

Level 1 to 4 BBBEE contributors (100% black owned and 30% black-women owned) accounted for 90% of SANParks’ total procurement spent.
SANParks’ 2022/23 financial performance was better than in the previous financial year, mainly because tourism revenue exceeded expectations.

As at the end of the year, SANParks realised a net surplus of almost R122 million against a budgeted break-even, and an income-to-cost ratio of 1,04:1.

Revenue raised through resource mobilisation exceeded R140 million in the financial year.

This noteworthy achievement is the result of the realisation of commitments made on multi- year donations.
27 Annual Report 2022|2023 2.2 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES There has been no changes in applicable national, provincial or local government policy or legislation that significantly affected operations during the period under review.
However, changes to conservation, climate change, procurement and other relevant areas of policy and legislation approved during the year, have been taken into consideration both in the planning processes of SANParks and its internal policy review and development schedule.

SANParks conducts its policy development and review programme in accordance with the National Policy Development Framework of December 2020.
The framework seeks to standardise policy formulation processes across all spheres of government in South Africa, including policy coordination and policy-making cycles.

SANParks is implementing this framework through the development, implementation and monitoring of an annual policy development and review schedule coordinated by a dedicated policy compliance unit.
In summary, the following policies and procedures were reviewed/developed during the year to ensure currency, address policy gaps and align with legislative changes.
28 Approved policies and procedures Approved policies and procedures 01 April 2022 – 31 March 2023 01 April 2022 – 31 March 2023 • • • • • • • • • • • • • • • • Ethics Management & Governance Strategy Transformation Charter and Integrated Strategy Ethics Management & Governance Policy Ex-Gratia Policy ICT Security Policy Internal Audit Methodology (SOP) Internal Audit SOP ICT Steering Committee SOP POPI Act Data Breaching SOP POPI Act Clean Desk Top SOP SANParks Green Energy Strategy Universal Access SOP Tourism Standards SOP Tourism Research SOP Visitor Interpretation SOP Pricing and Yielding SOP • • • • • • • • • • • • • SANParks Africa Strategy Management and Conservation of Cultural Heritage Policy SOP for Conducting Aerial Surveys in SANParks Capture and Manipulation of Fish Lethal Management of Wildlife SOP Assessment for Implementation of Park Management Plans SOP Donations and Sponsorship SOP Research Project Registration Guidelines for Burials, Scattering of Cremated Ashes, Erecting of Memorials, Placing of Plaques and Access to Gravesites in National Parks Customer Care SOP Media Relations SOP Tourism Stats SOP Visitor Management SOP STRATEGIC MAP VISION IMPACT STATEMENT OUTCOME OUTCOME Indicators A world-class system of sustainable national parks reconnecting and inspiring society National Parks conserve biodiversity and cultural heritage, providing benefits and ecotourism experiences to the people of South Africa and the world OUTCOME 1: Sustainable biodiversity and cultural heritage across land and sea delivers benefits for the people of South Africa and the world, now and in the future OUTCOME 2: Improved, diverse and responsible tourism OUTCOME 3: Sustainable socioeconomic development programme that ensures delivery of benefits to land claimants; historically disadvantaged communities and the people of South Africa SUSTAINABLE CONSERVATION DIVERSE AND RESPONSIBLE TOURISM SOCIOECONOMIC TRANSFORMATION • Protected Areas Expansion aligned with the National Protected Area Expansion Strategy (NPAES) and
 the SANParks land inclusion plan • • Improved Tourism Performance Improved Responsible Tourism • Effective and efficient management of national parks • Degraded ecosystems rehabilitated • Climate change vulnerability reduced and climate resilience improved • A framework for the improved management of cultural heritage developed • Sustainable populations of species of special concern monitored and maintained • Contribution to improved wildlife management and wildlife populations of African range states sustained • Wildlife crime in national parks reduced • Transformation of the wildlife economy through increased PDI participation • • Improved participation of PDIs in SANParks business Increased access to education and skills development opportunities • Sustainable corporate social investment towards community development 29 • Improved participation of land claimants in SANParks business OUTCOME 4: Sustainable and transformed organisation through revenue, people, systems and business processes Financially sustainable organisation Transformed and capable human capital Effective stakeholder and partnership management Efficient, innovative systems and business processes supportive of SANParks core business Sound Corporate governance Appropriate and WELL-MAINTAINED infrastructure OUTCOME INDICATORS Annual Report 2022|2023 Covid-19 (and associated alert level regulations) brought about key policy focus issues within SANParks, including defeating the Covid-19 pandemic, economic (revenue) recovery, implementing economic reforms through the organisation’s transformation strategy to create sustainable jobs and drive inclusive growth and continuing to fight corruption and criminal activities.
3.

INSTITUTIONAL PROGRAMME PERFORMANCE INFORMATION The different alert level-related Covid-19 disaster management regulations and directives from the minister of employment and labour, had a definite impact on the operations of SANParks.

Relevant protocols were developed and implemented to ensure full compliance with the legislative changes and directives.
Movement restrictions, restrictions on occupation levels (both at places of work and tourism infrastructure) and restrictions and temporary In order to realise SANParks’ vision and fulfil its public-good mandate, SANParks developed four outcome goals, each supported by sub-outcomes.
While Outcome Goal 1 is focused on realising the core conservation and sustainable environmental management mandate, it is primarily resourced through the Tourism work of the organisation directed through Outcome Goal 2. suspension of some economic activities had and continue to have an impact on SANParks Outcome Goal 3 ensures that the sustainable-use principle implemented through both operations and especially its ability to generate revenue.
While not regulated by the Public Outcome Goal 1 and Outcome Goal 2 not only delivers benefits for communities, but also Administration Management Act or regulations specific to the public service, SANParks actively contributes to socioeconomic transformation.

fully aligned its workplace practices during the pandemic with guidance and guidelines published by the Department of Public Service and Administration.
These three goals are enabled by Outcome Goal 4, or the organisational goal working towards an efficient, effective, world-class organisation through our people, finances, systems, stakeholder engagement and good governance.

30 3.1 SUSTAINABLE CONSERVATION OUTCOME GOAL 1: SUSTAINABLE BIODOVERSITY AND CULTURAL HERITAGE ACROSS LAND AND SEA DELIVERS BENEFITS FOR THE PEOPLE OF SOUTH AFRICA AND THE REST OF THE WORLD, NOW AND IN THE FUTURE.
PURPOSE: Sustainable biodiversity and cultural heritage across land and sea deliver benefits for the people of SA and the world, now and in the future.

SUB-OUTCOMES: • • Protected area expansion aligned with the National Protected Area Expansion Strategy (NNPAES) and the SANParks Land Inclusion Plan.

Effective and efficient management of National Parks.

• Degraded ecosystems rehabilitated.

• Climate change vulnerability reduced and climate resilience improved.
• • A framework towards improved management of cultural heritage developed.

Sustainable populations of species of special concern monitored and maintained.

• Contribution to improved wildlife populations of African range states sustained.

• Wildlife crime in National Parks reduced.

Outome Goal 1 is implemented through the Parks and Kruger National Parks operations in Parks and Kruger National Park, the Special Projects and Infrastructure programmes and Conservation Services.
31 Annual Report 2022|2023 INTROdUCTION Conservation is a complex public-good mandate with diverse outcomes.

SANParks Richtersveld National Park.

Joint management boards enable engagement on matters of effectively enables and delivers on this mandate through a system of 21 National Parks, mutual interest, including social and economic development projects.

including three world heritage sites and 10 marine protected areas (in terms of the National Environmental Management: Protected Areas Act (Act No.
57 of 2003)).

This represents approximately 70% of state-owned terrestrial protected areas and 22% of state-managed marine protected areas (MPAs), comprising over 4 million ha on land and almost 3700 km2 km at sea.

In addition, five parks are integral components of transfrontier conservation areas Mokala National Park supports diverse ecosystems in the transition zone between the nama-karoo and the arid-savanna bushveld biomes.
The declaration of the Meerkat National Park around the development of the Square Kilometer Array (SKA) in the Northern Cape is a milestone that expands the conservation asset base to include an international with Namibia, Botswana, Zimbabwe, Mozambique and Lesotho.

science hub.
science hub.

An intrinsic value consideration for National Parks and marine protected areas as a public Three of the parks in the Cape Management Region, namely Agulhas National Park, Table good is their promotion of shared natural and cultural heritage and their contribution to Mountain National Park and West Coast National Park, include MPAs.

The latter incorporates building national solidarity, enjoyment and pride.

South Africa’s National Parks conserve the country’s rich diversity of flora and fauna.
They also contribute significantly to the preservation of water resources, protect the archaeological Robben Island MPA which adjoins the existing Table Mountain MPA.

Parts of the West Coast National Park and MPA are important non-breeding sites for hundreds of thousands of Palaearctic migrant waders during the austral summer.
The area also contains about 32% of South Africa’s saltmarshes and is recognised by the Ramsar Convention as a wetland of 32 and historical record and safeguard endangered ways of life.

Located largely in rural areas, they are catalysts for economic growth that can create employment and transformation in international importance.

areas that generally lack such opportunities.

SANParks Operations is responsible for managing the organisation’s 21 National Parks and 10 MPAs.
These are organised into two divisions: Kruger National Park and the Parks Division.

The latter is divided into the Arid, Cape, Frontier, Garden Route and Northern regions.

The Arid Region consists of six parks.

Kalahari Gemsbok National Park, the largest, covers almost one-third of a sand-filled basin in the west of southern Africa and supports diverse fauna and flora.

Because of its importance to the Khomani San, the park is also a UNESCO Cultural Heritage Landscape site.
Augrabies Falls National Park has a representation of Table Mountain National Park, Agulhas National Park and Bontebok National Park are within the Cape Floral Region Protected Areas World Heritage Site.

The Tankwa Karoo National Park falls within the international biodiversity hotspot of the succulent karoo.

The Frontier Region consists of four parks located in the Western and Eastern Cape provinces.
The Addo Elephant National Park’s diverse landscape includes marine areas, thicket, forest, fynbos, nama-karoo, grassland and azonal wetlands.

The MPA in the Addo Elephant National Park, previously known as Bird Island MPA, was repealed and is now included in the Addo Elephant National Park MPA.
lower-Gariep broken veld, Bushmanland arid grasslands, Blouputs thornveld, lower-Gariep Camdeboo National Park is located in the karoo biome, which is recognised as a world alluvial vegetation, and Kalahari karroid shrubland.

Namaqua National Park lies within the conservation priority.

Karoo National Park is in the semi-arid Nama-Karoo and falls within succulent karoo biome and areas of significant geological interest.

The Namaqua MPA the nama-karoo and grassland biomes.
Mountain Zebra National Park is in a transitional extends from the Groen to the Spoeg rivers and provides an important link to the terrestrial area between the grassland, nama-karoo, thicket and savanna biomes.

This allows for an component of the park.

interesting mix of flora and fauna, as well as important ecological and landscape processes.
Contractual agreements are in place with local communities in three of the Arid Region parks: The Garden Route Region is a complex of protected areas managed as a single entity.
It the Khomani San and Mier communities in Kgalagadi Transfrontier Park; the Riemvasmaak includes the previously proclaimed Tsitsikamma National Park and Wilderness National community in Augrabies Falls National Park; and the Richtersveld community in /Ai/Ais Park, forests and mountain catchment areas, as well as the Knysna National Lake Area.

The park incorporates approximately 45 000 ha of indigenous forest.
The region, and therefore The ambitious 30-by-30 global biodiversity target recognises that to avert further serious the park, is highly fragmented and has a diversity of natural habitats and social systems.

biodiversity loss, countries will have to expand protected areas and other effective The Northern Management Region consists of three parks.
Golden Gate Highlands National Park in the north-eastern Free State forms the watershed between the Vaal and Orange rivers and the Maloti Drakensberg catchment complex, which is considered one of the most important water catchments in southern Africa.

It is the only grassland park in the SANParks conservation measures (OECMs) through innovation and sustainably financed landscape- based approaches.
SANParks contributes to this by improving the national and global conservation estate through land-inclusion mechanisms that promote ecological and climate change resilience.

estate, and is where the world’s oldest dinosaur eggs, with embryos, were discovered.
The During this financial year, more than 5 404 ha of conservation land was added to South park furthermore represents a rich and diverse cultural history, spanning early Stone Age, Africa’s protected area system through the expansion of four National Parks, namely, Addo San and Basotho people, as well as early European settlers.

It also contains important rock- Elephant, Tankwa Karoo, Table Mountain and Agulhas.

art paintings and Anglo-Boer War sites.


The importance of Mapungubwe National Park and World Heritage Site lies in its more than 400 archaeological sites.

The park is part of the Greater Mapungubwe Transfrontier Conservation Area that spans Zimbabwe, Botswana and South Africa.

It supports communities and ecosystems, while unlocking sustainable socioeconomic benefits.

Marakele National Park is situated in the extreme south-western quadrant of the Waterberg massif and its adjoining lowlands to the west.
A rich diversity of plant species, typical of fynbos and forest systems as well as species typical of the kalahari system on the edge of the central bushveld biodiversity hotspot, gives Marakele its high conservation value.

Because the Waterberg is an important transitional zone in the distribution of mammals, Marakele supports a large diversity of species.

The 10 MPAs, totaling 3 700km2, managed by SANParks play an important role in the country’s marine conservation and protection efforts.
PROTECTED AREA EXPANSION AND CONSOLIDATION Expansion of the conservation estate: new ways of land inclusion SANParks contributes to the implementation of South Africa’s National Development Plan 2030 and the United Nations sustainable development goals.

The National Development Plan underscores the importance of protected area expansion as part of South Africa’s development path to eliminate poverty and reduce inequality.
The National Protected Area Expansion Strategy (NPAES) provides a strategic framework to achieve this.

It sets out area- based targets for each of the major terrestrial, freshwater and marine ecosystem types for a 20-year period, as well as longer term targets, and highlights priority areas for protection.
33 Annual Report 2022|2023 PHYSICAL GROWTH: EXPANSION OF SANPARKS’ ESTATE 5 403,6 Ha of conservation land added 4 National Parks TABLE MOUNTAIN NATIONAL PARK inclusion of 31,1 ha AGULHUS NATIONAL PARK inclusion of 1 180 ha 34 Received the donation of the Stonehurst Purchased via funding from the National Parks property for inclusion in the Table Mountain Trust SA (NPTSA) National park New national park in the grasslands of the northern part of the Eastern Cape Despite their importance for biodiversity, climate change adaptation and mitigation, water security and agriculture, South Africa’s grasslands are under-protected.
South Africa has 22 strategic water source areas.

They encompass only 10% of the land surface area yet provide some 50% of the freshwater South Africans depend on.

The grasslands biome of the Eastern Cape Drakensberg form one such strategic water source area.

To protect this precious resource SANParks, in partnership with WWF-SA and a range of government and non-government partners, is establishing a new national park in terms of the NEM:PAA.
The model used for this undertaking is new in that it combines land purchase with the declaration of state land, state-owned communal land and private land.

Enhancing capacity in the Grasslands Park and rangeland monitoring During this year, four SANParks staff members were appointed on fixed-term, donor-funded contracts to drive the planning and establishment of the new Grasslands National Park in partnership with WWF-SA.
Extensive stakeholder engagement took place through a series of workshops that focused on the development of the park purpose and vital attributes that will, in turn, form the basis of the park management plan (PMP).

The draft PMP will only be finalised once the initial declaration has been undertaken.
Stakeholders will then be invited to review and comment on the PMP before it is finalised and submitted to the minister for ADDO ELEPHANT NATIONAL PARK inclusion of 924 ha TANKWA KAROO NATIONAL PARK inclusion of 3 268,5 ha approval.

Acquired through the Department of Forestry, Contract agreement with a private landowner Fisheries and Environment’s (DFFE) Land Acquisition Grant The Maclear team in the Eastern Cape Grassland National Park.
Bioregional integration Catalysing financing and capacity for the biodiversity economy around protected areas The five-year project funded by the Global Environmental Facility seventh cycle (GEF7) through the World Bank Project P170213 and called “Catalysing Financing and Capacity for the Biodiversity Economy around Protected Areas”, was launched on 17 and 18 November 2022.
The project will help to transform South Africa’s wildlife economy by supporting land- reform beneficiaries and other communities in Limpopo, KwaZulu-Natal and the Eastern Cape to enter the wildlife ranching, game-processing, hunting and ecotourism sectors, and by setting aside land for habitat conservation.

The project will also support the rollout of biodiversity economy nodes across South Africa by unlocking public and private sector resources and matching projects with investors.
Financing platforms and knowledge exchange will enable scaling, while national-level capacity development will help to strengthen the biodiversity economy vision across the implementing partners.

These are DFFE, SANBI, SANParks, iSimangaliso Wetland Park Authority and provincial conservation agencies.

SANParks is responsible for two of the project nodes, namely Addo-to-Amathole and Kruger.

The nodal coordinators for SANParks were appointed in Kruger in October 2022 and in Addo in November 2022.
Once project funds were received on 21 December 2022, the coordinators started putting systems and structures in place, recruiting project staff and As the NEM:PAA also requires management authorities to have a coordinated policy framework for park management plans, the 2018 framework is currently being revised.

The Khomani Cultural Landscape Integrated Management Plan was completed and supported by the SANParks Board.
Management plans for Namaqua National Park, Augrabies Falls National Park and Namaqua National Park MPA.

35 procuring office equipment.

The project has been presented and integrated into SANParks’ INCREASEd FINANCIAL RESOURCES FOR CONSERVATION Park Planning and Development and Socioeconomic Transformations units.
The GEF7 Project seeks to ensure the success of anchor community projects (a meat- Biodiversity Finance Initiative (BIOFIN) Project processing facility and SMME development) around the Addo Elephant National Park.

As SANParks is actively involved in six biodiversity offset processes, ranging from negotiation such, terms of reference (TOR) for the appointment of a consultant to develop the necessary through to implementation stage.
Given the number of offsets required in South Africa, the feasibility studies were drafted.

EFFECTIVE AND EFFICIENT MANAGEMENT OF NATIONAL PARKS Management plans SANParks regularly updates and revises the park management plans (MPs) of terrestrial and marine protected areas.

The development of MPs is a legal requirement as stipulated in sections 39, 40 and 41 of the NEM:PAA.

The Namaqua National Park MPA Management Plan was completed during 2022/23 and submitted to DFFE for review.
It is the first MPA management plan SANParks has developed.

growing renewable energy and mining sectors, and the emerging policy framework and improved compliance in this regard, SANParks expects to be asked to accept more offsets in future.

This has been particularly true in the Northern Cape, where the Namaqua National Park’s approved park expansion footprint and buffer area face significant development pressures.
This presents SANParks with an opportunity to use offsets more strategically to realise the NPAES and secure long-term management funding for new protected areas.

Annual Report 2022|2023 In this context, SANParks is currently piloting a proactive biodiversity offset and financing State of Area Integrity Management (SoAIM) mechanism (previously referred to as “habitat banking”) with support from the BIOFIN.

A landscape for the pilot was identified and agreed to under the BIOFIN project.
It is around Marakele National Park and rests on a voluntary offset and strategic partnership with Anglo Platinum.

Additionally, the SANParks and BIOFIN team are compiling a portfolio of SoAIM has been identified as a tool to assess and evaluate area integrity management effectiveness relating to safety and security within the organisation.
Over the past decade, SoAIM assessments have been undertaken at park or section level to evaluate sites around various National Parks that may be included in a proactive offset-mechanism management’s operational interventions and to establish the ability of parks to function system.

Further in-depth engagements with the Integrated Environmental Authorisations effectively and efficiently.
There is a particular focus on ensuring that people, systems, (IEA) division of DFFE are planned to co-develop an approach to proactive offsetting.
processes and resources are in place and in use to achieve the desired ecological, safety Carbon credits prefeasibility assessment Following multiple engagements with nature-based carbon-credit project developers, intermediaries, NGOs and authorities, a draft prefeasibility was completed that outlines the potential for SANParks to generate and sell carbon credits from additional/alternative management actions.
The report shows a promising opportunity for SANParks to unlock and security status of a protected area.

After analysis, each park identifies corrective measures against which progress is monitored and reported on quarterly.

A full-scale SoAIM audit was conducted between September 2022 and March 2023 in Kruger National Park.

Performance was measured against applicable national legislation, SANParks policies and standard operating procedures (SOPs).
All ranger sections except an additional revenue stream for existing and new national park areas through targeted three, scored higher in this assessment than in the previous one.

Areas of non-conformance management practices and discrete monitoring and reporting.

were highlighted and corrective actions and measures were identified for implementation.
36 EFFECTIVE SPECIES AND ECOSYSTEM CONSERVATION AND MANAGEMENT Scientific Services coordinates the bulk of SANParks’ research and monitoring in the biophysical and social sciences in National Parks in South Africa.

The knowledge generated informs park management and decision making, and promotes the conservation of biodiversity, landscapes and heritage assets across SANParks.
National park networks are influenced by factors such as climate change, habitat loss and transformation, invasive species, pollution, illegal and over-harvesting of natural resources, ecological degradation, and the decline of ecosystem services and ecological infrastructure.

This makes them complex and a challenge to manage.


Implementing measures to halt biodiversity loss and degradation therefore requires collective efforts from the government, conservation entities, the private sector and traditional and indigenous communities.

The White Paper on Conservation and Sustainable Use of South Africa’s Biodiversity In addition, staff conduct their own research projects to broaden their scientific understanding contains four overarching goals, namely: 1.
Enhancing biodiversity conservation; 2.

Sustainable use; 3.

Equitable access and benefit sharing; and 4.

Transformed biodiversity conservation and sustainable use.

and collaborate with external researchers on projects.

Research is encouraged by giving external researchers access to long-term datasets, subsidised accommodation in some parks and staff expertise.
During 2022, staff completed 185 monitoring programmes, produced 53 peer-reviewed articles of which 10 had senior-author status, and conducted 492 active projects.

It also considers the historical, socioeconomic and environmental context of South Africa, The contribution of science to knowledge production in sanparks and the aspirations and needs of its people.

The Kunming-Montreal Global Biodiversity Framework sets 23 global targets to be achieved by 2030.
Within the South African context, the apex target (target 3) relevant to biodiversity and conservation states that by 2030 at least 30% of terrestrial and inland water areas, and of marine and coastal areas, must be effectively conserved and managed.

Equally important is target 2, which states that by 2030 at least 30% of degraded terrestrial, inland water and marine and coastal ecosystems must be under effective restoration.
The goal is to enhance biodiversity and ecosystem functions and services, ecological integrity and connectivity.

To achieve these global targets to halt and reverse biodiversity loss and to grow the National Parks estate, SANParks will need to consider innovative ways of expanding its estate beyond Peer-reviewd publications 53 peer-reviewed publications (10 as senior authors) RESEARCH PROJECTS 492 registered research projects its current boundaries.
The SANParks 2040 Vision to re-imagine and co-create a new future MONITORING for conservation will require transformative cooperation with the government, sub-national and local authorities, and society as a whole.
KNOWLEDGE SHARING, NETWORKING, COLLABORATION AND CAPACITY BUILDING 185 monitoring activities across National Parks Contribution of science to support decision making The knowledge production activities of SANParks scientists involve designing and implementing research projects and monitoring programmes and analysing and publishing findings in credible peer-reviewed journals.
Publishing either as senior authors or co-authors consolidates learning, ensures that credible information underpins management decisions and policy and contributes to the larger scientific knowledge base.

Monitoring projects that are conducted by staff covers a wide range of terrestrial and marine activities.

The data assists in management decision making, especially in the smaller parks, and keeps SANParks informed of the impact of threats such as alien invasions and global climate change.
37 Annual Report 2022|2023 Knowledge translation and application activities Science-management engagements are valuable ways to assess the progress and challenges associated with implementing park management plans.

Evidence that is consolidated and synthesised by scientists and then translated into management options and performance indicators, help to develop and improve management plans.
SANParks’ in-house scientists also make scientific knowledge accessible for print and broadcast media, while the expert input they provide for EIAs influence policy and contribute to national and international advisory or working groups.
Embedded scientists connect SANParks with the global knowledge network by participating in science-policy networks (e.g., the Intergovernmental Platform on Biodiversity and Ecosystem Services), collaborating on research initiatives ranging from global (e.g., IUCN) to park-based, and presenting at national and international conferences and symposia.

In addition, adjunct positions with universities open doors to scientific literature, postgraduate students and research funding opportunities.
Engagement with the scientific community also comes with a responsibility to contribute to capacity building.

SANParks scientists do this by peer reviewing papers and/or serving on the editorial boards of scientific journals, presenting guest lectures, supervising, mentoring and/or examining postgraduate students or theses/dissertations for various universities, as well as reviewing research proposals and grant and/or rating applications for bodies such as the National Research Foundation.
Monitoring in the Eastern Cape Grassland Park.

Collaboration with other institutions 38 The Skukuza Science Leadership Institute (SSLI) completed a 10-year review report to inform the next 10-year memorandum of agreement.

This initiative has contributed to a hub for science leadership in Skukuza that brings together local and international scientists and park managers, and ensures that intellectual capital and science skills are transferred to South African science students and technicians.
Over the 10 years, 2 500 students have been supported (1 050 from SADC; 1 133 international) through 165 programmes.

There has been a three-fold increase in the number of students since the building of the SSLI NETWORK MEETINGS green campus.

Marine environment knowledge sharing The Cape Research Centre marine team presented fish and shark population monitoring results to the Saldanha Bay and Langebaan communities at a State of the Bay open day hosted by the Saldanha Bay Water Quality Trust.
Over 200 stakeholders attended, including representatives from fisher groups, tourism and the harbour industry.

Executive mayor André Truter congratulated the team on the work done in the West Coast National Park.

SANParks staff commented on a new 10-year monitoring plan for the greater Saldanha Bay area, including monitoring of the Langebaan Lagoon and the West Coast National Park islands.
The marine team made additional presentations to several other audiences and Netwerk24 gave coverage to the team’s work on the West Coast.

The International Savanna Science Networking Meeting The International Savanna Science Networking Meeting took place from 05 to 09 March 2023 in Skukuza, Kruger National Park.

This was the 20th anniversary of the forum and, with sponsorship from TotalEnergies, it featured a sponsored dinner and a game drive.
The 214 delegates represented 18 countries and 84 different institutions.

A record 150 platform presentations and 18 posters were accepted for the event.

In keeping with the new hybrid conferencing formats, all sessions were streamed live on YouTube.

The meeting was also covered in an article published in the Lowvelder newspaper.

The International Savanna Science Networking Meeting took placefrom 05 to 09 March 2023.
The Garden Route Interface and Networking Meeting The Garden Route Interface and Networking Meeting, affectionately known as GRIN, is a science-management-policy platform for sharing experiences, dialogue and learning.

After the two-year Covid-19 pause, the 4th GRIN was held in Sedgefield from 11 to 13 October 2022 with 74 delegates from various management agencies, NGOs and academia.
In a novel partnership with ShareScreen Africa, GRIN was filmed to give students and agencies across Africa access to its cutting-edge research and dialogues on the social- ecological aspects of conservation.

As the Garden Route National Park is largely unfenced, it depends on relationships and co- learning to manage its many uncertainties.

GRIN facilitates this through the formal meeting, and informal discussions and networking.
Social interactions during a field excursion, which this year involved kayaking and walking in the Wilderness section of the park, are also invaluable.

This flagship meeting brings scientific credibility and demonstrates SANParks’ science leadership in conservation locally and internationally.

GRIN is coordinated and co-hosted by SANParks, Nelson Mandela University, the French National Centre for Scientific Research (CNRS), and the Southern African Programme on Ecosystem Change and Society.
Delegates who attended the 2022 Garden Route Interface and Network Meeting at Pine Lake Marina, Sedgefield.

39 REPRESENTATION ON NATIONAL AND INTERNATIONAL ADVISORY OR WORKING GROUPS South African delegation to CITES COP-19 and CBD COP-15 SANParks provided scientific support to the South African delegation at the COP-19 meeting of CITES in Panama from 14 to 25 November 2022.
The meeting reached a record number of 365 decisions to safeguard threatened wildlife species, while allowing the international trade that underpins human wellbeing and contributes to conservation efforts.

Of concern was the conference’s rejection of proposals for mechanisms that would allow local and principally affected people to participate in CITES.
It was deemed that local people participating in national processes would cause too many complications when one country makes a proposal for a species managed by another country – a common feature of proposals affecting African species in the SADC region.

Yet, CITES allows observers and NGOs to participate in CITES processes, which too often allows NGOs to pursue vested interests.
Annual Report 2022|2023 SANParks provided scientific inputs and led some of the negotiations at CBD COP-15 in Montreal, Canada, from 05 to 18 December 2022 where the Kunming-Montreal Global Biodiversity Framework and the Biodiversity Monitoring Framework were adopted.

This was followed by a meeting organised by DFFE on 27 March 2023 with all the delegates who attended COP-15 to draft the national implementation plan and discuss the implementation of the Kunming-Montreal Global Biodiversity Framework.
Implementing the framework is expected to involve all levels of government, women, youth, indigenous peoples and local communities, civil society organisations, and the private and financial sectors.

BIODIVERSITY MONITORING Marine and estuarine New Robben Island and Namaqua MPAs Baseline surveys of fish, abalone and west coast rock lobster in the Robben Island MPA was completed, thanks to a generous donation from a private supporter through the Honorary Rangers.
Funding was secured from the TotalEnergies Fund for similar surveys in the Namaqua National Park MPA.

Baseline marine biodiversity assessments are important to measure protected area effectiveness and management actions.

They also identify the 40 benefits of marine resources to local communities.

The project will address several key objectives of the Namaqua MPA management plan completed in 2022/23 and provide essential information for the development of the Robben Island MPA management plan.
African penguins and avian flu management Annual outbreaks of avian botulism among waterbirds on three estuarine waterbodies in the Wilderness Lakes have occurred regularly since 2015, mostly during warmer summer months.

Over this time, 1 679 affected waterbirds from 29 species were removed as part of a disease management programme.
During the avian flu outbreak in the Boulders African penguin colony in Table Mountain National Park in the past year, at least 61 birds tested positive (41 dead; 20 sick and euthanised).

Actions included the removal of sick and dead birds from the colony, regular testing and suspension of research that involved handling birds.
Close collaboration with the City of Cape Town, SANCCOB and Western Cape state veterinarians, managers and scientists contributed significantly to the successful management of the outbreak, which appears to have receded.

Baited remote underwater video (BRUV) monitoring around Robben Island.

Red-knobbed coot, the species most affected by avian botulism in the Wilderness Lakes.
(Photo credit: Ian Russell) Blue stingrays in Knysna Estuary The Knysna Estuary contains an estimated 42% of South Africa’s estuarine biodiversity.

A less well-known species using the estuary is the blue stingray.

Despite being classified a marine species, an annual aggregation of these stingrays has occurred within the Knysna Estuary over the past few years.
This behaviour is of great interest, given that blue stingrays are listed as near threatened on the IUCN red data list and that their aggregation in the estuary is the only one known to occur in an estuarine environment.

To better understand this, 15 blue stingrays were fitted with internal acoustic tags and 17 receivers deployed in the estuary to capture data on their movement patterns.
The project promises to provide important data on habitat usage and connectivity that could be used in future spatial planning.

A diver releases a Knysna seahorse after measuring it.

(Photo credit: Clement Arendse) Divers prepare to search for Knysna seahorses in the Knysna Estuary.
(Photo credit: Clement Arendse) To complement research in the estuary, SANParks revived a citizen science programme (initially run between 2001 and 2003) that enlists volunteers to find seahorses that are left stranded on the banks of the Swartvlei Estuary after breaching.
The programme is carried out after every breaching event and, with the help of up to 300 volunteers, aims to estimate the seahorse population size and distribution within the estuary and to reduce seahorse mortality when the water level in the estuary suddenly drops.

Citizen scientists have proven invaluable in helping to manage these stranding events – both to return living seahorses to 41 deeper water and to collect dead seahorses for further analysis.

Blue stingrays in the Knysna Estuary.


(Photo credit: Kyle Smith) Re-assessment of the endangered Knysna seahorse SANParks, in collaboration with Oceans Alive Conservation Trust, have embarked on the first population assessment of the Knysna seahorse in over 20 years.

The assessment focusses on two of the three estuaries hosting the Knysna seahorse, both of which fall within the Garden Route National Park.
This multi-year assessment was initiated in 2022 and will determine the status of this endangered species.

The team consist of SANParks divers and Knysna seahorse citizen science project.

(Photo credit: SANParks) skippers, as well as dive supervisors and divers from Oceans Alive Conservation Trust, and dedicate approximately 20 days a year to the population assessment.
Annual Report 2022|2023 Freshwater South Africa’s National Biodiversity Assessments of 2004, 2011 and 2018 have highlighted the dire state of most rivers, wetlands and estuaries in the country.

To what extent does the SANParks estate, and individual National Parks, contribute to the conservation of these ecosystems?

That is the question being answered in a new report that resulted from a two- year collaborative initiative between SANParks, SANBI and the CSIR.
Rivers: The SANParks estate encompasses about 4% (6 050 km) of the total river length in the country.

Together, these represent only 86 (39%) of the 222 river ecosystem types in South Africa.

However, on average, rivers in National Parks are in a better ecological condition than outside of parks, with 63% and 25% of river length in a natural or near- natural condition respectively.
Four National Parks host 11 of South Africa’s 62 remaining free-flowing (un-dammed) rivers, namely Garden Route (6), Kruger (3), Table Mountain (1) and the proposed Grasslands National Park (1).

These include three flagship free-flowing rivers: the Mutale River in Kruger, Groot River in the Garden Route, and the tributaries of the Kraai River within the Grasslands National Park.
42 Wetlands: Even though over half (72) of South Africa’s 135 wetland ecosystem types occur in National Parks, approximately 75% of the country’s wetland ecosystem types are regarded as both threatened and under-protected.

Based on modelled data, this is because few wetland types have 20% or more of their extent in any form of protected area and/or wetlands occurring in protected areas are not necessarily in a good ecological condition.
To test the accuracy of modelled condition data, an initiative is underway to develop basic inventories showing the different wetland types and their locations and ecological conditions in selected parks.

A high-altitude national park in the northern part of the Eastern Cape is key for the conservation of grasslands and water security.

Scientific report on freshwater and estuary conservation in SANParks.
Estuaries: The majority of the 22 estuaries falling in, or overlapping with, the SANParks estate are in a natural to near-natural ecological state.

This reflects the higher level of protection that inclusion in a national park offers.

Estuaries are prime examples of multiple- use common-pool resources that come under pressure because of the ways in which the surrounding land, freshwater, coastal and marine ecosystems are used.
Therefore, the roles and responsibilities of all the agencies involved in the management and conservation of estuaries must be clearly defined and executed.

Strategic water source areas (SWSAs): SWSAs represent approximately 10% of the land area that provides 50% of South Africa’s water and are therefore critical to water security.

Only 9% of these areas are formally protected, with the SANParks estate contributing a mere 2% towards the total area for SWSAs.
The 2% includes the proposed Grasslands National Park, which by itself contributes almost the same as all the other National Parks combined.

While global and national conservation targets for aquatic ecosystems cannot be achieved by relying on protected areas alone, they are a cornerstone for the conservation of these threated ecosystems.
The freshwater and estuarine report concludes with recommendations on how park planning, park management and research and monitoring functions can help to optimise SANParks’ contribution to aquatic ecosystem conservation in South Africa.

Terrestrial systems – support for managing charismatic large mammals Charismatic large mammals are key to SANParks’ ability to achieve its objectives, mandate and responsibility to society through the implementation of its Wildlife Management Policy.
The policy has two strategic focuses: ensuring persistence while managing the ecological roles of species within ecosystems; and the responsible use of wildlife resources as envisaged in South Africa’s constitution.

This aligns well with the recently approved White Paper on Biological Diversity and Sustainable Use.
In managing charismatic large mammals, SANParks contributes to transformation, socioeconomic development, good governance, evidence-based decision making and a duty of care and animal welfare ethics.

Dynamic elephants Elephants contribute to the objectives of five National Parks.
SANParks realises the need to strike a balance between mitigating the influence of elephants on biodiversity and the risks and opportunities for people living next to the National Parks, while ensuring the persistence of elephants and carrying out all necessary activities with compassion.

In Kruger National Park, SANParks recorded between 28 000 and 32 000 elephants in Recovering rhinos the past three years.
Annual numbers are influenced by how elephants move in and out of the park, especially across the Greater Limpopo Transfrontier Park.

Even so, population changes also reflect responses to elephant densities, particularly close to permanent water.

At Mapungubwe National Park, the availability of resources similarly determines how much time elephants spend in Mapungubwe and the impacts they have.

Here SANParks noted that 350 elephants spend time in the dry season in the park each year.
The influence of gradients of water, food and safety is not significant in small parks like Addo and Marakele.

At Addo, SANParks placed elephant cows on contraception to overcome the challenge of resource gradients that are not large enough to force elephants to use landscapes differently, which impacts on the survival of weaned calves.

Contraceptive vaccines are administered annually in the three sections where elephants occur (Main Camp/Colchester, Nyathi and Darlington).
A total of 259 elephant cows were vaccinated SANParks’ National Parks play different roles in the conservation of the country’s south- western and south-central black rhinos as well as southern white rhinos.

Six parks outside of Kruger National Park manage important rhino populations, i.e., Addo, Karoo, Mapungubwe, Marakele, Mokala and Mountain Zebra.

During the past reporting year, a total of 48 births were recorded, 21 of which were white rhino and 27 black rhino.
During the same period eight deaths occurred as a result of natural causes and conflict among bulls.

Overall, growth in rhino numbers in small parks exceeded the annual performance target of 4%.

This highlights the need to find more space for rhinos in the National Parks.

SANParks ear-notched 30 individuals to simplify identification and monitoring, and collected biopsy dart samples from 10 rhinos in aid of a DNA-profiling project in the Frontier Region.
At Mokala National Park, SANParks notched 91 white rhinos.

All the black rhinos were already during the 2022/23 financial year.

notched previously.

Although this population control programme started at different times in the various sections, fewer yearlings were recorded in the Main Camp/Colchester section during the vaccination operation and in the aerial survey conducted in October 2022.
The data indicates variable use of different parts of the park by the 743 elephants that occurred in Addo by the end of 2022.

Marakele has 355 elephants and cows are not on contraception yet.

The Garden Route only has one elephant.

Extensive stakeholder engagement has shown that the public Challenges linked to the size of Kruger National Park remains.

The Kruger Rhino Management Plan focuses on resizing the park into core focal areas with suitable habitat that rhinos prefer.
The further 702 rhinos that were strategically dehorned meant that by the 43 end of 2022, approximately 70% of the park’s rhinos had no horns.

Poaching rates of white rhinos have been declining since 2015 and stood at 7,1% by the end of 2022.

For black rhinos poaching rates were at 3,4%, which is below the threshold at which populations will wants elephants to return to the forests.

start increasing again.


SANParks revised all the elephant management plans in view of how elephants influence and contribute to the objectives of a park.

While these plans await approval, contraception in the smaller National Parks continues, along with restoring and maintaining resources such as water in key areas.

In addition, seasonal dung surveys in Kruger will be used to link changes in biodiversity to intensity of use in these localities.
Innovations include elephant dung collection in collaboration with local healers for use in traditional medicine.

SANParks plays a key role in South Africa’s contribution to regional and continental elephant conservation outcomes.

By the end of 2022, SANParks managed close to 70% of South Africa’s 43 884 to 44 775 elephants whose lives are increasingly at odds with patterns in the rest of Africa.
SANParks continued to support South Africa in technical aspects and information required to meet various international commitments.

A dehorned rhino in Mokala National Park.


Annual Report 2022|2023 The lag effects of droughts make it difficult to optimise focal operational areas in Kruger Dense vegetation hides animals in AENP, hence monitors rely on 65 cameras to photograph National Park and contributed to the continuing decline in white rhino numbers to between the average of 1 300 black rhino sightings per month.

Aerial patrols are used to monitor 1 711 and 1 988 in 2022.
In contrast, black rhinos did not experience the drought effect and specific individuals.

Since the start of the project, monitoring achieved 99,2% evidence for births were slightly higher than total losses.

For the past three years black rhinos remained all the individual rhinos in the park, which is better than the 85% requirement.

The AENP at an estimated 210 individuals.


SANParks has started to remove disease-free rhinos from Kruger but this has limited options and can affect the dynamics between the remaining rhinos.

During 2022, a further 26 black and 184 white rhinos were tested for bovine tuberculosis; 19 white rhinos returned positive results.

In collaboration with the Wilderness Foundation, an initiative was launched to established rhino strongholds to encourage range expansion.
This entailed a detailed assessment of suitable safe rhino habitats across South Africa.

In addition, SANParks is an active participant in the national desert rhino action group that is developing a metapopulation approach to enhance the conservation outcomes for south-western black rhino.

Other national projects included SANParks giving guidance on the re-wilding of rhinos bred and 44 raised in captivity.
This is particularly challenging due to the low priority given to captive breeding of white rhinos; however, the many rhinos living in captivity offer opportunities in terms of transformation, socioeconomic development and duty of care.

SANParks staff members were, therefore, included in formal delegations that represented South Africa at various international meetings to consider technical requirements.

rhino population’s growth rate for the year averaged 10%.
Aligned with the WCB project requirements, staff were appointed and operational equipment procured to support the project.

Rhino monitoring in Addo Elephant National Park.

(Photo credit: SANParks) Rhino Impact Bond Robust predators SANParks is the custodian of most of the south-western black rhino population within Addo SANParks manages lions, spotted and brown hyaenas, leopards, wild dogs and cheetahs Elephant National Park (AENP).
To optimally increase black rhino numbers, AENP was across several National Parks and in support of various objectives.

Within Kruger, identified as a site for the implementation of a rhino impact bond.

This initiative, hosted Mapungubwe and Kgalagadi National Parks, these large carnivores span transfrontier by United for Wildlife, the Royal Foundation and the Zoological Society of London, aims to conservation areas and large landscapes with abundant populations of prey.
demonstrate a scalable, outcomes-based financing mechanism that directs additional private and public-sector funds to better manage priority rhino populations.

The initiative relies on verified and audited population growth to assess results.

Following ongoing work and negotiations, the rhino impact bond initiative has been consolidated into a wildlife conservation bond (WCB).
In collaboration with the Endangered Wildlife Trust, SANParks monitors lions in northern Kruger where localised, targeted poisoning poses a significant threat to their continued presence.

Carnivore management in three of the four frontier parks includes satellite tracking collars, relocation to private reserves to mimic males leaving the pride and contraception.
As spotted hyaena densities increase in Kruger National Park, interventions focus on how to contributes to the use of wildlife resources and the removal of individuals in ways that do not mitigate increasing conflict between the animals and local people, especially on the park’s place the dynamics and persistence of species at risk.

north-western boundary.

A similar dynamic was noted in Marakele.


SANParks are using the results of focal lion and spotted hyaena surveys to design interventions to reduce risks to rhino calves in Kruger National Park.

Ongoing monitoring of wild dogs helps to identify individuals at risk.

SANParks, with the help of state veterinarians, freed 11 wild dogs and nine spotted hyaenas from snares.

By the end of 2022, wild dog and cheetah populations were dynamic and stable.

At Marakele National Park SANParks recorded seven cheetahs.
The leopard population in Kruger is doing well, although SANParks had to respond to six incidences of leopards threatening people.

The Kgalagadi had no incidences of transgressing lions.

The carnivore populations in Kgalagadi are dynamic and continue to provide noteworthy experiences for tourists.

Damage-causing animals remain a concern in all smaller parks.
Engagement with farmers around the Karoo National Park continued to build good relationships and to manage the risks associated with lions and brown hyaenas leaving the park.

A focal study on lion diet and how it changes in different seasons are helping to identify potential risk areas and times of the year.

SANParks also manages several smaller carnivores like jackals and caracals, particularly in the context of dealing with damage-causing animals.
A key aspect is the need for transparent decision-making trees when dealing with problem or damage-causing predators.

Contributing herbivores Most herbivore populations in the National Parks are dynamic and maintain themselves in various biomes.

A key challenge, however, is the absence of some ecological processes, e.g., not enough large predators in some parks.

In such instances, SANParks removes individuals of certain species to mimic ecological processes.
This provides opportunities to support wildlife management objectives, such as transformation and the wildlife economy.

SANParks removed 354 individuals from parks as part of the wildlife economy initiative.

Ecological management relies heavily on aerial herbivore surveys.

Such surveys were conducted in three of the four frontier parks, i.e., Mountain Zebra, Addo and Camdeboo, during the 2022/23 financial year.
In several parks, the lack of recent surveys introduces an element of risk in predicting management interventions.

In large intact parks, primarily Kruger, ecological processes play out by and large without intervention.

Wildlife management SANParks generated R8,25 million in revenue from game sales.

This is in addition to the indirect revenue benefit derived from tourists who visit parks to experience dynamic and diverse herbivore populations in free-range conditions.
The contribution of science to knowledge translation in SANParks Science management engagement 58 engagements across parks Park manangement plans & MPA management plans Development of Namaqua NP MPA completed Revision of Augrabies Falls and Namaqua management plans completed Environmental impact assessments & environmental plans 32 activities across 11 parks Communication 35 popular press articles 10 radio & television interviews 52 talks, lectures, webinars & other online communication engagements Assessment of park management plans 45 Tracking tool assessment to evaluate Agulhus, Addo Elephant, Mountain Zebra & Karoo National Parks Goal Audit for Camdeboo National Park completed Estuary management plans Public participation for South (Oos) Estuary Management Plan finalised Annual Report 2022|2023 ENGAGEMENTS AND SERVICE TO THE SCIENTIFIC COMMUNITY Peer-reviewed articles 53 scientific articles across disciplines 41 diverse journals 2 book chapters Postgraduate supervision 27 students (including 12 PhDs & 10 MSc) across 14 institutions International conferences hosted: 2 Savanna Science Network Meeting & Garden Route Interface & Network Meeting National/international advisory or working groups 101 engagements Editorial functions 16 associate/section editors for diverse journals Postgraduate examination 4 1 Hons, 2 MSc & 1 PhD.
across 4 institutions Teaching, moderation & qualification review 50 activities 9 institutions Presentations at conferences, symposia, specialist meetings & workshops 47 presentations Policy formulation and/or legislative instruments Inputs on 24 organisational and national instruments Skukuza Science Leadership Institute.

State of the Bay open day for Saldanha Bay and Langebaan communities.
Protection of African penguin colonies Scientific Services staff continue with strategic discussions on the closure of small-pelagic fishing around the last remaining African penguin colonies.

These discussions were initiated 46 following an urgent appeal from SANParks to the DFFE minister, calling for action as penguin numbers had declined by up to 90% in five years in some colonies.
Restricting fishing within core penguin foraging areas for up to 10 years around the six largest remaining colonies is now proposed.

This is largely based on research and monitoring that Scientific Services carries out collaboratively with external scientists.

Care is taken to ensure that the conservation of penguins is balanced with the socioeconomic needs of fishing communities.

African penguin breeding pair on Bird Island, Addo Elephant National Park MPA.
(Photo credit: Cloverley Lawrence) Delegates who attended the 2022 Garden Route Interface and Network meeting at Pine Lake Marina, Sedgefield.

DEGRADATION AND REHABILITATION South Africa, as a signatory to the Convention on Biological Diversity (CBD), is committed Working for ecosystem restoration of degraded areas.

to rehabilitating and restoring degraded ecosystems.
This is also aligned with ecosystem- based and adaptation (EbA) objectives as outlined in the National Adaptation Strategy and 47 the SANParks Climate Change Adaptation Framework and Implementation Plan.

Target In Mokala and Richterveld National Parks, a restoration assessment was conducted as 15.3 of sustainable development goal 15 sets a new global objective to achieve a land- part of a long-term plan to monitor and manage erosion.

In Namaqua National Park, soil- degradation neutral (LDN) world by 2030.
The LDN response strategy revolves around erosion monitoring and installation of new pegs were done, as well as a landscape function avoiding and reducing degradation, and restoring degraded lands.

assessment using point-centred quadrant and soil-surface assessment monitoring.
The At a corporate level, SANParks contributes to achieving these targets by restoring degraded lands across all National Parks through programmes funded by the Expanded Public Works Initial and follow-up clearing of alien invasive vegetation was implemented according to the Programme (EPWP).

Clearing of alien invasive vegetation is the main activity through the approved annual operational plans.
It targeted mainly wattle species and pine in the Cape landscape organisation index was completed in December 2022.

Working for Water programme.

and Garden Route parks, Prosopis in Arid Region parks, cactus species in Frontier Region parks and pompom weed and Parthenium in Northern Region parks.

In Kruger National Park the focus was on the removal of Parthenium and other herbaceous species.
Activities in the Working for Ecosystems programme addressed bush encroachment and soil erosion in Kruger National Park and the parks in the Frontier, Arid and Northern regions.

Land-rehabilitation activities were also implemented in the integrated zones of Kruger, Addo Elephant and Garden Route National Parks, as well as the Kruger to Canyons Biosphere Reserve.
Annual Report 2022|2023 Rehabilitation of wetlands was undertaken in Kruger, Agulhas, Mapungubwe, Golden Gate Highlands, Marakele and Table Mountain National Parks.

Interventions included construction Vulnerability of concrete erosion-prevention structures, earthworks, gabions, eco-logs and rock packing.
Working with the University of Cape Town, SANParks researchers assessed the In the 2022/23 financial year, SANParks rehabilitated 24 160 initial ha of degraded land, 64 vulnerability of parks’ biodiversity to climate change.

Potential climate change impacts 215 follow-up ha, and 9 327 m³ of degraded wetlands.

CLIMATE CHANGE VULNERABILITY Climate Change Preparedness Strategy and vulnerability assessment on species, habitats and resource pressure demands were compared with each park’s adaptive capacity.
The latter was measured in terms of management effectiveness, the type of land use around the park and its financial resilience.

Recognising SANParks’ reliance on tourism revenue, its climate change resilience was calculated as a combination of the likelihood of changes in key tourist features (e.g., the presence and SANParks’ Climate Change Preparedness Strategy was approved by the Board in December visibility of attractions), avoidance of climate extremes and evasion of malaria.

In 2022.
In 2022.

The strategy outlines a vision in which SANParks is resilient and responsible in a addition, the value of park infrastructure (e.g., roads and lodges) that is highly exposed rapidly changing world and sets out a framework for the actions and approaches needed to increasing flooding and rising sea levels was also calculated.

to achieve this.
to achieve this.

48 CLIMATE CHANGE PREPAREDNESS Strategic Objectives Although broad scale, the study provides a framework to understand climate change vulnerability across National Parks and guides decisions to minimise negative impacts.

Understand Adapt Mitigate Build resilience Communicate What are the How do we How dow we How do we How do we make implications of maximise reduce our build resilience others aware climate change resilience of: carbon footprint?
of communities of challenges & across the organisation?

• • • • • • Biodiversity How do we stakeholders?

and other opportunities?

optimise carbon How do we uptake by How do we communicate ecosystems?

deliver nature- based solutions?

SANParks’ response?

Cultural heritage Socio- economic development Infrastructure Tourism Revenue The five strategic objectives that underpin SANParks’ Climate Change Preparedness Strategy, and the key questions and knowledge needs that they address.
Over the last year, new assessment reports were completed for Kruger and Augrabies Falls National Parks, adding to the seven already available How vulnerable to climate change is the biodiversity for Tankwa Karoo, Richtersveld, Golden Gate, Garden Route, Camdeboo, in my protected area?

Potential impacts Adaptive capacity Namaqua and Agulhas National Parks.

Adaptation planning for these parks is being done and the next important stage is workshops with the parks’ managers and scientists in July 2023.
A SANParks-led Table Mountain Fund project enabled a comprehensive Species change Management effectiveness climate change vulnerability assessment of the mega-diverse Table Mountain How many species will lose or gain How well can PA managers sustainable climate within the PA?

plan and action conservation responses?

National Park.
National Park.

The assessment identified plants, reptiles and amphibians vulnerable to climate change, explored risks to people and infrastructure, and assessed the climatic uniqueness of particular areas in the park.

While not all components of the project are complete, key learnings are already captured in Habitat change Adjacent land use climate change adaptation plans for Table Mountain and other parks.

How much will the habitat change?


Do adjecent areas allow for species dispersal and enlargement of protection?

Resource pressure change Financial resilience How will human demand for the PA’s How will income generation and resources change?

costs change?

Climate comfort Key attractions Tourism resilience How closely will the climate Will key tourist attractions How will tourists match tourists’ preferences?

remain?

experiences change?


Disease safety Viewing experience Infrastruture resilience How will the risk of Will these attractions remain How will PA infrastructure contracting a disease accessible?

be impacted, particularly by change?

extreme events?

A framework for assessing protected-area vulnerability to biodiversity loss from climate change.
49 The iconic Table Mountain ghost frog occurs only at the top of Table Mountain where it is highly vulnerable to the impacts of warming streams and reduced cloud cover due to climate change.

(Photo credit: Josh Weeber) Annual Report 2022|2023 Adaptation SANParks is exploring nature-based solutions (NbS) that can enhance ecosystem services, such as water provision and carbon sequestration, to help people prepare for climate change.
Research done this year quantifies the organisation’s contributions to protecting strategic water source areas and the carbon stocks stored in soil and vegetation.

CULTURAL HERITAGE MANAGEMENT Archaeological research Archaeological excavations at the Letaba Iron Age site in Kruger National Park carried on for the second year.
The research, conducted in partnership with the University of Pretoria, continues to unearth and add new knowledge on the Iron Age period in southern Africa, A US Embassy-funded collaboration between SANParks and the United States National Park including the important Indian Ocean trade.

Artefacts from the site include items from as far Service began in September, with the objective of sharing knowledge about climate change as Iran.
Findings from the ongoing work were widely publicised in different media, including adaptation.

The two-year project includes scientist exchanges with the strong 16-person print and television, following a guided tour of the media in September 2022.

Climate Change Response Programme, participation in the US National Forum, and short fellowships with US institutions focusing on climate change research and management.
As part of the collaboration, information gathered during the SANParks park-level vulnerability assessment has been workshopped further for four case-study parks.

The aim is to test an adaptation method used in US parks and adapt it to local conditions.

The Embassy funding has also enabled the development of a new specialist scientist position, filled in February, which is the first to focus on climate change.
50 Green Energy Strategy implementation The implementation plan for the Green Energy Strategy (2021) included energy saving, energy efficiency and renewable energy projects.

Green energy awareness efforts in all National Parks included informing staff of the strategy and measures to reduce electricity use.
All geyser thermostats were set to 50 - 55°C to effect energy savings and a tender was awarded for the installation of photovoltaic solar plants in the Mata Mata and Nossob rest Working with the National Archives Oral History Unit, SANParks carried out oral-history research with communities linked to Mount Tshikumbu.

A guided media tour at the Letaba Iron Age site was led by Dr Xander Antonites from the University of Pretoria and Dr Ndukuyakhe Ndlovu from SANParks.
Oral-history research with elders associated with Mount Tshikumbu in Kruger National Park.

camps of the Kgalagadi Transfrontier Park.


Survey and assessment of cultural heritage in the Augrabies, Bontebok and Camdeboo The infrastructure investment allocation currently funds all the green energy initiatives as National Parks the United Nations Environmental Programme (UNEP) and Jobs Fund funding applications Surveys and assessments of cultural heritage resources were carried out in three National were not successful and no further funding has been secured.
The memorandum of Parks, i.e., Augrabies, Bontebok and Camdeboo.

The assessments improved understanding understanding with Eskom for micro-grid solar plants in Kruger National Park has not been of the heritage resources in each park, their state of conservation and potential to contribute concluded.

Project planning continues, however, while issues around ownership of the to tourism, and how they link with park stakeholders.
The assessments will help raise the assets, the size of the plant and the resultant cost per kilowatt hour are being resolved.

cultural heritage management effectiveness scores for the three parks and thus improve overall park management.

Stone Age hand axe at Augrabies National Park.

Historic granite rock with cupules at Camdeboo National Park.

Conservation of heritage sites Conservation measures were implemented at several sites, including archaeological sites in Mapungubwe and Kruger.
These include erosion control, site protection and the restoration of thatch-roof structures, furnaces and stone walls at Iron Age sites.

This labour-intensive work also contributes to job creation and opportunities to impart skills such as thatching and stone-wall restoration Implementation of elephant prevention measures at rock-art sites in Mapungubwe.
51 Refurbished Iron Age furnace protection structure at Masorini in Kruger National Park Restoration and maintenance of dry-stone walls at Mount Tshikumbu in Kruger National Park.

Collections management Many years of research have yielded significant artefact collections in the different National Parks.

A few of these collections are held in storage and/or are exhibited in parks, but most are held at third-party institutions.
During the financial year, stewardship activities were carried out in Kruger, Mapungubwe, Mokala and Table Mountain National Parks.

Annual Report 2022|2023 Heritage objects on display at Masorini in Kruger National Park.

Boxes with Mapungubwe collections currently held at the Ditsong Museum in Pretoria.

Roadside interpretation shed at Mount Tshikumbu in Kruger National Park.

Testing the Shilowa Hill trail with members of the Shilowa family in Kruger National Park.
Cultural heritage tourism products Efforts to bring more cultural heritage into mainstream tourism in parks have continued with new products made available to park visitors.

Roadside interpretation is being introduced, starting with the northern parts of the Kruger National Park.

One such interpretation facility 52 was built and launched at the Mount Tshikumbu Iron Age site and more sites have been earmarked for similar developments.
Other exhibitions, e.g., Rabelais Hut in Kruger National Park, were developed.

Rock-art trails are now available for both Mapungubwe and Kruger, including a trail to Shilowa Hill from the Mopani rest camp.

An exhibition at Rabelais Hut in Kruger National Park pays tribute to retired rangers.

Community involvement Many heritage sites in National Parks are of significance to local people.
SANParks therefore creates opportunities for communities to interact with and celebrate their cultural heritage in parks.

The annual celebration of Thulamela in Kruger National Park took place on Heritage Day 2022 and was attended by more than 120 members of the Makahane community.

On the same day, about 100 people attended a celebration held with Mapungubwe communities.

Heritage Day celebration with the Makahane family at Thulamela in Kruger National Park.
SUSTAINABLE RESOURCE USE Growing resources for people and nature Giving people access to the natural resources in parks in a way that enhances their value and relevance remains a focus area for SANParks.

Guided by its policy on the consumptive use of renewable and non-renewable natural resources, SANParks manages current resource-use projects and tests and develops new initiatives.
53 New initiatives during the year under review, such as the collection and distribution of over Grass harvesting in Golden Gate Highlands National Park.

(Photo credit: SANParks) 100 kg of elephant dung for traditional medicine use, have grown the scale and scope of resource harvesting.

This contributes tangibly to local support for the conservation cause.

Another initiative is the controlled harvesting of grasses to improve the veld condition and meet the needs of local communities.
Workshops were held with community leaders to A good rainfall season enabled two mopane-worm harvests in Kruger National Park, one in December 2022 and the other in March 2023.

Wildflower, sour fig and alien plant harvesting in Agulhas National Park unlocked various develop the conditions of access and to identify the traditional harvesters.

Permits are issued socioeconomic benefits for participants.
Marine harvesting continues with new projects annually and SANParks Scientific Services monitors the veld condition to ensure sustainable being implemented to monitor impact and enhance benefits.

Over 350 animals from nine harvesting practices.


The nearly 9 000 bundles of thatching grass harvested from Golden mammal species were either donated or loaned to developing entrepreneurs, with the aim Gate Highlands National Park in the past financial year provided important local business to transform and share the benefits of the wildlife economy.

opportunities.
opportunities.

After a break of several years, 10 000 bundles of thatching grass were harvested from the Kruger National Park to develop SMMEs and support livelihoods and the continuation of traditional practices.

Annual Report 2022|2023 Kruger rangers and scientist with the first batch of elephant dung (left) and a traditional healer from Mpumalanga holding her SANParks-branded bag of dried elephant dung harvested sustainably from the Kruger National Park, to use in traditional medicine.
KRUGER NATIONAL PARK SOCIOECONOMIC REPORT This report covers highlights of a sustainable socioeconomic development programme 54 that benefits historically disadvantaged communities in the Kruger National Park.

The programme includes environmental awareness, capacity building and training, sustainable resource use, economic transformation workshops, community nurseries, food gardens, bioenergy and bioprospecting.
The Kruger National Park warburgia salutaris conservation programme distributes nursery-grown saplings to user groups to help reduce illegal harvesting inside the park.
SANPARKS - KNP SOCIOECONOMIC CONTRIBUTIONS TO LOCAL COMMUNITIES TRAINING AND CAPACITY BUILDING ENVIRONMENTAL EDUCATION & OUTREACH PROGRAMMES NURSERIES, FOOD GARDENS, BIOENERGY & BIOPROSPECTING PROJECTS Workshop FOR local councillors on organisational functions 101 municipalities SCHOOLS VISITED THE PARK 715 Groups 42 784 Pupils Mentorship & coaching 31 companies from National Department of Tourism (NDT) teams corporate governance training 30 people from the forum’s area business management training 40 youths from 4 municipalities KNP SUSTAINABLE RESOURCE USE school meal programme 31 companies from National Department of Tourism (NDT) teams ECONOMIC TRANSFORMATION round table workshop 600 SMMEs 12 strategic funders 23 external stakeholder Kruger National Park 338 JOBS CREATED facilitated and supported with equipment: 9 schools 5 municipalities 4 nurseries 2 municipalities 8 villages 8 traditional councils 4 villages 21 participants 4 food gardens 3 villages 55 3 municipalities 43 participants 3 traditional councils 4 bioenergy projects 3 municipalities 4 traditional councils 2 bioprosecting projects 2 municipalities 4 villages 15 participants 2 villages 2 traditional councils 5 medicinal tree planting projects 4 municipalities 4 traditional councils 5 municipalities 80 participants & 1 school Annual Report 2022|2023 WILDLIFE AND ENVIRONMENTAL CRIMES The incidence of environmental crime varies considerably between parks and regions.
The theft of fencing that is on the rise in several parks not only damages property, but also allows wild animals to leave the parks and livestock to enter.

Fence theft and snaring are often associated.

Illegal resource use remained a challenge over the past financial year, with the focus yet again on high-value species, including rhino, elephant and abalone.

The poaching of pangolin is also seemingly on the increase.
Kruger National Park Large-scale dehorning was done to complement existing anti-poaching tactics in Kruger National Park.

Special Operations deployments were concentrated in the southern region where rhino populations are high.

SANParks removed one snare from a black rhino, treated 17 injured white and two black rhinos and recovered five white rhino orphans in the park.

Many of these cases were linked to snaring targeting other species.
Snaring for bushmeat in and around parks, especially Kruger, is fast becoming a significant threat to biodiversity.

56 Rangers reported 856 poacher activities, down from 1 262 in the previous fiscal year.

In response, 24 arrests were made and 15 firearms recovered, down from 58 and 31 respectively in 2021/22.

Elephant deaths increased from nine to 32, but the 98 rhinos poached were significantly less than the 195 of the previous year.
Confiscated Halfmens trees (Pachypodium namaquanum) in the Richtersveld National Park.

(Photo credit: SANParks) Richtersveld National Park Table Mountain National Park Resources and innovative strategies, including meaningful local participation, are needed to curb succulent poaching in the |Ai-|Ais/Richtersveld Transfrontier Park and World Heritage Site, Karoo and Namaqualand areas.
The South African Police Services endangered species and stock theft unit works tirelessly to address the poaching problem; however, syndicates operate over vast areas of the Northern Cape and are extremely cunning.

Two of the four poachers who were arrested in the |Ai-|Ais/Richtersveld Transfrontier Park in 2020 were found guilty and sentenced to seven years in prison for attempting to illegally remove “Halfmens” Pachypodium namaquanum trees from the park.
They were the first succulent poachers sentenced to imprisonment.

With the valuable assistance of SANBI, the SA Hunters and Game Conservation Association, SANParks Honorary Rangers and the British Cactus and Succulent Society, numerous plants were rescued and kept in safe storage.

The mother plants will be used for propagation and possible replanting in botanical gardens.

Criminal activities continue to plague Table Mountain National Park (TMNP).
Several successful abalone law-enforcement operations resulted in arrests and the confiscation of abalone and equipment.

The overall decline in criminal activities over the past year can be attributed to the activities of a specialised group of rangers called the Sea, Air and Mountain (SEAM) team.

The team helps TMNP to gather and interpret intelligence and to coordinate the response to criminal activities and emergencies across the park.
A central command and operational centre and closer collaboration with neighbourhood-watch groups have significantly improved safety and security around the park.

The unit’s flexibility is a great asset.

Examples are small-team deployments to target specific crimes, extended deployments or waylays and planned operations for more complex crime-prevention interventions.
Through Operation Phakisa, SANParks and other government agencies collaborate to In parks that include the Big Five, most rangers are heavily engaged in anti-poaching combat illegal activities.

SANParks participated in a DFFE workshop to compile a draft activities.

strategy and action plan to curb the trade in illegally harvested South African abalone.
SANParks furthermore employs specialised rangers such as specialist trackers, visitor- Bark stripping occurs in TMNP in the pockets of indigenous forests along Chapmans Peak safety rangers, pilots, vessel skippers and crew and dog handlers.

The Kruger National Park’s Ranger Services Integrity Management Plan (RS-IMP) has four strategic objectives: • Improve professionalism, motivation and trust by embedding core values, key attributes and skills development.

• Develop ranger resilience.


• • Establish a transparent and fair integrity testing system.

Strengthen anti-corruption investigations and prosecution support.

57 Drive and Echo Valley, but mainly in the Newlands Forest.

The illegally collected bark is sold for medicinal use.

The practice also occurs on properties managed by the City of Cape Town and in Kirstenbosch Botanical Gardens.
An integrated strategy to tackle bark stripping in TMNP was adopted and includes visible ranger patrols, intelligence-driven SEAM operations, joint community safety patrols and the monitoring of affected trees.

Volunteer groups are involved in preventative measures, and workshops are being planned to make traditional healers aware of the impact of illegal bark stripping.

A nursery is also being established to rehabilitate affected trees.
Mapungubwe National Park Illegal immigrants and cigarette smugglers that enter the park from Zimbabwe remain a serious problem in the Greater Mapungubwe Transfrontier Conservation Area.

Herding livestock, also coming from Zimbabwe, increases the risk of foot-and-mouth disease outbreaks.

Local state veterinarians conduct monthly sampling and have vaccinated herds of cattle in the area.

Over the past 12 months vast quantities of illicit goods, primarily cigarettes, were seized.
SANParks collaborates with the South African National Defence Force to combat these crimes.

Golden Gate Highlands National Park Golden Gate Highlands National Park is still being used as a thoroughfare for stolen livestock between Lesotho and South Africa.

This practice is also associated with arson; no less than 13 arson fires were extinguished during the period under review.

The park is currently evicting six illegal occupants and their grazing livestock.
Rangers at our service Rangers’ duties vary widely depending on whether a park is rural, peri-urban or urban.

Tasks Canine support - Sea, Air and Mountain (SEAM) team in Table Mountain National Park (Photo credit: SANParks) they have in common are area-integrity patrols, law enforcement and compliance, and the observation and monitoring of fauna and flora.
Rangers also monitor and maintain fences, water supply and roads, manage alien invasive animals and plants, capture game, ensure visitor safety, fight fires, do boating work and ensure gate security.

Annual Report 2022|2023 Aerial support Tourism monitors graduation Aerial support is key to maintaining area integrity.
The South African Civic Aviation Authority SANParks and the National Department of Tourism hosted a graduation ceremony at the audited SANParks Air Services in the past financial year and recorded no major findings.

Berg en Dal Conference Centre on 21 February 2023 to celebrate the 106 students from The concerns that were noted are being addressed.

TotalEnergies donated R4,5 million Limpopo and Mpumalanga who completed the Tourism Monitor Programme.
The training to SANParks Air Services for aircraft fuel and Anglo American Platinum sponsored Kruger programme is part of the National Tourism Sector Strategy to equip young people with the National Park with four ultra-light aircraft.

professional skills needed to deliver world-class visitor experiences.
Launch of Rabelais Interpretation Centre The management of Kruger National Park, in partnership with the SANParks Honorary Rangers, hosted the official handover of the historic Rabelais Hut on 11 September 2022.

The Rabelais Interpretation Centre is next to the Orpen Gate and is one of the tourism attractions around the Orpen camp in the southern part of the park.

58 Sponsored ultra-light aircraft.


PARKS SPECIAL EVENTS AND HIGHLIGHTS Kruger National Park Record rainfall saw Tshokwane measuring 604 mm, Malelane 651 mm and Stolznek 553 mm in February 2023.

These rains caused extensive damage to management roads and tourist gravel roads.

The tourism monitors graduation ceremony was held at the Berg en Dal Conference Centre in Kruger National Park.
Celebrating former Kruger National Park employees Kruger National Park honoured 12 employees who had retired after diligently serving the park for between 40 and 50 years.

The 12 men and their partners were hosted at the Skukuza Safari Lodge and enjoyed a game drive and boma braai.

The retirees each received a certificate of appreciation and a blanket, representing the warmth of their service to the park.

Launch of the Rabelais Interpretation Centre.


African Medicine Day Kruger National Park and the SADC Unified Ancestors Traditional Practitioners Association hosted a successful and well-attended two-day event in Phalaborwa to celebrate African Traditional Medicine Day on 31 August 2022.
The event was attended by the Limpopo MEC of Health Dr Phophi Ramathuba, various members of the Mpumalanga House of Traditional and Khoisan Leaders, chiefs of various traditional councils in Limpopo, traditional health practitioners and guests from Mozambique.

59 Honouring retired Kruger National Park employees.

Addo Elephant National Park Celebration of African Medicine Day in Kruger National Park.
After a decade of very low rainfall and poor veld conditions, Darlington Section in the Addo Elephant National Park received heavy rain over January and February 2023.

The resulting flash floods caused extensive damage to fences, roads and river crossings.

Around 6 km of boundary fence line was under water for a month and had to be replaced.

Annual Report 2022|2023 60 Fence damage in Addo Elephant National Park.

Wildfires raging in the Kgalagadi Transfrontier Park.
(Photo credit: SANParks) Kgalagadi Transfrontier Park Augrabies Falls National Park The long-term (1921 to 2018) average rainfall in Kgalagadi Transfrontier Park is 205 mm per annum.

In 2019 and 2020, only 56 mm and 176 mm of rain was recorded respectively, and in 2021 the total was 365 mm.

The 287 mm rainfall measured in the first six months of 2022 resulted in significantly improved veld and animal conditions.
The widespread availability of grazing and water led to extensive movement of animals across the park.

The lush vegetation also increased the fire risk and in September 2022 extensive natural wildfires occurred.

Although the fires were largely contained, approximately 130 000 ha of veld was burnt.

These natural savanna fires occur every 20 to 25 years and are most prevalent in years following good rains.

A fire of this magnitude was last recorded in 1995.
The park suffered an extended drought over the past 10 years.

Compared to the usual average rainfall of 125 mm, only 41 mm was recorded in 2020.

The average flow over the Augrabies waterfall is usually between 25 to 50 cubic metres per second (m3/s).

This all changed early in 2022 and again in 2023, when the Free State and Gauteng received abundant rain that caused three dams in the Orange River system (Bloemhof, Van der Kloof and Gariep) to fill up.
Water was released from the Bloemhof and Van der Kloof dams and Gariep Dam soon started overflowing.

Flow in the Orange River rapidly rose to 3 150 m3/s and water thundered over the 56 m high Augrabies waterfall and continued down the 18 km long gorge.

At the peak of this event, 3 846 m3/s was recorded at the falls, but the flow subsided in January 2023 to 344 m3/s.

In late January and early February 2003 rains in the Orange River catchment area caused the river flow to spike to 4 596 m3/s.
The spectacle drew large numbers of visitors to the park, but unfortunately also caused significant damage to the boardwalks, viewing decks and other tourist infrastructure in the park.

Launch of SANParks Week at Augrabies Falls National Park.

(Photo credit: SANParks) 61 Augrabies Falls National Park.

(Photo credit: SANParks) SANParks Week Augrabies Falls National Park hosted the launch of SANParks Week on Sunday, 11 September 2022.
The week was an overall success with free entrants increasing from 28 018 in 2021 to 72 166 in 2022.

This can be attributed to the post-Covid recovery of tourism and free movement, as well as the participation of schools in the proximity of parks.

Golden Gate Highlands National Park Construction of the dinosaur interpretation centre was recently completed.

The next phase is the appointment of a company to design and install the artwork, displays and models.
It is anticipated that the supplier will need eight to 12 months to complete the displays.

Golden Gate Highlands National Park is best known for its geological, geomorphological and palaeontological heritage.

Its rich geology is divided into five formations – four sedimentary (Tarkastad, Molteno, Elliot and Clarens formations) and one igneous (Drakensberg formation) – that date back 195 to 210 million years.

The Elliot formation is particularly rich in dinosaur fossils.
The discovery of fossilised dinosaur eggs with foetal skeletons inside, dating back to the Late Triassic period (200 to 230 million years ago), sparked global The launch event was attended by the minister of DFFE, the premier of the Northern Cape palaeontological interest.

and several MECs, as well as the event sponsors TotalEnergies and First National Bank.

Members of the SANParks Board and SANParks executives were also in attendance.
An international palaeontology conference brought top palaeontologists from around the world to the park, highlighting the global significance of the rich fossil and geological heritage of the eastern Free State.

Annual Report 2022|2023 Camdeboo National Park The panoramic view over the Valley of Desolation is a major tourism drawcard of the quaint Karoo town of Graaff-Reinet.
Given an ever-increasing number of elderly and mobility- impaired visitors over the years, the need for universal access to the world-renowned lookout point, along with ablution facilities and a new viewing platform, became apparent.

Granaat, a Graaff-Reinet club that has supported the Camdeboo National Park for the past 20 years, took the lead in 2017 to develop a proposal in collaboration with SANParks experts.
The first deliverable – upgraded ablution facilities at the parking area – were handed over to the park in 2019.

The second step, a new viewing platform to the value of R250 000, was recently completed and handed over to SANParks in May 2022.

Both projects were fully funded by the SANParks Honorary Rangers and managed by Granaat using local contractors.
Granaat is currently sourcing funding for the construction of a 250 m universal access pathway to the new viewing platform, which will see the dream of a fully accessible Valley of Desolation realised.

The Dinosaur Centre at Golden Gate Highlands National Park.

(Photo credit:SANParks) 62 Golden Gate Highlands National Park hosted international palaeontologists.

(Photo credit: SANParks) Viewing deck at the Valley of Desolation in Camdeboo National Park.
(Photo credit SANParks) Garden Route National Park During the review of the Garden Route National Park management plan in 2019, angler communities were included in the stakeholder focus groups that was part of the public participation process.

This interaction led to the establishment in 2022 of an angler support programme for a group of women fishers from Smutsville.
Traditionally the fisherwomen of the towns around the Swartvlei Lake depended on the fish they caught to put food on the table for their families.

Their dependence became more pressing and evident during the height of the Covid-19 pandemic, leading to more pressure on the system and conflict with law enforcers in the area.

This highlighted the need for a co-learning platform.
To capture the core of the angler-support programme, inspiration was taken from “sankofa”, a word in the Twi language of Ghana that means “go back and get it”.

The spirit of sankofa entails taking from the past what is good and bringing it into the present to enable progress in the future.
The main objectives of the programme are the preservation of indigenous knowledge; co-production of knowledge and sharing of skills through mutual learning; empowerment of women and youth; advancing health and resilience in communities; ensuring that communities derive educational and socioeconomic benefits from protected areas; promoting the sustainable use of natural resources; and exposure to the Blue Economy Angler support project in the Garden Route National Park.
(Photo credit: SANParks) concept through capacity development.

During the year under review, the 30 Smutsville fisherwomen and young people who have joined the programme attended various training sessions.

There has been a remarkable Tsitsikamma National Park change in attitude, relationships and goodwill between all involved.
Interactions with this The Tsitsikamma section of the Garden Route National Park embarked on a socioeconomic important Wilderness stakeholder group are ongoing and will serve as a template as this transformation drive to mitigate the massive job losses caused by the Covid-19 lockdown.

highly successful legacy project is duplicated in other marine sections of the Garden Route One of the outcomes was a creative collaborative initiative called “Be Kind” that was and Frontier regions.
undertaken with one of the local concessionaires.

“Be Kind” uplifts emerging businesses through training that includes writing business plans and exposure to the tourism market.

Since the programme’s inception in August 2022, various businesses such as the Kasi Corner township restaurant, Tsitsi Carwash and Ingrid’s High Tea have started operating in the community.
To encourage product diversification, projects such as slack packing on the Otter Trail and porterage and shuttle services for Otter Trail hikers were initiated inside the park.

Four SMMEs have been helped to operate independently and have already created employment for approximately 26 previously disadvantaged people from their community.
63 Annual Report 2022|2023 Collaborative efforts with the National Sea Rescue Institute (NSRI) The Tsitsikamma section of the Garden Route National Park has become the first park to establish a rescue base with the National Sea Rescue Institute (NSRI).

The main objective of the collaboration effort is to help surrounding communities and local and international tourists should emergencies occur in the park.
The initiative has resulted in the training of field rangers, concessionaires and community volunteers to qualify as competent sea rescuers.

Kasi Corner is one of the emerging businesses supported in Tsitsikamma.

(Photo credit: SANParks) 64 The NSRI rescue base in the Tsitsikamma section of the Garden Route NationalPark.

(Photo credit: SANParks) Kgalagadi Transfrontier Park The Khomani Cultural Landscape World Heritage Site forms part of the Kgalagadi Transfrontier Park with Botswana.
The significance of the park lies in its compelling history and a rich cultural heritage that is kept alive thanks to the proximity of the original inhabitants, the Khomani San, who contribute to the interpretation of the park.

During 2022 the state-of-the-art Twee Rivieren Interpretative Centre was completed with the objective to help visitors fully understand and appreciate the park’s cultural landscape.
The facility includes a collection of narratives of the Khomani San communities of the Kgalagadi region, as well as an interactive exhibition and presentations.

Tsitsi Carwash now operates in the Tsitsikamma section of the Garden RouteNational Park.

(Photo credit: SANParks) In the year under review, SANParks undertook to review the TCMF (2005-2025) through a transparent and interactive stakeholder and public engagement process.
A draft Tokai- Cecilia Implementation Plan (TCIP) was circulated for public comment in April 2022, after which further engagements with stakeholders took place.

The draft plan is currently under internal review and will be released in late May 2023 for a further round of public and stakeholder comment.

Strategic baboon management Chacma baboon numbers on the Cape Peninsula have grown over the last few decades.
Refuse bins, residential gardens with vegetables and fruit trees and the attraction of commercial and domestic kitchens, shops and agricultural land cause baboons to forage in urban areas.

Conflict arises when the animals move between wild and urban areas and become a nuisance, damage property and threaten the safety of people.
In an effort to find sustainable solutions to baboon management on the Cape Peninsula, a round table discussion was held in June 2022 with interested and affected parties, state entities, local municipality representatives, experts, NGOs and citizen groups.
The three management authorities (SANParks, CapeNature and the City of Cape Town) agreed to establish the Cape Peninsula Baboon Management Joint Task Team (CPBMJTT) to facilitate joint decision making and to oversee the implementation of the baboon strategic 65 management plan (BSMP).

Progress to date includes: • • • • The task team terms of reference has been finalised.

A memorandum of agreement between the three authorities has been finalised.
A draft strategic management plan for the sustainable management of baboons on the Cape Peninsula has been prepared and released for stakeholder and public comment.

A stakeholder and public engagement meeting was held in March 2023 to workshop and refine the draft BSMP.

• Written comments received are under review in order to finalise the BSMP.

The City of Cape Town is investigating the extension of the current baboon management programme (baboon monitors).
Twee Rivieren Interpretative Centre in the Kgalagadi Transfrontier Park.

(Photo credit: SANParks) MANAGEMENT FRAMEWORKS AND STRATEGIES Tokai-Cecilia Management Framework The Tokai -Cecilia Management Framework (TCMF) emerged from the national government’s decision in 2004 to phase out commercial plantations in the Western Cape, including the Tokai and Cecilia plantations.
This will guide the transition of the Cape Peninsula from commercial forestry to national protected area in line with establishing a national park as part of the Cape Floral Region World Heritage Site.

In this context, the TCMF (2005-2025) is a framework for the future management of the Tokai and Cecilia areas as integral parts of Table Mountain National Park.

It also articulates a 20-year vision by setting out landscape-level proposals to guide the transition.
Annual Report 2022|2023 Mapungubwe National Park and World Heritage Site The Nedbank Tour de Tuli has been going for 16 years and is a renowned for taking mountain bikers through some of Africa’s most pristine wilderness areas in Botswana, Zimbabwe and South Africa.

Participants enjoy privileged access to exclusive, unmarked routes and ancient game trails for four days and five nights.
The event is a major fundraiser for the Children in the Wilderness (CITW) programme, helping to ensure its sustainability across seven regions of operation.

Fourteen community members were appointed to assist with event preparations for a period of two weeks.

Public meetings as part of the Cape Peninsula Baboon Management Joint TaskTeam engagements.

(Photo credit: SANParks) 66 PARKS SPORTING EVENTS Adventure sporting events A number of annual adventure sporting events were held in several parks.
These types of events are gradually regaining popularity after the Covid-19 lull.

Garden Route National Park The Knysna Extreme is a tough, self-supported race that takes place annually in the Garden Route National Park.

The course starts with a 5 km swim in the Knysna Estuary, followed by a 174 km cycle through coastal, mountain and semi-desert scenery, and finishes with a 50 km run through the Knysna forest.

Otter African Trail Run Tour De Tuli in Mapungubwe National Park.
(Photo credit: SANParks) This remains one of the flagship events in the Garden Route National Park and one of the Marakele Marathon most sought-after trail runs in the world.

The 2022 event had a local-beneficiation focus on job creation, enterprise development and support for the Covie community land claimants.

The ever-popular Marakele Marathon took place in March 2023 and was well supported with runners coming from as far afield as Cape Town.
A highlight for the town of Thabazimbi, the event experienced a significant increase in entries in 2023.

Augrabies Falls National Park Augrabies Falls National Park hosted three successful sporting events, namely the Klipspringer Challenge in April 2022, the Trans Augrabies Mountain Bike stage race in June 2022, and the Kalahari Augrabies Extreme Marathon.

The increased numbers of participants were a clear indication that these types of events are regaining their popularity.

Marakele Marathon.
Marakele Marathon.

(Photo credit: SANParks) The Golden Gate Extreme Challenge The Golden Gate Extreme Challenge was successfully held in October 2022.

The event draws runners from around the country who are willing to take on the challenging, high- Klipspringer Challenge in Augrabies Falls National Park.

(Photo credit: SANParks) altitude route to be rewarded with spectacular views over the national park.

67 Golden Gate Extreme Challenge.
(Photo credit: SANParks) Annual Report 2022|2023 OUTCOME GOAL 1: SUSTAINABLE BIODIVERSITY AND CULTURAL HERITAGE ACROSS LAND AND SEA DELIVERS BENEFITS FOR THE PEOPLE OF SA AND THE WORLD, NOW AND IN THE FUTURE Outcomes, outputs, output indicators, targets and actual achievements SUB- OUTCOME 1: PROTECTED AREAS EXPANSION IN LINE WITH THE NATIONAL PROTECTED AREAS EXPANSION STRATEGY (NPAES) AND SANPARKS LAND INCLUSION PLAN Output Indicator Annual Target 1.1 Number of hectares added to national 4 000 ha parks Annual Progress and Analysis Target exceeded Agreements for 5 404,4 ha concluded Performance analysis During this year SANParks achieved a total of 5 404,4ha toward the land inclusion targets, comprising of the properties in tables 1 and 2 below.
68 Table 1.
Property purchases concluded Property details Agulhas National Park Size Achieved Brak Fontein No 284 512,2 ha Q3 Portion 11 of Paapekuil Fontein No 281 555,5 ha Portion 48 (a portion of portion 14) of Paapekuil Fontein No 281 Addo Elephant National Park Portions of the Farm Strathsomers Estate No 42 and portion 3 of Farm No 45 Woodlands Table Mountain National Park Stonehurst remainder of Erf 177522 and Erf 177523 Cape Town TOTAL Table 2: Contract national park agreements concluded Property details Tankwa Karoo National Park Farm Os Vley Hoogtens No.
1123 TOTAL 113,2 ha 923,9 ha 31,1 ha 2 135,9 ha Q2 Q3 Size Achieved 3268,5 ha 3268,5 ha Q2 Reason for variance The specific properties to be incorporated cannot be determined with certainty, primarily due to the lack of control SANParks has over property negotiations.

As a result, the achieved number of hectares will be impossible to accurately determine.
Land inclusion remains a dynamic and unpredictable activity with numerous identified acquisitions and contractual inclusions frequently not being achieved due to either the unwillingness of landowners to sell or the land Planned improvement/corrective actions No corrective actions required.

in question being too highly priced.
SUB – OUTCOME 2: EFFECTIVE AND EFFICIENT MANAGEMENT OF NATIONAL PARKS Output Indicator Annual Target Annual Progress and Analysis 2.1 National parks and MPAs assessed National parks and MPAs that scored below 67% to be reassessed Target removed during midterm review Performance analysis Reason for variance Planned improvement/corrective actions N/A N/A N/A 2.2 Percentage of activities on policies related Policy support implementation plan developed and 70% of activities On target to elephant, rhino, lion and leopard linked to implemented outcomes of the high-level panel implemented Performance analysis On target 75% (9/12 activities) were implemented Nine out of 12 activities, which translates to 75% for the year, were implemented.
These include ongoing implementation of the UNEP GEF 7 project on human-wildlife conflict by supporting land-reform beneficiaries and other communities in target landscapes in Limpopo, KwaZulu-Natal and the Eastern Cape to enter the wildlife ranching, game-processing, hunting and ecotourism sectors, and to set aside land for habitat conservation.

A policy statement on damage causing animals was developed.
SANParks has submitted a US$19 million draft project concept on a mega conservation area to the DFFE for consideration for the GEF 8 funding cycle.
The project, entitled Re-imagining National Parks for People and Nature, aims to catalyse the realisation of a dynamic green re-imagined national conservation landscape for South Africa through securing biodiversity in mega landscape conservation areas that become an integral part of the country’s sustainable development trajectory, resulting in thriving people and nature.

69 The final internal audit report on the SANParks Wildlife Economy Window 1 and Window 2 programme was completed.
The draft Land Inclusion Plan for 2023-26 identified several properties for inclusion in National Parks via voluntary agreements that include both privately and community owned areas.

Ongoing work on the establishment of a new national park in the grasslands is based on a combination of land purchase and the declaration of state land, private land and state-owned communal land that can be incorporated into the national park system with full access and benefit opportunities.
Consultation with relevant stakeholders is ongoing on the KNP beneficiation scheme aligned with species within the park.

The SANParks Rhino Conservation Strategy was completed.
One pillar of the overall strategy pertains to a rhino range-expansion project that seeks to identify and ground truth safe spaces for expanding the range of SANParks’ three rhino taxa, while simultaneously delivering on the National Protected Reason for variance Concerted efforts by the Conservation Services team to implement all planned activities Planned improvement/corrective actions No corrective actions required Areas Expansion Strategy.
Annual Report 2022|2023 SUB-OUTCOME 3: DEGRADED ECOSYSTEMS REHABILITATED Output Indicator Annual Target 3.1 Number of degraded hectares of land under 31 500 initial ha rehabilitation Annual Progress and Analysis Off target Performance analysis The annual target was not achieved in that 7 340 initial ha land rehabilitation was not done as planned.

The overall performance of 77% is an (target was reviewed during the midterm review) 24 160 initial ha (77%) improvement on the previous quarter.
Reason for variance Three projects, i.e., Golden Gate Highlands, Kruger and Garden Route National Parks, contributed to the under-achievement over the past year.

By the end of the year, Kruger and Golden Gate Highlands National Parks had not achieved the planned initial hectares rehabilitation due to the heavy rains and flooding in KNP.

To a lesser degree, the K2C project prevented teams to finalise the Parthenium clearing, among others.
Planned improvement/corrective actions The outstanding initial hectares will be included in the 2023/24 plan 3.2 Number of degraded hectares of land under 142 400 follow-up ha (cumulative) Target achieved rehabilitation Performance analysis Reason for variance 70 The annual target was exceeded by 21 815 ha or 15% The follow-up hectares were exceeded by 15%, an achievement that is related to: 164 215 follow-up ha (115%) • • • The good performance in the Cape and Garden Route regions where projects performed better and more work could be done with the additional funds received.
Some changes in environmental conditions, i.e., less rainfall resulted in lower densities encountered, allowing more hectares to be cleared, i.e,.

Parthenium densities in KNP.

The rehabilitation in some areas, notably the K2C biosphere, cost less, resulting in more follow-up hectares.
Planned improvement/corrective actions No corrective actions required 3.3 Number of m³ of degraded wetlands under 7 200 m³ of degraded hectares of wetlands under rehabilitation Target exceeded rehabilitation (target was reviewed during the midterm review) 8 023 m³ of degraded hectares of wetlands under rehabilitation (111%) Performance analysis Target exceeded Reason for variance The wetlands target planned for 2022/23 was exceeded with 30%.
8 023 m³ of degraded hectares of wetlands under rehabilitation (111%) Planned improvement/corrective actions No corrective actions required • • The Mapungubwe National Park and World Heritage Site project exceeded its planned volume of earthworks and included the removal of a dam wall in the project, thus adding further m³.

In Marakele National Park, an additional earth beam was constructed to rehabilitate a road used for the delivery of material.
SUB-OUTCOME 4: CLIMATE CHANGE VULNERABILITY REDUCED AND CLIMATE CHANGE RESILIENCE IMPROVED Output Indicator Annual Target Annual Progress and Analysis 4.1 Number of parks assessed for climate change Climate change preparedness strategy approved On target vulnerabilities Climate change vulnerability assessments compiled for two National On target Parks The Climate Change Preparedness Strategy was approved by the Board Climate change vulnerability assessments for Kruger and Augrabies Falls National Parks were compiled Template for park implementation plans developed and approved On target Template for park implementation plans developed and approved by exco Performance analysis • • • The Climate Change Preparedness Strategy was approved by the Board.
Climate change vulnerability assessments for Kruger and Augrabies Falls National Parks were finalised.

Template for park implementation plans was developed and approved by exco.
Reason for variance No variance recorded Planned improvement/corrective actions No corrective actions required 4.2 Number of initiatives as per the Green Energy Four initiatives as per the Green Energy Implementation Plan On target 71 Implementation Plan implemented implemented Four (4) initiatives as per the Green Energy Implementation Plan were implemented, namely: Green energy awareness; temperature settings for geysers in parks; service provider appointed for the Kgalagadi National Park solar plants; and implementation plan for 2023/24 approved.
Performance analysis On target Four (4) initiatives as per the Green Energy Implementation Plan were implemented Green energy awareness; temperature settings for geysers in parks; service provider appointed for the Kgalagadi solar plants; and implementation plan Reason for variance for 2023/24 approved.
No variance recorded Planned improvement/corrective actions No corrective actions required Annual Report 2022|2023 SUB-OUTCOME 5: A FRAMEWORK TOWARDS IMPROVED MANAGEMENT OF CULTURAL HERITAGE DEVELOPED Output Indicator Annual Target Annual Progress and Analysis 5.1 Number of cultural heritage assessments Survey and assessments conducted in two parks (West Coast and On target conducted Augrabies Falls National Parks) Survey and assessments conducted in two parks (Camdeboo and Augrabies Falls National Parks) Performance analysis On target Reason for variance While West Coast National Park was identified for survey and assessments, Camdeboo National Park was prioritised as its park management plan was Survey and assessments conducted in two parks (Camdeboo and Augrabies Falls National Parks) Planned improvement/corrective actions No corrective actions required due for review.
5.2 Percentage of annual Cultural Heritage Action 90% of the annual Cultural Heritage Action Plan implemented On target Plan implemented 92% (11/12 activities) implemented Performance analysis 92% (11/12) activities implemented.

These include: 72 • • • • • • Planning for the next phase of the Letaba Iron Age site excavations was done successfully.
The Cultural Heritage Information Management System was successfully tested and deployed, including communication to parks and a training session with socioeconomic transformation (SET) officers.

The ‡ Khomani San Interpretation Centre in Kgalakgadi Transfrontier Park was completed and is now open to visitors.

Technical drawings for boardwalks and viewing decks for the Tshikumbu Iron Age site in the KNP have been completed.
Testing of the rock-art sites trail in Mapungubwe National Park and World Heritage Site was done in February.

The trails are ready for visitors and marketing will now be done.

The guides have also been trained on conducting tours to the rock-art sites.

A report on SANParks heritage collections in third-party institutions was compiled.

A report has also been generated for parks with fewer collections.
Reason for variance The targets were exceeded due to additional Norwegian grant funding that enabled additional activities Planned improvement/corrective actions No corrective actions required SUB-OUTCOME 6: SUSTAINABLE POPULATIONS OF SPECIES OF SPECIAL CONCERN MONITORED AND INCREASED Output Indicator Annual Target Annual Progress and Analysis 6.1 Percentage annual increase in rhino population Rhino population trends in core Kruger National Park areas increase at Off target in identified core rhino areas in Kruger National 0,5% per annum Park There was a 19,58% decline in rhino population trends in core Kruger 6.2 Percentage annual increase in rhino population Rhino population in other parks increasing at 4% in other parks National Park areas Target exceeded 7% overall population growth Performance analysis There is an overall 19,58 % decline in the rhino populations trends in the core Kruger National Park areas.
% population change = [1- (1820/1522)] x 100 = [1- 1,1957950066] x 100 = [- 0,1957950066] x 100 = -19,58% Trends within the conservation zones, compared to areas beyond these zones, provide assessment of the annual performance plan indicators: • Since 2020, white rhinos declined at 16,50% per annum within the conservation zones compared to 29,2% declines in other areas.

This reflects a 12,7% improvement in the conservation zones on average.
In two of the conservation zones (Low Priority Zone North and Low Priority Zone South) population growth was positive and populations increased above the annual target; however, populations in other zones continued to decline.

This may be due to a combination of poaching and movement of rhino out of these zones.

For example, the increase in rhino in the eastern conservation zones may reflect colonisation dynamics of suitable and preferred habitat from other zones.
• Within the conservation zones, black rhinos increased since 2020 (12,0%), compared to declines in other areas (-13,5%).

This correlates with substantial increases in priority zones 1, 2 and the white rhino zone, and declines in the black rhino zone.

73 Trends for species in the Parks Division: • • • South-western black rhinos increased by 7,0% overall despite two of the parks being below 4,0% (Karoo and Mokala National Parks).
South-central black rhinos increased in Marakele National Park at 6,4% per annum.

Southern white rhinos are increasing at 8,3% per annum with no increase in Mapungubwe National Park and World Heritage Site.

Reason for variance KNP: The varying results within the different conservation zones result from movement responses, with rhinos shifting into previously occupied zones with suitable habitats, and variable poaching pressure.
In addition, recruitment rates of white rhinos are illustrating synchronous births with a year of high recruitment followed by a year of low recruitment since the drought of 2015 to 2017.

2022 was a year of low recruitment.

As a result, recruitment (6,0%) was far lower than losses (13,5%), resulting in an overall population decline.
For black rhino, recruitment (7,8%) was slightly higher than total losses Planned improvement/corrective actions KNP: Monitoring of rhinos should be adapted to focus on emerging zones, given that rhinos are colonising depopulated suitable habitats.

Continued (6,9%).

Parks: Successful implementation of the rhino management plan.

implementation of the rhino management plan.

Parks: No corrective actions required.
Annual Report 2022|2023 SUB-OUTCOME 7: CONTRIBUTION TO IMPROVED WILDLIFE POPULATIONS OF AFRICAN RANGE STATES SUSTAINED Output Indicator Annual Target Annual Progress and Analysis 7.1 Number of approved animals delivered to ≥ 40 giraffe delivered to Zinave National Park Target removed during midterm review African range states as per ministerial approval Performance analysis Reason for variance Planned improvement/corrective actions N/A N/A N/A SUB-OUTCOME 8: WILDLIFE CRIME IN NATIONAL PARKS REDUCED Output Indicator Annual Target Annual Progress and Analysis 8.1 Number of rhinos poached in KNP and six other KNP: Cumulative rhinos poached reduced to ≤ 175 Within target rhino parks reduced 98 rhinos poached in total 8.2 Number of elephants poached reduced KNP: Number of elephants poached reduced to less than 40 animals Within target 74 Other parks: Number of elephants poached reduced to less than four Within target 32 elephants poached in total Other rhino parks: Reduce the number of rhinos poached to less than 5 Within target animals No rhinos poached in parks Performance analysis KNP: At a total of 98, there has been a decrease of 49.74% in the number of rhinos poached, compared to 195 for the same period in 2021/22.
animals 1 elephant poached in 2022/23 in the Greater Mapungubwe Transfrontier Park The 32 elephants poached was an increase of 255.56% as compared to nine for the same period in 2021/22.

Parks: No rhinos were poached in Mapungubwe, Mokala, Marakele, Addo, Karoo and Mountain Zebra National Parks.

Only one elephant was poached during Q3 in Greater Mapungubwe Transfrontier Park.
Reason for variance The continued implementation of the multi-pronged anti-poaching plan Planned improvement/corrective actions The continued implementation of the multi-pronged anti-poaching plan 3.2 DIVERSE AND RESPONSIBLE TOURISM OUTCOME GOAL 2: IMPROVED DIVERSE AND RESPONSIBLE TOURISM PURPOSE: To enhance tourism in order to maximise economic returns and social and environmental benefits, by creating diversified and better tourism products for people to enjoy, visit and appreciate.
SUB-OUTCOMES: • • Improved tourism performance Improved responsible tourism Outcome Goal 2 is implemented through a number of interrelated units that drive specific tourism-related functions across the organisation: • • • • • • The Marketing unit positions parks, raises awareness and generates sales, The Visitor Services unit provides meaning and direction to the interpretation experience and regulation of visitors, particularly those requiring universal accessibility, and coordinates tourism research in the organisation, The Revenue and Yield unit monitors revenue generated by tourism and regulates tourism standards across the organisation, The Wild Card Programme is SANParks’ loyalty programme through which the public can affiliate themselves to the parks and to conservation, The Business Development unit manages public-private partnerships as part of SANParks’ commercialisation strategy, The Corporate Communications unit manages internal and external communication with various audiences and is a crucial support function to the entire organisation, but to the Tourism division in particular.
75 Annual Report 2022|2023 INTROdUCTION Tourism performance continued to recover with improvement on the performance of 2021/22.

Local tourists made up 80% of SANParks’ guests while, starting from a low base, international visitor numbers increased by 226,3%.

This, however, is still 50% lower than pre-Covid levels.
The recovery of international tourist numbers to pre-pandemic levels is expected to continue to lag relative to overall travel indicators, although steady growth is anticipated as travellers’ confidence returns.

Globally, destinations welcomed almost three times as many international arrivals in the first quarter of 2022 as in the same period in 2021, but by May 2022, international arrivals worldwide were still down by 54% compared to 2019 levels (UNWTO,2022a).
The number of visitors to parks increased from 3 482 514 in 2021/22 to 4 962 074 in 2022/23.

This reflects a growth of 42,49%.

Accommodation unit occupancy rose to 63,1% an increase of 9,55% relative to the same period for the previous year.

Tourism revenue increased by 46,1% on the previous year, yielding R1,741 billion compared to R1,191 billion in 2021/22.

Current revenue projections for the 2024/25 financial year 76 show a full recovery to pre-Covid numbers.
Five new public-private partnerships (PPPs) were concluded for the year, namely, Skukuza Safari Lodge, Golden Gate Dinosaur Centre kiosk and curio shop, Kruger National Park North spa, Augrabies restaurant and retail facilities and the Golden Gate zipline.

Following two years of study during the most trying times of lockdown, 69 hospitality managers successfully completed a higher certificate in hospitality management.
Digital and social media campaigns were run to stimulate sales by creating demand for distressed inventory.

By the end of 2022/23 these campaigns had generated sales of R6,9 million in accommodation bookings.

SA National Parks Week resulted in 72 166 free visitors to National Parks.

SUB-OUTCOME: IMPROVED TOURISM PERFORMANCE Key tourism indicators began to register improvement in April 2022, as the world continued to overcome the lingering effects of the Covid-19 pandemic.
A holistic view of 2022/23 showed a slight decline in accommodation and camping, but growth in other areas, notably activities that showed an increase of 67,1%.

SUB-OUTCOME: FINANCIALLY SUSTAINABLE ORGANISATION • Total tourism revenue: For the period under review, total revenue from tourism was R1,741 billion.
This was 46,1% above the R1,191 billion achieved in the previous year • The combined revenue from restaurant, shop, lodge and other concession operators (concession fees plus facilities rental) totalled R150,7 million in 2022/23, 103,7% above the budgeted figure of R74 million.

This represents an increase of 144,25% compared to 2021/22 and is 6,73% above the figure realised in 2019/20.

and 11,3% better than the budget of R1,564 billion.
The comparative realised figure Other tourism income pre-Covid for April 2019 to March 2020 was R1,887 billion.

• Accommodation: Revenue from accommodation, including camping, increased by 14,4% from R721,9 million to R825,7 million, and exceeded the budget of R812,6 • Revenue from sundry sources and cancellation fees increased by 28,0% from R39,7 million to R50,7 million, which was 31,2% better than the budgeted amount of R38,7 million by 1,6%.
The comparative realised figure for April 2019 to March 2020 was R780 million.

The comparative realised figure for April 2019 to March 2020 was R57,4 million.

million.

• Conservation fees: Revenue from conservation fees, including Wild Card, increased by 119,2% from R271,6 million to R595,2 million, which exceeded the budgeted amount of R520,6 million by 14,3%.

The comparative realised figure for April 2019 to March 2020 was R761,1 million.
Activities • Revenue from activities increased by 54,0% from R60,4 million to R93 million.

The budgeted amount for activities – R82,0 million – was exceeded by 13,4%.

The comparative realised figure for April 2019 to March 2020 was R107,1 million.

Retail gross profit • Revenue from retail activities increased by 9,92% from R36,3 million to R39,9 million, resulting in an over-achievement of 10,6% against the budget of R36,1 million.

The realised figure for April 2019 to March 2020 was R40,3 million.
Concession fees • Revenue from concession operators increased by 170,2% from R37,9 million to R102,4 million, which exceeded the budgeted R44,1 million by 132,0%.

The realised figure for April 2019 to March 2020 was R98 million.

The budgeted amount was exceeded as conservative budgeting was implemented due to the uncertainty of the pandemic.
Facilities rental • Actual revenue from retail and food and beverage operators increased by 102,1% from R23,9 million to R48,3 million, exceeding the budget of R29,9 million by 61,4%.

Comparatively, the realised figure for April 2019 to March 2020 was R43,1 million.
77 Annual Report 2022|2023 Tourism Revenue TOTAL APRIL 2022-MARCH 2023 TOTAL APRIL 2021-MARCH 2022 2022/23 VS 2021/22 Actual Budget Budget Variance Actual Budget Budget Actual vs Budget Variance Actual 2022/23 vs Actual 2021/22 A001 - Conservation Fees -R 594 859 736 -R 520 287 901 14,3% -R 271 468 692 -R 287 440 415 A001 - Conservation fees A001- Wild Card income -R 68 297 859 -R 60 999 996 12,0% -R 56 175 216 -R 24 801 550 A002 - Conservation Fees -R 512 736 650 -R 447 351 231 14,6% -R 204 852 848 -R 250 610 243 B011 - Entrance Fees CONSERVATION FEES -R 13 825 227 -R11 936 674 15,8% -R 10 440 628 -R 12 028 662 -R 595 257 747 -R 520 622 381 14,3% -R 271 577 551 -R 288 668 619 A005 - Concession fees A005 - Facilities Rental -R 47 447 392 -R 29 923 968 58,6% -R 23 862 968 -R 21 877 944 A005 - Concession Fees -R 141 962 993 -R 74 055 762 91,7% -R 61 730 125 -R 64 078 278 5,6% 126,5% -18,3% -13,2% -5,9% -3,7% 9,1% C025 - Concession Fees -R 94 515 600 -R 44 131 794 114,2% -R 37 867 157 -R 42 200 334 -10,3% A010 - Retail gross profit A010 - Sales - Trading -R 354 387 220 -R 243 628 190 45,7% -R 254 640 793 -R 240 647 650 A010 - Retail Gross Profit -R 34 387 220 -R 36 104 253 -4,8% -R 35 821 614 -R 35 076 470 78 A020 - Cost of Sales - Trading -R 320 523 302 -R 207 523 936 54,5% -R 218 819 179 -R 205 571 180 B010 - Tourism income -R 969 990 154 -R 933 740 965 3,9% -R 822 109 905 -R 794 865 606 B010 - Accommodation -R 825 707 517 -R 812 631 868 1,6% -R 721 887 219 -R 697 600 266 B011 - Entrance Fees -R 398 011 -R 334 480 19,0% -R 108 859 -R 1 288 204 B012 - Trail Fees -R 36 593 715 -R 36 802 867 -0,6% -R 30 254 725 -R 30 280 892 B010 - Tourism income B014 - Drive Fees -R 56 497 853 -R 45 252 948 24,8% -R 30 191 840 -R 39 824 432 ACTIVITIES -R 93 091 569 -R 82 055 815 13,4% -R 60 446 565 -R 70 105 324 B015 - Sundry Tourism Income -R 27 183 240 -R 25 020 981 8,6% -R 21 249 754 -R 11 131 873 B016 - Cancellations & Forefeitures -R 23 609 817 -R 13 697 820 72,4% -R 18 417 508 -R 14 799 939 OTHER TOURISM INCOME -R 50 793 057
 -R 38 718 801 31,2% -R 39 667 262 -R 25 931 812 TOTALS -R 1 741 200 103 -R1 564 188 881 11,3% -R 1 191 130 336 -R 1 181 460 769 2,1% 5,8% 6,4% 3,4% 3,5% -91,1% -0,1% -24,2% -13,8% 90,9% 24,4% 53,0% 0,8% 119,1% 21,6% 150,3% 32,4% 119,2% 130,0% 98,8% 149,6% -4,0% 39,4% 46,5% 18,0% 14,4% 91,7% 8,6% 118,4% 14,3% 91,7% 20,0% 25,4% 16,5% 0,8% -4,3% -5,2% 13,6% 12,6% 265,6% 207,3% 21,0% 87,1% 54,0% 27,9% 28,2% 28,0% 46,2% 21,6% 49,9% 35,7% 17,7% -25,6% -2,4% 31,3% Tourism Revenue TOTAL APRIL 2022-MARCH 2023 TOTAL APRIL 2021-MARCH 2022 2022/23 VS 2021/22 A001 - Conservation Fees -R 594 859 736 -R 520 287 901 14,3% -R 760 575 265 -R 748 726 487 A001- Wild Card income -R 68 297 859 -R 60 999 996 12,0% -R 74 817 769 -R 71 925 292 A001 - Conservation fees A002 - Conservation Fees -R 512 736 650 -R 447 351 231 14,6% -R 676 366 520 -R 666 7771 742 B011 - Entrance Fees -R 13 825 227 -R11 936 674 15,8% -R 9 390 976 -R 10 029 453 CONSERVATION FEES -R 595 257 747 -R 520 622 381 14,3% -R 761 100 215 -R 749 508 861 Variance 1,6% 4,0% 1,4% -6,4% 1,5% -21,8% -8,7% -24,2% 47,2% -21,8% Actual Budget Budget Variance Actual Budget Budget Actual vs Actual Tourism Revenue TOTAL APRIL 2022-MARCH 2023 TOTAL APRIL 2021-MARCH 2022 2022/23 VS 2021/22 Actual Budget Budget Variance Actual Budget Budget Actual vs Actual A005 - Concession fees A005 - Facilities Rental -R 47 447 392 -R 29 923 968 58,6% -R 43 141 607 -R 45 605 293 A005 - Concession Fees -R 141 962 993 -R 74 055 762 91,7% -R 141 167 294 -R 143 363 847 C025 - Concession Fees -R 94 515 600 -R 44 131 794 114,2% -R 98 025 687 -R 97 758 554 A010 - Retail Gross Profit -R 34 387 220 -R 36 104 253 -4,8% -R 40 273 518 -R 50 425 733 A010 - Retail gross profit A010 - Sales - Trading -R 354 387 220 -R 243 628 190 45,7% -R 263 528 970 -R 299 385 679 A020 - Cost of Sales - Trading -R 320 523 302 -R 207 523 936 54,5% -R 223 255 452 -R 248 959 946 B010 - Tourism income -R 969 990 154 -R 933 740 965 3,9% -R 945 105 317 -R 1 047 290 410 B010 -
 Accomodation -R 825 707 517 -R 812 631 868 1,6% -R 780 043 021 -R 887 739 140 B011 - Entrance Fees -R 398 011 -R 334 480 19,0% -R 524 950 -R 782 374 B012 - Trail Fees -R 36 593 715 -R 36 802 867 -0,6% -R 39 124 930 -R 44 554 553 B010 - Tourism income B014 - Drive Fees -R 56 497 853 -R 45 252 948 24,8% -R 68 059 015 -R 68 447 194 ACTIVITIES -R 93 091 569 -R 82 055 815 13,4% -R 107 183 945 -R 113 001 747 B015 - Sundry Tourism Income -R 27 183 240 -R 25 020 981 8,6% -R 25 618 322 -R 27 448 012 B016 - Cancellations & Forfetures -R 23 609 817 -R 13 697 820 72,4% -R 31 735 079 -R 18 319 137 OTHER TOURISM INCOME -R 50 793 057 -R 38 718 801 31,2% -R 57 353 401 -R 45 767 149 TOTALS -R 1 741 200 103 -R1 564 188 881 11,3% -R 1 887 121 394 -R 1 989 806 477 Tourism revenue for 2022/23 compared to 2021/22 and 2019/20.
Wild Card Revenue • Wild Card membership turnover Variance -1,5% -5,4% 0,3% -20,1% -12,0% -10,3% -9,8% -12,1% -32,9% -12,2% -0,6% -5,1% -6,7% 73,2% 25,3% -5,2% 0,6% 10,0% -3,6% -14,6% 34,7% 43,6% 2,6% 5,9% -24,2% -6,5% -17,0% -13,1% 6,1% -25,6% -11,4% -7,7% 79 2021/22 R22 069 330 R26 720 190 R30 007 803 R28 306 251 Revenue 2022/23 R32 132 140 R40 360 510 R33 255 066 R29 269 710 R107 103 574 R135 017 426 Quarter 1 Quarter 2 Quarter 3 Quarter 4 TOTAL % Change +45,6% +51% +10,8% +3,4% +26,1% 2021/22 18 178 21 033 21 123 18 717 79 051 Members 2022/22 20 770 22 687 18 894 16 522 78 873 % Change +14,3% +8% -10,6% -11,7% -0,2% Annual Report 2022|2023 • • The 2022/23 total sales revenue amounted to R135 017 426 (+26,1% YoY) and Risks through negative coverage were identified in terms of the mountain user group’s membership stood at 78 870 (-0,2% YoY).
The year-under-review statistics are concerns at Table Mountain National Park, the general deterioration of infrastructure in compared to pre-Covid 2019. parks, baboon-management failure, incidents of GBV in Kruger, and alleged large-scale Revenue from international membership was up by 166,0% from R18,9 million in corruption among Kruger staff.

2021/22 to R50,2 million in 2022/23.

Revenue from the Wild Card partner parks cluster contributed 0,61%.
The couple membership category remained the highest at 64,24%.

Family membership stood at 20,45% SUB-OUTCOME: EFFECTIVE STAKEHOLDER & PARTNERSHIP MANAGEMENT During the year under review, share of voice was predominantly in print media.

Webinars, often hosted in conjunction with the SANParks Honorary Rangers, continued to provide an excellent platform for communicating with the public on topics of relevance and environmental interest.
Corporate Communications The 2022/23 financial year saw SANParks frequently featured in local and national media.

As the world continued its return to travel after the global shutdown, media stories likewise returned to normality with a focus on issues of environmental, conservation and investment concern.

SANParks retained an overall positive media reputation for the period under review with a 80 cumulative 99,0% positive or neutral sentiment.
Negative coverage dropped from 2,0% in 2021/22 to 1,0% in 2022/23.

Key positive and neutral coverage drivers were linked to: - - The tourism investment summit.

Collective celebratory occasions such as National Parks Week, World Wildlife Day, World Ranger Day, World Rhino Day, Heritage Month and World Wetlands Day.

- - - - - - Enhanced conservation management practices, such as fire, penguin and baboon management and anti-poaching initiatives.
Corporate social responsibility and strategic partnerships, particularly with communities, and setting up township booking offices.

Research initiatives in parks, and academic and operational staff gatherings such as the Savanna Science Network Meeting.

The Kudu Awards.

The Marakele and West Coast marathons.

The creation of a Dinosaur Interpretation Centre in Golden Gate.
- Miscellaneous other issues such as safety awareness campaigns, tourism monitors training programme, and employee-upliftment programmes.
Overall Brand Sentiment: % Positive 62% Negative 1% Neutral 37% Share of Voice: % Online 37% Broadcast 15% Print 48% Broadcast Online Media releases Positive Negative Neutral Q1 Q2 Q3 Q4 3 817 4 579 2 991 4 621 Overall 16 008 94 62 80 112 348 1 320 2 636 3 491 1 958 9 405 Print 3 410 3 699 2 702 2 562 12 373 Social media statistics 335 1 249 1 395 837 3 816 1 486 2 329 2 465 3 292 9 572 Network 28 March 31 March 2022 2023 Increased by Percentage %: Annual Target Increase Forum members 38 200 Facebook fans 270 898 Twitter followers 99 513 Instagram 149 768 39 272 333 616 104 553 172 035 1 072 62 718 5 040 22 267 2,7% 18,8% 4,8% 12,9% N/A 0,7% 0,5% 2% followers YouTube subscribers LinkedIn followers TOTAL 15 434 27 200 11 766 43,2% 0,5% 43 795 54 030 10 235 18,9% 617 608 730 709 101 309 14,1% 3% N/A Awareness campaigns (media events) For this reporting period, SANParks hosted eight corporate media events: 1.
Tourism investment media trip (08 to 10 June 2022).
• • • • • • • • • • • • • • • SANParks supports communities around Garden Route (11/04/2022) Two convicted of poaching succulents In IAi-IAis/Richtersveld Transfrontier Park (25/04/2022) Two members of abalone syndicate arrested in Gqeberha, Eastern Cape Province (11/05/2022) Celebrating conservation heroes across the globe on World Ranger Day (28/07/2022) Border posts reopen in Kgalagadi Transfrontier Park (31/07/2022) Student travel bargains galore at SANParks as Soweto office opens (04/08/2022) SA National Parks Week free access shows tourism recovery (30/09/2022) SANParks celebrates conservation heroes at the annual Kudu Awards 2022 (28/11/2022) Ranger severely injured by elephant (20/12/2022); Minister Creecy pays hospital visit to SANParks ranger injured by elephant (21/01/2023) The gift of a pair of shoes goes a long way (23/12/2022) High intensity fires do not reverse bush encroachment in an African savanna (18/1/2023) 81 Poachers get effective 22 and 33-year jail sentences (19/01/2023) Joint statement between SANParks, City of Cape Town and CapeNature - Proposed Baboon Strategic Management Plan now available for public comment (27/01/2023) Limited space left to mountain bike among Addo’s big five (01/02/23) Roads closed in Kruger National Park due to heavy rain (9/2/2023); SANParks re-opens some of the KNP camps which were temporarily closed (21/2/2023) 2.
Sunday Times visit to Cape Point, Boulders and Agulhas (25 and 26 July 2022).

• Mpumalanga and Limpopo youth get skills boost through Tourism and SANParks 3.

SANParks and Suzuki influencer road trip (11 to 15 August 2022).

4.

Launch of National Parks Week in Augrabies Falls National Park (10 and 11 September 2022).

empowerment initiative (21/2/2023) • Origins of early Southern sapiens behaviour exhibition – Cape of Good Hope (17/02/2023) 5.
National Parks Week in Tsitsikamma section of the Garden Route National Park • Global scientists gather in the KNP (07/03/2023) (11 to 14 September 2022).

6.

Kudu Awards media event (24 November 2022).

7.

Marakele Marathon and pool opening (3 and 4 March 2023).

8.

Hospitality managers graduation (7 March 2023).


• • • Cycling through Camdeboo National Park now only allowed with a permit (13/03/23) Table Mountain National Park goes cash free (17/03/2023) A sustainable solution to tackle illegal bark stripping activities in Newlands Forest (20/03/2023) • On the Brink: Can the African Penguin be saved from extinction?
(30/03/23) Annual Report 2022|2023 Summary of visitor statisticts for the twelve months ended March 2023 for South African National Parks PARK ACCOMMODATION (EXCL CAMPING) CAMPING GUESTS % TOTAL % UNIT % UNIT BED % BED SITE % COMP SITE PERSON % TO PARK CHANGE ACTIVITIES CHANGE NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCC NIGHTS CHANGE 82 ADDO 2021-2022 SOLD 24,553 20,762 18,3% 2019-2020 28,990 -15,3% AGULHAS 2021-2022 2,911 2,910 0,0% 2019-2020 30,097 -6,0% AUGRABIES 2021-2022 2019-2020 BONTEBOK 2021-2022 2019-2020 CAMDEBOO 2021-2022 2019-2020 8,893 8,855 7,663 1,976 2,075 1,926 1,513 783 761 0,4% 16,1% -4,8% 2,6% 93,2% 98,8% GOLDEN GATE 12,174 2021-2022 10,917 11,5% 2019-2020 17,734 -31,4% GARDEN ROUTE 24,806 2021-2022 2019-2020 KAROO 2021-2022 2019-2020 KGALAGADI 2021-2022 2019-2020 21,656 24,889 8,454 8,698 7,582 33,521 32,848 32,069 14,6% -0,3% -2,8% 11,5% 2,0% 4,5% KRUGER 343,514 72,2% 61,0% 79,8% 40,8% 42,7% 42,8% 40,6% 40,4% 34,9% 38,7% 38,1% 37,6% 48,1% 53,6% 52,0% 30,9% 26,4% 34,1% 45,2% 44,3% 51,3% 62,0% 62,9% 55,7% 88,5% 89,2% 82,7% 68,8% SOLD -2,8% -9,9% -3,5% 21,8% 3,5% 0,8% 44,6% 48,8% 5,2% -34.,% 6,5% -2,6% - SOLD 8,490 9,122 9,885 0 0 0 4,328 5,659 3,690 2,399 2,608 2,168 2,117 2,352 1,872 2,597 2,693 2,590 27,775 28,125 -6,9% -14,1% -23,5% 17,3% -8,0% 10,7% -10,0% 13,1% -3,6% 0,3% -1,2% 24,881 11,6% 6,236 6,345 5,614 26,984 27,734 25,229 163,005 -1,7% 11,1% - SOLD 21,856 23,744 25,184 0 0 0 12,823 9,946 6,032 6,929 5,804
 4,787 5,437 4,441 6,913 7,468 7,187 73,498 79,818 71,463 13,053 195,474 20,969 -8,0% 136,570 43,1% 7,603 175,8% 13,2% 277,350 -29,5% 30,770 -31,9% 26,506 23,331 38,271 88,529 13,6% -30,7 15,215 -15,7% 101,312 -12,6% 28,9% 55,375 16,675 59,9% 1,242 0 0 0 88 273 0 0 0 0 0 0 1,080 1,503 1,433 16,031 12,056 0,0% 0,0% -67,8% -92,9% -28,1 % -24,6 % 33,0% 43,5% 133,9% 92,4% 16,9% -16,4% -12,9 % 15,091 10,5 % 3,9 % 21,999 -24,2 % 31,208 -12,0% 30,149 7,8% -7,4% -3,8% 33,851 45,082 38,103 45,996 372,218 3.5% -7,8% 18,3% -2,0% -7,9% 288,655 28,9% 2,8% 471,510 -21,1% 11,174 15,077 -13,4% 30,635 29,503 13,658 74,367 78,329 70,702 430,633 -4,4% -5,1% 5,2% 30,270 49,068 49,008 48,280 -3,7% -2,5% 0,1% 1,6% 1,345 575 699 4,733 4,050 5,662 1,603,521 151,752 PARK ACCOMMODATION (EXCL CAMPING) CAMPING GUESTS % TOTAL % UNIT % UNIT BED % BED SITE % COMP SITE PERSON % TO PARK CHANGE ACTIVITIES CHANGE NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCC NIGHTS CHANGE SOLD 173,022 -5,8% 162,837 0,1% SOLD 453,341 -5,0% 1,322,817 21,2% 91,861 65,2% 427,090 0,8% 1,833,061 -12,5% 207,014 -26,7% -6,9% -6,1% 20,757 19,023 9,1% 25,974 -20,1% 27,660 2,354 1,560 2,547 13,448 50,9% -7,6% -13,7% 17,527 57,8% 4,906 174,1% -1,2% 42,081 -34,3% 24,503 -45,1% SOLD 2021-2022 312.298 10,0% 2019-2020 386,429 -11,1% MARAKELE 2021-2022 2019-2020 MAPUNGUBWE 2021-2022 2019-2020 MOKALA 2021-2022 2019-2020 MOUNTAIN ZEBRA 2021-2022 2019-2020 NAMAQUA 2021-2022 2019-2020 RICHTERSVELD 2021-2022 2019-2020 TABLE MOUNTAIN 2021-2022 2019-2020 TANKWA KAROO 2021-2022 2019-2020 WEST COAST 2021-2022 2019-2020 4,073 3,589 4,222 5,265 4,971 5,940 5,086 5,952 5,742 7,468 7,800 8,456 828 877 806 2,058 2,161 2,100 2,493 2,281 2,730 2,404 2,594 1,577 1,121 1,111 995 13,5% -3,5% 5,9 % -11,4% -14,5% -11,4% -4,3% -11,7% -5,6% 2,7% -4,8% -2,0% 9,3% -8,7% -7,3% 52,4% 0,9% 12,7% 61,0% 78,0% 48,4% 47,2% 55,2% 47,8 % 47,3% 51,5% 43,2% 49,7% 50,6% 67,5 % 69,0% 75,3% 55,6% 48,1% 44,2% 29,3% 33,3% 32,1% 31,4% 28,5% 35,8% 41,2% 52,7%
 39,7% 64,4% 64,8% 55,0% SOLD 747,427 9,4% 918,682 -11,0% 8,845 8,159 9,585 11,547 11,173 12,916 11,286 13,264 12,390 19,284 8,4% -7,7% 3,3 % -10.6% -14,9% -8,9% 20,544 21,937 -6,1 % -12,1% 1,641 1,770 1,729 3,821 4,500 4,391 9,249 8,324 9,042 6,317 7,054 4,014 3,579 3,703 3,22 -7,3% -5,1% -15,1% -13,0% 11,1% 2,3% -10,4% 57,4% -3,3% 7,7% 48,4% 60,6% 37,0% 34,1% 39,9% 43,8 % 44,0% 47,1% 34,7% 41,0% 39,8% 41,4 % 42,7% 45,8% 36,7% 27,0% 26,3% 23,8% 28,3% 27,5% 29,1% 26,0% 29,5% 21,9% 31,7% 22,2% 43,0% 45,5% 38,2% -5,2% -1,9% -14,9% -4,9% 21,7% 26,9% -19,6% -12,1% -22,7% 17,8% -49,7% -35,6% 71,9% 67,4% 31,8% 33,5% 32,3% 59,3 % 69,8% 62,2% 44,9% 47,3% 45,8% 48,3 % 56,9% 51,9% 25,2% 33,3% 22,1% 11,8% 21,7% 17,0% 0% 0,0% 0,0% 10,607 11,397 11,294 5,678 6,576 5,748 5,555 4,620 4,504 9,758 20,2% 23,3% 12,699 13,994 -9,3% 15,817 -19,7% 23,765 12,637 -22,8% 22,168 7,2% 11,440 -14,7% 27,110 -12,3% 12,581 14,334 16,761 -24,9% 20,851 -31,3% 10,949 14,9% 15,554 -7,8% 7,788 14,122 -44,9% 10,758 27,6% 0 0 0 3,569 5,394 5,231 2,240,788 -33,8% -31,8% 1,136,352 97,2% 3,083,142 -27,3% 24,5% 3,167 4,279 -27,7% 13,5% 32,5% 20,5% 0% 0,0% 0,0% 4,216 2,702 -24,9% 17,2% 0 0 0 6,139 4,925 156,439 -30,3% -13,1% 205,395 -23,8% 250,638 - -35,3% -15,5% -6,4% 12,3% Annual Report 2022|2023 PARK ACCOMMODATION (EXCL CAMPING) CAMPING GUESTS % TOTAL % UNIT % UNIT BED % BED SITE % COMP SITE PERSON % TO PARK CHANGE ACTIVITIES CHANGE NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCCUPANCY NIGHTS CHANGE OCC NIGHTS CHANGE SOLD TOTAL 2022/23 493,113 TOTAL 2021/22 453,138 8,8% TOTAL 2019/20 543,708 -9,3% 57,6% 29,4% 69,4% SOLD 1,160,322 1,080,080 7,4% 1,282,065 -9,5% 45,6% 23,7% 54,0% SOLD 264,812 283,774 -6,7% 260,316 1,7% 52,9% 30,2% 48,2% SOLD 699,096
 4,962,074 218,618 755,687 -7,5% 3,482,514 42,5% 130,852 67,1% 692,870 0,9% 6,326,435 -21,6% 291,562 -25,0% Guests to parks Unit occupancy For the period under review, a total of 4 962 074 guests were recorded entering through SANParks recorded an accommodation unit occupancy rate of 57,6% in the reporting SANParks’ gates, compared to 3 482 514 in 2021/22, which is an excellent sign of market period, compared to 29,4% in 2021/22 and 69,4% in 2019/20.
(2020/21 is unrecorded recovery.

due to the Covid-19 pandemic.)

Kruger National Park recorded 1 603 521 guests, compared to 1 322 817 for 2021/22 and The Kruger National Park recorded unit occupancy of 68,8% by the end of 2022/23, 830 392 for 2020/21, but still below the 1 833 061 in pre-Covid 2019/20.

compared to 61,0% in 2021/22, 29,6% in 2020/21 and 78,0% in 2019/20.
Parks Division’s 84 For the same period, Parks Division recorded similar trends with 3 358 553 visitors in the 2022/23 year compared to 2 159 697 and 1 166 275 in 2021/22 and 2020/21 respectively.

unit occupancy rate of 52,8% by the end of 2022/23 compared favourably to 51,2% in 2021/22, 29,2% in 2020/21 and 54,5% in 2019/20.
The 2019/20 figure was 4 493 374 Top Five Parks – Highest Unit Occupancy (%) for 12-month term Top Five Parks – Highest Guests to Parks for 12-month term Position Park Occupancy (12 months) Position Park Guests to park (12 months) % of total 2021/22 in brackets 2021/22 in brackets Table Mountain 2 444 687 (1 136 352) 49,3% (32,6%) Kruger 1 603 521 (1 322 817) 32,3% (38,0%) Garden Route 372 218 (288 655) Addo 195 474 (136 570) West Coast 156 439 (205 395) 7,5% (8,3%) 3,9% (3,9%) 3,2% (5,9%) Total 4 777 339 (3 089 789) 96,27% (88,7%) Kgalagadi Addo Kruger Mountain Zebra West Coast 2021/22 in brackets 88,5% (89,2%) 72,2% (61,0%) 68,8% (61,0%) 67,5% (69,0%) 64,4% (64,8%) Top Five Camps – Highest Unit Occupancy (%) for 12-month term Top Five Camps – Highest Bed Occupancy (%) for 12-month term Position Park Grootkolk Kieliekrankie Urikaruus Nossob Gharagab Bed occupancy Occupancy (12 months) 2021/22 in brackets Position Park 97,7% (94,8%) 97,6% (97,2%) 95,9% (99,0%) 94,3% (93,9%) 94,2% (93,0%) Kieliekrankie Grootkolk Urikaruus Gharagab Bitterpan Camping Occupancy (12 months) 2021/22 in brackets 94,2% (93,6%) 94,0% (91,6%) 92,7% (94,9%) 92,1% (90,7%) 86,1% (85,3%) SANParks recorded an accommodation bed occupancy rate of 45,6% in the reporting period, showing significant growth compared to 23,7% in 2021/22, but still below the 54,0% recorded in 2019/20.
(2020/21 is disregarded because of the pandemic.)

The Kruger National Park’s bed occupancy of 53,6% by the end of 2022/23 was above the 48,4% in 2021/22 and 23,8% in 2020/21, but below the 60,6% in 2019/20.

Parks Division had bed occupancy of 40,2% by the end of 2022/23.

This was fractionally below the 40,4% recorded in 2021/22 and well above 23,6% in 2020/21, but not yet up to the 42,3% in 2019/20.
Top Five Parks – Highest Bed Occupancy (%) for 12-month term Position Park Kgalagadi Addo Kruger Mapungubwe West Coast Occupancy (12 months) 2021/22 in brackets 66,2% (68,4%) 58,8% (50,0%) 53,6% (48,8%) 43,8% (44,0%) 43,0% (45,5%) For the period under review, a total of 264 812 camping site nights were sold, compared to 283 774 in 2021/22 and 160 122 in 2020/21.

It was also higher than the 260 316 nights sold in 2019/20.
Camping Site Nights Sold 300 000 250 000 200 000 150 000 100 000 50 000 0 264 812 283 774 260 316 85 160 122 2022/2023 2021/2022 2020/2021 2019/2020 In the case of Parks Division, recorded camping site nights sold was 101 807, higher than the pre-Covid number of 97 479 recorded in 2019/20.

It was lower than the 110 752 in 2021/22 but significantly higher than the 69 796 in 2020/21.
The Kruger National Park recorded 163 005 site nights sold this year, compared to 173 022 in 2021/22, 90 326 in 2020/21 and 162 837 in 2019/20.

Annual Report 2022|2023 800 000 700 000 600 000 500 000 400 000 300 000 200 000 100 000 0 For the period under review, a total of 699 096 camping person nights sold were recorded for SANParks overall, compared to 755 687 in 2021/22, 422 044 in 2020/21 and 692 870 Top Five Parks – Highest Camp Site Occupancy (%) for 12-month term in 2019/20.
Position Park Camping Person Nights Sold 699 096 755 068 692 870 Kgalagadi Kruger Mapungubwe Karoo Mountain Zebra Occupancy (12 months) 2021/22 in brackets 84,7% (85,4%) 67,5% (71,9%) 59,3% (69,8%) 51,7% (58,0%) 48,3% (56,9%) 422 044 Top Five camps – Highest Camp Site Occupancy (%) for 12-month term Position Park Nossob Crocodile Bridge Mata Mata Twee Rivieren Lower Sabie Occupancy (12 months) 2021/22 in brackets 91,0% (89,7%) 82,7% (88,6%) 81,5% (83,6%) 81,0% (82,3%) 77,3% (82,7%) 2022/2023 2021/2022 2020/2021 2019/2020 86 Parks Division’s share of camping person nights sold came to 268 463 in the reporting period, compared to 302 346 in 2021/22, 188 219 in 2020/21 and 265 780 in 2019/20.
The Kruger National Park recorded 430 633 this year, compared to 435 341 in 2021/22, Activities 233 825 in 2020/21 and 427 090 in 2019/20.

The campsite occupancy rate for SANParks as a whole was 52,9% in the reporting period, compared to 30,2% in 2021/22, and above the 48,2% in 2019/20.

The Kruger National Park’s campsite occupancy was 67,5% by end 2022/23 versus 71,9% in 2021/22, 38,7% in 2020/21 and 67,4% in 2019/20.
The Parks Division had campsite occupancy of 34,5% by the end of 2022/23, compared to 37,4% in 2021/22, 23,5% in 2020/21 and 32,6% in 2019/20.

The healthy camping figures suggest that the tourism market is feeling more confident to travel.

During the reporting period, 218 618 guests participated in activities in all the National Parks, compared to 130 852 in 2021/22 and 55 752 in 2020/21.

Despite the healthy increase, the number is still below the 291 562 recorded in 2019.
The Kruger National Park figure recorded by the end of 2022/23 was 151 752, compared to 91 861 in 2021/22, 35 864 in 2020/21 and 207 014 in 2019/20.

Parks Division recorded 66 866 participants by the end of 2022/23, compared to 38 991 in 2021/22, 19 888 in 2020/21 and 84 548 in 2019/20.
Demographics Black guests Between April 2018 and June 2019, reporting on race demographics of South Africans was based on voluntary disclosure by guests, instead of the observations of gate officials as was done previously.

Due to the changed methodology, no valid comparisons can be made with the 2019/20 financial year.

During 2022/23, National Parks hosted a total of 617 379 black South Africans, which was South African Provinces 32,5% of total South African guests.
Of these, 553 209 were day visitors and 64 170 stayed overnight.

Black guests comprised 38,0% of total South African day visitors and 14,6% of Position Province total South African overnight guests.
Guest numbers 2021/22 in brackets % Change Top Five Parks – Highest % Total SA Black Guests of Total SA Guests Position Park % Black guests of total sa Number of black guests Mapungubwe Golden Gate Kruger Augrabies Marakele Composition of Guests guests (12 months) 67,1% 41,6% 36,9% 37,1% 29,3% 16 660 12 368 462 979 30 544 5 316 Gauteng Mpumalanga Western Cape Limpopo Eastern Cape Free State KwaZulu Natal Northern Cape North West 516 892 (553 460) 449 643 (439 854) 294 947 (351 279) 236 979 (203 461) 172 847 (200 167) 69 066 (66 704) 63 252 (63 503) 49 454 (57 597) 44 362 (41 077) -6,6% +2,2% -16,0% +16,5% -13,6% +3,5% -0,4% -14,1% +8,0% Data on guests’ home province is not captured at Golden Gate Hotel, Table Mountain National Park and West Coast National Park Category Q4 2022/23 Year Q4 2021/22 Year % Change International Markets – Top Five Countries SA residents Number % of total SADC Number nationals % of total Other Number countries % of total 2 251 852 2 565 395 62,68% 66 257 1,84% 1 274 520 35,48% 87,3% 24 779 0,8% 350 225 11,9% -12,2% 167% 263% Category Q4 2022/23 Year Q4 2021/22 Year Day visitors Overnight visitors Number % of total Number % of total 1 916 687 1 817 016 81,31% 440 666 18,7 77,5% 529 146 22,6% Position Country Germany United Kingdom Netherlands France United States % Of total foreign guests Number of guests 2021/22 in brackets 2021/22 in brackets 87 40,9% (42,1%) 260 513 (65 301) 7,8% (6,3%) 7,4% (6,3%) 6,0% (5,9%) 5,9% (7,6%) 49 514 (9 739) 47 237 (9 762) 38 055 (8 694) 37 619 (11 750) Data on international guests’ home country is not captured at Golden Gate Hotel, Table Mountain National Park and West Coast National Park SUB-OUTCOME: NEW AND DIVERSE TOURISM PRODUCTS SANParks hosted an investment summit during March 2022 where more than 100 Data on day vs. overnight guests is not captured at Table Mountain National Park opportunities were presented to invest in accommodation, activities, restaurant, retail and multi-use facilities in various National Parks.
Opportunities for virtual game drives, glamping adventures, treetop chalets, motorcycle tours, cultural heritage experiences, underground hides, activity hubs, sports tourism, paragliding, cable cars, suspension bridges and helicopter flips reflected the SANParks of the future.

The pipeline of new PPP opportunities to be implemented over the next 10 years, will widen the appeal of the parks to new markets.
Annual Report 2022|2023 The 2022/23 year saw a lot of activity on the PPP front, including the following noteworthy outcomes: • Appointment of transaction advisors for the re-tender of six of the Kruger National Park concessions lodges, namely Lukimbi Safari Lodge, Imbali Safari Lodge, Jock Safari Lodge, Shishangeni Lodge, Lion Sands KNP and Rhino Walking Safaris.
• Phalaborwa Activity Hub: Construction of the gate, reception area, bulk services and fencing is well underway, and the development will continue in the new financial year.

88 Nkuhlu Tented Camp during construction.

• • • Shingwedzi treehouse product: The tender has been awarded, allowing the preferred bidder to source the required funding.

Letaba concession: The EIA process is underway and once environmental approval is obtained, construction will commence.
Phalaborwa Safari Lodge: Following issues with the site that was allocated, an alternative site was approved and the EIA process re-ignited.

• Golden Gate Dinosaur Centre kiosk and curio shop: The opportunity was awarded to a suitable operator.

• Golden Gate zipline activity: The opportunity was awarded to a suitable operator.

• Augrabies Falls National Park restaurant and retail: The opportunity was awarded to a suitable operator.

• Outsourcing of Skukuza golf course, clubhouse, and pro-shop.
Phalaborwa Activity Hub during construction • Construction of the Nkuhlu Tented Camp in Kruger National Park is underway; opening of the camp is expected by mid-2023.

INTERVENTIONS TO IMPROVE HOSPITALITY Customer relations management and loyalty One of SANParks Tourism’s notable digital transformation initiatives over the last few years has been the development of a customer relationship management (CRM) system that allows for a greater understanding of, and better interaction with, our guests.
The CRM and loyalty solution went live in November 2022.

For the first time, SANParks has a 360-degree view of the customer across all contact points, making it easier and more efficient for guests to interact with the parks, whether it is to make or amend reservations, update profiles, purchase Wild Cards or make payment.

Also in November, the Wild Card system was replaced to be compatible with the new CRM and loyalty system.
The change paves the way for the flexible functionality that will be needed when SANParks introduces a fully-fledged loyalty programme.

Skukuza golf course, clubhouse and pro-shop.

• A spa facility in the north of the Kruger National Park in the Olifants, Letaba and Mopani Hospitality leadership development programme camps: The opportunity was awarded to a suitable operator.
• Seasonal luxury tented safari camps in the Kruger National Park and Garden Route National Park: With the EIA process completed, operations in the Kruger National Park will start in July 2023.

In 2021 hospitality services managers (HSMs) from across all parks enrolled for the higher certificate in hospitality management, a comprehensive two-year hospitality leadership development programme.
In March 2023, 69 HSMs graduated at a ceremony that included the candidates presenting their research tasks on improving operational efficiencies to 89 A variety of opportunities are planned for the new year, which could include but are not Board members, executives and senior management.

Assessment surveys were done with candidates and their supervisors to determine the impact of the training on performance.

The training impact assessment report will inform the redeployment of HSMs.
limited to the following: • Table Mountain National Park Rhodes Memorial restaurant and tearoom: The development is being scoped for a new tender that requires a private party to take full responsibility for operation and maintenance.

• • • Tokai Manor PPP: The project has been submitted to National Treasury for approval.

Once approval is received, the tender process will proceed.
A Halaal lodge in Marakele National Park: The bid specifications committee has completed the project specifications and tender documents are being developed.

Thesen Island in Knysna Lakes: Three projects are in process, including an apartment hotel, a restaurant and paddle activity centre, and the release of the Thesen Island jetty to allow the Knysna yacht-building industry to commission yachts.
Several existing commercial opportunities will reach their termination dates in the new financial year and need to be re-tendered.

Annual Report 2022|2023 DIGITAL AND SOCIAL MEDIA CAMPAIGNS AND REVENUE The Marketing unit planned and executed various digital and social media campaigns during 2022/23 to fulfil its mandate of initiating and implementing activities that contribute to improved tourism performance.
Online promotional campaigns generated more than R38,5 million in revenue during the year: REALISED 2022-2023 Away For Repair Black Friday 2022 Camping Campaign December Holidays Expanded Senior Citizen Discounts Long-stay Camping Short-notice Bookings Stokvels & Travel Clubs Valentine’s Day Varsity Vibe Winter Holidays Total R 1 259 439 R4 764 221.80 R 3 715 162.21 R 5 030 701.40 R 13 533 475 R 701 773 R 6 905 266 R 14 224 R 2 035 973.45 R55 653.40 R 484 630 R38 500 519 90 SANParks Tourism’s hospitality leadership graduates.
Tourism Property Management System (TPMS) The TPMS launch workshop took place in May 2022 at Golden Gate and was attended by tourism staff from Parks Division, Kruger National Park, Corporate IT and SANParks partners Gijima, Ankerdata and Plankton.

The TPMS encompasses four subsystems, namely, activity and inventory management (including gate management), property management, stock control and point of sale.
The project team conducted site visits to gather the different parks’ IT, connectivity, gate, power and infrastructure requirements.

As part of the overall solution, online ticketing was piloted at Table Mountain National Park in December 2022, allowing visitors to buy tickets on mobile devices for Cape of Good Hope, Boulders Beach and West Coast National Park.

This will be followed by the introduction of a portal for corporates and the online management of activities and permits.
91 Annual Report 2022|2023 • • • • • • The Suzuki and SANParks Road Trip promoted travel to SANParks destinations.

The Away for Repair special offer, which ended on 30 September 2022, generated more than R1,2 million in revenue during 2022/23.

SANParks launched a partnership with Varsity Vibe at the Soweto office in July 2022.

The Black Friday campaign generated more than R4,7 million, which exceeded the 2021/22 revenue by 6,4%.
The Valentine’s Day campaign exceeded its target by R800 000 by generating more than R2 million in revenue.

A SANParks Vision 2040 micro site was developed to showcase the project and enable stakeholder registration and participation.

92 Significant achievements • • • • An advertising agency was appointed for a period of two years to support the expansion of the SANParks brand into new markets.

A new SANParks website was developed that will go live to the public in 2023.
The redesign included an overhaul of the website framework and user interface.

Content is displayed in a simplified menu structure, allowing for better site navigation and easier access to content.

The new framework enhances the user journey, with the aim to convert more leads via the online sales channel.

The camping campaign and associated competition in partnership with Camp Master, delivered more than R3,7 million in revenue against a campaign target of R2 million.
SANParks’ sponsorship of the Y-Travel segment on YFM over a four-week period allowed the promotion of four parks, namely, Golden Gate Highlands, Garden Route, Mapungubwe and Marakele, and featured the Skukuza Safari Lodge.

The platform extended the camping campaign and competition to YFM’s listeners.

This resulted in high engagement and the campaign trending on Twitter.
93 Annual Report 2022|2023 94 SUB-OUTCOME: IMPROVED RESPONSIBLE TOURISM Interpretation centres and displays Kruger National Park National Parks Week in September was used to hand over and officially open two cultural heritage interpretation sites in the Kruger National Park.
• The Rabelais Hut interpretation site on the old Orpen/Satara road was revamped to include displays on the contribution of the Orpen family to the park, the park’s water policy, the evolution of tourism in the Kruger National Park, and biodiversity and ranger services in the section, with a focus on the history of black rangers.

• Around 70 people attended the opening of the Mount Tshikumbu interpretation site, located at the base of Mount Tshikumbu.
The audience included a contingent of Bakgalaka community members, dignitaries and tourism operators from Phalaborwa, SANParks staff and Honorary Rangers and journalists.

The site’s eight panels recognise the story of Chief Tongogara, the Bakgalaka people and the legacy of five other chiefs who historically resided in the area.

Maintenance and restoration of several cultural heritage interpretation sites in Kruger National Park began during 2022/23 in partnership with the SANParks Honorary Rangers.
A panel at the Mount Tshikumbu interpretation site.

Kgalagadi Transfrontier Park Scenes from the film that plays on constant loop in the Twee Rivieren Interpretation • The Twee Rivieren Interpretation Centre (TRIC), which pays tribute to the ‡Khomani San Centre.

Cultural Landscape World Heritage Site, the ‡Khomani people and the history of the Kgalagadi Transfrontier Park, was completed.
One of the imposing display panels at the TRIC showcases how the ‡Khomani language N|uu evolved from bird sounds 95 A page from the Twee Rivieren Interpretation Centre brochure that captures the spirit of the ‡Khomani Cultural Landscape.
Annual Report 2022|2023 Print media interpretation Visitor management SANParks has provided Birdlife South Africa with material to publish interpretative articles on • Responsible-tourism assessments were successfully completed for the three sections some of the hidden gems of the three National Parks in Limpopo in its bi-monthly publication of Garden Route National Park as individual entities (namely Knysna, Tsitsikamma and The Lark.
Wilderness), and for Addo Elephant, Karoo and Mountain Zebra National Parks.

• At the Valley of Desolation in the Camdeboo National Park, a new universally accessible deck was handed over to the park as the result of a three-way project between Granaat, SANParks and SANParks Honorary Rangers.

The next phase of the project entails the installation of an accessible walkway from the parking area to the viewing deck.
• SANParks adopted the Universal Access in Tourism standard operating procedure (SOP) as an upgrade of the 2015 protocol and guidelines on universal access.

Letaba was the subject of the SANParks article in BLSA’s May/June 2022 edition 96 Online interpretation: SANParks webinars SANParks runs its webinars in partnership with the SANParks Honorary Rangers and regularly features conservation and tourism initiatives of interest.
Tourism research Tourism research is used as a management tool to enhance performance.

Key research areas during 2022/23 included: Insights into how the travel behaviour of national park visitors has changed.

• • China as a source market for SANParks.

• • Estimating the value of the natural characteristics of a national park.

Visitor expectations and perceptions of a heritage site within a South African national park.

• • The tourism attraction value of rhino for the Kruger National Park.
Project-related engagements involved the Vaal University of Technology, University of the Free State, Butler University, University of Queensland, Oklahoma State University, University of Macau, University of Central Florida, University of the Sunshine Coast, Griffith University, Hamburg University of Applied Sciences, University of Pretoria, University of Johannesburg, Tshwane University of Technology, the North-West University and UNISA.

The new viewing deck that overlooks the Valley of Desolation.
Honorary Rangers report Over the past five years, the SHRs have contributed more than R330 million to SANParks in SANParks Honorary Rangers (SHRs) are a collection of 31 regions of volunteers who assist in enhancing the performance of SANParks, particularly in conservation and tourism.

The SHRs release their own annual integrated report every September.

Available on the SHR website, the report documents their performance for the previous year.
Highlights from the financial year ending March 2023 include the immense capital contribution the SHRs consistently make to SANParks.

both financial and in-kind terms.

Member Contribution Project The Table Mountain Region of the SHRs has always been involved in footpath and boardwalk work, but this last year saw an exponential increase in the path maintenance work undertaken directly by the SHR team led by Toby Adams.

At the start of the year, SHR only had R10 000 in its path-maintenance kitty.
However, the close relationship with Friends of Table Mountain (FOTM) resulted in a further R300 000 Financial contribution for the work raised mainly by FOTM from numerous sources, including a crowd-funding initiative.

With these funds, 17 of the most heavily used and degraded paths on Table Mountain were upgraded and maintained.
The physical path building was done by a small team of three professional path builders, called the Trail Apostles, while SHRs helped to carry equipment, poles and stakes up to mountain.

Not only were the paths restored, but the three Trail Apostles found permanent employment in Table Mountain National Park.

The 2 300 man hours they worked were logged under the guidance of FOTM’s Andy Davies and SHR’s Toby Adams.
The two men collectively dedicated more 97 than 400 hours to fundraising, inspections, supervision, transport, preparation work and procurement.
This project has garnered much public recognition as it is a splendid example of the power of collaboration and how our reach as an organisation can be extended through working Financial inputs Fundraising projects: Donations: Merchandise sales: Financial outputs R14 371 million R4 425 million R0 948 million Goods and services to SANParks: R9 565 million SHR members contribution • SHRs have a contractual association with SANParks and operate under the trademarked SHR brand and logo.
• Over 2 020 volunteers assist SANParks with their time and expertise.

Value of the contribution by SHR members supporting SANParks amounted to R55 • • million at year end March 2023. with partners.

Experience and specialist skills that members bring to our National Parks as SANParks’ 59-year-old official volunteer organisation.

• Continually updated and evolving training courses for members in line with SHR and SANParks policies and procedures.
• • Board and Board committees comprised of SHR and independent members contribute further expertise and take responsibility for governance and strategy.

The stakeholder network of SANParks and the SANParks Honorary Rangers includes donors and sponsors, communities, other conservation partners and NGOs.
The total contribution by the SHRs to SANParks for the financial year ending March 2023 amounted to R80 050 million Annual Report 2022|2023 98 One of the boardwalks in Table Mountain National Park that was restored by the SHRs.

A SANParks Honorary Ranger hard at work at the restoration of the boardwalks in Table Mountain National Park.
OUTCOME GOAL 2: IMPROVED DIVERSE RESPONSIBLE TOURISM SUB-OUTCOME 9: IMPROVED TOURISM PERFORMANCE Output Indicator Annual Target Annual Progress and Analysis 9.1 Percentage improvement in CSI rating 0,5% improvement on the 2021/22 baseline On target Performance analysis On target 0,47 % improvement on the previous year Reason for variance The performance for the year is driven by key customer touch points that include nature experiences, shopping, dining, activities and overall experience.
The 2022/23 customer satisfaction index (CSI) is 77,4%.

Compared to 2021/22 (76,9%), there is a slight improvement of 0,47%.

Planned improvement/corrective actions No corrective actions required 9.2 Percentage increase in number of visitors to 25% up on the previous year (target amended during midterm review) Target exceeded Compared to the annual target, the year-end score is on target.
National Parks year on year Performance analysis Target exceeded A 42,48% increase was achieved relative to the previous year A total of 4 961 906 visitors were recorded 99 Reason for variance 2023 saw more travel across different regions.

The visitor numbers reflect exponential growth in regional and international visitors.
Table Mountain A 42,48 % increase was achieved relative to the previous year A total of 4 961 906 visitors were recorded at the end of year, compared to 3 482 514 visitors in 2021/22 Planned improvement/corrective actions No corrective actions required 9.3 Percentage increase in accommodation 7,5% up on previous year Target exceeded National Park continues to see much higher guest numbers than in the previous year.
occupancy (target reviewed during midterm review) A 9,55% increase was achieved Performance analysis Target exceeded Reason for variance Addo Elephant and Kruger National Parks continued their solid unit-occupancy recovery.

Minimal Covid regulations and restrictions aided in the The total units available for 2022/23 was 797 139 and units booked 502 871.

In 2021/22 the total units available amounted to 786 606 and total units booked to 453 138.
With a 9,55% increase on the previous year, the target was achieved Planned improvement/corrective actions No corrective actions required recovery.
Annual Report 2022|2023 100 SUB-OUTCOME 9: IMPROVED TOURISM PERFORMANCE Output Indicator Annual Target Annual Progress and Analysis 9.4 Total number of new and diverse tourism Five (target was revised during the midterm review) On target products implemented Performance analysis On target Five new and diverse tourism products implemented in the year Five new and diverse tourism products were implemented, i.e., Skukuza Safari Lodge, Golden Gate Highlands National Park Dinosaur Centre kiosk and curio shop facility, the Augrabies Falls National Park restaurant and retail facility, the spa in KNP north, and the Golden Gate Highlands National Park Reason for variance zipline.
No variance recorded Planned improvement/corrective actions No corrective actions required 9.5 Integrated marketing and communication Integrated marketing and communication plan approved Target exceeded plan approved, and number of interventions implemented Four integrated marketing communication interventions implemented The integrated marketing and communication plan was approved Seven digital seasonal promotions were implemented.
Additionally, the team participated at the Meetings Africa and ITB Berlin tradeshows.

The appointment of a digital advertising agency was concluded during the period under review.

Three communication interventions were implemented, i.e., the Kudu Awards, SANParks Week launch and the Suzuki/SANParks road trip.
Performance analysis Target exceeded Seven digital promotion campaigns were implemented: • Black Friday, including an online display and radio campaign; Short-notice specials; December holidays #Camp Convert camping special offer and competition, which included an online display and radio campaign; stokvels and travel clubs; long-stay camping.

An advertising agency was appointed for a period of two years.
Three national communication interventions were implemented, i.e., the Kudu Awards; SANParks Week launch; and the Suzuki/SANParks road trip.

Ad hoc initiatives were considered to stimulate revenue generation from distressed inventories in parks as advised by the revenue yield team.
9.6 Number of interventions towards improved Two interventions towards improved hospitality service delivery On target hospitality service delivery standards standards implemented implemented Two interventions towards improved hospitality standards were implemented: • • 69 candidates graduated with a higher certificate in hospitality management.

Successful launch of customer relationship management (CRM) system in Q3.
SUB-OUTCOME 9: IMPROVED TOURISM PERFORMANCE Output Indicator Performance analysis Annual Target Annual Progress and Analysis Two interventions towards improved hospitality standards were implemented: Reasons for variance No variance recorded Planned improvement/corrective actions No corrective actions required • • 69 candidates graduated with a higher certificate in hospitality management.

Successful launch of customer relationship management (CRM) system in Q3.
SUB-OUTCOME 10: IMPROVED RESPONSIBLE TOURISM Output Indicator Annual Target Annual Progress and Analysis 10.1 A responsible auditing framework Responsible tourism audit conducted in six National Parks On target implemented Performance analysis On target Reason for variance No variance recorded Planned improvement/corrective actions No corrective actions required Audits completed in Addo Elephant, Mountain Zebra, Knysna, Tsitsikamma, Karoo and Wilderness National Parks 101 Audits completed in Addo Elephant, Mountain Zebra, Knysna, Tsitsikamma, Karoo and Wilderness National Parks Annual Report 2022|2023 3.3 SOCIOECONOMIC TRANSFORMATION OUTCOME GOAL 3: SUSTAINABLE SOCIOECONOMIC DEVELOPMENT PROGRAMME THAT ENSURES DELIVERY OF BENEFITS TO LAND CLAIMANTS, HISTORICALLY DISADVANTAGED COMMUNITIES AND THE PEOPLE OF SA PURPOSE: Bring about transformation within surrounding communities by providing increased opportunities to engage and reap benefits from SANParks business, and facilitate training aimed at creating awareness and enhancing knowledge and skills of targeted groups.
SUB OUTCOMES: 102 • • Transformation of wildlife economy through increased participation by previously disadvantaged individuals (PDIs).

Improved participation of PDIs in SANParks.

Increased access to education and skills development opportunities.

• • Sustained CSI towards community development.

Improved participation of land claimants in SANParks business.

• Outcome Goal 3 is implemented by the Socioeconomic Transformation Department (SET) with support from various units.
INTROdUCTION TRANSFORMATION OF THE WILDLIFE PROGRAMME FOR INCREASED PARTICIPATION OF PDIs SANParks recognises that most of its National Parks are located in rural areas with limited The aim of the wildlife economy programme is to facilitate the entry and participation of opportunities for development, and high levels of poverty, unemployment and inequality.
It emerging game farmers and communities in activities related to the stocking, trading, also acknowledges the injustices of the past that saw most of the National Parks established breeding and hunting of game, and all other services and goods required to support this on land dispossessed from the rightful owners under apartheid-era legislation.
The objective of Outcome Goal 3 is therefore to ensure implementation of programmes and projects that will contribute to local economic development and growth, sustainable job creation, enterprise development, skills training and social development in communities living in the vicinity of National Parks.

Special programmes and projects targeted at land claimants are also implemented to ensure that they derive benefits from the land they made available for conservation use.
Intervention programmes implemented to address this outcome goal are wildlife economy, enterprise and supplier development, environmental awareness, corporate social investment and land claims.

Significant progress has been made and growth realised with the implementation of these programmes.

value chain.
value chain.

It promotes fair access to, and equitable sharing of, benefits arising from the wildlife economy, expansion of protected areas through incorporation of communally owned areas, restoration of degraded environments and improvement of infrastructure and land use.

The programme furthermore encourages broader and more meaningful participation of youth and women in the mainstream wildlife economy.
Disease-free game is donated and/or loaned to qualifying game farmers and communities to produce products that ensure the financial sustainability of local enterprises and growth in the industry.

The programme further supports the development of enterprises from other value-adding products, such as artefacts made from bone, skin, horn and animal hides, as well as game meat.
It further provides communities and emerging game farmers with the capacity and expertise required for the entrepreneurial development of the donated or loaned wildlife.

103 The 2022/23 year saw the programme progressing from game translocations only to also include the development of tools to provide post-donation support and programme-impact monitoring.
Animals delivered from 2021/22 financial year to end March 2023 Province W1 Delivered W2 Delivered W2 Delivered (2021/22) (2022/23) North West Eastern Cape Limpopo & Mpumalanga Free State & Northern Cape Total 190 208 940 522 218 307 579 354 1 338 1 627 354 Annual Report 2022|2023 National Game Donation Programme Progress made on the development of the projects As part of its contribution to the implementation of Operation Phakisa Biodiversity Economy Baphalane project Lab outcomes, DFFE made available R10 million to support all participating agencies, namely, Ezemvelo, ECTPA, MTPA, DENC and DESTEA.
SANParks was appointed the The project was unfortunately put on hold due to conflict among the community leaders.

implementing agent and game capture and translocation will be done in the 2023/24 year.

Awelani lodge development Pre- and post-donation support Local communities and emerging game farmers are at different levels of development in terms of their understanding of the wildlife economy industry and their readiness to receive a wildlife donation or loan.
Support in the form of training, mentorship and technical services is therefore provided before and after game donations.

Designs and costing were completed, presented to, and approved by the beneficiaries.

Construction work will include extension of the perimeter fence, construction and refurbishment of the water and sewer systems, alterations to three backpacker rooms, extension of five safari tents, alterations to and extension of the existing restaurant, a picnic site and cave ablutions.
A memorandum of undertaking to commit 1 100 ha of land to the wildlife economy project was signed between SANParks and the Awelani Community Trust A game farm management checklist and daily observation sheets were developed to assist during a meeting held on 02 February 2023. game farmers to manage their farms and monitor the growth of their animals.

The toolkit was tested at Sepelong Game Farm, Imvelo Safaris and Kalema Boerdery.
The farm visits Riemvasmaak lodge and hot springs gave SANParks and emerging farmers a good understanding of the kind of post-donation Designs and costing were completed, presented to, and approved by the community.

104 support and advice required.


A memorandum of understanding was signed with Wildlife Construction work will include extension of the perimeter fence, construction and Ranching South Africa to collaborate in the provision of technical, marketing and other refurbishment of the water and sewer systems, alterations to four chalets and the upgrading support to help emerging game farmers develop and grow their farms.
of the water reticulation and bulk water-storage system, a portion of the road and an Wildlife economy infrastructure projects It is anticipated that these projects will contribute towards: electrical installation.

Makuya community reserve • Development of the eco-tourism and wildlife economy programme in the area.

• Creation of jobs (approximately 100 000 combined person days) during construction, upgrades and operation.
Based on the land survey report, the proposed construction will include a perimeter fence and entrance gate, new bulk services, two family chalets and one single chalet, a swimming pool and lapa, roads, male and female ablutions and an administration block.

• Support for between 15 and 20 SMMEs and small contractors.

SANParks has developed The following was completed: a model to train SMMEs and provide them with the skills to become independent service providers.
• • Providing tourism accommodation units and entertainment for locals and other visitors.

Providing economic benefits to the communities through tourism development and wildlife economy.

• • Infrastructure plotting/mapping.

An MoU between SANParks and the Makuya Community Trust.

Mahumani community reserve The community has agreed on the most appropriate site for the proposed development.
Training will be provided during construction in the following areas: • • • Basic construction skills in trades such as painting and plastering.

Basic project management skills for SMMEs and small contractors.

Emerging contractor development and the creation of new SMMEs.

The labour force for the construction, upgrades and other infrastructure projects will be sourced from local communities as per EPWP requirements and conditions.

Permanent staff will also be recruited mainly from the local community.
No scarce skills that cannot be The location of the greater Addo-Amathole node.

sourced from the area have been identified.

Operationalisation of the biodiversity economy nodes DFFE has received US$8,99 million to implement the project to catalyse financing and capacity for the biodiversity economy around protected areas.

Two biodiversity economy nodes were launched in the greater Addo and greater Kruger National Parks areas in February 2023.
The greater Kruger node includes the Gidjana- Bevhula communities and the park’s Shangoni gate.

The greater Addo-Amathole biodiversity node includes the Enon-Bersheba community land south of the Zuurberg section of Addo Elephant National Park.
The opportunities or projects that could be funded through this programme are game fencing, gate access, roads and tourism products at greater Kruger, and fenced game ranching with off-take of high-value species, a game lodge and guided game drives for greater Addo-Amathole.
Pafuri: Madimbo, Makuya, Makuleke complex • High conservation value • Community SED priority International security • • International security • Tourism value • GLTFCA priority • Park Expansion corridors • Opportunity base: programmes Escarpment • Water stewardship Matsulu/Stolznek • Community SED priority • Wildlife security • Herding for Health concept & stewardship • Tourism value • Park Expansion corridors • Opportunity base: various programmes Matsulu/Stolznek • Community SED priority • Wildlife security • Retail • Agri-hub • Opportunity base: various programmes • Park Consolidation Mhetohumusha Phalaborwa Wild Hub development • Tourism • Community SED Croc river gorge • Conservation value • Community SED priority • Wildlife security Gidjana/Shangoni • Community SED priority • Access • Tourism • Wildlife Economy Letaba ranch • Conservation • Community SED • Wildlife security • Tourism Sabir river complex • High conservation value • Safety and security • Community SED priority • Park access • Wildlife security • Agri-value chain & stewardship • Livestock management • Tourism • Opportunity base • Strikes Nkambeni • Safety and security • Park consolidation • SED 105 Implementation plans for the two nodes have been finalised and project coordinators appointed.
Project implementation will take place in the new financial year.

Marine Economy Programme Inclusive growth and transformation in the marine economy, as well as timber harvesting and processing, were targeted in the 2022/23 year to make a significant contribution to job creation, entrepreneurship, food security and skills training.

SANParks manages five marine protected areas and, like most of the National Parks, these are surrounded by poor communities who depend on natural resources for survival.
Against this backdrop, an anglers project was launched in the Wilderness area of the Garden Route to empower women in the fisheries sector by strengthening their role in decision making and education.

Thirty women anglers were assisted in applying for fishing permits and provided with fishing equipment and training to become qualified fisherwomen.

The programme will be expanded into other areas of the Garden Route.
Annual Report 2022|2023 Condition of nature conservation in South Africa Number of EMEs and QSEs contracted for goods and services 200000000 150000000 100000000 50000000 0 EME Black spend in numbers EME Black spend (Rand Value) QSE Black spend in numbers QSE Black spend (Rand Value) Growth analysis of EMEs and QSEs.
EME Black spend in numbers EME Black spend (Rand Value) R 153049 QSE Black spend in numbers 765 QSE Black spend (Rand Value) 972,95 106 ENTERPRISE AND SUPPLIER DEVELOPMENT PROGRAMME A total of 765 local EMEs were contracted to provide goods and services to National Parks to the value of R153 049 972, while goods and services to the value of R31 546 654 were delivered by 260 QSEs.

There was growth in the participation of both EMEs and QSEs in the 2022/23 financial year.
EMEs increased from 648 in 2021/22 to 765 in the year under review, and QSE participation grew from 132 to 260.

Economic transformation roadshows SET embarked on economic transformation roadshows to present SANParks opportunities to neighbouring enterprises and suppliers.

The first roadshow was in Kruger National Park and the second, attended by 450 local businesses, was held in the Garden Route National Park in November 2022.
Following the roadshows, the following opportunities were identified and made available to local enterprises: Kruger National Park: Ten local enterprises were contracted to provide goods and services to concessionaires to the value of R2 million.

A further eight enterprises constructed the workshop in Bende Mutale, creating 27 jobs in the process.
Knysna National Park: Six local enterprises were provided with pop-up stalls, enabling The Enterprise and Supplier Development Programme empowers local enterprises to them to generate R250 000 in income.
participate in business opportunities in and around National Parks through skills training and transfer, coaching and mentoring, as well as the fostering of partnerships and alliances with government business units, community trusts, the private sector and strategic funding agencies to support the development of local entrepreneurs.

Agulhas National Park: Five fully black-owned companies participated in flower harvesting and generated an income of R1,5 million.
One of the women involved was invited to a flower exhibition in the Netherlands in partnership with Cape Flora.

One local enterprise was given an opportunity to harvest sour figs to produce and supply jam to local consumers, as well as Various models, including community public-private partnerships and community public the Durban market.

The opportunity created 20 jobs.

partnerships, are explored and implemented to promote broad-based, meaningful participation in the economy.
Local spend and procurement from black- and women- owned companies are encouraged and monitored to support the financial growth and sustainability of local and emerging enterprises.

Tsitsikamma National Park: One local enterprise provided services for the Otter Trail over a seven-day period and generated an income of R500 000.
A further four local enterprises were given an opportunity to provide shuttle services to the park, while a car-wash business owned by a young woman made R19 740 in February and March 2023.
ACCESS TO EDUCATION AND SKILLS DEVELOPMENT OPPORTUNITIES Capacity building Environmental Awareness Programme The capacity building and training programme seeks to develop and increase the skills and competencies of individuals, groups and communities living adjacent to National Environmental education and awareness and skills training and transfer programmes Parks to effectively participate in opportunities in and around the parks.
It contributes to encourage communities and National Parks to share the responsibility for caring for the the realisation of the four national development objectives, namely, socially transformed environment and support the implementation of sound environmental management and transitioned communities, inclusive rural economy, sustainable environmental practices.
The objectives of the SANParks Environmental Awareness (EA) Programme include identifying environmental issues and challenges and mobilising stakeholder action to implement programmes that increase the societal response to these issues.

It also provides management and nation building and social cohesion.
Strategic partnerships are forged with government departments, private sector institutions and development agencies such as the Services SETA, DFFE, NYDA, NDA, INDALO and local municipalities to implement the training programme.

an opportunity for schools to participate in environmental education.
In 2022/23, the programme focused on: Initiatives implemented with schools during 2022/23 were Kids in Parks (KiP), Walk and • Governance training to build the capacity of community structures to liaise Learn on the Wild Side and the Heritage Education School Outreach Programme (HESOP).

and effectively engage with National Parks on issues of mutual concern, and the KiP is a partnership initiative implemented with the Department of Basic Education (DBE) and DFFE and funded by DFFE.
It promotes visits to parks for primary school learners, particularly those from disadvantaged backgrounds, for environmental education and awareness programmes.

A total of 110 school groups, 3 750 learners and 185 educators participated in KiP in the year under review.

implementation of programmes and projects beneficial to communities.

Targeted structures included park forums, traditional authorities or councils, youth structures, CPAs and trusts.
• Empowering interested groups and individuals to actively participate in biodiversity economy programmes to establish sustainable livelihood projects, such as food 107 gardens and angling.

Walk and Learn on the Wild Side supports teaching and learning in subjects such as natural • Enterprise and supplier development to help small businesses become competitive sciences (conservation and ecology), ecotourism and hospitality, and benefits learners and grow into sustainable enterprises.
studying tourism in grades 10 and 11.

More than 380 learners from the Mopani, Vhembe, Enhlanzeni and Bohlabela districts participated in the programme in 2022/23.

A total of 256 individuals, of which 115 were young people, were trained in governance HESOP exposes learners to National Parks as heritage and cultural sites.

This collaborative (NQF level 6), business and project management (NQF level 4) and new venture creation.
initiative with the National Heritage Council (NHC), DBE, Brand SA and the South African Heritage Resource Agency (SAHRA) is run as a competition.

Schools compete on a cultural CORPORATE SOCIAL INVESTMENT heritage topic to decide provincial winners that represent their provinces in the national The corporate social investment (CSI) programme advances SANParks’ vision of “A competition.
The 2022/23 national event was held at Marakele National Park and the first world-class system of sustainable National Parks reconnecting and inspiring society” prize went to a school from Mpumalanga.

by contributing to the development of communities living adjacent to the National Parks through the provision of much-needed facilities and services.
These projects are funded from the 1% tourism levy on all accommodation bookings and activities in National Parks, as well as a percentage of the income derived from the sale of high-value species.

Annual Report 2022|2023 Project requests are prioritised in consultation with community authorities and structures, They have access to ancestral land for spiritual and cultural practices and are offered and implemented subject to approval from SANParks executive management.
preferential employment opportunities where available.

The land claim programme builds Projects implemented in the 2022/23 year: bridges between National Parks and communities, brings about healing and restores landowners’ dignity and sense of pride in National Parks.

• Four schools in communities neighbouring the West Coast, Karoo, Mountain Zebra and Golden Gate Highlands National Parks each received two mobile Land claims handled in 2022/23: science laboratories.
COLCRA • • • • • An office for the principal, an administration office and storeroom were completed at Kranenburg Primary School close to Mapungubwe National Park.

A kitchen was provided for the feeding scheme at Sekweng Intermediate School close to Marakele National Park.

Houtbay Secondary School, close to Table Mountain National Park, received a library.

Bunny Khosa and Jacob Mdluli high schools, close to Kruger National Park, each received a science laboratory.
54 water tanks were donated to communities next to Addo Elephant and Camdeboo National Parks.

The water supply at the Kommagas Healthcare Centre, 108 close to Namaqua National Park, was upgraded and a 5 200-litre water tank, with fitted gutters and pressure pump, was installed at Vredesvallei Primary School.

The school was also connected to the municipal water infrastructure to ensure consistent supply for the ablution facilities.

• 75 plastic chairs were donated to Riemvasmaak Primary School.
This donation, and the infrastructure at Vredevallei Primary School, were made possible with Norwegian funding.

The Colchester Land and Community Restoration Association (COLCRA) supports 61 people’s claim to two properties inside Addo Elephant National Park, namely, Vetmaakvlakte and a portion of the remainder of the Olifantsplaats farm (the site of the Mathyolweni rest camp).

This claim was duly considered and agreed to by the commission and SANParks.
SANParks proposed a beneficiation package for the claimants comprising of: • • • • • Revenue sharing on a scale of between 8% and 12% in Mathyolweni camp’s existing 15 chalets, and additional chalets that might be built in future.

A percentage of the gate fees at Mathyolweni, based on a proportion of the land claimed (to be negotiated).

A 1% share in income from the sale of high-value species in Addo Elephant National Park.

The opportunity to operate game drives from Mathyolweni camp.
A share in future developments at Mathyolweni camp.

The claimants did not agree to the package and negotiations for a revised offer are ongoing.

IMPROVED PARTICIPATION OF LAND CLAIMANTS Tsitsikamma Covie (post restitution) Most of South Africa’s protected areas were established under laws that unjustly dispossessed people of their land.
SANParks acknowledges that some of its National Parks were established under these unfair laws and implements a land claims programme in collaboration with the Land Claims Commission to restore land rights to the rightful owners.

SANParks collaborates with the commission to facilitate and coordinate the negotiation and settlement of land claims lodged against National Parks.
Mutually agreed beneficiation packages furthermore enable claimants to benefit from the use of their land for conservation and related value-chain activities.

This land claim was settled with financial compensation to the Covie community.

SANParks and other government departments were required to provide the Covie community with post-settlement support outside Tsitsikamma National Park.

The draft Covie development plan was completed and is being finalised in consultation with the Covie CPA.
Entrepreneurs from Covie participated in the SANParks enterprise development roadshow, where economic opportunities were presented that will be ringfenced for their benefit.

SPECIAL PROJECTS PROGRAMMES Expanded Public Works Programme Introduction The SANParks Expanded Public Works Programme (EPWP) created temporary employment for 16 635 people from communities close to National Parks.
Its footprint in municipal areas increased after the start of the Municipal Cleaning and Greening Programme in November 2022.

Additional funding of R23 million from DFFE was received for the Working for Water, Working for Ecosystems and Eco-furniture programmes.

More than 1,2 million person days were worked, resulting in 6 065 full-time equivalent (FTE) jobs created and supported for the year.

The programme also supported 863 small, micro and medium enterprises (SMMEs).
These small contractors received payment of R273 million for activities ranging from removal of alien and invasive vegetation to erosion control, wetland rehabilitation, conservation support, tourism support, maintenance and upgrade of infrastructure and litter removal.

The EPWP employed 8 268 youth (61%), 7 083 women (52%) and 265 (2%) people with disabilities.

109 QwaQwa land claim This was a land claim lodged by communities living adjacent to Golden Gate Highlands National Park.
Some of the claimants chose financial compensation, which was paid out, but the Dithabeng CPA, representing 36 households, opted for the restoration of land rights in the park.

After lengthy negotiations, SANParks, Dithabeng CPA and the commission agreed to a settlement of three properties inside the park, namely, the remainder of the farm Eerstegeluk 131, a portion of Eerstegeluk 131 and farm Uitkyk 673, totalling 1 670 ha.
The benefits to accrue to the claimants were also agreed and included in the settlement agreement.

The benefits package entails the following: • Guided hiking trails.

• Opportunity to run 4x4 drives or trails on claimed land traversing the park.

• Mountain biking on claimed land.

• Quad biking on claimed land.

• • • Camping sites on claimed land.

Cultural events on claimed land.

Abseiling on claimed land.

• Opportunity to sell craft work at the Dinosaur Precinct within the park.
• • • • • • Small craft centre to be established on claimed land.

5% share of income from game off takes from the park.

Access to the park for spiritual purposes.

Access to natural resources in the park.

Access to job opportunities shared equally between claimants and non-claimants.

Continuous skills training.

• Game donation to establish wildlife economy on community land outside the park.

• • 5% preferential equity share in selected future commercial opportunities in the park.
Horse riding and facilities (SANParks will advise on veterinary requirements).

The settlement agreement and beneficiation package were signed by the claimants and the Minister of DFFE on behalf of SANParks.

The documents are with the Land Claims Commission for finalisation.
Annual Report 2022|2023 The Working for Water, Working for Ecosystems and Working for Wetlands programmes play a major role in biodiversity management in National Parks and enabled initial land rehabilitation of 24 160 ha and follow-up land rehabilitation of 164 215 ha in 2002/23.

Various rehabilitation activities were implemented in 17 wetlands in six National Parks, i.e., Agulhas, Kruger, Mapungubwe, Marakele, Kruger and Table Mountain.
Structures totalling 8 023 m3 were built to reverse and curb erosion.

EPWP projects played a part in the maintenance of infrastructure.

This contributed to the visible difference that the SANParks infrastructure maintenance programme, funded by the Department of Tourism, made in parks.

The Municipal Cleaning and Greening Programme employed more than 1 000 people to pick up litter and remove illegal dump sites.
Many municipalities have expressed their gratitude for this project and the difference it made in towns and villages.

Training remains an important element of the EPWP programme with various accredited and non-accredited courses achieving 61 009 training days.

Sixty SMMEs employed for maintenance of infrastructure received accredited training in new venture creation (NQF level 2) and supervision of construction processes (NQF level 4).
110 Table 1: Overview of EPWP programmes and achievements in 2022/23 EPWP programme Activities Implementation overview Deliverables achieved DFFE Working for the Coast Cleaning of beaches, rehabilitation of coastal A new cycle of WftC started in July 2022 and will continue for 24 Beach clean-up = 9 327 km (WftC) systems and tourism infrastructure.

months.

The programme is fully active in the eight coastal parks.
DFFE environmental monitors Support conservation functions in parks, A new three-year cycle of the SANParks EM programme started 616 EMs employed (EMs) integrated zones, provincial nature reserves on 1 April 2022.

EMs are employed in all National Parks to support and private nature reserves.

conservation management functions through performing ranger, security guard, administration and research support services.
DFFE People and Parks (P&P) Infrastructure development and improving integrity of protected areas.

• • • • The upgrade of the Oceanettes was completed and a Four staff houses were completed in Mokala completion report prepared for the project.

National Park The contractor in Mokala defaulted and did not complete the works.

Planning for the |Ai-|Ais!

Richtersveld project was revised and the business plan process started.
Final payment was received for the fencing and land rehabilitation project in the Bushbuckridge Nature Reserve and the project was closed.

111 DFFE Working for Ecosystems Land rehabilitation projects and bush This programme was implemented in the Frontier, Arid and Northern Initial land rehabilitation = 418 ha (WfE) encroachment control.

regions, K2C and integrated zones and addressed erosion control Follow-up land rehabilitation = 571 ha DFFE Working for Wetlands Rehabilitation of wetland systems.
Rehabilitation activities took place in 17 wetland sites in Wetland rehabilitation = 8 023 m³ and bush encroachment.

Mapungubwe, Marakele, Golden Gate, Agulhas, Kruger and Table Mountain National Parks.

Interventions included gabions, earth works, rock packs and geo-cells construction.

DFFE Municipal Cleaning & Waste removal activities.

SANParks was requested to implement a pilot project of this 941 people employed to pick up litter and remove Greening Programme programme in 27 municipalities.
illegal dump sites.

DFFE Eco-furniture Programme Manufacturing of school desks and furniture This programme focused on alien and invasive alien vegetation Initial alien invasive clearing = 1 850 ha (EFP) from alien vegetation.

clearing, with limited harvesting in Albasini and dry-mill operations in George and Ficksburg.

A new tender was issued to transfer the programme to a different implementer and the evaluation process had advanced to the bid evaluation committee by the end of March 2023.
Follow-up alien invasive clearing = 357 ha Harvested material = 3 851 m³ Annual Report 2022|2023 EPWP programme Activities Implementation overview Deliverables achieved DFFE Working on Fire Fire prevention and control in National SANParks continued the collaborative relationship with WoF to Initial alien invasive clearing = 481 ha Parks, and removal of alien vegetation from ensure firefighting capacity remains intact in eight parks, i.e., Table Follow-up alien invasive clearing = 1 474 ha inaccessible mountain areas and cliffs.
Mountain, Mapungubwe, Marakele, Golden Gate, Wilderness, Tsitsikamma, Knysna and Addo.

DT Social Responsibility Development and maintenance of tourism Programme infrastructure.

• • • A contractor was appointed for the construction of the Agulhas Lighthouse construction progress = 43% additional chalets funded by the Addo extension of rest camp Addo chalets = site handover completed project.

Good progress was made on the Agulhas Lighthouse precinct construction.
The tender for the construction of the Mapungubwe youth facility was issued.

The SANParks infrastructure maintenance programme ended on 31 March 2023.

The work done by these teams in the parks contributed significantly to the maintenance of buildings, roads, fences, electrical infrastructure and terrain landscaping.
Mapungubwe youth facility = tender issued Maintenance of 4 195 buildings Internal painting of 840 units External painting of 968 units Maintenance of 842 km of roads Maintenance of 624 km of fences 112 DT tourism monitors Employment of especially young people to The tourism monitors assisted with various tourism-related functions 302 TMs employed support tourism functions.

in the parks.

The project ended on 31 March 2023.


A proposal was submitted and approved in principle to continue the project for another three years.

This programme recorded the highest number of EPWP participants to exit into more permanent positions over time, i.e., 132.
Table 2: Social deliverables of EPWP programmes for 2022/23 Programme Number of people Person days Planned 2022/23 7 514 1 187 968 DFFE Environmental Protection & Infrastructure Programme Working for the Coast Environmental monitors: SANParks Municipal Cleaning & Greening Sub-total 762 616 941 2 319 82 742 104 631 44 478 231 851 FTEs 5 165 360 455 193 1 008 Training SMMEs Amount paid to Expenditure 63 634 4 078 612 2 682 7 372 575 50 23 72 145 SMMEs ('000) R239 797 R ‘000 R556 724 R19 755 R1 728 R6 026 R27 509 R24 896 R27 521 R13 311 R66 689 DFFE Natural Resource Management Programme Working for Water Working for Ecosystems K2C Integrated zones Working for Wetlands Eco-Furniture Programme Sub-total 5 274 1 480 488 581 467 1 330 9 620 Department of Tourism: Social Responsibility Tourism monitors Agulhas Lighthouse precinct Infrastructure Maintenance Project PES Fund phase 2 Sub-total Working on Fire (host arrangement) WoF: High-altitude teams Sub-total TOTAL Percentage - 4 838 - - 61 009 96% 256 87 30 40 90 83 586 29 3 65 35 132 - 863 150% R103 956 R34 271 R10 075 R14 792 R11 633 R32 930 208 R2 704 R886 R32 023 R2 153 R37 766 R166 240 R46 660 R13 810 R20 601 R14 241 R79 620 R341 17 R20 451 R15 419 R36 425 R7 531 R81 278 113 R272 932 R489 138 114% 88% INFRASTRUCTURE PROGRAMME At the Shangoni Gate project, construction started on the reception area, ablutions and shop, but challenges arose around the siting of the gate, camp and picnic sites.
Overall progress of 65% was achieved in the Phalaborwa activity-node project with the civil works; The available budget of R391 569 000 for the MTEF 2022/23 – 2024/25 cycle was the administration and ablution buildings are behind schedule.

confirmed, and a list of projects approved for implementation over the next three years.
Due to the redirection of the infrastructure investment allocation for the previous two financial years, the past financial year was used for planning to finalise designs and bills of quantities for tender purposes.

Expenditure of R129 million was achieved on the infrastructure programme.

Kruger National Park concluded the appointment of contractors for the various projects from the contractor panel and managed 65 active projects over the past year.
These included the reconstruction of the Lower Sabie fuel station, replacement of the Letaba shop, upgrade of the Shingwedzi main building and the new Mooiplaas lapa.

In the Parks Division, good progress was made on the Tsitsikamma restaurant (53%), Agulhas Lighthouse precinct (43%), Camdeboo perimeter fence (52%) and Addo Kabouga fence (25%) projects.
Slow progress was reported for the Dawid Kruiper Rest Camp (21%) in the Kgalagadi Transfrontier Park and the new Addo wastewater treatment plant (90%) was not completed.

The upgrade of the Marakele offices and entrance gate was completed.
Tenders were issued for the upgrade of the Golden Gate Hotel chalets, construction of a wastewater treatment plant at Lilydale (Mokala), water purification plants in Kgalagadi, additional chalets at Addo Main Camp, a youth facility in Mapungubwe and the Annual Report 2022|2023 Gidjana-Bevhula fence, and to source a new service provider for the display and exhibition of Specifications of various solar water-heating systems were evaluated to find the most the Dinosaur Interpretive Centre in Golden Gate.
Tenders were also issued to establish new suitable system for SANParks.

Loadshedding has a huge impact on SANParks operations construction professionals panels, including civil and structural, electrical and mechanical and recommendations were made for UPS systems to provide remote offices with lighting engineers, quantity surveyors and architects.
In terms of the Green Energy Strategy, the tender process for photovoltaic solar plants for the Mata Mata and Nossob rest camps in the Kgalagadi Transfrontier Park was concluded.

and power for computers.

Kruger National Park reviewed existing solar installations to do the necessary maintenance and upgrades when additional funds are made available.
The MoU with Eskom to provide mini-grid solar plant systems at selected sites in the park was not concluded, with issues around ownership and costs to be resolved.
114 OUTCOME GOAL 3: SUSTAINABLE SOCIO-ECONOMIC DEVELOPMENT PROGRAMME THAT ENSURES DELIVERY OF BENEFITS TO LAND CLAIMANTS, HISTORICALLY DISADVANTAGED COMMUNITIES AND THE PEOPLE OF SA SUB-OUTCOME 11: TRANSFORMATION OF WILDLIFE ECONOMY THOUGH INCREASED PDI PARTICIPATION Output Indicator Annual Target Annual Progress and Analysis 11.1 Number of animals delivered to communities 350 animals delivered to communities and individual emerging game On target and individual emerging game farmers farmers 354 animals were delivered to communities and individual game farmers (target amended during midterm review) during the year Performance analysis Reason for variance On target No variance Planned improvement/corrective actions A slight variance was recorded as it is impossible to predict the exact number of animals that will be captured during a particular operation 11.2 Number of full-time equivalent employment EPWP FTEs: 4 907 Target exceeded No corrective actions required (FTE) job opportunities created through EPWP (target amended during midterm review) Performance analysis Target exceeded 5 364 FTEs (109%) job opportunities were created through EPWP Reason for variance 457 more FTEs jobs were created cumulatively during the year, exceeding the target by 9% The revised FTE target for the year was exceeded by 8% and is related to additional funding of R27 million and savings on projects that allowed EPWP participants to work longer on the Department of Tourism (DT)/SANParks Infrastructure Maintenance Programme, the Eco-furniture programme (EFP) and the Natural Resource Management (NRM) Working for Water/Working for Ecosystems (WFW/WfE) programmes.
Additional person days were worked as the DT Presidential Economic Stimulus (PES) phase 2 project continued into the financial year under review.
115 Planned improvement/corrective actions No corrective actions required 11.3 Number of jobs created for youth, women and Youth EPWP: 5 942 people with disabilities Women EPWP: 5 447 People with disabilities EPWP: ≥ 160 Target exceeded Youth EPWP: 8 268 (39%) Target exceeded Women EPWP: 7 083 (30%) Target exceeded People with disabilities EPWP: 265 (66%) Performance analysis As part of the midterm review, an adjustment to the annual targets was approved for youth, women and people with disabilities employed in the EPWP.
Reason for variance Planned improvement/corrective actions The targets for jobs created for youth, women and people with disabilities were all exceeded during the year, i.e., 2 326 more youth were employed, 1 636 more women and 105 more people with disabilities.

The number of jobs created for youth, women and people with disabilities exceeded the quarterly targets, i.e., 39% more youth were employed, 30% more women and 66% more people with disabilities.
More people were employed in projects thanks to additional funding of R27 million, while a late start required additional people to catch up on the Working for the Coast and Natural Resource Management (WftC, NRM) programmes.

There was also increased turnover in the tourism monitors programme due to the project ending in March 2023.

The DT PES phase 2 project that continued into 2022/23 and supported jobs for 231 youth, 164 women and four people with disabilities added to the figures.
No corrective actions required Annual Report 2022|2023 SUB-OUTCOME 12: IMPROVED PARTICIPATION OF PDIs IN SANPARKS BUSINESS Output Indicator Annual Target 12.1 Number of small, medium and micro enterprises 550 SMMEs contracted (SMMEs) contracted for provision of services Annual Progress and Analysis Target exceeded and goods through EPWP Performance analysis Reason for variance (target amended during midterm review) 863 SMMEs supported in EPWP (157%) Target exceeded by 313 SMMEs or 57% A total of 863 SMMEs were supported and R274,5 million was paid to these small contractors.
The number of SMMEs increased as more teams needed to be employed for remedial purposes where project implementation was delayed due to reasons including capacity (Golden Gate Highlands National Park and Arid Region) and approval of business plans (WftC).

Additional funds of R27 million enabled appointment of more SMMEs.

The DT PES phase 2 project continued into the financial year under review and supported 35 SMMEs that were not included in the original target.
Planned improvement/corrective actions No corrective actions required 12.2 Percentage of goods and services contracted 60% of all annual goods and services contracted to EMEs On target to EMEs and QSEs 40% of goods and services below R1 million contracted to QSEs Off target 60% awarded to EMEs 30% of procurement above R1 million awarded to EMEs 11% awarded to QSEs Target exceeded 66% awarded to EMEs 116 40% of procurement above R1 million awarded to QSEs Off target 15% awarded to QSEs Performance analysis Below R 1 million On target: 60% awarded to EMEs Off target: 11% awarded QSEs Above R 1 million On target: 66% awarded to EMEs Off target: 15% awarded to QSEs Reason for variance Regarding the annual targets for procurement below R1 million, the underachievement on QSEs is attributed to the halting of bids by National Treasury in Planned improvement/corrective actions Q1.
SANParks is finding it challenging to attract QSEs below R1 million because their interest is on high-value bids.

The under-achievement on bids above R1 million resulted from slow progress with the procurement plan.

Inefficiencies in the SCM process will be addressed to assist the achievement of targets.

Target for procurement from QSEs below R1 million was revised in the new APP.
SUB-OUTCOME 12: IMPROVED PARTICIPATION OF PDIs IN SANPARKS BUSINESS Output Indicator Annual Target Annual Progress and Analysis 12.3 Percentage of expenditure on affirmative 75% of procurement spent on designated groups Target exceeded procurement Performance analysis Reason for variance The overall percentage spent on designated groups (37% black-owned and 34% black women-owned) is 90%, exceeding the target by 15% The over-achievement is attributed to the commitment of business units and supply chain management (SCM) to ensure that applicable procurement opportunities are identified to advance designated groups, taking into consideration that the preferential procurement regulations were in place until 25 90% of procurement spent on designated groups Planned improvement/corrective actions No corrective actions required 12.4 Percentage of transformation Annual transformation implementation plan developed Target exceeded January 2023, and to apply the pre-qualification criteria where applicable.
implementation plan implemented 80% of the annual transformation implementation plan implemented An annual transformation plan was developed and 86% (6/7 activities) of the annual transformation implementation plan was implemented Performance analysis Target exceeded.
Reason for variance Transformation hub meetings were included in the development of employment equity (EE) plans in the regions and parks 86% (6/7 activities) of the annual transformation implementation plan implemented Planned improvement/corrective actions No corrective actions required SUB- OUTCOME 13: INCREASED ACCESS TO EDUCATION AND SKILLS DEVELOPMENT OPPORTUNITIES Output Indicator Annual Target 13.
1 Number of beneficiaries from targeted groups ≥ 110 trained Performance analysis Target exceeded 256 beneficiaries were trained Annual Progress and Analysis Target exceeded 256 beneficiaries were trained • • • 61 beneficiaries were trained 30 SET officers were trained on community development Business management (31 youth entrepreneurs around KNP) training was funded by the National Youth Development Agency (NYDA) Reason for variance Additional funding for training was received from DFFE, the NYDA and SETAs, resulting in a greater number of beneficiaries trained Planned improvement/corrective actions No corrective actions required 13.2 Number of schools accessing the National 400 schools accessing National Parks for educational purposes (target Target exceeded Parks for educational purposes amended during midterm review) A total of 1 086 schools visited National Parks for educational purposes during the year 117 Annual Report 2022|2023 SUB- OUTCOME 13: INCREASED ACCESS TO EDUCATION AND SKILLS DEVELOPMENT OPPORTUNITIES Output Indicator Performance analysis Annual Target Target exceeded Annual Progress and Analysis A total of 1 086 school groups visited National Parks for educational purposes during the year Reason for variance The reintroduction of the Kid in Parks (KIPs) and heritage education schools outreach programmes following Covid-19 resulted in more school groups Planned improvement/corrective actions No corrective actions required visiting National Parks SUB-OUTCOME 14: SUSTAINED CORPORATE SOCIAL INVESTMENT TOWARDS COMMUNITY DEVELOPMENT Output Indicator Annual Target 14.1 Number of individuals/communities where Six social legacy projects have been completed Performance analysis On target Annual Progress and Analysis On target Six social legacy projects were implemented during the year 118 • Mobile labs were procured and delivered to four schools in communities neighbouring West Coast, Karoo, Mountain Zebra and Golden Gate Highlands National Parks (two per school) and handover ceremonies were held.
• • • • • Project at Kranenburg Primary School to build a principal’s office with administration and storeroom facilities close to Mapungubwe National Park and World Heritage Site was completed.

Construction of Sekweng Intermediate School’s kitchen building close to Marakele National Park was completed.

The Komaggas Healthcare Centre water supply and upgrade project close to Namaqua National Park was completed.
The Houtbay Secondary School library project close to Table Mountain National Park was completed.

The Bunny Khoisan High School science laboratory close to Kruger National Park was completed.
Reason for variance no variance Planned improvement/corrective actions No corrective actions required SUB-OUTCOME 15: IMPROVED PARTICIPATION OF LAND CLAIMANTS IN SANParks BUSINESS Output Indicator Annual Target Annual Progress and Analysis 15.1 Percentage of claimant beneficiation scheme 50% of activities in the Qwaqwa land claim beneficiation package On target developed and implemented as per land claims annual plan implemented identified Performance analysis On target 4/4 = 100% of the activities in the Qwaqwa land claim beneficiation package annual plan were implemented during the year, namely, community engagement; community profiling and skills audit; signing of the agreement; and a training needs report developed in line with the committed beneficiation activities 4/4 = 100% of the activities in the Qwaqwa land claim beneficiation package annual plan was implemented during the year, namely, community engagement; community profiling and skills audit; signing of the agreement; and a training needs report developed in line with the committed beneficiation Reason for variance activities No variance recorded Planned improvement/corrective actions No corrective actions required 119 Annual Report 2022|2023 3.4 SUSTAINABLE AND TRANSFORMED ORGANISATION OUTCOME GOAL 4: SUSTAINABLE AND THROUGH TRANSFORMED ORGANISATION REVENUE, PEOPLE, SYSTEMS AND BUSINESS PROCESSES PURPOSE: • • To create a robust finance strategy for the financial sustainability of the organisation To create and maintain a conducive workplace for a skilled and capable workforce able to support a responsive, accountable, effective and efficient National Parks system.
SUB-OUTCOMES: 120 • • • • • • Financially sustainable organisation.

Transformed and capable human capital.

Efficient and innovative business processes supportive of SANParks core business.

Sound corporate governance.

Effective stakeholder and partnership management.

Appropriate and well-maintained infrastructure.

Implementation of Outcome Goal 4 is done through diverse departments and units within departments, and is therefore reported in various parts of this report.
Transformed and capable human capital is reported in Part D, corporate governance in Part C while full financial information appears in Part E. OUTCOME GOAL 4: SUSTAINABLE AND TRANSFORMED ORGANISATION THROUGH REVENUE, PEOPLE, SYSTEMS AND BUSINESS PROCESSES SUB-OUTCOME 16: SANPARKS TURNAROUND AND FINANCIAL RECOVERY Output Indicator Annual Target Annual Progress and Analysis 16.1 Percentage organisational re-engineering 95% of the project plan for organisational re-engineering programme Indicator and target removed during midterm review completed (target removed during midterm completed review) Performance analysis Reason for variance Planned improvement/corrective actions N/A N/A N/A SUB-OUTCOME 17: FINANCIALLY SUSTAINABLE ORGANISATION Output Indicator Annual Target 17.1 Revenue raised through resource mobilisation R85 million Performance analysis Target exceeded Annual Progress and Analysis Target exceeded A total of R140 083 147 was raised through resource mobilisation A total of R140 083 147 was raised through resource mobilisation 121 Reason for variance Concerted efforts by the resource mobilisation team to actively identify donors and partnerships Planned improvement/corrective actions No corrective actions required 17.2 Percentage of revenue raised through tourism 30% increase on 2021/22 actual Target exceeded performance (target amended during midterm review) There is a 48% increase year on year Performance analysis Target exceeded Revenue from tourism performance (conservation fees, concessions, retail, accommodation, activities and other tourism income) increased by 48% year on year.
2021/22 – R1 042 billion 2022/23 – R1 762 billion Reason for variance The performance was improved through the increase in visitor numbers.

This had a ripple effect on all other activity and acommodation-related indicators.

The improvement is attributed to the significant relaxation of Covid-19 related restrictions relative to the previous year.
Planned improvement/corrective actions No corrective actions required Annual Report 2022|2023 SUB-OUTCOME 17: FINANCIALLY SUSTAINABLE ORGANISATION Output Indicator Annual Target 17.3 Revenue raised through wildlife sales R3 million revenue raised Annual Progress and Analysis Target exceeded Performance analysis Target exceeded (target amended during midterm review) R8 253 837 revenue raised Reason for variance The target was exceeded due to good bidding prices.
Auctions usually increase prices as bidders bid against each other.

R8 253 837 was raised through wildlife sales.

R2 885 350 released to seller and R5 368 487 outstanding to seller.

Reasons for outstanding payment of R5 368 487 are: (a) Not all capture operations have been completed.

The capture team is currently busy with capture and translocations, and will submit delivery notes as they complete successful drop-offs.
(b) Some of the buyers experienced a delay in obtaining translocation permits due to the applications backlog at the relevant provincial offices.

Animals can only be delivered upon proof of permit.

(c) Buffaloes are kept in a boma at Kimberley for TB testing as per DAFF protocols, awaiting the outcome of a three-month testing process carried out Planned improvement/corrective actions No corrective actions required at Onderstepoort.
122 SUB-OUTCOME 18: TRANSFORMED AND CAPABLE HUMAN CAPITAL Output Indicator Annual Target 18.1 Percentage of women in management 40% positions Performance analysis Reasons for variance Target slightly exceeded by 0,4% at 40,4% Only a slight variance recorded Annual Progress and Analysis On target: 40,4% Planned improvement/corrective actions Monitor adherence to the EE plan; design EE monitoring tool to assist in achieving EE targets; in collaboration with regional HCM, build the management 18.2 Percentage of people with disabilities 1,3% Off target: 1,0% pipeline through early talent identification and target setting.
increased Performance analysis Reasons for variance Off target: 1,0% Target was not met as no new appointments, including people with disabilities, were made.

The stigma still associated with disability makes non- declarations from current employees a possibility.

SUB-OUTCOME 18: TRANSFORMED AND CAPABLE HUMAN CAPITAL Output Indicator Annual Target Annual Progress and Analysis Planned improvement/corrective actions • • • Include the sourcing of people with disabilities in divisions’ performance indicators.
Partner with institutions/organisations that could provide names/databases of persons living with disabilities who can be interviewed for possible employment.

Conduct disability awareness sessions in the regions and divisions and assist employees to declare disabilities and obtain medical certificates 18.3 Black people as a percentage of management 63% through internal processes.
increased Performance analysis Reasons for variance Target exceeded by 3,7% 66,7% achieved Target exceeded by 3,7% Concerted efforts to conduct employment equity plan awareness sessions and encourage managers to adhere to the EE targets Planned improvement/corrective actions No corrective actions required 18.4 Percentage of payroll spent on skills ≤ 1% cumulatively On target development programmes Performance analysis On target R12 256 826 (1%) was spent on skills development programmes A total of R12 256 826 (1%) was spent on skills development programmes 123 Reasons for variance No variance recorded Planned improvement/corrective actions No corrective actions are required 18.5 Percentage of the Human Capital Management 95% of the annual HCM plan implemented Off target (HCM) annual implementation plan implemented The HCM strategy was approved by the Board and the implementation plan submitted to Exco for approval.
72% (36/50 activities) of implementation plan implemented.
Performance analysis Off target Reasons for variance As the HCM strategy was only approved during Q4, only 72% of actions in the implementation plan were implemented Planned improvement/corrective actions The 19% that was not achieved will be included in the 2023/24 annual implementation plan The HCM strategy was approved by the Board and the implementation plan submitted to Exco for approval 72% of implementation plan achieved Annual Report 2022|2023 SUB-OUTCOME 18: TRANSFORMED AND CAPABLE HUMAN CAPITAL Output Indicator Annual Target Annual Progress and Analysis 18.6 Percentage of initiatives to enhance the culture 80% of initiatives to enhance the culture of performance management On target of performance management Performance analysis On target 80% of the initiatives in the plan to enhance the culture of performance were implemented, namely, finalisation of performance agreements for E and F band staff; configuration of the performance management model in SAGE across Q2 and Q3; and testing of the performance management system.
80% of the initiatives in the plan to enhance the culture of performance were implemented, namely, finalisation of performance agreements for E and F band staff; configuration of the performance management model in SAGE across Q2 and Q3; and testing the performance management system Reasons for variance No variance recorded Planned improvement/corrective actions No corrective actions required 18.7 Number of wellness initiatives implemented Four annual interventions Target exceeded towards the management of employee health and wellbeing (indicator amended during midterm review) 124 Performance analysis Target exceeded Five wellness initiatives were implemented during the year, namely, heart health; financial skills; will sessions; healthy living awareness; and family support for gender-based violence and divorce.
Five initiatives were implemented, namely, heart health; financial skills; will sessions; healthy living awareness; and family support for gender-based Reasons for variance The sessions are virtual and managed through ICAS, thus saving time and budget Planned improvement/corrective actions No corrective actions required violence and divorce 18.8 Number of succession planning interventions N/A Target was removed during the midterm review implemented (indicator and target were removed during the midterm review) Performance analysis Reasons for variance N/A N/A 18.9 Percentage of bursaries allocated to 10% of bursaries allocated Target was removed during the midterm review employees and employee dependents studying in fields related to core SANParks functions Performance analysis Reasons for variance Planned improvement/corrective actions N/A N/A N/A SUB-OUTCOME 19: EFFICIENT, INNOVATIVE BUSINESS PROCESSES SUPPORTIVE OF SANPARKS CORE BUSINESS Output Indicator Annual Target 19.1 SANParks Digital Strategy implemented Digital Strategy implemented Performance analysis Off target The Digital Strategy was not implemented Annual Progress and Analysis Off target The Digital Strategy was not implemented Reasons for variance The configuration for the user-acceptance testing environment had to be recreated, resulting in delays.
The integration between the document routing Planned improvement/corrective actions User-acceptance testing will be completed by mid-April/May 2023 19.2 Number of cyber controls implemented One cyber control implemented, namely, a network access control On target process and signing hub had to be finalised.
system One cyber control, namely, a network access control system, was implemented Performance analysis On target Reasons for variance No variance recorded Planned improvement/corrective actions No corrective actions required Network access control system implemented 19.3 Phases of enterprise resource planning (ERP) Phase 1 implemented: ERP service provider appointed Off target implemented 125 Phase 1: ERP service provider was not appointed Bid was advertised, but the closing date for the bid was extended in Q4.
Bid evaluation has been scheduled for Q1 of 2023/24 to ensure adequate time for the evaluation Performance analysis Off target Bid was advertised but the closing date for the bid was extended during Q4.

Bid evaluation has been scheduled for Q1 of 2023/24 to ensure adequate time for the evaluation Reasons for variance The specification for the ERP required further consultation before being approved by the bid specification committee (BSC).
This delayed the advertising Planned improvement/corrective actions The bid evaluation will be completed by 30 June 2023, after which the service provider should be appointed of the specification.

Bidders also requested an extension on the bid closing date, which was subsequently approved.
Annual Report 2022|2023 SUB-OUTCOME 20: SOUND CORPORATE GOVERNANCE Output Indicator 20.1 Unqualified audit opinion Annual Target Unqualified audit Performance analysis On target Annual Progress and Analysis On target Unqualified audit opinion received for 2021/22 Reasons for variance No variance recorded Planned improvement/corrective actions No corrective actions required Unqualified audit opinion received for the 2021/22 financial year 20.2 Percentage of the approved internal audit plan 75% implementation of the approved internal audit plan Target exceeded implemented 78% (25/32) of the planned audits for the 2022/23 financial year were completed Performance analysis Target exceeded Reasons for variance The implementation of the standard legal agreement (SLA) with divisions has enhanced cooperation, which in turn enabled the implementation of the 78% (25/32) of the planned audits for the 2022/23 FY were completed 126 Planned improvement/corrective actions No corrective actions required plan 20.3 Matured ERM with rating level 5 according 95% of the approved annual maturity improvement and implementation Target exceeded to the DFFE governance maturity framework plan implemented achieved Performance analysis Target exceeded 100% (17/17) of the ERM maturity improvement and annual implementation plan was implemented Reason for variance A small positive variance due to a concerted effort between DFFE and risk champions to ensure the implementation of the plan in order to improve the 100% (17/17) of the ERM maturity improvement and annual implementation plan was implemented Planned improvement/corrective actions No corrective actions required organisation’s risk maturity 20.4 Matured ethics management with rating level 95% implementation of the approved annual management maturity Target exceeded 4 according to the DFFE governance maturity implementation plan framework achieved Performance analysis Reason for variance Target exceeded: 98% of approved annual ethics management maturity improvement and implementation plan
 implemented A very slight positive variance due a concerted effort from DFFE with the support of all divisions to ensure the implementation of the plan in order to 98% of approved annual ethics management maturity improvement and implementation plan implemented Planned improvement/corrective actions No corrective actions required improve the organisation’s ethics management maturity SUB-OUTCOME 20: SOUND CORPORATE GOVERNANCE Output Indicator Annual Target Annual Progress and Analysis 20.5 Percentage of an integrated compliance 100% of the integrated compliance promotion, monitoring and On target promotion, monitoring and reporting system reporting system developed developed and implemented Performance analysis On target 100% of the integrated compliance promotion, monitoring and reporting system developed Reason for variance No variance recorded Planned improvement/corrective actions No corrective actions required 100% of the integrated compliance promotion, monitoring and reporting system developed SUB-OUTCOME 21: EFFECTIVE STAKEHOLDER AND PARTNERSHIP MANAGEMENT Output Indicator Annual Target Annual Progress and Analysis 21.1 Percentage of the annual stakeholder and 95% of the annual stakeholder and partnership management plan Off target partnership management plan implemented implemented Performance analysis Off target 94% of the annual stakeholder and partnership management plan implemented 127 Reason for variance Only a slight variance recorded Planned improvement/corrective actions The 1% not achieved will be included in the annual stakeholder and partnership management plan for 2023/24 21.2 Number of SANParks Week free visitors to 20 000 Target exceeded 94% of the annual stakeholder and partnership management plan implemented National Parks Performance analysis Target exceeded 72 166 visitors recorded during the SANParks Week Reason for variance During the last two years SANParks Week was postponed to November due to Covid-19 regulations and travel restrictions,
 which saw only 39 841 visitors 72 166 visitors were recorded during the SANParks Week Planned improvement/corrective actions No corrective actions required in 2020 and 28 018 in 2021/22.
The target was set very low, considering the baseline.
Annual Report 2022|2023 SUB-OUTCOME 22: APPROPRIATE AND WELL-MAINTAINED INFRASTUCTURE Output Indicator Annual Target Annual Progress and Analysis 22.1 Percentage improved condition and 90% of the annual infrastructure programme implemented (target and Target exceeded maintenance of prioritised infrastructure description amended during midterm review) 94% of the annual infrastructure programme implemented Performance analysis Target exceeded 94% of all planned quarterly activities were implemented in Kruger National Park and Parks Division.
Kruger National Park had to make some changes to its implementation plan, given the need to redirect resources to repair flood damage.

Reason for variance The target was exceeded due to the reprioritisation of infrastructure programme projects to accommodate the longer business plan development process.

which impacted on the implementation of the biodiversity infrastructure projects.

An effort was made to catch up on activities not achieved in earlier quarters, which added to the better performance.
Projects brought forward assisted with exceeding the target.
Planned Improvement/corrective actions No corrective actions required 128 OUTCOME, OUTPUTS, OUTPUTS INdICATORS, TARGETS ANd ACTUAL AChIEVEMENT TABLE (INITIAL APP & MIdTERM REVIEWS) OUTCOME GOAL 1: SUSTAINABLE BIODIVERSITY AND CULTURAL HERITAGE ACROSS LAND AND SEA DELIVERS BENEFITS FOR THE PEOPLE OF SA AND THE WORLD, NOW AND IN THE FUTURE OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR REASON FOR REVISION TO INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM DEVIATION OUTPUTS/ OUTPUT INDICATORS/ 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 PLANNED TARGETS TO ACTUAL ACHIEVE MENTS SUB-OUTCOME METT Percentage of 70% progress 73,3% progress There were no National Parks None required None required The AGSA qualified the METT 2: EFFECTIVE assessments parks with a against METT against targets for Q1 and MPAs that AND EFFICIENT MANAGEMENT OF NATIONAL PARKS METT score of ≥ corrective actions identified METT and Q2 scored below 67% to be reassessed 67%of marine protected areas assessed, 50% with METT score of ≥ 67% A total of 20 parks and MPAs were assessed in Q4.
corrective actions implemented Manually adjusted One park scores indicated (Namaqua NP) that 85% of parks, was reassessed and 33% of MPAs in quarter 4 scored above the ≥67% threshold score.

129 performance indicator in the final audit management report and raised major concerns about the reliability of the digital platform which is used in the DFFE to report on METT as a basis for the qualification.
Internal Audit advised that if SANParks reassesses parks based on the current METT outcome, the organisation might run into problems with the AG because of the unreliable scoring used: the original score was flawed, and the manual recalculation also showed some errors.

There was therefore no reliable basis for the reassessment in the current financial year.
Given it relates to a key strategic area directly linked to the mandate of SANParks, the organisation remains committed to undertaking manual assessments for all 20 National Parks and 6 MPAs in 2023/2024.
Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR REASON FOR REVISION TO INDICATOR PERFORMANCE 2020/21 ACTUAL PERFORMANCE ACHIEVEMENT 2021/22 ANNUAL TARGET 2022/23 FROM PLANNED TARGETS TO ACTUAL ACHIEVE MENTS DEVIATION OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME Hectares 3: DEGRADED of land Number of degraded ECOSYSTEMS rehabilitated hectares of REHABILITATED land under rehabilitation 7 880 initial ha 11 731 initial ha 9 878 initial ha were 11 800 initial ha The target The cumulative The target for 2022/23 was for Q2 was target for the year determined before the final allocation rehabilitated rehabilitated exceeded was determined letter was received from DFFE to with 6 818 ha before the budget confirm the budget and programmes/ or 223%.
confirmation and projects approved.

130 m3 of wetlands rehabilitated m³ of degraded 5 862m³ 5 100 m³ wetlands under rehabilitation 4 090 m³ of degraded 5 600 m³ wetlands wetlands were rehabilitated was submitted to be revised.

In- field work started earlier this year in mid-April 2022 after funds were received to start implementation.
The Q2 The target for The target for 2022/23 was target was the quarter was determined before the final allocation letter was received from DFFE to confirm the budget and programmes/ projects approved.

exceeded with 2 410 m3 or 143%.

conservatively determined due to past experiences where funds were received late from DFFE, and designs of structures took longer.

In-field work could start much earlier (15 April 2022), with funding received.
OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR REASON FOR REVISION TO INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM DEVIATION OUTPUTS/ OUTPUT INDICATORS/ 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 PLANNED TARGETS TO ACTUAL ACHIEVE MENTS SUB-OUTCOME 7: Number Number of No deliveries 89 animals The quarterly ≥ 40 giraffe No deliveries Mozambique The Mozambique state vet import CONTRIBUTION of animals approved were made due delivered to and annual delivered were made state veterinary permit requirement is for giraffe to TO IMPROVED delivered animals to Covid-19 Zinave National target was not to Zinave to Zinave import permits originate from a TB-free zone before WILDLIFE POPULATIONS OF AFRICAN RANGE STATES SUSTAINED delivered to restrictions Park met due to National Park National Park requirements it can be translocated to Zinave.
African range states as per ministerial approval Mozam-bique state veterinary permit requirements.

necessitate for South African state vets cannot meet giraffe to originate this requirement as KNP is under TB from a TB-free quarantine.

South African state vets, zone before it can VWS and Peace Parks Foundation be translocated have not been successful in requesting to Zinave.

South exemption for KNP from TB testing of African state vets giraffe.
It is therefore impossible for cannot meet this SANParks to achieve this target due to requirement as factors beyond its control.

Kruger NP is under TB quarantine.

South African state vets, VWS and Peace Parks Foundation have not been successful in requesting exemption for Kruger from TB testing of giraffe.
It is impossible for SANParks to achieve this target due to factors beyond its control OUTCOME GOAL 2: IMPROVED DIVERSE RESPONSIBLE TOURISM 131 Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR REASON FOR REVISION TO INDICATOR PERFORMANCE 2020/21 ACTUAL PERFORMANCE ACHIEVEMENT 2021/22 ANNUAL TARGET 2022/23 FROM PLANNED TARGETS TO ACTUAL ACHIEVE MENTS DEVIATION OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME Visitors to Percentage Visitors declined by 83,3% up on A 45,48% 20% up on 25,48% increase in None The target to be increased from 20% 9: IMPROVED National increase in 68,4% from 6 326 previous year.
increase was previous year number of visitors recorded to 25% up on previous year.

37% TOURISM Parks number of visitors 435 to 1 996 667 Forecast at achieved PERFORMANCE to National Parks year on year 35% (1 800 relative to the 000) previous year.

more guests visited the parks in the first quarter compared to a target of 20%.
Extrapolating the Q1 variance of current financial year compared to Q1 of pre-pandemic 2019/20 to the remaining 8 months of the current financial year will result in growth of 27,8% year-on-year, compared to the APP target of 20% growth.
SUB-OUTCOMED Overnight Percentage 29,4% 57,6%, 11,1 % 10% up on Accommodation Only a slight The Q1 performance reflected severe 9: IMPROVED visitors to the increase in accommodation calculated as increase on previous year unit occupancy up variance TOURISM parks accommodation unit occupancy 453 138 unit previous year to end September recorded.

132 PERFORMANCE occupancy nights occupied achieved.

from a total of 786 606 was 64,7% in the reporting period, compared to 58,2% recorded in 2021/22.
Achieved percentage increase relative to the previous year is 11,1% under-performance relative to the target.

Achieved occupancy growth = 2,4% for Q1 instead of the 10% target.

The domestic market remains under strain which has resulted in less disposable income.

The broader global geopolitical situation limits the growth of international markets as it has impacted the cost of fuel, which increases the cost of travel.
Additionally, the units available increased in the current year relative to previous year by 3,7% (YTD).

SUB-OUTCOMED Tourism Total number of 4 Tourism products 4 Tourism 2 Tourism 7 1 additional The The target of 7 new and diverse 9: IMPROVED TOURISM PERFORMANCE products new and diverse were completed.

products were products were product from Q1 outstanding tourism products to be reduced to 5 tourism products implemented completed.

completed.
completed.

was completed product from as the PPP project for Golden Gate in Q2 Q1 was also Spa was advertised but no tenders implemented.

were received from the market.


OUTCOME GOAL 3: SUSTAINABLE SOCIO-ECONOMIC DEVELOPMENT PROGRAMME THAT ENSURES DELIVERY OF BENEFITS TO THE LAND CLAIMANTS, HISTORICALLY DISADVANTAGED COMMUNITIES AND THE PEOPLE OF SA Page 58 of the Annual Performance Plan, incorrectly reflects output indicator 10.1 (Responsible Auditing Framework Implemented) under Outcome Goal 3; it should be reflected under Outcome Goal 2.
OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 11: Animals Number ≥1 000 animals 742 animals 173 animals 1 000 animals 173 animals were There is a general The revision is a result TRANSFORMATION delivered to of animals delivered delivered delivered.
delivered to delivered instead shortage of animals from of a general shortage OF WILDLIFE SMMEs and delivered to communities of ≥500 animals.

the earmarked National of animals from the ECONOMY THROUGH PDIs INCREASED PDI PARTICIPATION communities & individual emerging game farmers.

and individual emerging game farmers Parks.

Most of the targeted earmarked National animals are now calving Parks which include and heat levels were very some of the drought high in Marakele.
The fewer stricken National animals captured and Parks like Addo delivered in Q2 were due to Elephant, Camdeboo a shortage of animals from and Mountain Zebra the earmarked National National Parks in the Parks, including drought- Eastern Cape, and stricken parks like Addo Karoo National Park Elephant, Camdeboo and in the Western Cape.

133 Mountain Zebra in the Eastern Cape, and Karoo National Park in the Western Cape.
Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT INDICATOR AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR PERFORMANCE 2020/21 ACTUAL PERFORMANCE ACHIEVEMENT 2021/22 ANNUAL TARGET 2022/23 FROM PLANNED TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 11: Job Number of full- EPWP FTEs: ≥ 4 6 065 FTEs 2 509 FTE jobs EPWP FTEs: ≥ 709 more FTE The targets for FTEs created The target for TRANSFORMATION opportunities time equivalent 500 created through were created 4 500 jobs were created as part of the Expanded 2022/23 was OF WILDLIFE created employment EPWP cumulative in Q2 Public Works Programme determined before ECONOMY THROUGH INCREASED PDI PARTICIPATION (FTE) job opportunities created through EPWP 134 and exceeded the were determined before the final allocation target with 39%.
the final budget allocation letter was received confirmation from DFFE.

from DFFE to confirm Achievement of FTEs is the budget and better than planned since programmes/projects people started working approved.

in April 2022 due to the funding made available earlier.

The PES Phase 2 project funded by the Department of Tourism continued into the first quarter and contributed 35 FTEs more than anticipated.
OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 11: Job Number of jobs Youth EPWP: ≥ 6 Youth EPWP: 8 6 212 jobs for Youth EPWP: The targets for The targets for youth, The target for TRANSFORMATION opportunities created for 927 614 youth ≥ 4 615 jobs created for women, and people with 2022/23 was OF WILDLIFE created youth, women, ECONOMY THROUGH INCREASED PDI PARTICIPATION and people with disabilities through EPWP Women EPWP: ≥ Women EPWP: 5 278 jobs Women 5 844 6 877 were created EPWP: ≥ 3 People with disabilities EPWP: ≥ 271 for women 810 213 jobs were People with created for disabilities people with EPWP: ≥ 160 disabilities youth, women disability employment as determined before and people with part of the Expanded Public the final allocation disabilities were Works Programme were letter was received all exceeded determined before the final from DFFE to confirm during Q2, with 2 budget allocation.
These the budget and 289 more youth targets are under revision programmes/projects employed, 2 039 and Q3 reports will use the approved.

more women new targets.

Employment employed and 77 of EPWP participants in more people with active programmes were disabilities concluded in mid-April 2022 as funds were received timeously.

The Working for the Coast programme became fully active in Q2 and further contributed to the figures.
The Department of Tourism PES Phase 2 project continued into the first quarter of 2022/23, supporting 231 jobs for youth, 164 for women and 4 for people with disabilities.
135 Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT INDICATOR AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR PERFORMANCE 2020/21 ACTUAL PERFORMANCE ACHIEVEMENT 2021/22 ANNUAL TARGET 2022/23 FROM PLANNED TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 11: SMMEs Number 433 SMMEs 835 SMMEs 622 SMMEs 433 SMMEs The Q2 target The target for SMMEs in the The target for TRANSFORMATION contracted of SMMEs contracted through were contracted was exceeded Expanded Public Works 2022/23 was OF WILDLIFE ECONOMY THROUGH INCREASED PDI PARTICIPATION contracted for the EPWP contracted through the with 211 SMMEs Programme was determined determined before provision of services and goods through EPWP through the EPWP or 51% before final budget allocation the final allocation EPWP confirmation.
This target letter was received was revised, and approval from DFFE to confirm is awaited.

The Department the budget and of Tourism PES Phase 2 programmes/projects project continued into the approved.

136 first quarter of 2022/23 supporting 35 SMMEs that were not planned for.

The Working for the Coast programme became active in Q2 and contributed to the total SMMEs appointed and supported with R129 million paid to these small contractors.
SUB-OUTCOME 13: Schools Number 83 schools 211 schools 518 schools 275 schools Q2 target was A large number of schools The target was to INCREASED ACCESS accessing of schools accessed and other accessed accessing exceeded by 418 visited National Parks during be increased from TO EDUCATION parks for accessing National Parks groups visited National Parks National schools.
SANParks Week 275 to 400 school AND SKILLS educational National Parks for educational the National DEVELOPMENT purposes for educational purposes Parks for OPPORTUNITIES purposes educational purposes.

Parks for educational purposes as the relaxation of Covid-19 regulations allowed for more schools to visit the National Parks.
OUTCOME GOAL 4: SUSTAINABLE AND TRANSFORMED ORGANISATION THROUGH REVENUE, PEOPLE, SYSTEMS AND BUSINESS PROCESSES OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME Re-engineered Percentage New indicator New indicator 20% of the 95% of 45% of the project The approach to the The target to be 16: SANPARKS organisation organisation project plan the project plan was not organisational re- removed from the TURNAROUND AND FINANCIAL RECOVERY re-engineering completed was not plan on the completed.
engineering process has APP because the re- completed organisation been reconsidered to be engineering project re- engineering completed aligned with the broader will be implemented Vision 2040 project.

It will as part of the second now form part of the second phase of the Vision phase of Vision 2040 2040 project.

which will be pursued in Re-prioritisation of subsequent financial years.
budget in favour of phase 1 of Vision 2040 137 Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME Own revenue Percentage of 9.5% increase R1,206 billion 39,7% increase 20% increase Revenue Tourism performance The increase in target 17: FINANCIALLY generated revenue raised realised YoY on actual from tourism continued to show signs of is aligned to the SUSTAINABLE ORGANISATION through tourism performance 138 through tourism 2021/22 performance recovery.
Local guests make projected budget.

performance for 2021/22 is 14,2 above the target of R1,056 bilion and previous year actual of R622,6million.

(conservation fees, up 80% of SANParks’ guests The 20% was based concessions, retail, to parks.

Starting from a to increase on accommodation, low base, the international number of people to activities and other visitor numbers are seeing parks.

tourism income) growth in this current year.

increased by The easing of Covid-19 39,7% year on year.
restrictions has aided in (2021/22 – R573 increased numbers of million; 2022/23 – SADC and international R804 million) visitors.

International visitors (excluding SADC) showed a significant positive change of 226,3 % relative to the same period in 2021/22, while domestic guests increased by 16,4% YoY.
OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME Own revenue Revenue raised New indicator R9 639 million The culling R6 million The culling tender Number of animals available The target to be 17: FINANCIALLY generated through wildlife raised tender was not was not awarded.
for sale (culling and online changed from SUSTAINABLE ORGANISATION sales awarded.

The online sales auction was not held.

The online sales auction) had to be revised R6 million to auction was not down due to challenges R3 million due to the held.

brought about by prevailing general shortage drought in the Eastern of animals from the Cape.

This delayed the earmarked National appointment of the culling Parks which include service provider and the some of the drought online auctioneer.
stricken National SUB-OUTCOME 18: Enhanced Number of New indicator New indicator 2 wellness 4 annual The indicator 2 wellness initiative were The indicator to TRANSFORMED AND wellness of wellness CAPABLE HUMAN employees initiatives CAPITAL implemented to manage Covid-19 initiative were interventions to be amended implemented be amended by implemented by replacing Covid-19 with employee health and wellbeing replacing Covid-19 with employee health and wellbeing because Covid is part of employee health and wellbeing.
Parks like Addo Elephant, Camdeboo and Mountain Zebra National Parks in the Eastern Cape, and Karoo National Park in the Western Cape 139 Annual Report 2022|2023 OUTCOME OUTPUT OUTPUT INDICATOR AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR PERFORMANCE 2020/21 ACTUAL PERFORMANCE ACHIEVEMENT 2021/22 ANNUAL TARGET 2022/23 FROM PLANNED TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 18: Succession Number of New indicator New indicator The succession 4 annual While the The SOP for succession The target is TRANSFORMED AND planning succession CAPABLE HUMAN implemented planning CAPITAL interventions implemented 140 plans per interventions succession SOP planning had to be operational, divisions are not developed.
was approved and the template for such plans was developed, divisional succession plans were not developed.
developed prior to the and it should be development of divisional removed from the plans APP as it is already included in the HCM annual strategic and operational implementation plans OUTCOME OUTPUT OUTPUT AUDITED ACTUAL AUDITED ACTUAL PLANNED DEVIATION REASON FOR DEVIATION REASON FOR INDICATOR PERFORMANCE ACTUAL ACHIEVEMENT ANNUAL FROM PLANNED 2020/21 PERFORMANCE 2021/22 TARGET 2022/23 TARGETS TO ACTUAL ACHIEVE MENTS REVISION TO OUTPUTS/ OUTPUT INDICATORS/ SUB-OUTCOME 18: Bursaries % of bursaries New indicator New indicator 74% of 10% of total The Q2 target of Target exceeded: Of the 50 The target was to be TRANSFORMED AND allocated allocated to employees and bursary 2% was exceeded employees and dependants removed from the CAPABLE HUMAN CAPITAL employees & employee dependants studying in fields related to core SANParks functions dependants awarded.
by 72% of employees listed in APP due to budget are studying in fields related to core SANParks functions.

the SANParks Bursary constraints and Reconciliation Document budget amendments.

74% (37/50) are studying in fields related to core SANParks functions The Groen Sebenza programme is to be used to create a pipeline of professionals in areas related to the mandate of the organisation.
141 SUB-OUTCOME 22: Improved Percentage 63% conditional The 5-year 49% of the 95% of the The 40% quarterly The planned activities for Q2 The indicator APPROPRIATE AND condition of improved assessment Maintenance identified identified target was were implemented, except was reworded to WELL-MAINTAINED infrastructure condition and completed & Recapitalis- infrastructure infrastructure exceeded by 9% for a few where the tenders explain the intent to INFRASTRUCTURE maintenance of prioritised infrastructure ation Plan was projects were projects must still be issued, or the achieve the target.
approved implemented.

implemented evaluation submitted to the The evaluation of BEC.

A catch-up plan is in the infrastructure place for these projects.

programme implementation will be done against the plan for the year, since projects are implemented over time and not necessarily concluded during a financial year.

Annual Report 2022|2023 4.
STRATEGY TO OVERCOME AREAS OF UNdER-PERFORMANCE OUTCOME GOAL 1: SUSTAINABLE BIODIVERSITY AND CULTURAL HERITAGE ACROSS LAND AND SEA DELIVERS BENEFITS FOR THE PEOPLE OF SA AND THE WORLD, NOW AND IN THE FUTURE OUTCOME GOAL 3: SUSTAINABLE SOCIOECONOMIC DEVELOPMENT PROGRAMME THAT ENSURES DELIVERY OF BENEFITS TO THE LAND CLAIMANTS, HISTORICALLY DISADVANTAGED COMMUNITIES AND THE PEOPLE OF SA SUB-OUTCOME 12: IMPROVED PARTICIPATION OF PDIs IN SANPARKS BUSINESS 40% of goods and services below R1 million contracted to QSEs: Off target: 11% awarded QSEs SUB-OUTCOME 3: DEGRADED ECOSYSTEMS REHABILITATED 40% of procurement above R1 million awarded to QSEs: Off target: 15% awarded to QSEs Initial ha under rehabilitation The annual target for initial ha under rehabilitation was not achieved with 7 340 initial ha land rehabilitation not done as planned.
This under-achievement was caused by heavy rains in the KNP.

Measures to improve: Regarding the annual targets for procurement below R1 million, the under-achievement on QSEs is attributed to the halting of bids by National Treasury in Q1.

SANParks is finding it challenging to attract QSEs below R1 million because their interest is in high-value bids.

The under-achievement on bids above R1 million: inefficiencies in the SCM process will be addressed to enable the achievement of targets.
Measures to improve: The outstanding initial hectares will be included in the 2023/24 plan.

142 The target for procurement from QSEs below R1 million was revised in the new APP.

Strict SUB-OUTCOME 6: SUSTAINABLE POPULATIONS OF SPECIES OF SPECIAL CONCERN adherence to the demand and procurement plan.

MONITORED AND INCREASED Rhino populations in core Kruger National Park areas increase at 0,5% per annum.

There is an overall 19,58% decline in the rhino populations in the core Kruger National Park areas.
The different trends within the different conservation zones result from movement responses, with rhinos shifting into previously occupied zones with suitable habitats, and variable poaching pressure.
Measures to improve: OUTCOME GOAL 4: SUSTAINABLE AND TRANSFORMED ORGANISATION THROUGH REVENUE, PEOPLE, SYSTEMS AND BUSINESS PROCESSES SUB-OUTCOME 18: TRANSFORMED & CAPABLE HUMAN CAPITAL Percentage of people with disabilities increased to 1,3%: Off target: 1,0% This target was not met as the vacancy rate of SANParks remains high, in addition to a slow turnover of staff and no new recruitment of people with disabilities.
The stigma still associated with disability makes non-declarations from current employees a possibility.

• Monitoring of rhinos should be adapted to focus on emerging zones, given that rhinos Measures to improve: are colonising depopulated suitable habitats.

• Continued implementation of the rhino management plan.

• Partner with institutions/organisations that could provide names/databases of persons living with disabilities who can be interviewed for possible employment.
• Conduct disability awareness sessions in the regions and divisions and assist employees to declare disabilities and obtain medical certificates through internal processes.
Percentage of the Human Capital Management (HCM) annual implementation plan SUB-OUTCOME 21: EFFECTIVE STAKEHOLDER AND PARTNERSHIP MANAGEMENT implemented 94% of the planned 95% of the annual stakeholder and partnership management The HCM strategy was approved by the Board and the implementation plan submitted to implementation plan was implemented Exco for approval.

72% (36/50 activities) of implementation plan implemented.
Measures to improve: Measures to improve: The 1% not achieved will be included in the annual stakeholder and partnership The 19% that was not achieved are included in the 2023/24 annual implementation plan.

management plan for 2023/24.

SUB-OUTCOME 19: EFFICIENT, INNOVATIVE AND BUSINESS PROCESSES SUPPORTIVE OF SANPARKS CORE BUSINESS The SANParks Digital Strategy was not implemented as the configuration for the user- acceptance testing environment had to be recreated, resulting in delays.
The integration between the document routing process and signing hub had to be finalised.

Measures to improve: User-acceptance testing will be completed by mid-April/May 2023.

The ERP service provider (Phase 1) was not appointed The bid was advertised, but the closing date for the bid was extended in Q4.

Bid evaluation has been scheduled for Q1 of 2023/24 to ensure adequate time for the evaluation.
The specification for the ERP required further consultation before being approved by the bid specification committee (BSC).

This delayed the advertising of the specification.

Bidders also requested an extension on the bid closing date, which was subsequently approved.

Measures to improve: The bid evaluation will be completed by 30 June 2023, after which the service provider should be appointed.

143 Annual Report 2022|2023 5.
REVENUE COLLECTION LINKING PERFORMANCE WITH BUDGETS Programme activity/objective Budget Actual expenditure (Over)/under-expenditure Protected areas expansion aligned with the national protected area expansion strategy (NPAES) R49 726 500 R57 228 060 -R7 501 560 Financial year 2021/22 and SANParks land inclusion plan Effective and efficient management of National Parks Degraded ecosystems rehabilitated Climate change vulnerability reduced and climate resilience improved A framework towards improved management of aquatic systems developed A framework towards improved management of cultural heritage developed Sustainable rhino populations monitored and increased Contribution to improved wildlife populations of African range states sustained Wildlife crime in National Parks reduced 144 Improved tourism performance Improved responsible tourism Transformation of wildlife economy through increased PDI participation Improved participation of PDIs in SANParks business Improved education and skills Sustained corporate social investment towards community development Improved participation of land claimants in SANParks business Financially sustainable organisation Transformed and capable human capital R770 760 750 R49 726 500 R24 863 250 R24 863 250 R24 863 250 R24 863 250 R24 863 250 R24 863 250 R124 316 250 R174 042 750 R99 453 000 R24 863 250 R24 863 250 R49 726 500 R24 863 250 R887 034 930 -R116 274 180 R57 228 060 R28 614 030 R28 614 030 R28 614 030 R28 614 030 R28 614 030 R28 614 030 R143 070 150 R200 298 210 R114 456 120 R28 614 030 R28 614 030 -R7 501 560 -R3 750 780 -R3 750 780 -R3 750 780 -R3 750 780 -R3 750 780 -R3 750 780 -R18 753 900 -R26 255 460 -R15 003 120 -R3 750 780 -R3 750 780 R57 228 060 -R7 501 560 R28 614 030 -R3 750 780 R223 769 250 R257 526 270 -R33 757 020 R248 632 500 R286 140 300 -R37 507 800 Efficient, innovative systems and business processes supportive of SANParks core business R198 906 000 R228 912 240 -R30 006 240 Sound corporate governance Effective stakeholder and partnership management
 Appropriate and well-maintained infrastructure Total expenditure R49 726 500 R49 726 500 R57 228 060 -R7 501 560 R57 228 060 -R7 501 560 R174 042 750 R200 298 210 -R26 255 460 R2 486 325 000 R2 861 403 000 -R375 078 000 Programme activity/objective Budget Actual expenditure (Over)/under-expenditure Protected areas expansion aligned with the national protected area expansion strategy (NPAES) R38 896 700 R35 463 900 R3 432 800 Financial year 2022/23 and SANParks land inclusion plan Effective and efficient management of National Parks Degraded ecosystems rehabilitated Climate change vulnerability reduced and climate resilience improved Green energy programme developed for SANParks A framework towards improved management of cultural heritage developed Sustainable populations of species of special concern monitored and maintained Contribution to improved wildlife populations of African range states sustained Wildlife crime in National Parks reduced Improved tourism performance Improved responsible tourism Transformation of wildlife economy through increased PDI participation Improved participation of PDIs in SANParks business Increased access to education and skills development opportunities Sustainable corporate social investment towards community development Improved participation of land claimants in SANParks business SANParks turnaround and financial recovery Financially sustainable organisation Transformed and capable human capital Sound corporate governance Efficient, innovative systems and business processes supportive of SANParks core business Effective stakeholder and partnership management Appropriate and well-maintained infrastructure Total expenditure R388 967 000 R354 639 000 R34 328 000 R32 673 228 R29 250 318 R4 415 301 R21 143 624 R30 545 715 R19 381 427 R5 186 227 R77 793 400 R29 789 676 R26 668 853 R4 025 632 R19 277 609 R27 849 925 R17 670 934 R4 728 520 R70 927 800 R2 883 552 R2 581 466 R389 669 R1 866 015 R2 695 790 R1 710 494 R457 707 R6 865 600
 R115 635 221 R105 429 919 R10 205 302 R62 234 720 R15 397 712 R33 038 188 R46 676 040 R27 844 659 R140 028 120 R155 586 800 R31 117 360 R124 469 440 R46 676 040 R108 910 760 R38 896 700 R56 742 240 R14 038 798 R30 122 426 R42 556 680 R25 387 249 R127 670 040 R141 855 600 R28 371 120 R113 484 480 R42 556 680 R99 298 920 R35 463 900 145 R5 492 480 R1 358 914 R2 915 761 R4 119 360 R2 457 410 R12 358 080 R13 731 200 R2 746 240 R10 984 960 R4 119 360 R9 611 840 R3 432 800 R1 555 868 000 R1 418 556 000 R137 312 000 Annual Report 2022|2023 Sources of revenue Estimate) (R’000) Actual amount collected (Over)/under-collection Estimate (R’000) Actual amount collected (Over)/under- (R’000) (R’000) (R’000) collection (R’000) Tourism, retail, concession and 1 623 889 1 853 648 (229 759) 1 523 379 1 589 480 (66 101) Financial year 2022/23 Financial year 2021/22 other Sales - fauna and flora Other operating income Interest received 4 000 28 493 49 638 Government grants and other 1 116 854 funding Donations Total revenue 28 757 2 851 631 655 64 237 61 521 821 457 34 990 2 836 508 3 345 35 744 (11 883) 295 397 (6 233) 15 123 8 000 33 041 46 980 856 103 19 000 2 486 503 9 693 57 003 45 277 935 691 28 955 2 668 998 (1 693) (23 962) 1 703 (79 588) (9 955) (179 596) Material differences between budget and actual amounts: • The depreciation budget was based on the assets SANParks anticipated to purchase in 146 • Revenue from exchange transactions is more than budget because of better than expected tourism-related revenue as more visitors came through SANParks gates than anticipated.
• Government grants and other funding are below budget mainly because the additional infrastructure grant of R235 million that was allocated to SANParks was received late and thus not spent in full.

• Donations reflect a positive variance due to inflows from newly signed agreements.

• Employee-related costs savings are mainly attributed to the employee benefit obligation actuarial gain of R83 million.

the financial year under review.


Depreciation is below budget as not all the assets were acquired and capitalised by year end.

• Finance costs reflect a saving of R1 243 million, which is attributed to a lower capital finance lease balance.

• Operating lease payments exceeded the budget as the amount allocated was not enough to cover actual operating leases.

• • The operating costs saving is as a result of maintenance projects not yet completed.
Loss on disposal of assets is more than projected due to impaired assets that had to be retired as a result of unforeseen circumstances.

6.
CAPITAL INVESTMENT Infrastructure project KRUGER NATIONAL PARK Financial year 2021/22 Financial year 2022/23 Budget Actual expenditure (Over)/under- collection Budget Actual expenditure (Over)/under- collection Expected completion date IP4 Nxanatseni Region Staff Accommodation Upgrade IP4 Nxanatseni Water and Sewer Infrastructure Upgrade R 847 340 R 1 900 196 R 434 702 R 95 184 R 1 805 012 R 950 000 R 412 638 R 5 626 017 R 320 434 R 5 305 583 31-Mar-24 R 0 R 0 R 950 000 31-Mar-24 R 200 000 31-Mar-24 IP4 Marula Corporate Infrastructure R 1 810 976 R 592 542 R 1 218 434 R 200 000 IP4 Marula Region Staff Accommodation Upgrade R 3 741 821 R 1 226 903 R 2 514 919 R 4 415 074 R 2 215 074 R 2 200 000 31-Mar-24 IP4 Marula Tourism Upgrade IP4 Marula Water & Sewer Infrastructure IP4 Skukuza Lodge Support Services IP4 Skukuza Lodge Staff accommodation IP4 Skukuza Staff Accommodation, Clinic and Sports Centre IP4 Skukuza Tourism Upgrade IP4 Skukuza Laundry upgrade and Water Infrastructure Upgrade Sub-Total IP4 IP5 Corporate Staff Accommodation IP5 Marula Staff Accommodation IP5 Nxanatseni Roads R 6 317 451 R 5 756 971 R 560 480 R 2 006 342 R 156 342 R 1 850 000 31-Mar-24 R 293 789 R 0 R 293 789 R 900 000 R 982 977 R 982 977 R 10 601 479 R 9 564 193 R 1 037 287 R 1 675 493 R 1 675 493 R 4 104 332 R 1 652 432 R 233 486 R 31 503 303 R 0 R 0 R 67 632 R 74 506 R 1 577 926 R 1 579 106 R 233 486 R 17 978 487 R 0 R 9 420 484 R 6 193 373 R 24 596 012 R 11 704 894 R 10 734 562 R 970 333 R 1 467 215 R 10 532 964 R 8 723 659 R 1 809 304 R 2 427 622 R 67 632 R 1 579 106 R 279 373 R 7 276 429 R 1 467 215 R 1 877 622 R 900 000 31-Mar-24 R 0 R 0 R 0 R 0 R 5 914 000 R 17 319 583 Completed Completed Completed Completed 31-Mar-24 R 0 Completed R 550 000 31-Mar-24 R 2 681 447 R 2 681 447 R 0 -R 2 000 000 -R 2 000 000 R 0 Completed IP5 Nxanatseni Staff Accommodation R 15 455 650 R 15 378 265 R 77 385 R 4 727 544 R 0 R 4 727 544 31-Mar-24 147 Sub-Total IP5 IP6 KNP Tourism Accommodation IP6 KNP Staff Housing IP6 KNP Electrical Infrastructure IP6
 KNP Phalaborwa Activity Node Sub-Total IP6 Department of Tourism NDT - KNP Shangoni Gate Development NDT - KNP Phalaborwa Activity Hub Sub-Total Total KNP R 40 374 955 R 37 517 933 R 2 857 022 R 6 622 381 R 1 344 837 R 5 277 544 R 13 004 190 R 10 407 672 R 2 596 518 31-Mar-25 R 15 546 969 R 15,083,637 R 463 332 31-Mar-25 R 1 000 000 R 2 000 000 R 848 883 R 151 117 31-Mar-25 R 2 000 000 31-Mar-25 R 0 R 0 R 0 R 31 551 159 R 26 340 192 R 5 210 967 R 15 385 R 295 R 15 680 R 15 385 R 295 R 15 680 R 0 R 0 R 0 R 12 448 192 R 6 950 096 R 5 498 096 31-Dec-22 R 19 105 526 R 21 012 267 -R 1 906 741 31-Dec-22 R 31 553 717 R 27 962 362 R 3 591 355 R 71 893 938 R 55 512 100 R 12 277 506 R 94 323 269 R 62 923 820 R 31 399 449 Annual Report 2022|2023 Infrastructure project PARKS DIVISION Financial year 2021/22 Financial year 2022/23 Budget Actual expenditure (Over)/under- collection Budget Actual expenditure (Over)/under- collection Expected completion date IP4 & 6 Addo Lendlovu Community Lodge R 1 767 511 R 1 492 268 R 275 243 R 1 140 274 R 1 109 163 R 31 111 31-Mar-24 IP5 Addo Construct Wastewater Plant IP6 Addo Upgrade Electrical Reticulation R 6 200 002 R 4 692 358 R 1 507 644 R 2 926 811 R 2 136 518 R 790 293 31-May-23 R 108 594 R 108 594 R 0 R 197 285 R 0 R 197 285 31-Mar-24 IP3-5 Tsitsikamma Restaurant & Precinct Development R 8 958 786 R 8 445 855 R 512 930 R 17 395 459 R 16 859 701 R 535 757 31-Mar-24 IP5 Tsitsikamma Oceanettes Upgrade R 5 436 656 R 5 248 470 R 188 186 R 1 551 530 R 530 383 R 0 Completed IP4 Bontebok Die Stroom Swimming pool & Day Visitor Site IP4 West Coast Geelbek Activity Node 1P4 West Coast Upgrade R27 Entrance Gate IP1 West Coast: Kraalbaai Day Visitor Site IP4&5 Kgalagadi Construct Dawid Kruiper Rest Camp IP5 Kgalagadi Construct Craig Lockhardt Camp Site IP4 Kgalagadi Water Purification Plants IP4 Mokala Upgrade Lilydale Water & Sewer infrastructure IP4 Mapungubwe: Construct Park Management Offices IP4 Mapungubwe: Upgrade Hamilton Day Visitor Site IP4
 Mapungubwe: Expand Mazhou Camp Site 148 R 5 124 297 R 7 927 285 R 2 935 848 R 1 258 339 R 3 389 278 R 3 007 143 R 160 665 R 201 250 R 164 593 R 150 390 R 88 425 R 61 548 R 0 R 84 459 R 43 636 R 839 725 R 295 239 R 118 353 R 128 150 R 0 R 0 R 0 R 0 R 0 R 0 R 51 243 R 198 182 R 73 396 R 0 R 51 243 31-Dec-24 R 178 585 R 7 250 R 19 598 31-Dec-24 R 66 146 30-Sep-24 R 1 214 703 R 1 316 689 -R 149 429 R 1 466 118 31-Dec-23 R 2 549 553 R 9 830 035 R 5 718 182 R 4 111 853 31-Mar-24 R 2 711 904 R 4 209 561 R 295 239 R 3 914 323 31-Mar-24 R 1 506 716 R 2 746 850 R 119 473 R 42 312 R 73 100 R 164 593 R 150 390 R 88 425 R 181 R 1 506 534 31-Mar-24 R 98 904 R 2 647 947 31-Mar-24 R 0 R 0 R 0 R 119 473 30-Jun-24 R 0 R 0 30-Jun-24 30-Jun-24 IP4 Marakele: Upgrade Offices & Entrance Gate R 1 362 549 R 205 055 R 1 157 493 R 805 247 R 733 338 R 71 909 Completed IP4 Marakele: Construct staff accommodation IP3 Golden Gate Hotel Chalets, Parking & BCV Entrance Gate R 15 003 423 R 5 867 657 R 0 R 0 R 0 R 0 R 0 R 0 R 0 31-Mar-25 R 1 411 262 R 2 149 R 1 409 113 31-Mar-24 Upgrade & Construction IP6 Addo Main Camp Electrical Upgrade IP6 Camdeboo Perimeter Fence IP6 Knysna Floating Jetty IP6 Kgalagadi Mata Mata Solar Plant IP6 Kgalagadi Nossob Solar Plant Ivory Fund - Kabouga Fence construction, AENP R 200 000 R 0 R 200 000 30-Sep-24 R 6 695 652 R 6 285 178 R 410 474 31-Aug-23 R 50 000 R 60 000 R 60 000 R 44 075 R 5 925 31-Mar-25 R 0 R 0 R 60 000 31-Mar-24 R 60 000 31-Mar-24 R 17 242 718 R 6 919 892 R 10 322 826 31-Aug-23 Sub-Total R 69 112 688 R ,763 709 R 10 636 478 R 69 788 383 R 40 769 307 R 27 997 929 Infrastructure project Financial year 2021/22 Financial year 2022/23 Budget Actual expenditure (Over)/under- collection Budget Actual expenditure (Over)/under- collection Expected completion date Department of Tourism Golden Gate Dinosaur Centre Addo Extension of Rest Camp Mapungubwe Youth Facilities Agulhas Lighthouse Sub-Total Parks Division TOTAL R 5 280 147 R 3 282 502 R 1 997 644 R 4
 772 662 R 1 377 358 R 3 395 304 30-Sep-24 R 1 827 110 R 1 785 643 R 41 467 R 356 749 R 349 060 R 7 690 31-May-24 R 222 079 R 1 431 R 220 648 R 2 070 386 R 1 103 583 R 966 802 31-Dec-24 R 1 051 103 R 599 676 R 451 428 R 17 160 008 R 15 441 226 R 1 718 782 31-May-24 R 8 380 439 R 5 669 252 R 2 711 186 R 24 359 805 R 18 271 227 R 6 088 578 R 77 493 127 R 27 432 961 R 13 347 664 R 94 148 189 R 59 040 534 R 34 086 507 R 149 387 064 R 82 945 060 R 25 625 170 R 188 471 458 R 121 964 354 R 65 485 956 Progress made on implementing the capital investment and asset management plan SANParks received a capital investment allocation for 2022 of R 124,9 million and an MTEF 2022/23 – 2024/25 allocation of R391 million.
The Department of Forestry, Fisheries and the Environment (DFFE) made R80 million available specifically for the upgrade of existing tourism infrastructure.

Capital projects were selected for all available funds, and implementation started during 2022 with planning and award of work orders to contractors in Kruger National Park.

The level of service/re-capitalisation backlog was determined to be R 3,4 billion and a 10-year plan was proposed.
According to this plan, R722 million was needed in 2022 to address the backlog, while re-capitalisation needs continue to grow year on year.

The bulk of the infrastructure investment funds received was prioritised for upgrades and re- capitalisation.
The adjacent table reflects the re-capitalisation needs for three years, as well Re-capitalisation plan 2022/23 2023/24 2024/25 Backlog C/O R 658 418 R 610 041 Backlog level of service/re-capitalisation R 721 871 R 541 403 R 541 403 needs Re-capitalisation Total R 61 448 R 240 626 R 408 729 149 R 783 319 R 1 440 447 R 950 132 Infrastructure investment allocation R 124 901 R 130 406 R 136 262 Infrastructure backlog allocation R 700 000 Shortfall Percentage of needs R 658 418 R 610 041 R 813 870 15,95% 48,60% 14,34% A three-year view of SANParks’ recapitalisation needs and the available funds.
Infrastructure projects that are currently in progress as the available funds.

The implementation if approved projects increased during the year, In KNP, the programmes to upgrade and renovate tourism units, upgrade and build new after the re-direction of the investment allocations of the two prior years.
Good progress staff accommodation, maintain roads and upgrade bulk services infrastructure continued was made in Kruger with many work orders issued to the panel of contractors appointed with contractors appointed from the panel of contractors.

Within the Parks Division, for the park.

The planned progress for the year was hampered by tenders that could not be awarded due to unacceptable prices received, as well as poor performance of some contractors.
progress on the larger projects such as the replacement and upgrade of the Tsitsikamma restaurant and precinct and Agulhas Lighthouse Development was good, with slow delivery of the Dawid Kruiper Rest Camp in Kgalagadi Transfrontier Park.

Good progress was made on the construction of perimeter fences in Camdeboo National Park and the Kabouga Section of Addo Elephant National Park.

The Addo wastewater treatment plant was largely Annual Report 2022|2023 completed and commissioned.
Poor tender results impacted the start of some projects, Measures taken to ensure that the public entity’s asset register remained up to date while three contracts were terminated due to the contractor abandoning site.
Construction during the period under review started on the Shangoni Entrance Gate and Phalaborwa Activity Hub projects funded by the Department of Tourism, while the tender was awarded for the eight additional chalets Assets created and procured as part of the funding received for infrastructure were in Addo Main Camp.

Plans to close down or downgrade current facilities capitalised and included in the asset register.
National parks were visited over a period of 12 months , with teams spending a total of 294 days to verify and do condition assessments of all above-ground infrastructure up to component level.

This information was captured No facilities were downgraded or closed in 2022/23.
in a database, geo-referenced, photographed and used to determine the condition, Progress made on the maintenance of infrastructure The operational maintenance expenditure on infrastructure was R152,459 million (including veld maintenance).

While an increase on the past two years, it was still far below the required amount of R268 million as determined according to the condition assessment and 5-year maintenance plan.
Sixty SMMEs employed in the SANParks Maintenance Programme funded by the Department of Tourism, assisted with routine and preventative maintenance in parks to the value of R36,424 million.

replacement values (current and depreciated) and remaining useful life.

The current state of the SANParks’ capital assets The asset portfolio health grade of above-ground infrastructure was determined to be 56.86% or “Good” overall.

Capital investment funding is used to upgrade/re-capitalise priority infrastructure.
The annual allocation of R124 million for 2022/23 will have a limited impact on a new and re-capitalisation infrastructure plan of R16 billion.

The additional allocation of R700 million for 2023/24 will assist to address the R3,4 billion backlog for level 150 Developments relating to the above that are expected to impact on the public entity’s of service/re-capitalisation.
current expenditure The completion of new facilities will require operational maintenance budgets, and this will be offset against additional income generated by some of the facilities.

The maintenance KNP continued with the normal maintenance and renovations programmes in the park project funded by the Department of Tourism ended on 31 March 2023 and in effect will to address tourism accommodation, staff accommodation, roads and bulk services reduce expenditure on maintenance with R35 million.
Appointment of much needed human infrastructure, while the rest of the parks implemented maintenance within operational capital capacity to implement maintenance, upgrades and new infrastructure projects will budgets.

No major maintenance projects were implemented in the past year.

Major maintenance projects that have been undertaken during the period under review require operational and project funding.
Details as to how asset holdings have changed over the period under review, including Progress made in addressing the maintenance backlog information on disposals, scrapping and loss due to theft The 5-year Maintenance and Recapitalisation Management Plan was approved in All new assets and upgraded infrastructure were capitalised.
New infrastructure assets capitalised during the year included the Dinosaur Interpretive Centre in Golden Gate Highlands National Park of R84 million, new infrastructure at Marakele Entrance Gate of R2,5 million, while the Tsitsikamma Oceanettes was re-capitalised after an R11 million upgrade.

Kruger capitalised infrastructure assets (staff accommodation and tourism units) to the value of R70,210 million.

March 2022.
March 2022.

According to this plan, SANParks needed R268 million in 2022/23 for routine maintenance of above-ground infrastructure in National Parks.

The maintenance expenditure of R152,459 million against a required budget of R268 million resulted in a backlog of R115,541 million.

151 Part: C Governance Annual Report 2022|2023 1.


INTROdUCTION e) Ensure that the organisational strategy is in line with government priorities, responds to its context, and will result in sustainable outcomes f) Uphold the Batho-Pele principles of government and Supports the vision of a The Board is responsible for overseeing governance within SANParks in compliance with developmental state to improve service delivery and access to services.

legal and governance prescripts as well as best practice.
g) Ensure compliance with all applicable black economic empowerment legislative 2.

PORTFOLIO COMMITTEE frameworks and requirements.

h) Strengthen stakeholder relations as per SANParks’ stakeholder management strategy, and monitor the relationship between SANParks and its stakeholders.
SANParks reports to the Portfolio Committee for Environment, Fisheries and Forestry via the i) Ensure that SANParks is and is seen as responsible regarding not only the financial and minister of forestry, fisheries and the environment.

Quarterly and annual reports against the regulatory aspects of SANParks, but also the impact that SANParks’ operations have on 2022/2023 annual performance plan were tabled before the portfolio committee.

3.
3.

EXECUTIVE AUThORITY the environment and the society within which it operates.

j) Ensure that ethics are effectively managed within SANParks.

k) Ensure that SANParks complies with applicable laws, and considers adherence to non- binding rules and standards.

The Board is appointed by and is accountable to the minister of forestry, fisheries and the l) Act in the best interests of SANParks by ensuring that individual Board members adhere environment (the minister) in the performance of its duties.
to requisite standards of conduct.

152 Annual strategic plans and budgets were submitted to the minister for approval as required by the PFMA.

4.

ThE ACCOUNTING AUThORITY/ BOARd All Board members, except the CEO, are non-executive members.

The Board provides strategic oversight and ensures that SANParks operates in a transparent, fair, and responsible manner for the benefit of all its stakeholders.
The role and responsibilities of the Board include the following: a) Provide effective leadership on an ethical foundation to SANParks as well as to general SANParks stakeholders.

b) Contribute to and approve SANParks’ strategic plan and annual performance plan for submission to the minister.

c) Monitor and oversee organisational performance.

d) Monitor progress on implementation of SANParks’ long-term vision documents.
The following Board committees assist the Board in discharging its responsibilities: 1.

Audit and Risk Committee, which assists the Board in discharging its duties relating to the safeguarding of assets, operation of adequate systems, internal controls and control processes, preparation of accurate financial reports and statements in compliance with all applicable legal requirements, good governance, and accounting standards.
This committee also assists the Board in respect of SANParks’ risk management, IT governance and compliance.

2.

Human Capital Management Committee which assists the Board in discharging its duties relating human resources, remuneration, transformation, and ethics.

3.

Conservation and Socioeconomic Transformation Committee which assists the Board on matters relating to conservation and socioeconomic transformation.
The committee also assists the Board to discharge its transformation and business sustainability responsibility on implementation of practices that are consistent with good corporate citizenship 4.

Tourism Committee which assists the Board on matters relating to tourism development and marketing.

The committee also assists the Board to discharge its transformation and business sustainability responsibility with regard to the implementation of practices that are consistent with good corporate citizenship.
5.

The Land Claims Committee was established in June 2022 to assist the Board on matters Board and committee responsibilities are outlined in the respective charters.

Committee relating to land claims on protected areas for which SANParks is the management chairpersons report quarterly to the Board on how each committee discharged authority.

This committee also assists the Board to discharge its transformation and responsibilities contained in its charter.
business sustainability responsibility with regard to development and implementation of legacy socioeconomic development projects in line with good corporate citizenship practices.

In order to augment skills on the Audit and Risk Committee as well as the Human Capital Management Committee, independent members were appointed to these committees in November 2022.
Member Board Audit and Risk Committee Human Capital Conservation and Tourism Committee Land Claims Management Committee Socioeconomic Committee Transformation Committee Number of meetings held Attendance by Board members P Yako N Mayathula-Khoza Z Ramasia Y Friedmann J Mashele B Koyana L Mogakane B Ngobeni H Mushiane E Neluvhalani L Matsila *F Mokgohloa Attendance by non-Board members *A Jass **T Kgokolo **M Ndaba * Department of Forestry, Fisheries and the Environment representative ** Appointed on 23 November 2022 14 13 13 14 14 14 14 13 14 14 13 14 12 - - - 9 - - - - 9 9 8 9 - 7 - - 3 3 3 6 - 6 6 - - 6 - - - 5 6 4 - - 1 5 1 4 4 5 5 5 - 5 3 - - - 4 2 - 4 4 - 4 4 - - - - - 153 2 - - - 2 - - 2 2 2 - 2 - - - - Annual Report 2022|2023 5.
RISK MANAGEMENT Although there has been improvement in SANParks’ tourism revenue, the organisation’s finances have not yet reached pre-Covid levels.

Budget constraints have an effect on risks associated with insufficient human capital capacity to enable the organisation to fully discharge its responsibilities.

The Board continuously monitors all strategic risks as well as attendant mitigation measure to ensure SANParks’ sustainability.
Further details on this item are included in the Audit and Risk Committee report (Section 14 below).

6.

INTERNAL AUdIT ANd AUdIT COMMITTEE Reporting of fraud or any alleged unethical conduct is facilitated through an ethics hotline and various other alternative means.

A whistle-blowing protocol is in place to ensure confidential disclosure.
Reports of fraud and other allegations of unethical conduct reported through the ethics hotline and/or any other means are investigated and where relevant, corrective measures or consequence management is implemented.

9.
9.

MINIMISING CONFLICT OF INTEREST Board members are obliged to declare any directorship or business interest they may hold as well as interest in any matter to be discussed at Board and committee meetings, and to recuse themselves from meetings where such matters are discussed when appropriate.

Declarations are recorded in meeting minutes.


Employees are also expected to complete an annual declaration of interest and to avoid Details on SANParks’ Internal Audit function and the activities of the Audit and Risk conflict between their personal interests and those of SANParks.

Policies and procedures Committee are contained in the Audit and Risk Committee report in Section 14 below.
are in place to ensure that all staff declare directorships or any other business interests on Members of the Audit and Risk Committee are listed in the table under item 4 above and an annual basis.

154 further details of the composition of this committee are contained in the report in section 14 below.

7.
7.

COMPLIANCE WITh LAWS ANd REGULATIONS SANParks’ Supply Chain Management Policy requires all members of bid specification, bid evaluation and bid adjudication committees to declare any conflict of interest regarding matters before them and to recuse themselves from the meeting when such items are discussed.

10.
10.

COdE OF CONdUCT The Board, with the assistance of the Audit and Risk Committee, quarterly reviews reports on SANParks’ compliance to relevant prescripts in accordance with its compliance universe.

A report on SANParks’ compliance with the PFMA was submitted to the minister at the end of each quarter.

SANParks has a Code of Ethics and Business Conduct as well as Code of Ethical Conduct.
Breaches of the codes are regarded as breaches of SANParks’ Disciplinary Policy and are dealt with in accordance with that policy.

8.

FRAUd ANd CORRUPTION A report on fraud and corruption management is tabled before the Audit and Risk Committee and the Board every quarter.

11. hEALTh SAFETY ANd ENVIRONMENTAL ISSUES SANParks values its employees and recognises health and safety as critical to achieving its outcomes.
Given its commitment to providing a safe working environment, SANParks views occupational health and safety (OHS) as integral to strategic organisational management management under enterprise risk management.

During the 2022/23 financial year, Exco reviewed the Safety, Health and Environmental Framework that supports the organisation’s goal of achieving a sustainable zero-harm safety culture.
Management and employees are required to take accountability for working as safely and responsibly as is reasonably and practically achievable.

SANParks’ approach to health and safety is based on understanding the health and safety risks associated with its activities, in order to minimise risks and eliminate incidents.
This is implemented by clarifying roles and responsibilities and implementing effective policies, procedures and structures, all in the context of leadership commitment that prioritises the continuous improvement of the organisation’s safety culture.

12.

BOARd SECRETARY Project requests are prioritised in consultation with community authorities and structures, and implemented subject to approval from SANParks executive management.
Projects implemented in the 2022/23 year: • • • Four schools in communities neighbouring the West Coast, Karoo, Mountain Zebra and Golden Gate Highlands National Parks each received two mobile science laboratories.

An office for the principal, an administration office and storeroom were completed at Kranenburg Primary School close to Mapungubwe National Park.

A kitchen was provided for the feeding scheme at Sekweng Intermediate School close to Marakele National Park.
• Houtbay Secondary School, close to Table Mountain National Park, received a library.

• • Bunny Khosa and Jacob Mdluli high schools, close to Kruger National Park, each received a science laboratory.

54 water tanks were donated to communities next to Addo Elephant and Camdeboo National Parks.

The water supply at the Kommagas Healthcare Centre, close to Namaqua National Park, was upgraded and a 5 200-litre water tank, with fitted gutters and pressure pump, was installed at Vredesvallei Primary School.
The school was also connected to the municipal water infrastructure to ensure consistent supply for the ablution facilities.

• 75 plastic chairs were donated to Riemvasmaak Primary School.

This donation, and the infrastructure at Vredevallei Primary School, were made possible with Norwegian 155 SANParks’ board secretary is responsible for advising the Board on governance and compliance issues, and all Board members have access to her services and guidance.

funding.

13.
funding.

13.

SOCIAL RESPONSIBILITY The corporate social investment (CSI) programme advances SANParks’ vision of “A world-class system of sustainable National Parks reconnecting and inspiring society” by contributing to the development of communities living adjacent to the National Parks through the provision of much-needed facilities and services.
These projects are funded from the 1% tourism levy on all accommodation bookings and activities in National Parks, as well as a percentage of the income derived from the sale of high-value species.

Annual Report 2022|2023 14.


B-BBEE COMPLIANCE PERFORMANCE INFORMATION with regards to the following: Criteria Determining criteria for the Response Yes / No Yes Has the public entity applied any relevant code of good practice (B-BBEE certificate levels 1 – 8) Discussion B-BBEE and Preferential Procurement Policy Framework and its regulations are an integral part of evaluating any bid, PPP etc.
Has the public entity applied any relevant code of good practice (B-BBEE certificate levels 1 – 8) awarding of incentives, grants Response Yes / No Yes with regards to the following: Criteria Determining qualification criteria for the issuing of licences, concessions or other authorisations in respect of economic activity in terms of any law?

Discussion support of B-BBEE?


and investment schemes in Every bid for concessions and management contracts requires bidders to meet a certain minimum B-BBEE level or subcontracting to EMEs and QSEs that are level 1 in terms of B-BBEE.

Developing and implementing Yes SANParks’ supply chain 156 a preferential procurement policy?

Determining qualification criteria for the sale of state- owned enterprises?
management policy incorporates the PPPFA and its regulations and bids are evaluated for price and B-BBEE in an 80/20 or 90/10 ratio, depending on the threshold.

No There has been no sale of enterprises, however, should the need arise to sell any asset of the organisation, the PPPFA regulations will apply.

Developing criteria for entering Yes B-BBEE and the Preferential into partnerships with the private sector?
Procurement Policy Framework and its regulations are an integral part of evaluating any bid, PPP etc.

157 Part: D Human Capital Management Annual Report 2022|2023 1.

INTROdUCTION During 2022 SANParks faced a leadership vacuum following the termination of the employment of the chief executive officer.

However, under the oversight leadership of the Board, the executive management ensured that SANParks remained sustainable.
In these challenging times, we supported the professional functioning of SANParks by implementing an executive management development programme, a hospitality leadership development programme, a ranger leadership programme, business continuity measures and duty-of-care activities towards our staff across the organisation.
2. hUMAN CAPITAL MANAGEMENT OVERSIGhT STATISTICS As a public entity, SANParks is required to provide the following information on human capital management, with all the amounts aligned with the amounts disclosed in the annual financial statements.
Personnel cost by Total expenditure for Personnel Number of Average programme/activity/ the entity expenditure employees personnel cost We continued to work tirelessly on the improvement of our procedures and conditions of service, tackling new challenges as they arose and creating conditions for growth where objective possible.

per employee R1 231 127 069,30 100,00% 4 246 R289 949,85 Employees remain our most precious resource.
As we face 2023, having to deal with soaring inflation, the impact of socioeconomic factors such as loadshedding, and a limited-growth environment in terms of financial resources, we must focus our efforts where SANParks can 158 have the most impact and make the biggest difference.

Personnel cost by salary band The figures in the following table are the amounts processed through the organisation’s SAGE 300 People payroll system and include subsistence and travel (including for kilometres travelled) claims.
The total expenditure disclosed in the 2021/22 financial year was R1 159 732 458,81.

Total expenditure for the financial year in review is R1 231 127 069,30; it was R71 394 610,49 more than in the previous financial year.

Reasons for the variance: 1.

Cost-of-living salary adjustments: 6% adjustment for employees on Paterson band A1 to C5 and 4% adjustment for employees on Paterson D1 to F-upper for the period April to September 2022.
In October 2022, D1 to F-upper employees received an additional 2% adjustment, resulting in a 6% adjustment for the period October 2022 to March 2023.

2.

6% increase in the tool-of-trade allowance.

During the financial year under review, the human capital management (HCM) strategy was 3.

6% increase in the danger allowance.

reviewed as a critical component of the organisational strategy.

Enhanced staff performance 4.

6% increase in the housing allowance.


assessment, reporting, the strengthening of a learning culture, remuneration management 5.

Payment of a uniform allowance for the 2021/2022 financial year.

and employee wellness are the focus of measures adopted in the strategy to better align HCM 6.

Medical aid annual increase.

policies with the implementation of the organisation’s objectives.
Occupation level Personnel expenditure Personnel expenditure as a % of total Number of employees Average personnel cost per personnel costs employee F - top management/executives E - senior management R14 385 246,16 R67 654 802,61 D - professionally qualified & experienced specialists/ R223 564 677,28 middle management C - skilled technical & academically qualified/junior R210 988 279,55 management/supervisors/foremen/superintendents B - semi-skilled & discretionary decision making A - unskilled & defined decision making Total Performance rewards R422 682 721,79 R291 851 341,91 R1 231 127 069,30 1,17% 5,50% 18,16% 17,14% 34,33% 23,71% 100,00% Employment and vacancies 8 56 315 593 1803 1471 4246 R1 798 155,77 R1 208 121,48 R709 729,13 R355 798,11 R234 433,01 R198 403,36 R289 949,85 SANParks did not pay any bonuses during the financial year under review.
At 14,79%, the vacancy rate in SANParks is high.

Staff turnover has been the highest at top Training costs management level, followed by senior and middle management, due to several terminations during the reporting cycle.

SANParks allocates 1% of its payroll budget towards training.

Learning and development focused mainly on compliance training due to the cost-curtailment process.
Occupation level Number of Approved Number of Number Vacancies employees posts employees (filled of as a % 159 Programme/ Personnel Training Training Number of Average activity/ expenditure expenditure expenditure employees training F - top management/ 5 9 objective as a % of trained cost per personnel cost employee R1 231 127 069,30 R11 698 607,90 1% 2 959 R3 953,57 executives E - senior management D - professionally qualified & experienced specialists/middle management 50 287 68 380 posts) vacancies 5 50 287 4 18 93 44,44% 26,47% 24,47% C - skilled technical & 565 701 565 136 19,40% academically qualified/ junior management/ supervisors/foremen/ superintendents B - semi-skilled & 1 693 1 934 1 693 241 12,46% discretionary decision- making Annual Report 2022|2023 Occupation level Number of Approved Number of Number Vacancies Reasons for staff leaving employees posts employees (filled of as a % A - unskilled & defined 1 393 1 594 posts) 1393 vacancies 201 12,61% decision-making Total Employment changes 3 993 4 686 3993 693 14,79% During the period under review, SANParks experienced high staff turnover of top management.
Budgetary constraints and implementation of cost-curtailment measures had an adverse effect on recruitment.
Occupation level Employment at Appointments Terminations Employment the beginning of the period (01 April 2022) 7 49 290 at the end of the period (31 March 2023) 5 50 287 1 3 14 4 3 21 160 F - top management/ executives E - senior management D - professionally qualified & experienced specialists/middle management C - skilled technical & 554 19 27 565 academically qualified/ junior management/ supervisors/foremen/ superintendents B - semi-skilled & discretionary decision- making 1 714 A - unskilled & defined 1 391 79 85 88 71 1 693 1 393 decision-making Total 4 005 201 214 3 993 Reason Number of terminations % of total number of staff DC - Deceased DS - Discharged EC - End of contract IH - Ill health PS - Pensioned RD - Retired RS - Resigned Total 14 51 4 11 53 2 79 214 leaving 7% 24% 2% 5% 25% 1% 37% 100% The 214 terminations during the period under review translate into a staff turnover rate of 5,36%.
Employees who participated in exit interviews cited personal reasons, benefits, better job opportunities that will contribute to career growth and higher salaries as reasons for termination of employment with SANParks.

Steps are being taken by SANParks to improve the conditions of service to enhance employee retention.
Labour relations: misconduct and disciplinary action Nature of disciplinary action Number of cases Verbal warning Written warning Final written warning Dismissal Total 23 106 131 42 302 Employment equity targets and status African MALE Coloured Indian White Level Current Target Current Target Current Target Current Target Level Unskilled Total MALE FEMALE Current Target Current Target African FEMALE Coloured 0 1 7 1 1 0 10 0 1 7 8 12 5 33 0 8 71 33 16 3 0 10 66 44 56 18 The cost-curtailment measures introduced following the Covid-19 pandemic’s impact on the tourism sector made it impossible for SANParks to meet its equity targets.
Occupation level Male Female Top Target not met due to resignation and Target not met due to scarcity of and management non-retention of executives.

competition for talent at this level.

Target not met due to resignation and Target not met due to scarcity of and 131 194 Senior non-retention of senior managers.

intense competition for talent at this management level, as well as non-retention of black females.
Indian White Professionally Target not met due to low turnover and Target not met due to low turnover and Current Target Current Target Current Target Current Target qualified non-retention of black males.

non-retention of black females.

161 Skilled Target not met due to low turnover and Target not met due to low turnover and non-retention of black males.

non-retention of black females.

Semi-skilled Target not met.

Unskilled Target not met.

Target not met.

Target not met.
MALE FEMALE Current Target Current Target 3 29 194 352 5 37 220 383 1 250 1 376 2 23 128 325 633 4 30 179 415 783 Top management 3 Senior management Professional qualified Skilled Semi-skilled Unskilled Total Level Top management Senior management Professional qualified Skilled Semi-skilled 1 12 61 3 17 98 240 465 292 587 Unskilled 1 022 1 073 Total 1 801 2 070 Level Top management Senior management Professional qualified Skilled Semi-skilled Annual Report 2022|2023 Part: E Financial Report Financial results For the period under review South Africa experienced difficult domestic and global economic conditions, prolonged and debilitating power failures, a weaker performance among the world’s largest economies, higher inflation rates, resulting in a reduced GDP growth rate.
Despite all these factors SANParks managed to achieve a net surplus of R126 million.

The reliance of SANParks on tourism revenues is a circumstance that will persist into the foreseeable future making the sustained growth of tourism therefore central to the survival of the organisation and its ability to fulfil its core conservation mandate.
The centrality of tourism to the sustainability of SANParks was brought into sharp focus during the past 2 and a half years where the devastating blow to the tourism sector by the Covid-19 pandemic created an unprecedented threat to the survival of the organisation.

Three years after the Covid-19 pandemic led to severe travel restrictions and the periodic interruption of commercial tourism activity, SANParks stands at +/-90% of its traditional 163163 tourism volumes.
This recovery is driven by the domestic market and investment into aggressive marketing; logic thus dictates that an increase in marketing activity may hasten recovery, which as matters stand, is anticipated to occur perhaps, from 2025 onwards.

The organisation faces a dilemma, on the one hand, the delay of tourism recovery has major and adverse implications for the organisation; and on the other recovery is heavily dependent on investment within an environment of extreme austerity.
SANParks has managed to generate enough tourism revenue to cover its operational needs of SANParks, despite the economic downturn, and is continuing to steadily increase the tourism revenue growth rate, which is a good sign that SANParks is slowly returning to normal, as can be seen through achieving a net surplus when compared to the previous financial year’s net deficit.
SANParks has realised a net surplus of R126 million for the first time since the pandemic, and has increased its bottom line by R380 million when compared to the net deficit of R253 million achieved in the previous financial year.

The net surplus is as a result of an increase in tourism generated revenue, even though the tourism growth rate was slower than anticipated.
Annual Report 2022|2023Annual Report 2022|2023CFO FINANCIAL OVERVIEW SANParks is pleased to have welcomed a total of 4,961,906 Guests to our National Parks which is 42% above the 3,482,514 achieved in 2021/2022.

This is a significant improvement given the decrease in international visitors, and the economic downturn.

Total revenue for the year is R3, 2 billion (R2, 6 billion – 2021/2022) and indicates a 23% increase from the previous year.
Revenue from exchange transactions for the current year totals R2, 3 billion (R1, 7 billion – 2021/2022) and is 35% more than the previous year due to in tourism growth rate.

Revenue from non-exchange transactions amounts to R863 million (R964 million – 2021/2022) and is 10.5% less than the previous year, due to slow spending of the infrastructure grant.
Key revenue componants 164164 Other operating income 2% Revenue from exchange transactions 69% Interest received 2% Revenue from non-exchange transactions 27% Total expenditure increased by 8% YoY while employee-related costs decreased by 2% Key expenditure components Depreciation and amortisation 4% Employee related costs 46% Operating expenses 50% Finance costs 0% SANParks’ main expenses are human resources and operating expenditure.
The income to cost ratio is 1.01: 1, which results in a net surplus margin of 1%.

This means that SANParks’ total revenue is sufficient to cover its operational needs.

Financial analysis 4 000 000 3 500 000 3 000 000 2 500 000 2 000 000 1 500 000 1 000 000 compared to the previous financial year mainly as a result of vacancies for the current 500 000 year.

The 8% increase in expenditure is after taking into consideration the positive variance 0 emanating from the unspent maintenance costs.
Non-Current Assets Current Assets Current Liabilities Non-Current Liabilities 2022/23 Actual 2021/22 3 428 178 3 268 427 2 161 509 1 913 095 1 627 033 1 306 569 902 782 941 419 Statement of Financial Position analysis CFO FINANCIAL OVERVIEW Non-current assets represent PPE, Intangible and Heritage Assets used in the organisation’s The SANParks Honorary Rangers, Peace Parks Foundation, WWF and many organisations operations.
Total non-current assets amount to R3, 4 billion compared to the previous remain our pillar of strength in advancing our resource mobilisation ideals and contributing year’s R3, 2 billion.

The capital budget was increased in line with the capital needs of the to the realisation of our public good mandate.

organisation, including computer equipment.


In Conclusion Included in current assets is cash and cash equivalents total of R2 billion (R1, 7billion – 2021/2022), which indicates a 17% increase year on year.

Cash reserves available are committed and set aside for capital and special projects.

The debtors’ collection period has declined from 67 to 76 days.

This is mainly due to concessionaires who were refused to meet their obligations before they were granted a second relief.
Non-current liabilities amount to R902 million (R941 million – 2021/2022).

The decrease is Even though the organisation’s statement of financial performance reflects slow financial recovery, the organisation remains liquid and meet its financial obligations as and when they become due.
SANParks is on the right track with regards to tourism revenue growth and continues to explore opportunities that will generate even more tourism revenue which could potentially lead to the organisation being 100% self-sufficient.

mainly due to a decrease in employee benefit obligation, and concession provision.
Financial sustainability is at the core of the leadership of the organisation and the vision 2040 project, initiated by the Board, paves a way to build a future of conservation and Current liabilities are R1, 6 billion (R1, 3 billion - 2021/2022) and are 22% more than the previous year, mainly due to an increase in unspent conditional grants.

It takes on average tourism that we can all be proud of.

16 days to settle trade accounts payable.


This complies with the PFMA and National SANParks has an exemplary record for generating its own revenue.

Before the pandemic, Treasury Regulations, requiring invoices to be paid within 30 days.

despite being a Schedule 3A entity, SANParks funded approximately 80% of its annual 165165 budget from self-generated revenue.
As indicated by the working capital ratio of 1.33: 1, SANParks’ current assets exceed its current liabilities, which means that SANParks current assets are sufficient to pay-off its current liabilities.

The acid test ratio is 1.29: 1, which indicates SANParks ability to meet its current obligations using its liquid assets.

The debt-to-equity ratio, which measures the degree to which the organisation’s operations are funded by debt, is 0.83: 1.
This is an indication that the organisation is not borrowing more than it can reasonably pay back.

We witnessed a substantial growth in the corporate giving, international donations as well as individual trusts giving this past financial year.

We are appreciative of the generosity of all our donors and funders.

SANParks received R110, 470 million which has positive contribution in the management of conservation estate including anti-poaching activities.
SANParks attracted international and local donors in critical areas such as climate change, conservation, and tourism in the past financial year.

New resource mobilisation approaches such as crowd funded and cause related marketing were implemented successfully.

SANParks will continue strengthening reporting, monitoring, evaluation systems to ensure it demonstrate impact of the donor funds.
______________________________ Acting Chief Financial Officer Ms Rebecca Pillay Date: 31 August 2023 Annual Report 2022|2023Annual Report 2022|2023CFO FINANCIAL OVERVIEW Report on the audit of the financial statements Restatement of corresponding figures Opinion 7.

As disclosed in note 39 to the financial statements, the corresponding figures for 31 March 2022 were restated as a result of an error in the financial statements of the public 1.
I have audited the financial statements of the South African National Parks set out on entity at, and for the year ended, 31 March 2023. pages xx to xx, which comprise the statement of financial position as at 31 March 2023, statement of financial performance, statement of changes in net assets, cash flow statement and statement of comparison of budget information with actual information for the year then ended, as well as notes to the financial statements, including a summary of significant accounting policies.
Significant uncertainties 8.

With reference to note 34 to the financial statements, the public entity is the defendant in a number of lawsuit.

The ultimate outcome of the matter could not be determined and no provision for any liability that may result was made in the financial statements.

2.
2.

In my opinion, the financial statements present fairly, in all material respects, the financial position of the South African National Parks as at 31 March 2023, and its Other matter financial performance and cash flows for the year then ended in accordance with the 9.

I draw attention to the matter below.

My opinion is not modified in respect of this matter.

Generally Recognised Accounting Practice (Standards of GRAP) and the requirements 166166 of the Public Finance Management Act 1 of 1999 (PFMA).
Basis for opinion 3.

I conducted my audit in accordance with the International Standards on Auditing (ISAs).

My responsibilities under those standards are further described in the responsibilities of the auditor-general for the audit of the financial statements section of my report.

Unaudited irregular expenditure and fruitless and wasteful expenditure 10.

On 23 December 2022 National Treasury issued Instruction Note No.
4: PFMA Compliance and Reporting Framework of 2022-23 in terms of section 76(1)(b), (e) and (f), 2(e) and (4)(a) and (c) of the PFMA which came into effect on 3 January 2023.

The PFMA Compliance and Reporting Framework also addresses the disclosure of unauthorised expenditure, irregular expenditure and fruitless and wasteful expenditure 4.

I am independent of the public entity in accordance with the International Ethics (UIFW expenditure).
Among the effects of this framework is that irregular and fruitless Standards Board for Accountants’ International code of ethics for professional and wasteful expenditure incurred in previous financial years and not addressed is accountants (including International Independence Standards) (IESBA code) as well no longer disclosed in either the annual report or the disclosure notes of the annual as other ethical requirements that are relevant to my audit in South Africa.
I have fulfilled financial statements, only the current year and prior year figures are disclosed in note my other ethical responsibilities in accordance with these requirements and the IESBA 29 to the financial statements.

Furthermore, the movements in respect of irregular code.

5.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Emphasis of matters expenditure and fruitless and wasteful expenditure are no longer disclosed in the notes to the annual financial statements of South African National Parks The disclosure of these movements (e.g.

condoned, recoverable, removed, written off, under assessment, under determination and under investigation) are now included as part of other information in the annual report of South African National Parks.
I do not express an opinion on the disclosure of irregular expenditure and fruitless and wasteful expenditure 6.

I draw attention to the matters below.

My opinion is not modified in respect of these in the annual report.

matters.

RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS Responsibilities of the accounting authority for the financial statements 11.
The accounting authority is responsible for the preparation and fair presentation of the financial statements in accordance with the GRAP and the requirements of the PFMA and for such internal control as the accounting authority determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

16.

I selected the following outcome goal presented for auditing in the annual performance report for the year ended 31 March 2023.
I selected the outcome goal that measures the public entity’s performance on its primary mandated functions and that is of significant national, community or public interest.

Outcome goal Page numbers Purpose Sustainable biodiversity and 30 - 73 Within this outcome area, the purpose is to cultural heritage across land (i) further expand the conservation estate, (ii) 12.
In preparing the financial statements, the accounting authority is responsible for and sea delivers benefits assessing the public entity’s ability to continue as a going concern; disclosing, as applicable, matters relating to going concern; and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the public entity or to cease operations, or has no realistic alternative but to do so.
for the people of SA and the world, now and in the future ensure effective management of national parks, (iii) promote and facilitate sustainable use of biodiversity and (iv) effectively manage species of special concerns, with the focus on rhino.

Responsibilities of the auditor-general for the audit of the financial statements 13.
My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error; and to issue an auditor’s report that includes my opinion.

Reasonable assurance is 17.

I evaluated the reported performance information for the selected outcome goal against the criteria developed from the performance management and reporting framework, as defined in the general notice.
When an annual performance report is prepared using these criteria, it provides useful and reliable information and insights to users on the 167167 public entity’s planning and delivery on its mandate and objectives.

a high level of assurance but is not a guarantee that an audit conducted in accordance 18.

I performed procedures to test whether: with the ISAs will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

14.

A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on the audit of the annual performance report 15.
In accordance with the Public Audit Act 25 of 2004 (PAA) and the general notice issued in terms thereof, I must audit and report on the usefulness and reliability of the reported performance against predetermined objectives for selected outcome goal presented in the annual performance report.

The accounting authority is responsible for the preparation of the annual performance report.
• The indicators used for planning and reporting on performance can be linked directly to the public entity’s mandate and the achievement of its planned objectives.

• The indicators are well defined and verifiable to ensure that they are easy to understand and apply consistently and that I can confirm the methods and processes used for measuring achievements.
• The targets can be linked directly to the achievement of the indicators and are specific, time bound and measurable to ensure that it is easy to understand what should be delivered and by when, the required level of performance as well as how performance will be evaluated.

• The indicators and targets reported on in the annual performance report are the same as what was committed to in the approved initial or revised planning documents.
• The reported performance information is presented in the annual performance report in the prescribed manner.

Annual Report 2022|2023Annual Report 2022|2023RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS • there is adequate supporting evidence for the achievements reported and for the 26.

The material findings on compliance with the selected legislative requirements, reasons provided for any over- or underachievement of targets.
presented per compliance theme, are as follows: 19.

I performed the procedures for the purpose of reporting material findings only; and not Annual financial statement and annual report to express an assurance opinion.

20.

I did not identify any material findings on the reported performance information of outcome goal 1: Sustainable biodiversity and cultural heritage across land and sea delivers benefits for the people of SA and the world, now and in the future other matter.

21.
21.

I draw attention to the matter below.

Achievement of planned targets 27.

The financial statements submitted for auditing were not fully prepared in accordance with the prescribed financial reporting framework and supported by full and proper records, as required by section 55(1)(a) and (b) of the PFMA.
Material misstatements of revenue, expenditure and disclosure items identified by the auditors in the submitted financial statement were corrected and the supporting records were provided subsequently, resulting in the financial statements receiving an unqualified audit opinion.

22.

The annual performance report includes information on reported achievements against Expenditure management planned targets and provides explanations for over- and under achievements.
This information should be considered in the context of the material findings on the reported performance information.

168168 Report on compliance with legislation 23.

In accordance with the PAA and the general notice issued in terms thereof, I must audit and report on compliance with applicable legislation relating to financial 28.
Effective and appropriate steps were not taken to prevent irregular expenditure as disclosed in note 29 to the annual financial statements, as required by section 51(1) (b)(ii) of the PFMA.

The majority of the irregular expenditure was caused by non- compliance with Preferential Procurement regulations on stipulated minimum threshold for local production and content.

Procurement and contract management matters, financial management and other related matters.

The accounting authority is 29.


Bid documentation for procurement of commodities designated for local content and responsible for the public entity’s compliance with legislation.

production did not stipulate the minimum threshold for local production and content, as required by the 2017 Preferential Procurement Regulation 8(2).

Similar non-compliance 24.

I performed procedures to test compliance with selected requirements in key legislation was also reported in the prior year.
in accordance with the findings engagement methodology of the Auditor-General of South Africa (AGSA).

This engagement is not an assurance engagement.

Accordingly, I do not express an assurance opinion or conclusion.

30.

Some of the commodities designated for local content and production were procured from suppliers who did not submit a declaration on local production and content in accordance with paragraph 3.4 of National Treasury Instruction Note 4 of 2015/2016.

25.
25.

Through an established AGSA process, I selected requirements in key legislation for Similar non-compliance was also reported in the prior year.

compliance testing that are relevant to the financial and performance management of the public entity, clear to allow consistent measurement and evaluation, while also sufficiently detailed and readily available to report in an understandable manner.

The selected legislative requirements are included in the annexure to this auditor’s report.

31.
31.

Procurement by other means was not provided in the SCM policy of the institution or did not cover at least the minimum requirements as required by PFMA Instruction Note 3 of 2021/22 par.

4.3 and 4.4.

RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS Consequence management Internal control deficiencies 32.

Investigations were not conducted into all allegations of financial misconduct committed by some of the officials, as required by treasury regulation 33.1.1.

39.
39.

I considered internal control relevant to my audit of the financial statements, annual performance report and compliance with applicable legislation; however, my objective 33.

Disciplinary steps were not taken against the officials who had incurred and/or was not to express any form of assurance on it.

permitted irregular expenditure, as required by section 51(1)(e)(iii) of the PFMA.

40.

The matters reported below are limited to the significant internal control deficiencies Revenue management 34.
Effective and appropriate steps were not taken to collect all revenue due, as required by section 51(1)(b)(i) of the PFMA.

Other information in the annual report 35.

The accounting authority is responsible for the other information included in the annual report.

The other information referred to does not include the financial statements, the auditor’s report and those selected outcome goal presented in the annual performance report that have been specifically reported on in this auditor’s report.

36.
36.

My opinion on the financial statements, the report on the audit of the annual performance report and the report on compliance with legislation, do not cover the other information included in the annual report and I do not express an audit opinion or any form of assurance conclusion on it.

that resulted in the material findings on compliance with legislation included in this report.

41.
41.

Management did not conduct adequate reviews on the financial statements before submission for auditing to ensure that the financial statements are supported by correct schedules and are in line with applicable financial report standards.

42.

Management did not ensure that consequence management is fully implemented for the irregular expenditure incurred in the previous financial year and that the recommendations from the loss control committee and investigation reports are fully 169169 implemented.
43.

Management did not ensure that adequate oversight controls are in place to prevent, identify and record irregular expenditure 37.

My responsibility is to read this other information and, in doing so, consider whether it is materially inconsistent with the financial statements and the selected outcome goal presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

Pretoria 31 July 2023 38.


I did not receive the other information prior to the date of this auditor’s report.

When I do receive and read this information, if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected.

If the other information is not corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate.
However, if it is corrected this will not be necessary.

Annual Report 2022|2023Annual Report 2022|2023RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS ANNEXURE TO ThE AUdITOR’S REPORT The annexure includes the following: • • the auditor-general’s responsibility for the audit the selected legislative requirements for compliance testing.
Auditor-general’s responsibility for the audit • Conclude on the appropriateness of the use of the going concern basis of accounting in the preparation of the financial statements.

I also conclude, based on the audit evidence obtained, whether a material uncertainty exists relating to events or conditions that may cast significant doubt on the ability of the public entity to continue as a going concern.
If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify my opinion on the financial statements.

My conclusions are based on the information available to me at the date of this auditor’s report.
However, future events or conditions may cause a public entity to Professional judgement and professional scepticism cease operating as a going concern.
As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements and the procedures performed on reported performance information for selected outcome goal • Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and determine whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
and on the public entity’s compliance with selected requirements in key legislation.
Communication with those charged with governance 170170 Financial statements In addition to my responsibility for the audit of the financial statements as described in this auditor’s report, I also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error; design and perform audit procedures responsive to those risks; and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion.
The risk of not detecting a material misstatement resulting from I communicate with the accounting authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
I also provide the accounting authority with a statement that I have complied with relevant ethical requirements regarding independence and to communicate with them all relationships and other matters that may reasonably be thought to bear on my independence and, where applicable, actions taken to eliminate threats or safeguards applied.

fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, .
intentional omissions, misrepresentations or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the public entity’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made.
RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS Compliance with legislation – selected legislative requirements Legislation Sections or regulations The selected legislative requirements are as follows: Legislation Sections or regulations Public Finance Management Act No.1 Section 50(3); 50(3)(a); 50(3)(b) NT SCM Instruction Note 03 2019/20 Paragraph Par 5.5.1(iv); 5.5.1(x) NT SCM Instruction Note 11 2020/21 Paragraph 3.1; 3.4 (a); 3.4(b); 3.9: 6.1;6.2;6.7 PFMA SCM instruction 08 of 2022/23 Paragraph 3.2 Paragraph 4.3.2; 4.3.3 Section 4(1)(b)(ii) of 1999 (PFMA) Section 51(1)(a)(ii); 51(1)(a)(iii); 51(1)(a)(iv); 51(1)(b); Competition Act NT instruction note 4 of 2015/16 Paragraph 3.4 171171 51(1)(b)(i); 51(1)(b)(ii); 51(1)(e)(iii) Section 52(b); Section 53(4); Section 54(2)(c’); 54(2)(d) Section 55(1)(a); 55(1)(b); 55(1)(c)(i) Section 56; Section 57(b); 57(d); Section 66(3)(a) Treasury Regulations for departments, Regulation 29.1.1; 29.1.1(a); 29.1.1(c;); 29.2.1; 29.2.2; trading entities, constitutional 29.3.1 institutions and public entities (TR) Regulation 31.2.5; 31.2.7(a) Regulation 33.1.1; 33.1.3 Prevention and Combating of Section 34(1) Corrupt Activities Act No.12 of 2004 (PRECCA) PPPFA PPR 2017 PPR 2022 Section 1(i); 2.1(a); 2.1(b); 2.1(f) Paragraph 4.1; 4.2 Paragraph 5.1; 5.3; 5.6; 5.7 Paragraph 6.1; 6.2; 6.3; 6.5; 6.6; 6.8 Paragraph 7.1; 7.2; 7.3; 7.5; 7.6; 7.8 Paragraph 8.2; 8.5; Paragraph 9.1; 9.2 Paragraph 10.1; 10.2; Paragraph 11.1; 11.2 Paragraph 12.1 and 12.2 Paragraph 3.1 Paragraph 4.1; 4.2; 4.3; 4.4 Paragraph 5.1; 5.2; 5.3; 5.4 NT SCM Instruction Note 03 2021/22 Paragraph 4.1; 4.2; 4.2 (b); 4.3; 4.4; 4.4 (c );4.4(d); 4.6 NT SCM Instruction 4A of 2016/17 Paragraph 6 Paragraph 5.4 Annual Report 2022|2023Annual Report 2022|2023RepoRt of the auditoR-geneRal to paRliament on South afRican national paRkS Country of incorporation and domicile South Africa Auditors: Legal form of entity PFMA Schedule 3A entity Auditor-General of South Africa (AGSA) 4 Daventry Street, Lynnwood
 Bridge Office Park Lynnwood Manor Pretoria, SA Secretary Ms M Mathabathe Nature of business and principal activities In terms of the National Environmental Management: Protected Areas Act, 57 of 2003, SANParks mandate is to conserve, protect, control and manage National Parks and other pre-defined protected areas and their biological diversity (biodiversity).
Registered office 172172 Business address Postal address Controlling entity Bankers 643 Leyds Street Muckleneuk Pretoria South Africa 0002 643 Leyds Street Muckleneuk Pretoria South Africa 0002 PO Box 787 Pretoria 0001 Department of Forestry, Fisheries and the Environment (DFFE) 473 Steve Biko Road Arcadia Pretoria 0083 First National Bank 1 First Place 7th Floor Bank City Johannesburg 2000 General InformatIon The Board is responsible and accountable for the integrity of the financial statements of the • Taking effective and appropriate disciplinary steps against any employee(s) of the organisation and the objectivity of other information presented in the annual report.
entity who contravenes or fails to comply with a provision of the PFMA; or commits an To the best of the Boards’ knowledge and belief, the following can be confirmed: act which undermines the financial management and internal control system of the entity; or makes or permits irregular expenditure or fruitless and wasteful expenditure to • All information and amounts disclosed in this annual report are consistent with the be incurred; annual financial statements to be audited by the AGSA.
The report is complete, accurate and free of omissions.

• The annual report has been prepared in accordance with the guidelines issued by National Treasury and annual financial statements were prepared in accordance with the PFMA and Generally Recognised Accounting Practice (GRAP).

• The going concern basis has been adopted in preparing the financial statements.
• • Keeping full and proper records of the financial affairs of the entity; and Preparation of financial statements for each financial year, in accordance with GRAP.
In the Board’s opinion, the annual financial statements fairly presents in all material respects, the state of affairs of the entity, its business, its financial results, its performance against predetermined objectives for the year ended 31 March 2023 and its financial position as at The Board, after having reviewed management’s assessment of the entity’s ability 31 March 2023. to operate as a going concern, has a reasonable expectation that the organisation will have adequate resources to continue its operations as a going concern for the foreseeable future.
• Management and employees operated within a framework requiring compliance with all applicable laws and maintenance of the highest integrity in the conduct of all aspects of the business, except where indicated otherwise in the annual report.

The AGSA is responsible for expressing an independent opinion on the annual financial statements of the entity.

The Board is well versed of its responsibilities as stipulated in the PFMA.
Those responsibilities include, but are not limited to the following: • • • Establishing and maintaining effective, efficient and transparent systems of financial, risk management and internal controls; Safeguarding of assets and the management of the revenue, expenditure and liabilities of the entity; Taking effective and appropriate steps to prevent irregular, fruitless and wasteful expenditure, losses resulting from criminal conduct, and expenditure not complying with the operational policies of the entity; ____________________________ ___________________________ Chief Executive Officer Ms Hapiloe Sello Date: 31 July 2023 Accounting Authority Ms Pam Yako Date: 31 July 2023 173173 Annual Report 2022|2023Annual Report 2022|2023Statement of reSponSibility and confirmation of accuracy of the annual report The committee primarily oversees the integrity of the entity’s financial reporting, monitors the quality and integrity of the entity’s financial statements and reviews the entity’s internal controls and risk management.
In an effort to ensure that the committee fulfils its stated mandate above, two additional In order to ensure that the designed controls are continuously working as intended, areas which require major improvements include occupational health and safety, infrastructure projects and maintenance, budget management and resource mobilisation, supply chain management specifically contracts management, enterprise risk management, IT project governance review, beneficiation schemes programme and tourism standards compliance members were appointed on 23 November 2022.
The committee now consists of seven processes.

independent non-executive members as well as a representative of the DFFE.

Members of management and internal and external audit representatives are permanent invitees to the Audit and Risk Committee meetings.

legislation Continuous monitoring by management to ensure compliance with key and prescripts should be improved.
Internal and external audit action plans and recommendations should be timeously implemented to ensure the effectiveness of the The committee reviewed SANParks’ financial reports as well as internal and external audit improved controls over a reasonable period.

reports.

The chairperson of the committee reported to the Board every quarter on how the Audit and Risk Committee discharged responsibilities contained in its charter.
The committee continued to monitor the implementation of the action plans throughout the financial year which led to most of the action plans being implemented within the financial Internal Audit and the effectiveness of internal controls year.

174174 The accounting authority is obliged, in terms of the PFMA, to ensure that the entity maintains Governance of risk an effective, efficient and transparent system of financial and risk management and internal control.
In line with the PFMA, Internal Audit is expected to provide the Audit and Risk Committee as well as management with assurance that the internal controls are appropriate and effective.

This is to be achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to controls and processes.

SANParks has adopted a co-sourced internal audit model to conduct its internal audit function.
In the current financial year , the Internal Audit unit has concluded 78% of planned The committee is responsible for overseeing the risk management process, and it considered the risk register every quarter during the financial year.

An internal audit review conducted during the year under review revealed that SANParks’ enterprise risk management controls require major improvements to ensure effective risk management processes within the organisation.
Some of the recommendations to management include: ensuring consistent risk definitions, timeous operational risk assessments, fraud risk identification, tracking of implementation of operational risk mitigation plans and risk evaluation as per the Enterprise Risk Management Framework.

audits while some of the remaining audits were deferred to the 2023/24 financial year.
The ARC will monitor implementation of measures to ensure adequate and effective Delays in conclusion of some audits were due to internal supply chain management enterprise risk management controls.

challenges, and management has implemented measures to ensure that these do not recur.

Based on the results of the audits performed, the overall opinion on the adequacy and effectiveness of internal controls was determined as adequate but ineffective in ensuring achievement of SANParks’ objectives.
The committee monitored the implementation of SANParks’ risk mitigation measures and noted that even though the planned mitigations were implemented, the risk exposure did not change for, among others, risks relating the slow revenue recovery, especially regarding risks associated with budgetary constraints.

The committee will continue to monitor risk management and effectiveness of mitigation measures in these areas.
AUDIT & RISK COMMITTEE REPORT Quality of management and quarterly reports submitted in terms of the PFMA Auditor-General’s report Although the position of chief financial officer became vacant in the last quarter of the The external audit function which is performed by the Auditor-General of SA, is independent financial year, the committee is satisfied: of SANParks.
• With the content and quality of management and quarterly reports prepared and issued by SANParks during the year under review, save for the matters contained in the audit report.

That the finance function is adequately skilled and experienced.
That the chief financial officer, and the person who acted as chief financial officer for the last three months of the financial year, has/had the appropriate skill, competence and • • The committee concurs with and accepts the conclusions of the Auditor-General on the annual financial statements, and is of the view that the audited financial statements should be accepted and read together with the report of the Auditor-General.
The committee has met with the Auditor-General South Africa to ensure that there are no unresolved issues.

Key focus areas for the financial year 2023/2024 experience to discharge their responsibilities.
Quality of budgets submitted in terms of the PFMA Although SANParks has still not reached its pre-Covid revenue levels revenue levels resulting in slight over-expenditure in some areas, the committee is satisfied that budgets were The committee will continue to monitor the implementation of measures to ensure adequate and effective enterprise risk management controls and mitigation measures.
The committee will also continue to monitor risk compliance with the relevant legislative prescripts and ensure that the entity implements new accounting standards.

carefully and diligently considered and managed by SANParks during the financial year.
The committee will regularly monitor the implementation plan for both internal and external 175175 Evaluation of the annual financial statements The committee performed a review on the annual financial statements focusing on: • Significant financial reporting judgments and estimates contained in the annual financial statements; • Clarity and completeness of disclosure and whether disclosures made have been set properly in context; • Quality and acceptability of, and any changes in, accounting policies and practices; • Compliance with accounting standards and legal requirements; • • • • Significant adjustments and/or unadjusted differences resulting from the audit; Reflection of unusual circumstances or events and transactions and management’s explanation for the accounting treatment adopted; Reasons for major year-on-year fluctuations; Asset valuations and revaluations; • Calculation and levels of general and specific provisions; • Write-offs and reserve transfers; and • The basis for the going-concern assumption.
audit findings and continue to provide oversight through interrogation of the reports relating to compliance, risk management, performance and financial management submitted by the entity and provide independent advice to management and the accounting authority.
______________________________ Chairperson Mr J Mashele Date: 31 August 2023 Annual Report 2022|2023Annual Report 2022|2023AUDIT & RISK COMMITTEE REPORT The reports and statements set out below comprise the annual financial statements to be presented to Parliament: Statement of responsibility and confirmation of accuracy of the annual report Audit & risk committee report Statement of financial position Statement of financial performance Statement of changes in net assets Cash flow statement Statement of comparison of budget and actual amounts 176176 Accounting policies Notes to the annual financial statements Page 173 174 177 178 179 180 181 182 213 index Assets Current Assets Inventories Receivables from exchange transactions Cash and cash equivalents Non-Current Assets Property, plant and equipment Intangible assets Heritage assets Receivables from exchange transactions Total Assets Liabilities Current Liabilities Finance lease obligation Payables from exchange transactions Unspent conditional grants and receipts Accured leave Reservation deposits Non-Current Liabilities Finance lease obligation Employee benefit obligation Provisions Total Liabilities Net Assets 2023 Note(s) ‘000 2022 Restated* ‘ Annual Report 2022|2023Annual Report 2022|2023Statement of financial PoSition Revenue Revenue from exchange transactions Tourism, retail, concession and other Sales - fauna and flora Other operating income Interest income Total revenue from exchange transactions Revenue from non-exchange transactions Transfer revenue 178178 Government grants and other funding Donations Total revenue from non-exchange
 transactions Total revenue Expenditure Employee related costs Depreciation and amortisation Finance costs Operating lease payments Loss on disposal of assets Cost of sales Operating expenses Total expenditure Surplus (deficit) Actuarial (gains)/losses Surplus (deficit) for the year 2023 Note(s) ‘000 2022 Restated* ‘ (1,443,200) (124,940) (5,241) (54,894) (1,754) (367,703) (1,170,694) (3,168,426) 42,402 (83,935) 126,337 (1,411,072) (146,199) (5,189) (45,245) (714) (269,655) (1,050,098) (2,928,172) (246,277) 7,519 (253,796) Statement of financial Performance Opening balance as previously reported Changes in net assets Deficit for the year Prior period adjustment - Refer to Note 39 Total changes Restated* balance at 01 April 2022 Changes in net assets Surplus for the year Total changes Balance at 31 March 2023 Accumulated Total net assets Note(s) surplus ‘000 ‘000 3,187,332 3,187,332 (223,116) (30,682) (253,798) (223,116) (30,682) (253,798) 2,933,535 2,933,535 126,337 126,337 3,059,872 126,337 126,337 3,059,872 179179 Annual Report 2022|2023Annual Report 2022|2023Statement of ChangeS in net aSSetS Cash flows from operating activities Receipts Cash receipts from exchange transactions Cash receipts from non-exchange transactions Interest income Payments Employee costs Suppliers Finance costs 180180 Net cash flows from operating activities Cash flows from investing activities Purchase of property, plant and equipment Proceeds from sale of property, plant and equipment Purchase of intangible assets Proceeds from sale of intangible assets Purchase of heritage assets Net cash flows from investing activities Cash flows from financing activities Finance lease payments Finance costs Net cash flows from financing activities Net increase/(decrease) in cash and cash equivalents Cash and cash
 equivalents at the beginning of the year Cash and cash equivalents at the end of the year 2023 Note(s) ‘000 2022 Restated* ‘000 2,292,168 1,146,898 61,521 3,500,587 (1,409,698) (1,548,464) (2,153) (2,960,315) 540,272 1,661,068 706,931 45,277 2,413,276 (1,379,437) (1,253,036) (304) (2,632,777) (219,501) (221,615) (162,209) 980 - 1 (27,403) (248,037) (30,600) (3,088) (33,688) 258,547 1,746,186 2,004,733 623 (1,860) 21 (52,399) (215,824) (46,094) (4,885) (50,979) (486,304) 2,232,490 1,746,186 30 5 5 6 6 7 4 Cash Flow statement Budget on accrual basis Statement of Financial Performance Revenue Revenue from exchange transactions Tourism, retail, concession and other Sales - fauna and flora Other operating income Interest received Total revenue from exchange transactions Revenue from non-exchange transactions Transfer revenue Government grants and other Funding donations Total revenue from non- exchange transactions Total revenue Expenditure Employee related costs Depreciation and amortisation Finance costs Operating lease payments Cost of sales Operating expenses Total expenditure Operating surplus Loss on disposal of assets Surplus for the year Actual amount on comparable basis as presented in the budget and actual comparative statement Approved budget Adjustments Final Budget Actual amounts on Difference Reference R‘000 R‘000 R‘000 R‘000 R‘000 comparable basis between final budget and actual 1,932,413 (101,000) 1,831,413 2,220,885 4,000 28,493 49,638 - - - 4,000 28,493 49,638 655 64,237 61,521 2,014,544 (101,000) 1,913,544 2,347,298 993,263 28,757 1,022,020 3,036,564 (1,342,602) (162,491) (6,484) (47,567) (207,524) (1,269,645) (3,036,313) 251 (251) - - 123,591 - 123,591 22,591 (100,295) 5,591 - - - 1,116,854 28,757 1,145,611 3,059,155 821,457 42,073 863,530 3,210,828 (1,442,897) (156,900) (6,484) (47,567) (1,359,265) (124,940) (5,241) (54,894) 72,113 (1,197,532) (1,170,694) (22,591) (3,058,904) (3,082,737) - - - - 251 (251) - - 128,091 (1,754) 126,337 389,472 (3,345)
 35,744 11,883 433,754 (295,397) 13,316 (282,081) 151,673 83,632 31,960 1,243 (7,327) 26,838 (23,833) 127,840 (1,503) 126,337 (207,524) (367,703) (160,179) 126,337 126,337 Note 41 (A) Note 41 (B) Note 41 (C) 181181 Note 41 (D) Note 41 (E) Note 41 (F) Note 41 (G) Note 41 (J) Note 41 (H) Note 41 (I) Annual Report 2022|2023Annual Report 2022|2023Statement of CompariSon of Budget and aCtual amountS 1.
PRESENTATION OF ANNUAL FINANCIAL STATEMENTS The annual financial statements have been prepared in accordance with the Standards of Generally Recognised Accounting Practice (GRAP), including any interpretations and directives issued by the Accounting Standards Board in accordance with Section 91(1) of the Public Finance Management Act, (Act No 1 of 1999).
These annual financial statements have been prepared on an accrual basis of accounting and are in accordance with historical cost convention as the basis of measurement, unless specified otherwise.

They are presented in South African Rand.

In the absence of an issued and effective Standard of GRAP, accounting policies for material transactions, events or conditions were developed in accordance with paragraphs 8, 10 and 11 of GRAP 3 as read with Directive 5.
182182 Assets, liabilities, revenues and expenses were not offset, except where offsetting is either required or permitted by a Standard of GRAP.

A summary of the significant accounting policies, which have been consistently applied in the preparation of these annual financial statements, are disclosed below.

1.1 Presentation currency These annual financial statements are presented in South African Rand, which is the functional currency of the entity.
1.2 Going concern assumption These annual financial statements have been prepared based on the expectation that the 1.3 Significant judgements and sources of estimation uncertainty In preparing the annual financial statements, management is required to make estimates and assumptions that affect the amounts represented in the annual financial statements and related disclosures.

Use of available information and the application of judgement is inherent in the formation of estimates.
Actual results in the future could differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis.

The effect of changes in estimates is accounted for on a prospective basis.

Significant judgements include: Provisions Provisions were raised and management determined an estimate based on the information available.

Additional disclosure of these estimates of provisions are included in the notes.
Provisions are measured at management’s best estimate of the expenditure required to settle the obligation at the reporting date.

Post-retirement benefits The present value of the post-retirement obligation depends on a number of factors that are determined on an actuarial basis using a number of assumptions.

The assumptions used in determining the net cost (income) include the discount rate.

Any changes in these assumptions will impact the carrying amount of post-retirement obligations.
The entity determines the appropriate discount rate at the end of each year.

This is the interest rate that should be used to determine the present value of estimated future cash outflows expected to be required to settle the pension obligations.
In determining the appropriate discount rate, the entity considers the interest rates of high-quality corporate bonds that are denominated in the currency in which the benefits will be paid, and that have terms to maturity approximating the terms of the related pension liability.

entity will continue to operate as a going concern for at least the next 12 months.

Other key assumptions for pension obligations are based on current market conditions.
Accounting Policies 1.3 Significant judgements and sources of estimation uncertainty (continued) Accounting for adjustments to revenue Determining whether an adjustment to revenue charged in terms of legislation or similar means is a correction of an error or a change in an accounting estimate requires the application of judgement by management.
When adjustments to revenue already recognised arise from new information that becomes known to the entity, the following considerations are applied to determine whether the adjustment to revenue already recognised is a correction of an error or a change in an accounting estimate: Heritage assets Management has used judgement in applying the initial recognition criteria of GRAP 103 to land obtained from non-exchange transactions and other heritage assets which originate from National Parks and derive their significance from their association with a National Park.
The heritage value of National Parks is derived from the NEMPA (National Environmental Management Protected Areas) Act which is primarily to protect these areas; prevent exploitation or occupation inconsistent with the protection of the ecological integrity of the these areas; provide spiritual, scientific, educational, recreational and tourism opportunities which are environmentally compatible and contribute to economic development, where feasible.
This land is an inalienable item (withdrawal as a National Park and protected area (a) If information becomes known to the entity, and the entity could reasonably have been in terms of the NEMPA Act is only by resolution of the National Assembly and/or the minister expected to know of the information and/or the information used was incorrect, the depending on the circumstances), therefore none of National Parks have been disposed.

adjustment to revenue is likely to be a correction of an error.
Also due to the size and magnitude of National Parks, the entity and the Office of the Valuer (b) If information becomes known to the entity, but the entity could not reasonably have General (under the Department of Rural Development and Land Reform) is not aware of been expected to know of this information when the revenue was charged, the any market to buy and sell National Parks or any other valuation method or technique that adjustment to revenue is likely to be a change in an accounting estimate.
is available to measure National Parks.

Therefore based on these judgements made, the 183183 entity’s land acquired from non-exchange transactions could not be recognised in the Definition of an asset not being met for living resources or a group of living resources annual financial statements.

Key judgements made and assumptions applied to conclude that the definition of an asset Impairment of cash generating assets is not met are disclosed in the notes.
Impairment of receivables Judgements made by management in applying the criteria to designate assets as cash- generating assets or non-cash generating assets, are as follows: In determining whether an impairment loss should be recognised, judgement is made as The designation of assets as cash and non-cash generating assets is based on how the to whether there were observable data indicating a measurable decrease in the estimated assets are used, as required by the standards of impairment.
For the majority of the assets future cash flows from receivables.

Where there is objective evidence of impairment loss, held by the entity, the objective of using these assets is for service delivery purposes, rather the present value of the future cash flows discounted at the original effective interest rate is than for a commercial return.
determined and compared to the carrying value of receivables The assessment of buildings used for rental accommodation (including tented and timber structures), restaurant buildings, shop buildings, buildings that are tented and timber structures is park and demand driven.

In line with the entity’s responsible tourism mandate, there is rental accommodation that is used to generate cash flows, which are significantly higher than the cost of the asset.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.3 Significant judgements and sources of estimation uncertainty (continued) Inventories are measured at the lower of cost and current replacement cost where they are held for: These are primarily park, demand and accommodation type depended.

Their use is to maximise commercialisation.


Some accommodation will fall under accommodation used for service delivery purposes, as it is regarded as ‘budget accommodation’, which is meant - - to be accessible to all.

distribution at no charge or for a nominal charge; or: consumption in the production process of goods to be distributed at no charge or for a nominal charge.
This type of accommodation is not used to generate positive cash flows, which are Net realisable value is the estimated selling price in the ordinary course of operations less significantly higher than the cost of the asset.

The smaller camps merely break even, the estimated costs of completion and the estimated costs necessary to make the sale, therefore the restaurants and shops are being used for service delivery.

The entity assesses exchange or distribution.


at each reporting date whether there is any indication that an asset may be impaired.

If any such indication exists, The entity estimates the recoverable amount of the asset.

The recoverable amount of cash-generating assets or a cash-generating unit is determined on the higher its fair value less costs to sell and its value in use.

These calculations require the 184184 use of estimates and assumptions.
When estimating the value in use of an asset, the entity estimates the future cash inflows and outflows to be derived from continuing use of the asset Current replacement cost is the cost the entity incurs to acquire the asset on the reporting date.

The cost of inventories comprises of all costs of purchase, costs of conversion and other costs incurred in bringing the inventories to their present location and condition.
and from its ultimate disposal and the entity applies an appropriate discount rate to those The cost of inventories of items that are not ordinarily interchangeable and goods or services future cash flows.

Impairment of non-cash generating assets The entity assesses at each reporting date whether there is any indication that a non-cash- generating asset may be impaired.
If any such indication exists, the entity estimates the produced and segregated for specific projects is assigned using specific identification of the individual costs.

The cost of inventories is assigned using the first-in, first-out (FIFO) formula.

The same cost formula is used for all inventories having a similar nature and use to entity.

recoverable service amount of the asset.


These calculations require the use of estimates The entity recognises the unused cutlery, crockery and linen as inventory in the statement of and assumptions.

1.4 Inventories The entity’s inventories include consumables, retail goods, fuel and military inventory Inventories are initially measured at cost except where inventories are acquired through a non-exchange transaction, then their costs are their fair value as at the date of acquisition.

financial position.
financial position.

Once items are brought into use they are then expensed in the statement of financial perfomance.

When inventories are sold, the carrying amounts of those inventories are recognised as an expense in the period in which the related revenue is recognised.

If there is no related revenue, the expenses are recognised when the goods are distributed, or related services are rendered.
The amount of any write-down of inventories to net realisable value or current replacement cost and all losses of inventories are recognised as an expense in the period Subsequently inventories are measured at the lower of cost and net realisable value.

the write-down or loss occurs.
Accounting Policies 1.4 Inventories (continued) Financial instruments at amortised cost are non-derivative financial assets or non-derivative financial liabilities that have fixed or determinable payments, excluding those instruments The amount of any reversal of any write-down of inventories, arising from an increase in net that: realisable value or current replacement cost, is recognised as a reduction in the amount of inventories recognised as an expense in the period in which the reversal occurs.
1.5 Financial instruments • • the entity designates at fair value at initial recognition; or are held for trading.

A financial instrument is any contract that gives rise to a financial asset of one entity and a market price in an active market, and whose fair value cannot be reliably measured.

financial liability or a residual interest of another entity.
A concessionary loan is a loan granted to or received by an entity on terms that are not asset or financial liability is measured at initial recognition minus principal repayments, plus The amortised cost of a financial asset or financial liability is the amount at which the financial Financial instruments at cost are investments in residual interests that do not have a quoted market related.
A financial asset is: • • • cash; a residual interest of another entity; or a contractual right to: or minus the cumulative amortisation using the effective interest method of any difference between that initial amount and the maturity amount, and minus any reduction (directly or through the use of an allowance account) for impairment or uncollectibility.
The effective interest method is a method of calculating the amortised cost of a financial 185185 - - receive cash or another financial asset from another entity; or asset or a financial liability (or group of financial assets or financial liabilities) and of exchange financial assets or financial liabilities with another entity under allocating the interest income or interest expense over the relevant period.

The effective conditions that are potentially favourable to entity.
interest rate is the rate that exactly discounts estimated future cash payments or receipts A financial liability is any liability that is a contractual obligation to: through the expected life of the financial instrument or, when appropriate, a shorter period to the net carrying amount of the financial asset or financial liability.
When calculating the effective interest rate, the entity shall estimate cash flows considering all contractual terms deliver cash or another financial asset to another entity; or • • exchange financial assets or financial liabilities under conditions that are potentially of the financial instrument (for example, prepayment, call and similar options) but shall not unfavourable to an entity.

A financial asset is past due when a counterparty has failed to make a payment when contractually due.
Transaction costs are incremental costs that are directly attributable to the acquisition, issue or disposal of a financial asset or financial liability.

An incremental cost is one that would not have been incurred if the entity had not acquired, issued or disposed of the financial instrument.

consider future credit losses.


The calculation includes all fees and points paid or received between parties to the contract that are an integral part of the effective interest rate (see the Standard of GRAP on Revenue from Exchange Transactions), transaction costs, and all other premiums or discounts.

There is a presumption that the cash flows and the expected life of a group of similar financial instruments can be estimated reliably.
However, in those rare cases when it is not possible to reliably estimate the cash flows or the expected life of a financial instrument (or group of financial instruments), the entity shall use the contractual cash flows over the full contractual term of the financial instrument (or group of financial instruments).
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.5 Financial instruments (continued) Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation.
The entity has the following types of financial liabilities (classes and category) as reflected on the face of the statement of financial position or in the notes thereto: Class Category Trade and other payables from exchange Financial asset measured at amortised cost Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will transactions fluctuate because of changes in market interest rates.
Liquidity risk is the risk encountered by an entity in the event of difficulty in meeting Unspent conditional grants Finance lease obligation Financial asset measured at amortised cost Financial asset measured at amortised cost obligations associated with financial liabilities that are settled by delivering cash or another Initial recognition financial asset.
Market risk is the risk that the fair value or future cash flows of a financial instrument will position when the entity becomes a party to the contractual provisions of the instrument.

fluctuate because of changes in market prices.

Market risk comprises three types of risk: currency risk, interest rate risk and other price risk.
Initial measurement of financial assets and financial liabilities The entity recognises a financial asset or a financial liability in its statement of financial 186186 Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or currency risk), whether those changes are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market.
The entity measures a financial asset and financial liability initially at its fair value plus transaction costs that are directly attributable to the acquisition or issue of the financial asset or financial liability.
Subsequent measurement of financial assets and financial liabilities The entity measures all financial assets and financial liabilities after initial recognition using Fair value is the amount for which an asset could be exchanged, or a liability settled, between the following categories: knowledgeable willing parties in an arm’s length transaction.

Derecognition is the removal of a previously recognised financial asset or financial liability • Financial instruments at amortised cost.
from the entity’s statement of financial position.

All financial assets measured at amortised cost, or cost, are subject to an impairment review.
Classification Gains and losses The entity has the following types of financial assets (classes and category) as reflected on For financial assets and financial liabilities measured at amortised cost or cost, a gain or loss the face of the statement of financial position or in the notes thereto: is recognised in surplus or deficit when the financial asset or financial liability is derecognised or impaired, or through the amortisation process.
Class Category Cash and cash equivalents Financial asset measured at amortised cost Receivables from exchange transactions Financial asset measured at amortised cost Receivables from non-exchange transcactions Financial asset measured at amortised cost Accounting Policies 1.5 Financial instruments (continued) Impairment and uncollectibility of financial assets - - derecognises the asset; and recognises separately any rights and obligations created or retained in the transfer.
On derecognition of a financial asset in its entirety, the difference between the carrying The entity assesses at the end of each reporting period whether there is any objective amount and the sum of the consideration received is recognised in surplus or deficit.

evidence that a financial asset or group of financial assets is impaired.
Financial assets measured at amortised cost: Financial liabilities If there is objective evidence that an impairment loss on financial assets measured at amortised cost has been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate.
The carrying amount of the asset is reduced through The entity removes a financial liability (or a part of a financial liability) from its statement of financial position when it is extinguished — i.e., when the obligation specified in the contract is discharged, cancelled, expires or waived.
An exchange between an existing borrower and lender of debt instruments with substantially different terms is accounted for as having extinguished the original financial liability and a the use of an allowance account.

The amount of the loss is recognised in surplus or deficit.

new financial liability is recognised.


Similarly, a substantial modification of the terms of an If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised, the previously recognised impairment loss is reversed by adjusting an allowance account.
The reversal does not result in a carrying amount of the financial asset that exceeds what the amortised cost would have been had the impairment not been recognised at the date the impairment is reversed.

The amount of the reversal is recognised in surplus or deficit.

Derecognition Financial assets existing financial liability or a part of it is accounted for as having extinguished the original financial liability and having recognised a new financial liability.
187187 The difference between the carrying amount of a financial liability (or part of a financial liability) extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in surplus or deficit.
Any liabilities that are waived, forgiven or assumed by another entity by way of a non-exchange transaction are accounted for in accordance with the Standard of GRAP on Revenue from Non-exchange Transactions (Taxes and Transfers).
The entity derecognises a financial asset only when: Presentation • • • the contractual rights to the cash flows from the financial asset expire, are settled or waived; the entity transfers to another party substantially all of the risks and rewards of ownership of the financial asset; or the entity, despite having retained some significant risks and rewards of ownership of the financial asset, has transferred control of the asset to another party and the other party has the practical ability to sell the asset in its entirety to an unrelated third party, and is able to exercise that ability unilaterally and without needing to impose additional restrictions on the transfer.
In this case, the entity: Interest relating to a financial instrument or a component that is a financial liability is recognised as revenue or expense in surplus or deficit.

Losses and gains relating to a financial instrument or a component that is a financial liability is recognised as revenue or expense in surplus or deficit.
A financial asset and a financial liability are only offset and the net amount presented in the statement of financial position when the entity currently has a legally enforceable right to set off the recognised amounts and intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.6 Property, plant and equipment Costs include costs incurred initially to acquire or construct an item of property, plant and equipment and costs incurred subsequently to add to, replace part of, or service it.
If a Property, plant and equipment are tangible non-current assets (including infrastructure replacement cost is recognised in the carrying amount of an item of property, plant and assets) that are held for use in the production or supply of goods or services, rental to others, equipment, the carrying amount of the replaced part is derecognised.

or for administrative purposes, and are expected to be used during more than one period.
Recognition The cost of an item of property, plant and equipment is recognised as an asset when: • • it is probable that future economic benefits or service potential associated with the item will flow to the entity; and the cost of the item can be measured reliably.

Initial Measurement Property, plant and equipment is initially measured at cost.
188188 The initial estimate of the costs of dismantling and removing the item and restoring the site on which it is located is also included in the cost of property, plant and equipment, where the entity is obligated to incur such expenditure, and where the obligation arises as a result of acquiring the asset or using it for purposes other than the production of inventories.
Recognition of costs in the carrying amount of an item of property, plant and equipment ceases when the item is in the location and condition necessary for it to be capable of operating in the manner intended by management.

Items such as spare parts, standby equipment and servicing equipment are recognised when they meet the definition of property, plant and equipment.
The cost of an item of property, plant and equipment is the purchase price and other costs Major inspection costs which are a condition of continuing use of an item of property, plant attributable to bring the asset to the location and condition necessary for it to be capable and equipment and which meet the recognition criteria above are included as a replacement of operating in the manner intended by management.

Trade discounts and rebates are in the cost of the item of property, plant and equipment.
Any remaining inspection costs from deducted in arriving at the cost.

the previous inspection are derecognised.

Where an asset is acquired through a non-exchange transaction, its cost is its fair value as Subsequent Measurement at date of acquisition.

Property, plant and equipment is carried at cost less accumulated depreciation and any Where an item of property, plant and equipment is acquired in exchange for a non-monetary impairment losses.
asset or monetary assets, or a combination of monetary and non-monetary assets, the asset acquired is initially measured at fair value (the cost).

If the acquired item’s fair value was not determinable, it’s deemed cost is the carrying amount of the asset(s) given up.

When significant components of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment.
Property, plant and equipment are depreciated on the straight-line basis over their expected useful lives to their estimated residual value.

The useful lives of items of property, plant and equipment have been assessed as follows: Accounting Policies 1.6 Property, plant and equipment (continued) The gain or loss arising from the derecognition of an item of property, plant and equipment is included in surplus or deficit when the item is derecognised.
The gain or loss arising from the Depreciation method Average useful life derecognition of an item of property, plant and equipment is determined as the difference Item Buildings Aircraft Furniture and office equipment Straight-line Straight-line Straight-line Vehicles, machinery and mechanical Straight-line equipment 5 to 50 years between the net disposal proceeds, if any, and the carrying amount of the item.
2 to 20 years as componentised 5 to 25 years 5 to 40 years Assets which the entity holds for rentals to others and subsequently routinely sell as part of the ordinary course of activities, are transferred to inventories when the rentals end and the assets are available for sale.

Proceeds from sales of these assets are recognised as revenue.
All cash flows on these assets are included in cash flows from operating activities The depreciable amount of an asset is allocated on a systematic basis over its useful life.

in the cash flow statement.

Each part of an item of property, plant and equipment with a cost that is significant in relation The entity separately discloses expenditure to repair and maintain property, plant and to the total cost of the item is depreciated separately.

equipment in the notes to the financial statements.
The depreciation method used reflects the pattern in which the asset’s future economic The entity discloses relevant information relating to assets under construction or benefits or service potential are expected to be consumed by the entity.

The depreciation development, in the notes to the financial statements.
method applied to an asset is reviewed at least at each reporting date and, if there has been a significant change in the expected pattern of consumption of the future economic benefits or service potential embodied in the asset, the method is changed to reflect the changed pattern.

Such a change is accounted for as a change in an accounting estimate.

1.7 Intangible assets An intangible asset is an identifiable non-monetary asset without physical substance.
An asset is identifiable if it either: 189189 The entity assesses at each reporting date whether there is any indication that the entity expectations about the residual value and the useful life of an asset have changed since the preceding reporting date.

If any such indication exists, the entity revises the expected useful life and/or residual value accordingly.

The change is accounted for as a change in an accounting estimate.
- is separable, i.e., is capable of being separated or divided from an entity and sold, transferred, licensed, rented or exchanged, either individually or together with a related contract, identifiable assets or liability, regardless of whether the entity intends to do so; or - arises from binding arrangements (including rights from contracts), regardless of whether those rights are transferable or separable from the entity or from other rights and obligations.
The depreciation charge for each period is recognised in surplus or deficit unless it is A binding arrangement describes an arrangement that confers similar rights and obligations included in the carrying amount of another asset.

on the parties to it as if it were in the form of a contract.
Derecognition Recognition Items of property, plant and equipment are derecognised when the asset is disposed of or when there are no further economic benefits or service potential expected from the use of An intangible asset is recognised when: the asset.
- it is probable that the expected future economic benefits or service potential that are attributable to the asset will flow to the entity; and Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.7 Intangible assets (continued) Reassessing the useful life of an intangible asset with a finite useful life after it was classified as indefinite is an indicator that the asset may be impaired.

As a result the asset is tested for - the cost or fair value of the asset can be measured reliably.
impairment and the remaining carrying amount is amortised over its useful life.

An intangible asset arising from development (or from the development phase of an internal Impairment of Intangible Asset project) is recognised when: it is technically feasible to complete the asset so that it will be available for use or sale.
and above the systematic recognition of the loss of the asset’s future economic benefits or An impairment is a loss in the future economic benefits or service potential of an asset, over - - - - - - there is an intention to complete and use or sell it.

there is an ability to use or sell it.

it will generate probable future economic benefits or service potential.

there are available technical, financial and other resources to complete the development and to use or sell the asset.
the expenditure attributable to the asset during its development can be measured reliably.

190190 Initial Measurement service potential through depreciation.

The entity assesses at each reporting date whether there is any indication that the computer software may be impaired Derecognition Intangible assets are derecognised: - on disposal; or An intangible asset is measured initially at cost by the entity.
Where an intangible asset is acquired through a non-exchange transaction, its initial cost at the date of acquisition is - when no future economic benefits or service potential are expected from its use or disposal.

The gain or loss arising from the derecognition of an intangible assets is included in surplus measured at its fair value as at that date.

Subsequent Measurement or deficit when the asset is derecognised.
1.8 Heritage assets After initial recognition, an intangible asset is measured as follows: An intangible asset is carried at its cost less any accumulated amortisation and any accumulated impairment losses.

Amortisation is calculated on a straight line basis, and the useful life varies between 3 and 5 years and is reviewed annually.
An intangible asset is regarded as having an indefinite useful life when, based on all relevant factors, there is no foreseeable limit to the period over which the asset is expected to generate net cash inflows or service potential.

Heritage assets are assets that have a cultural, environmental, historical, natural, scientific, technological or artistic significance and are held indefinitely for the benefit of present and future generations.
A class of heritage assets is a grouping of heritage assets of a similar nature or function in entity’s operations, that is shown as a single item for the purpose of disclosure in the financial statements.

The entity’ classes of heritage assets include: Amortisation is not provided for these intangible assets, but they are tested for impairment annually and whenever there is an indication that the asset may be impaired.

For all other - Conservation areas such as National Parks.
intangible assets amortisation is provided on a straight-line basis over their useful life.
- Archeological sites Accounting Policies 1.8 Heritage assets (continued) - Collections - Geological sites - Graves of cultural significance - Historical buildings - Historical sites - Landscapes and natural features of cultural significance - Monuments - - Palaeontology sites Sacred sites (sites of spitritual or religious significance) The entity will assess the degree of certainty attached to the flow of future service potential or economic benefits: - If the entity holds an asset that might be regarded as a heritage asset but which, on initial recognition, does not meet the recognition criteria of heritage assets because of the need to analyse the proposed collection items to determine if they conform to the set collection criteria through evaluation and research.
- For recognition of heritage assets, the asset needs to be controlled by the entity as a result of past events.

Such events may include purchase, donation, bequeath, loan or transfer.

Characteristics often displayed by heritage assets include the following: - Particularly for archaeology, material is often retrieved in a fragmentary state – finding a completely articulated specimen is the exception rather than the rule.
A great deal - - - - - Their value in cultural, environmental, educational and historical terms is unlikely to be of knowledge is thus required to identify and systematise the collections.

The research fully reflected in monetary terms.

required to identify, analyse and classify heritage items is often a collaborative effort 191191 Ethical, legal and/or statutory obligations may impose prohibitions or severe stipulations between local and international experts that span several months, even years.
These on disposal by sale.

They are often irreplaceable.

items cannot be recognised in the financial statements, but will be recorded and controlled in the register.

Relevant and useful information about them shall be disclosed Their value may increase over time even if their physical condition deteriorates.

in the notes to the annual financial statements.


They have an indefinite life and their value appreciates over time due to their cultural, environmental, educational, natural scientific, technological, artistic or historical significance.

- They are protected, kept unencumbered, cared for and preserved.

The entity does not recognise heritage assets which on initial recognition, do not meet the recognition criteria of a heritage asset because they cannot be reliably measured.
Relevant and useful information about them has been disclosed in the notes to the financial statements.These items are controlled in the heritage asset register.

Recognition Initial Measurement A heritage asset shall be recognised as an asset if, and only if: - - it is probable that future economic benefits or service potential associated with the asset will flow to the entity; and the cost or fair value of the asset can be measured reliably.
A heritage asset that qualifies for recognition as an asset shall be measured at its cost, and where it is acquired through a non-exchange transaction, at its fair value as at the date of acquisition.

Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.8 Heritage assets (continued) For collections assets, values have been assigned to the heritage assets, which are considered to be appreciating in value, and which values are to be reviewed from time to time.
Wherever possible, the appraisers have adopted the discipline of open-market principles in determining value, however values derived are largely determined by the skill and experience applied by the appraiser at the date of valuation.

Recognition and derecognition of land Assessment of control of land Control of land is assessed by the following criteria: - - legal ownership; and/or the right to direct access to land, and to restrict or deny the access of others to land.
Subsequent measurement Legal ownership After recognition as an asset, a class of heritage assets is carried at its cost less any accumulated impairment losses.

Impairment The entity assess at each reporting date whether there is an indication that heritage assets 192192 may be impaired.

If any such indication exists, the entity estimates the recoverable amount or the recoverable service amount of the heritage asset.
Transfers Transfers from heritage assets are only made when the particular asset no longer meets the definition of a heritage asset.

Legal ownership refers to the owner being the registered title deed holder of the land.

Legal ownership also arises where the land is transferred from the legal owner to another entity or party, through legislation or similar means.
The right to direct access to land, and to restrict or deny the access of others to land Where the entity has the right to direct access to, and restrict or deny the access of others to land while another is the legal owner of land, substance over form determines that the land is controlled by the entity that has the right to direct access to land, and to restrict or deny the access of others to land.
The ownership of all state land that is declared National Parks as per the National Environmental Management: Protected Areas (NEMPA) Act (2003), resides with the Transfers to heritage assets are only made when the asset meets the definition of a heritage Department of Public Works (DPW).

The entity is assigned the management authority for asset.

The transfer will be made at the carrying value of the heritage asset.

the land (once declared as a national park) in terms of section 38 of the NEMPA.
The entity Derecognition as the management authority for National Parks is declared to protect these areas; prevent exploitation or occupation inconsistent with the protection of the ecological integrity of the The entity derecognises heritage assets on disposal, or when no future economic benefits these areas; provide spiritual, scientific, educational, recreational and tourism opportunities or service potential are expected from its use or disposal.
The gain or loss arising from the derecognition of a heritage asset is included in surplus or deficit when the item is derecognised.

which are environmentally compatible and contribute to economic development, where feasible.

Once the national park is declared and the management is assigned to the entity, any withdrawal of national park status is done in accordance to section 21 of the NEMPA by resolution of the National Assembly.
Therefore the entity as the management authority has rights or access to the service potential of land declared as National Parks.

Accounting Policies 1.8 Heritage assets (continued) Useful life is either: Where the criteria for assessment of control land is met, the land is recognised as an asset in accordance with the applicable Standard of GRAP.

National parks are classified as heritage assets and therefore the entity applies principles of GRAP 103 for accounting for the land.
1.9 Impairment of cash-generating assets Cash-generating assets are assets used with the objective of generating a commercial return.

Commercial return means that positive cash flows are expected to be significantly higher than the cost of the asset.

• • the period of time over which an asset is expected to be used by the entity; or the number of production or similar units expected to be obtained from the asset by the entity.
Designation At initial recognition, the entity designates an asset as non cash generating, or an asset or cash-generating unit as cash generating.

The designation is made on the basis of entity’s objective of using the asset.
The entity designates an asset or a cash-generating unit as cash generating when: Impairment is a loss in the future economic benefits or service potential of an asset, over and above the systematic recognition of the loss of the asset’s future economic benefits or service potential through depreciation (amortisation).
• • its objective is to use the asset or a cash-generating unit in a manner that generates a commercial return; such that the asset or cash-generating unit will generate positive cash flows from continuing use and its ultimate disposal, which are expected to be significantly higher than the cost of 193193 Carrying amount is the amount at which an asset is recognised in the statement of financial position after deducting any accumulated depreciation and accumulated impairment losses thereon.
A cash-generating unit is the smallest identifiable group of assets used with the objective of generating a commercial return that generates cash inflows from continuing use that are largely independent of the cash inflows from other assets or groups of assets.

Costs of disposal are incremental costs directly attributable to the disposal of an asset, excluding finance costs and income tax expense.
Depreciation (amortisation) is the systematic allocation of the depreciable amount of an asset over its useful life.

Fair value less costs to sell is the amount obtainable from the sale of an asset in an arm’s length transaction between knowledgeable, willing parties, less the costs of disposal.

the asset.

Identification When the carrying amount of a cash-generating asset exceeds its recoverable amount, it is impaired.
The entity assesses at each reporting date whether there is any indication that a cash- generating asset may be impaired.

If any such indication exists, the entity estimates the recoverable amount of the asset.
Irrespective of whether there is any indication of impairment, the entity also tests a cash- generating intangible asset with an indefinite useful life or a cash-generating intangible asset not yet available for use for impairment annually by comparing its carrying amount with its recoverable amount.

This impairment test is performed at the same time every year.
If an intangible asset was initially recognised during the current reporting period, that Recoverable amount of an asset or a cash-generating unit is the higher its fair value less intangible asset was tested for impairment before the end of the current reporting period.

costs to sell and its value in use.


Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.9 Impairment of cash-generating assets (continued) Composition of estimates of future cash flows Value in use Estimates of future cash flows include: Value in use of a cash-generating asset is the present value of the estimated future cash flows expected to be derived from the continuing use of an asset and from its disposal at the end of its useful life.
When estimating the value in use of an asset, the entity estimates the future cash inflows and outflows to be derived from continuing use of the asset and from its ultimate disposal • • • projections of cash inflows from the continuing use of the asset; projections of cash outflows that are necessarily incurred to generate the cash inflows from continuing use of the asset (including cash outflows to prepare the asset for use) and can be directly attributed, or allocated on a reasonable and consistent basis, to the asset; and net cash flows, if any, to be received (or paid) for the disposal of the asset at the and the entity applies the appropriate discount rate to those future cash flows.
end of its useful life.

Basis for estimates of future cash flows In measuring value in use the entity: Estimates of future cash flows exclude: • • cash inflows or outflows from financing activities; and income tax receipts or payments.
194194 • • • bases cash flow projections on reasonable and supportable assumptions that represent management’s best estimate of the range of economic conditions that The estimate of net cash flows to be received (or paid) for the disposal of an asset at the end will exist over the remaining useful life of the asset.
Greater weight is given to of its useful life is the amount that the entity expects to obtain from the disposal of the asset external evidence; in an arm’s length transaction between knowledgeable, willing parties, after deducting the bases cash flow projections on the most recent approved financial budgets/ estimated costs of disposal.

forecasts, but excludes any estimated future cash inflows or outflows expected to arise from future restructuring’s or from improving or enhancing the asset’s performance.
Projections based on these budgets/forecasts covers a maximum period of five years, unless a longer period can be justified; and estimates cash flow projections beyond the period covered by the most recent budgets/forecasts by extrapolating the projections based on the budgets/ Discount rate The discount rate is a pre-tax rate that reflects current market assessments of the time value of money, represented by the current risk-free rate of interest and the risks specific to the asset for which the future cash flow estimates have not been adjusted.
forecasts using a steady or declining growth rate for subsequent years, unless Recognition and measurement (individual asset) an increasing rate can be justified.

This growth rate does not exceed the long-term average growth rate for the products, industries, or country or countries in which the entity operates, or for the market in which the asset is used, unless a higher rate can be justified.
If the recoverable amount of a cash-generating asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable amount.

This reduction is an impairment loss.

An impairment loss is recognised immediately in surplus or deficit.

Any impairment loss of a revalued cash-generating asset is treated as a revaluation decrease.
Accounting Policies 1.9 Impairment of cash-generating assets (continued) Where a non-cash-generating asset contributes to a cash-generating unit, a proportion of the carrying amount of that non-cash-generating asset is allocated to the carrying amount When the amount estimated for an impairment loss is greater than the carrying amount of the cash-generating unit prior to estimation of the recoverable amount of the cash- of the cash-generating asset to which it relates, the entity recognises a liability only to the generating unit.
extent that is a requirement in the Standard of GRAP.

Reversal of impairment loss After the recognition of an impairment loss, the depreciation (amortisation) charge for the cash-generating asset is adjusted in future periods to allocate the cash-generating asset’s revised carrying amount, less its residual value (if any), on a systematic basis over its remaining useful life.

If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset.
If it is not possible to estimate the recoverable amount of the individual asset, the entity determines the recoverable amount of the cash-generating unit to which the asset belongs (the asset’s cash-generating unit).

The entity assesses at each reporting date whether there is any indication that an impairment loss recognised in prior periods for a cash-generating asset may no longer exist or may have decreased.

If any such indication exists, the entity estimates the recoverable amount of that asset.
An impairment loss recognised in prior periods for a cash-generating asset is reversed if there has been a change in the estimates used to determine the asset’s recoverable amount since the last impairment loss was recognised.

The carrying amount of the asset is increased to its recoverable amount.

The increase is a reversal of an impairment loss.


The The carrying amount of a cash-generating unit is determined on a basis consistent with the increased carrying amount of an asset attributable to a reversal of an impairment loss does way the recoverable amount of the cash-generating unit is determined.
not exceed the carrying amount that would have been determined (net of depreciation or An impairment loss is recognised for a cash-generating unit if the recoverable amount of the amortisation) had no impairment loss been recognised for the asset in prior periods.

unit is less than the carrying amount of the unit.


The impairment is allocated to reduce the A reversal of an impairment loss for a cash-generating asset is recognised immediately in carrying amount of the cash-generating assets of the unit on a pro rata basis, based on the surplus or deficit.

carrying amount of each asset in the unit.

These reductions in carrying amounts are treated as impairment losses on individual assets.
After a reversal of an impairment loss is recognised, the depreciation (amortisation) charge for the cash-generating asset is adjusted in future periods to allocate the cash-generating In allocating an impairment loss, the entity does not reduce the carrying amount of an asset asset’s revised carrying amount, less its residual value (if any), on a systematic basis over its below the highest of: remaining useful life.
195195 • • • its fair value less costs to sell (if determinable); its value in use (if determinable); and zero.

The amount of the impairment loss that would otherwise have been allocated to the asset is allocated pro rata to the other cash-generating assets of the unit.

A reversal of an impairment loss for a cash-generating unit is allocated to the cash- generating assets of the unit pro rata with the carrying amounts of those assets.
These increases in carrying amounts are treated as reversals of impairment losses for individual assets.

No part of the amount of such a reversal is allocated to a non-cash-generating asset contributing service potential to a cash-generating unit.
In allocating a reversal of an impairment loss for a cash-generating unit, the carrying amount of an asset is not increased above the lower of: Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.9 Impairment of cash-generating assets (continued) Designation • • its recoverable amount (if determinable); and the carrying amount that would have been determined (net of amortisation or depreciation) had no impairment loss been recognised for the asset in prior periods.
At initial recognition, the entity designates an asset as non cash generating, or an asset or cash-generating unit as cash generating.

The designation is made on the basis of the entity’s objective of using the asset.

The entity designates an asset or a cash-generating unit as cash generating when: The amount of the reversal of the impairment loss that would otherwise have been allocated to the asset is allocated pro rata to the other assets of the unit.
Redesignation • • its objective is to use the asset or a cash-generating unit in a manner that generates a commercial return; such that the asset or cash-generating unit will generate positive cash flows, from continuing use and its ultimate disposal, that are expected to be significantly higher than the The redesignation of assets from a cash-generating asset to a non-cash-generating asset cost of the asset.
or from a non-cash-generating asset to a cash-generating asset only occur when there is clear evidence that such a redesignation is appropriate.

Identification 196196 1.10 Impairment of non-cash-generating assets Non-cash-generating assets are assets other than cash-generating assets.
Impairment is a loss in the future economic benefits or service potential of an asset, over and above the systematic recognition of the loss of the asset’s future economic benefits or service potential through depreciation (amortisation).

A cash-generating unit is the smallest identifiable group of assets managed with the objective of generating a commercial return that generates cash inflows from continuing use that are largely independent of the cash inflows from other assets or groups of assets.
Recoverable service amount is the higher of a non-cash-generating asset’s fair value less costs to sell and its value in use.

Useful life is either: • • the period of time over which an asset is expected to be used by the entity; or the number of production or similar units expected to be obtained from the asset by the entity.

When the carrying amount of a non-cash-generating asset exceeds its recoverable service amount, it is impaired.
The entity assesses at each reporting date whether there is any indication that a non-cash- generating asset may be impaired.

If any such indication exists, the entity estimates the recoverable service amount of the asset.
Irrespective of whether there is any indication of impairment, the entity also tests a non- cash-generating intangible asset with an indefinite useful life or a non-cash-generating intangible asset not yet available for use for impairment annually by comparing its carrying amount with its recoverable service amount.

This impairment test is performed at the same time every year.
If an intangible asset was initially recognised during the current reporting period, that intangible asset was tested for impairment before the end of the current reporting period.

Value in use Value in use of non-cash-generating assets is the present value of the non-cash-generating assets remaining service potential.
The present value of the remaining service potential of a non-cash-generating assets is determined using the following approach: Accounting Policies 1.10 Impairment of non-cash-generating assets (continued) Service units approach The present value of the remaining service potential of the asset is determined by reducing the current cost of the remaining service potential of the asset before impairment, to conform to the reduced number of service units expected from the asset in its impaired state.
The current cost of replacing the remaining service potential of the asset before impairment is determined as the depreciated reproduction or replacement cost of the asset before impairment, whichever is lower.

Recognition and measurement If the recoverable service amount of a non-cash-generating asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable service amount.

This reduction is an impairment loss.


An impairment loss is recognised immediately in surplus or deficit.

An impairment loss recognised in prior periods for a non-cash-generating asset is reversed if there has been a change in the estimates used to determine the asset’s recoverable service amount since the last impairment loss was recognised.

The carrying amount of the asset is increased to its recoverable service amount.

The increase is a reversal of an impairment loss.


The increased carrying amount of an asset attributable to a reversal of an impairment loss does not exceed the carrying amount that would have been determined (net of depreciation or amortisation) had no impairment loss been recognised for the asset in prior periods.

A reversal of an impairment loss for a non-cash-generating asset is recognised immediately in surplus or deficit.
After a reversal of an impairment loss is recognised, the depreciation (amortisation) charge for the non-cash-generating asset is adjusted in future periods to allocate the non-cash- generating asset’s revised carrying amount, less its residual value (if any), on a systematic basis over its remaining useful life.
Redesignation 197197 When the amount estimated for an impairment loss is greater than the carrying amount of the non-cash-generating asset to which it relates, the entity recognises a liability only to the extent that is a requirement in the Standards of GRAP.

The redesignation of assets from a cash-generating asset to a non-cash-generating asset or from a non-cash-generating asset to a cash-generating asset only occur when there is clear evidence that such a redesignation is appropriate.
After the recognition of an impairment loss, the depreciation (amortisation) charge for the non-cash-generating asset is adjusted in future periods to allocate the non-cash- 1.11 Leases generating asset’s revised carrying amount, less its residual value (if any), on a systematic A lease is an agreement whereby the lessor conveys to the lessee in return for a payment or basis over its remaining useful life.
Reversal of an impairment loss The entity assesses at each reporting date whether there is any indication that an impairment loss recognised in prior periods for a non-cash-generating asset may no longer exist or may series of payments the right to use an asset for an agreed period of time.

A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership.
A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership.. have decreased.

If any such indication exists, the entity estimates the recoverable service When a lease includes both land and buildings elements, the entity assesses the amount of that asset.

classification of each element separately.


Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.11 Leases (continued) Finance leases - lessee Finance leases are recognised as assets and liabilities in the statement of financial position at amounts equal to the fair value of the leased property or, if lower, the present value of the minimum lease payments.

The corresponding liability to the lessor is included in the statement of financial position as a finance lease obligation.
The discount rate used in calculating the present value of the minimum lease payments is the entity’s incremental borrowing rate.

Minimum lease payments are apportioned between the finance charge and reduction of the outstanding liability.

The finance charge is allocated to each period during the lease term so as to produce a constant periodic rate of the remaining balance of the liability.

198198 Any contingent rents are expensed in the period in which they are incurred.
Operating leases - lessee Operating lease payments are recognised as an expense on a straight-line basis over the lease term.

The difference between the amounts recognised as an expense and the contractual payments are recognised as an operating lease asset or liability.

1.12 Employee benefits Employee benefits are all forms of consideration given by the entity in exchange for service rendered by employees.
Short-term employee benefits Short-term employee benefits are employee benefits (other than termination benefits) that are due to be settled within twelve months after the end of the period in which the employees render the related service.
Short-term employee benefits include items such as: • wages, salaries and social security contributions; • short-term compensated absences (such as paid annual leave and paid sick leave) where the compensation for the absences is due to be settled within twelve months after the end of the reporting period in which the employees render the related employee service; bonus, incentive and performance related payments payable within twelve months after the end of the reporting period in which the employees render the related service; and non-monetary benefits (for example, medical care, and free or subsidised goods • • or services such as housing, cars and cellphones) for current employees.
When an employee has rendered service to the entity during a reporting period, the entity recognises the undiscounted amount of short-term employee benefits expected to be paid in exchange for that service: • • as a liability (accrued expense), after deducting any amount already paid.
If the amount already paid exceeds the undiscounted amount of the benefits, the entity recognises that excess as an asset (prepaid expense) to the extent that the prepayment will lead to, for example, a reduction in future payments or a cash refund; and as an expense, unless another standard requires or permits the inclusion of the benefits in the cost of an asset.
is recognised as an expense as The expected cost of compensated absences in the case of the employees render services that non-accumulating absences, when the absence occurs.

The entity measures the expected cost of accumulating compensated absences as the additional amount that the entity expects to pay as a result of the unused entitlement that has accumulated at the reporting increase their entitlement or, date.
The entity recognises the expected cost of bonus, incentive and performance related payments when the entity has a present legal or constructive obligation to make such payments as a result of past events and a reliable estimate of the obligation can be made.

A present obligation exists when the entity has no realistic alternative but to make the payments.
Accounting Policies 1.12 Employee benefits (continued) Post-employment benefits Post-employment benefits are employee benefits (other than termination benefits) which are payable after the completion of employment.

Post-employment benefit plans are formal or informal arrangements under which the entity provides post-employment benefits for one or more employees.
Post-employment benefits: Defined contribution plans Defined contribution plans are post-employment benefit plans under which the entity pays fixed contributions into a separate entity (a fund) and will have no legal or constructive obligation to pay further contributions if the fund does not hold sufficient assets to pay all employee benefits relating to employee service in the current and prior periods.
Actuarial gains and losses comprise experience adjustments (the effects of differences between the previous actuarial assumptions and what has actually occurred) and the effects of changes in actuarial assumptions.

In measuring its defined benefit liability the entity recognises actuarial gains and losses in surplus or deficit in the reporting period in which they occur.
Current service cost is the increase in the present value of the defined benefit obligation resulting from employee service in the current period.

Interest cost is the increase during a period in the present value of a defined benefit obligation which arises because the benefits are one period closer to settlement.
Past service cost is the change in the present value of the defined benefit obligation for employee service in prior periods, resulting in the current period from the introduction of, or changes to, post-employment benefits or other long-term employee benefits.
Past service cost may be either positive (when benefits are introduced or changed so that the present When an employee has rendered service to the entity during a reporting period, the entity value of the defined benefit obligation increases) or negative (when existing benefits recognises the contribution payable to a defined contribution plan in exchange for that are changed so that the present value of the defined benefit obligation decreases).
In 199199 service: • • as a liability (accrued expense), after deducting any contribution already paid.

If the contribution already paid exceeds the contribution due for service before the reporting date, the entity recognises that excess as an asset (prepaid expense) to measuring its defined benefit liability the entity recognises past service cost as an expense in the reporting period in which the plan is amended.
The present value of a defined benefit obligation is the present value, without deducting any plan assets, of expected future payments required to settle the obligation resulting from the extent that the prepayment will lead to, for example, a reduction in future employee service in the current and prior periods.

payments or a cash refund; and as an expense, unless another standard requires or permits the inclusion of the contribution in the cost of an asset.
Post-employment benefits: Defined benefit plans The amount recognised as a defined benefit liability is the net total of the following amounts: the present value of the defined benefit obligation at the reporting date; • • minus the fair value at the reporting date of plan assets (if any) out of which the obligations are to be settled directly; Defined benefit plans are post-employment benefit plans other than defined contribution • plus any liability that may arise as a result of a minimum funding requirement.
plans.

Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.12 Employee benefits (continued) In determining the present value of its defined benefit obligations and the related current service cost and, where applicable, past service cost, the entity shall attribute benefit to The amount determined as a defined benefit liability may be negative (an asset).

The entity periods of service under the plan’s benefit formula.
However, if an employee’s service in measures the resulting asset at the lower of: later years will lead to a materially higher level of benefit than in earlier years, the entity shall • • the amount determined above; and attribute benefit on a straight-line basis from: the present value of any economic benefits available in the form of refunds from the plan or reductions in future contributions to the plan.
The present value of these economic benefits is determined using a discount rate which reflects the time • • value of money.

the date when service by the employee first leads to benefits under the plan (whether or not the benefits are conditional on further service); until the date when further service by the employee will lead to no material amount of further benefits under the plan, other than from further salary increases.
Any adjustments arising from the limit above is recognised in surplus or deficit.

Actuarial valuations are conducted on an annual basis by independent actuaries separately 200200 The entity determines the present value of defined benefit obligations with sufficient regularity such that the amounts recognised in the annual financial statements do not differ materially from the amounts that would be determined at the reporting date.
The entity recognises the net total of the following amounts in surplus or deficit, except to the extent that another standard requires or permits their inclusion in the cost of an asset: current service cost; interest cost; actuarial gains and losses; past service cost; the effect of any curtailments or settlements; and • • • • • • for each plan.
The results of the valuation are updated for any material transactions and other material changes in circumstances (including changes in market prices and interest rates) up to the reporting date.

The entity recognises gains or losses on the curtailment or settlement of a defined benefit plan when the curtailment or settlement occurs.
The gain or loss on a curtailment or settlement comprises: • • any resulting change in the present value of the defined benefit obligation; and any resulting change in the fair value of the plan assets.
Before determining the effect of a curtailment or settlement, the entity re-measures the obligation (and the related plan assets, if any) using current actuarial assumptions the effect of applying the limit on a defined benefit asset (negative defined benefit (including current market interest rates and other current market prices).

liability).
liability).

The entity uses the Projected Unit Credit Method to determine the present value of its defined required to settle a defined benefit obligation, the right to reimbursement is recognised as a benefit obligations and the related current service cost and, where applicable, past service separate asset.

The asset is measured at fair value.

In all other respects, the asset is treated cost.


The Projected Unit Credit Method (sometimes known as the accrued benefit method in the same way as plan assets.

In surplus or deficit, the expense relating to a defined benefit pro-rated on service or as the benefit/years of service method) sees each period of service plan is [OR is not] presented as the net of the amount recognised for a reimbursement.
When it is virtually certain that another party will reimburse some or all of the expenditure as giving rise to an additional unit of benefit entitlement and measures each unit separately to build up the final obligation.

Accounting Policies 1.12 Employee benefits (continued) Actuarial assumptions Actuarial assumptions are unbiased and mutually compatible.

Financial assumptions are based on market expectations, at the reporting date, for the period over which the obligations are to be settled.
The rate used to discount post-employment benefit obligations (both funded and unfunded) reflect the time value of money.

The currency and term of the financial instrument selected to reflect the time value of money is consistent with the currency and estimated term of the post-employment benefit obligations.

Post-employment benefit obligations are measured on a basis that reflects: • provide termination benefits as a result of an offer made in order to encourage voluntary redundancy.
The entity is demonstrably committed to a termination when the entity has a detailed formal plan for the termination and is without realistic possibility of withdrawal.

The detailed plan includes [as a minimum]: • • • the location, function and approximate number of employees whose services are to be terminated; the termination benefits for each job classification or function; and the time at which the plan will be implemented.
Implementation begins as soon as possible and the period of time to complete implementation is such that material changes to the plan are not likely.
• • • • • estimated future salary increases; the benefits set out in the terms of the plan (or resulting from any constructive obligation that goes beyond those terms) at the reporting date; and estimated future changes in the level of any state benefits that affect the benefits Where termination benefits fall due more than 12 months after the reporting date, they are discounted using an appropriate discount rate.

The rate used to discount the benefit reflects 201201 the time value of money.
The currency and term of the financial instrument selected to reflect the time value of money is consistent with the currency and estimated term of the benefit.
payable under a defined benefit plan, if, and only if, either: those changes were enacted before the reporting date; or In the case of an offer made to encourage voluntary redundancy, the measurement of termination benefits shall be based on the number of employees expected to accept the history, or other reliable evidence, indicates that those stated benefits will offer.

change in some predictable manner, for example, in line with future changes in general price levels or general salary levels.
1.13 Provisions and contingencies Assumptions about medical costs take account of estimated future changes in the cost of medical services, resulting from both inflation and specific changes in medical costs.

Termination benefits A provision is a liability of uncertain timing or amount.
Recognition Provisions are recognised when: The entity recognises termination benefits as a liability and an expense when the entity is demonstrably committed to either: • terminate the employment of an employee or group of employees before the normal retirement date; or - - - the entity has a present obligation as a result of a past event; it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation; and a reliable estimate can be made of the obligation.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.13 Provisions and contingencies (continued) Contingent Liabilities The amount of a provision is the best estimate of the expenditure expected to be required to settle the present obligation at the reporting date.

Where the effect of time value of money is material, the amount of a provision is the present value of the expenditures expected to be required to settle the obligation.
The discount rate is a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability.
Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the reimbursement is recognised when, and only when, it is - a possible obligation that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or - - - a present obligation that arises from past events but is not recognised because: it is not probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation; or the amount of the obligation cannot be measured with sufficient reliability Contingent assets and contingent liabilities are not recognised.
Contingencies are disclosed in the notes to the annual financial statements.

virtually certain that reimbursement will be received if the entity settles the obligation.

The 1.14 Service concession arrangements: Entity as grantor reimbursement is treated as a separate asset.

The amount recognised for the reimbursement does not exceed the amount of the provision.

202202 Provisions are reviewed at each reporting date and adjusted to reflect the current best estimate.
Provisions are reversed if it is no longer probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation.

Identification Service concession arrangements arise from the service concession agreements that the entity has with different public-private partnerships (PPPs).

These arrangements give the operator the right to build and operate an infrastructure asset within the National Park.
The operator also has to pay the entity a concession fee as agreed upon in the specific PPP Where discounting is used, the carrying amount of a provision increases in each period to agreement.

These transactions give rise to assets (infrastructure and other movable assets), reflect the passage of time.

This increase is recognised as an interest expense.
liabilities and revenues that are accounted for in the manner outlined below: A provision is used only for expenditures for which the provision was originally recognised.

Recognition of asset and liability Provisions are not recognised for future operating surplus (deficit).
Contingent Assets A contingent asset is a possible asset that arises from past events, and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity.
The entity recognises an asset provided by the operator and an upgrade to an existing asset of the entity, as a service concession asset if the entity controls or regulates what services the operator must provide with the asset, to whom it must provide them, and at what price, and if the entity controls (through ownership, beneficial entitlement or otherwise) any significant residual interest in the asset at the end of the term of the arrangement.
This applies to an asset used in a service concession arrangement for its entire economic life (a “whole-of-life” asset).
Accounting Policies 1.14 Service concession arrangements: Entity as grantor (continued) If one, or both of the recognition criteria above are not met, the grantor considers the principles in the Interpretation of the Standards of GRAP on determining whether an arrangement contains a lease (IGRAP 3), Standard of GRAP on Leases (GRAP 13), Interpretation of the Standards of GRAP on service concession arrangements where the grantor controls a significant residual interest in an asset (IGRAP 17) to account for the service concession arrangement.
The performance obligation shall be reduced and revenue shall be recognised based on the substance of the arrangement.

Other revenues The entity accounts for revenues from a service concession arrangement, other than those relating to the grant of a right to the operator model, in accordance with the Standard of GRAP on Revenue from exchange transactions.
1.15 Revenue from exchange transactions The entity only controls the right to receive service concession assets at the end of each of Revenue is the gross inflow of economic benefits or service potential during the reporting the service concession arrangements.

This right to receive assets is the residual interest in period when those inflows result in an increase in net assets, other than increases relating to the concessionaire assets at the end of the service concession arrangements.
The entity is contributions from owners.

liable to compensate the concessionaire, a consideration equal to the residual value of the asset at the date of transfer.

The entity derives revenue from exchange and non-exchange transactions.
An exchange transaction is one in which the entity receives assets or services, or has liabilities extinguished, In a service concession arrangement where the grantor controls a significant residual and directly gives approximately equal value (primarily in the form of goods, services or use interest in a service concession asset at the end of the service concession arrangement of assets) to the other party in exchange.
Examples of exchange transactions include: 203203 through ownership, beneficial entitlement or otherwise, and the arrangement does not constitute a finance or an operating lease, the grantor recognises its right to receive the residual interest (i.e., a receivable) in the service concession asset at the commencement of the arrangement.
• • • The rendering of services - revenue from tourism, retail and concession fees The sale of goods and services - the sales of fauna and flora Interest - from investment income When the grantor recognises the right to receive a residual interest in the service concession Rendering of services asset, the grantor shall also recognise its performance obligation for granting the operator access to the service concession asset in accordance with the substance of the arrangement.
The value of the performance obligation shall be the same as the receivable interest recognised at the commencement of the service concession arrangement.

The residual value, as per concessionaire contracts, is defined as the value of immovable concession assets, revalued for changes in the consumer price index (calculated from inception date to termination date).

The value of immovable concession asset is calculated at a depreciation rate of 5%.
Where the outcome of a transaction involving the rendering of services can be estimated reliably, revenue associated with the transaction is recognised by reference to the stage of completion of the transaction at the reporting date.
The outcome of a transaction can be estimated reliably when all the following conditions are satisfied: - - - the amount of revenue can be measured reliably; it is probable that the economic benefits or service potential associated with the transaction will flow to the entity; the stage of completion of the transaction at the reporting date can be measured reliably; and Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.15 Revenue from exchange transactions (continued) Interest is recognised using the effective interest rate method on a time proportion basis.
- the costs incurred for the transaction and the costs to complete the transaction can be Measurement of revenue from exchange transactions measured reliably.

When the outcome of the transaction involving the rendering of services cannot be estimated reliably, revenue is recognised only to the extent of the expenses recognised that are recoverable.

- Accommodation income is accrued on a daily basis.
Revenue is measured at the fair value of the consideration received or receivable, net of trade discounts and volume rebates.

At the time of initial recognition it is inappropriate to assume that the collectability of amounts owing to the entity by individual recipients of goods or services will not occur, because SANParks has an obligation to collect all revenue.
- Conservation levies are recognised on a daily basis and other tourist related activities Exchange transactions are recognised upon commencement of the activity.

- Wild Card sales are amortised over the validity period of the Wild Card.
The following is included in revenue from exchange transactions: Sale of goods - Tourism, retail, concession and other - Concession income 204204 Revenue from the sale of goods is recognised when all the following conditions have been satisfied: Income from concessions granted to operators to build, operate and transfer lodges and from rental of facilities to operators is recognised as it accrues over the period of the - - - - - the entity has transferred to the purchaser the significant risks and rewards of ownership of the goods; the entity retains neither continuing managerial involvement to the degree usually associated with ownership nor effective control over the goods sold; the amount of revenue can be measured reliably; it is probable that the economic benefits or service potential associated with the transaction will flow to the entity; and agreement.
Management fees Management fees for managing special projects are recognised on a monthly basis, based on the services performed.

Rent received the costs incurred or to be incurred in respect of the transaction can be measured Rent received is accrued on a daily basis in accordance with the substance of the relevant reliably.

Sales are recognised upon delivery of the products and customer acceptance.

agreements.
agreements.

Interest received Revenue arising from the use by others of the entity’s assets yielding interest is recognised when: - - it is probable that the economic benefits or service potential associated with the transaction will flow to the entity; and the amount of revenue can be measured reliably.
Accounting Policies 1.16 Revenue from non-exchange transactions Recognition Revenue comprises gross inflows of economic benefits or service potential received and receivable by the entity, which represents an increase in net assets, other than increases relating to contributions from owners Conditions on transferred assets are stipulations that specify that the future economic benefits or service potential embodied in the asset is required to be consumed by the recipient as specified or future economic benefits or service potential must be returned to the transferor.
An inflow of resources from a non-exchange transaction recognised as an asset is recognised as revenue, except to the extent that a liability is also recognised in respect of the same inflow.

As the entity satisfies a present obligation recognised as a liability in respect of an inflow of resources from a non-exchange transaction recognised as an asset, it reduces the carrying amount of the liability recognised and recognises an amount of revenue equal to that reduction.
Measurement Control of an asset arises when the entity can use or otherwise benefit from the asset in Revenue from a non-exchange transaction is measured at the amount of the increase in net pursuit of its objectives and can exclude or otherwise regulate the access of others to that assets recognised by the entity.

benefit.
benefit.

Expenses paid through the tax system are amounts that are available to beneficiaries on which the fair value of inflowing resources has been measured: The following are the major classes of revenue from non-exchange transactions, the basis regardless of whether or not they pay taxes.

Non-exchange transactions are transactions that are not exchange transactions.
In a non- exchange transaction, the entity either receives value from another entity without directly giving approximately equal value in exchange, or gives value to another entity without directly receiving approximately equal value in exchange.
Restrictions on transferred assets are stipulations that limit or direct the purposes for which a transferred asset may be used, but do not specify that future economic benefits or service potential is required to be returned to the transferor if not deployed as specified.

Stipulations on transferred assets are terms in laws or regulation, or a binding arrangement, imposed upon the use of a transferred asset by entities external to the reporting entity.
Transfers are inflows of future economic benefits or service potential from non-exchange transactions, other than taxes.
205205 • • Operational grants received: Revenue from operational grants received shall be measured at the amount of the increase in net assets which in this case will be the net proceeds received from DFFE; Land infrastructure grant: Revenue from land infrastructure grant shall be measured at the amount of the increase in net assets which in this case will be the net proceeds received from the DFFE.
If conditions are attached to the grant a liability will be recognised and shall be the best estimate of the amount required to settle the present obligation at the reporting date.
When a liability is subsequently reduced because a condition is satisfied the amount of the reduction in the liability will be recognised as revenue; • Donations received: Revenue from donations received shall be measured at the amount of the increase in net assets which in this case will be the net proceeds received from the various donors; and • Special projects grant: Revenue from special projects grant shall be measured at the amount of the increase in net assets which in this case will be the net proceeds received from the DFFE and other funders.
If conditions are attached to the grant a liability will be recognised and shall be the best estimate of the amount required to settle the present obligation at the reporting date.

When a liability is subsequently reduced because a condition is satisfied the amount of the reduction in the liability will be recognised as revenue.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.16 Revenue from non - exchange transactions (continued) Subsequent Measurement Assets arising from non-exchange transactions Recognition An inflow of resources arising from non-exchange transactions, other than services in kind, The liabilities arising from a non-exchange transaction are subsequently measured in terms of the respective standard that the liability relates to.
1.17 Accounting by principals and agents that meet the definition of an asset shall be recognised as an asset when and only when: Identification - - - it is probable that future economic benefits or service potential associated with the asset will flow to the entity; and the fair value of the asset can be reliably measured.

Entity recognises an asset in respect of taxes when the taxable event occurs and the asset recognition criteria is met.
Measurement 206206 An asset acquired through a non-exchange transaction shall initially be measured at its fair value as at the date of acquisition.

Subsequent measurement An asset acquired through a non-exchange transactions shall subsequently be measured in terms of the respective standard that the asset relates to.
Liabilities arising from non-exchange transactions Recognition An agent is an entity that has been directed by another entity (a principal), through a binding arrangement, to undertake transactions with third parties on behalf of the principal and for the benefit of the principal.

A principal is an entity that directs another entity (an agent), through a binding arrangement, to undertake transactions with third parties on its behalf and for its own benefit.
A principal-agent arrangement results from a binding arrangement in which one entity (an agent), undertakes transactions with third parties on behalf, and for the benefit of, another entity (the principal).
Identifying whether an entity is a principal or an agent When the entity is party to a principal-agent arrangement, it assesses whether it is the principal or the agent in accounting for revenue, expenses, assets and/or liabilities that result from transactions with third parties undertaken in terms of the arrangement.
The assessment of whether the entity is a principal or an agent requires the entity to assess whether the transactions it undertakes with third parties are for the benefit of another entity A present obligation arising from a non-exchange transaction that meets the definition of a or for its own benefit.
liability shall be recognised as a liability when, and only when: Binding arrangement - - it is probable that an outflow of resources embodying future economic benefits or service potential will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation.

The entity assesses whether it is an agent or a principal by assessing the rights and obligations of the various parties established in the binding arrangement.
Measurement The amount recognised as a liability shall be the best estimate of the amount required to settle the present obligation at the reporting date.

Accounting Policies 1.17 Accounting by principals and agents (continued) The entity recognises assets and liabilities arising from principal-agent arrangements in accordance with the requirements of the relevant standards of GRAP.
Where the terms of a binding arrangement are modified, the parties to the arrangement re- assess whether they act as a principal or an agent.
1.18 Statutory receivables Assessing which entity benefits from the transactions with third parties Identification When the entity is party to a principal-agent arrangement, it assesses whether it is the principal or the agent in accounting for revenue, expenses, assets and/or liabilities that result from transactions with third parties undertaken in terms of the arrangement.

Management assesses whether the entity is party to any principle-agent arrangements.
Should the entity be party to such an arrangement, management will assess whether it is a principal or an agent in the arrangement, in accounting for revenue, expenses, assets and/or liabilities that result from transactions with third parties undertaken in terms of the Statutory receivables are receivables that arise from legislation, supporting regulations, or similar means, and require settlement by another entity in cash or another financial asset.
Carrying amount is the amount at which an asset is recognised in the statement of financial position.

The cost method is the method used to account for statutory receivables that requires such receivables to be measured at their transaction amount, plus any accrued interest or other charges (where applicable) and less any accumulated impairment losses and any amounts arrangement.

The assessment of whether the entity is a principal or an agent is based on derecognised.
the following criteria: 207207 Nominal interest rate is the interest rate and/or basis specified in legislation, supporting It does not have the power to determine the significant terms and conditions of the regulations or similar means.

- - - transaction; It does not have the ability to use all, or substantially all, of the resources that result from the transaction for its own benefit; and It is not exposed to variability in the results of the transaction.
An entity is an agent when, in relation to transactions with third parties, all three of the above criteria are met.

If the above criteria is not met, then the entity is considered to be a principal in the arrangement.

Recognition The entity, as a principal, recognises revenue and expenses that arise from transactions with third parties in a principal-agent arrangement in accordance with the requirements of the relevant standards of GRAP.
The entity, as an agent, recognises only that portion of the revenue and expenses it receives or incurs in executing the transactions on behalf of the principal in accordance with the requirements of the relevant standards of GRAP.

The transaction amount for a statutory receivable means the amount specified in, or calculated, levied or charged in accordance with, legislation, supporting regulations, or similar means.
Recognition The entity recognises statutory receivables as follows: • • • if the transaction is an exchange transaction, using the policy on revenue from exchange transactions; if the transaction is a non-exchange transaction, using the policy on revenue from non-exchange transactions (taxes and transfers); or if the transaction is not within the scope of the policies listed in the above or another standard of GRAP, the receivable is recognised when the definition of an asset is met and when it is probable that the future economic benefits or service potential associated with the asset will flow to the entity and the transaction amount can be measured reliably.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.18 Statutory receivables (continued) Initial measurement The entity initially measures statutory receivables at their transaction amount.

Subsequent measurement If there is an indication that a statutory receivable, or a group of statutory receivables, may be impaired, the entity measures the impairment loss as the difference between the estimated future cash flows and the carrying amount.
Where the carrying amount is higher than the estimated future cash flows, the carrying amount of the statutory receivable, or group of statutory receivables, is reduced, either directly or through the use of an allowance account.

The amount of the losses is recognised in surplus or deficit.

The entity measures statutory receivables after initial recognition using the cost method.
In estimating the future cash flows, the entity considers both the amount and timing of the Under the cost method, the initial measurement of the receivable is changed subsequent to cash flows that it will receive in future.

Consequently, where the effect of the time value initial recognition to reflect any: • • • interest or other charges that may have accrued on the receivable (where applicable); impairment losses; and amounts derecognised.
208208 Impairment losses The entity assesses at each reporting date whether there is any indication that a statutory receivable, or a group of statutory receivables, may be impaired.
In assessing whether there is any indication that a statutory receivable, or group of statutory receivables, may be impaired, the entity considers, as a minimum, the following indicators: of money is material, the entity discounts the estimated future cash flows using a rate that reflects the current risk-free rate and, if applicable, any risks specific to the statutory receivable, or group of statutory receivables, for which the future cash flow estimates have not been adjusted.
An impairment loss recognised in prior periods for a statutory receivable is revised if there has been a change in the estimates used since the last impairment loss was recognised, or to reflect the effect of discounting the estimated cash flows.

Any previously recognised impairment loss is adjusted either directly or by adjusting the allowance account.
The adjustment does not result in the carrying amount of the statutory receivable or group of statutory receivables exceeding what the carrying amount of the receivable(s) would have been had the impairment loss not been recognised at the date the impairment is revised.

The amount of any adjustment is recognised in surplus or deficit.

• • • • Significant financial difficulty of the debtor, which may be evidenced by an application for debt counselling, business rescue or an equivalent.
Derecognition It is probable that the debtor will enter sequestration, liquidation or other financial The entity derecognises a statutory receivable, or a part thereof, when: re-organisation.

A breach of the terms of the transaction, such as default or delinquency in principal or interest payments (where levied).
Adverse changes in international, national or local economic conditions, such as a decline in growth, an increase in debt levels and unemployment, or changes • • • in migration rates and patterns.
the rights to the cash flows from the receivable are settled, expire or are waived; the entity transfers to another party substantially all of the risks and rewards of ownership of the receivable; or the entity, despite having retained some significant risks and rewards of ownership of the receivable, has transferred control of the receivable to another party and the other party has the practical ability to sell the receivable in its entirety to an unrelated third party, and is able to exercise that ability unilaterally and without needing to impose additional restrictions on the transfer.
In this case, the entity: Accounting Policies 1.18 Statutory receivables (continued) 1.20 Fruitless and wasteful expenditure - - derecognises the receivable; and Fruitless expenditure means expenditure which was made in vain and would have been recognises separately any rights and obligations created or retained in the transfer.

avoided had reasonable care been exercised.


The carrying amounts of any statutory receivables transferred are allocated between the Fruitless and wasteful expenditure is accounted for in line with all related requirements, rights or obligations retained and those transferred on the basis of their relative fair values at including, but not limited to, ruling legislation, regulations, frameworks, circulars, instruction the transfer date.
The entity considers whether any newly created rights and obligations are notes, practice notes, guidelines (as applicable).

within the scope of the Standard of GRAP on Financial Instruments or another standard of GRAP.

Any difference between the consideration received and the amounts derecognised and those amounts recognised, are recognised in surplus or deficit in the period of the transfer.
1.19 Commitments 1.21 Irregular expenditure Irregular expenditure is expenditure other than unauthorised expenditure, incurred in contravention of or that is not in accordance with a requirement of any applicable legislation, including: Items are classified as commitments when an entity has committed itself to future transactions that will normally result in the outflow of cash.

Disclosures are required in respect of unrecognised contractual commitments.
- - - the PFMA; or the State Tender Board Act, 1968 (Act No.

86 of 1968), or any regulations made in terms 209209 of the Act; or any provincial legislation providing for procurement procedures in that provincial Commitments for which disclosure is necessary to achieve a fair presentation should be government.
disclosed in a note to the financial statements, if both the following criteria are met: Irregular expenditure is accounted for in line with all relating requirements, including, but Contracts should be non-cancellable or only cancellable at significant cost (for example, contracts for computer or building maintenance services); and not limited to, ruling legislation, regulations, frameworks, circulars, instruction notes, practice notes, guidelines (as applicable.)
Contracts should relate to something other than the routine, steady-state business 1.22 Segment information • • of the entity.

A segment is an activity of an entity: The commitments disclosed in the disclosure note are the aggregate amount of capital expenditure approved and contracted for at the reporting date, to the extent that the amount has not been recorded in the financial statements.
• that generates economic benefits or service potential (including economic benefits or service potential relating to transactions between activities of the same entity); • whose results are regularly reviewed by management to make decisions about resources to be allocated to that activity and in assessing its performance; and • for which separate financial information is available.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies 1.22 Segment information (continued) Reportable segments are the actual segments which are reported on in the segment report.

They are the segments identified above or alternatively an aggregation of two or more of those segments where the aggregation criteria are met.

Measurement Significant influence is the power to participate in the financial and operating policy decisions of an entity, but is not control over those policies.
Management are those persons responsible for planning, directing and controlling the activities of the entity, including those charged with the governance of the entity in accordance with legislation, in instances where they are required to perform such functions.
Close members of the family of a person are those family members who may be expected to The amount of each segment item reported is the measure reported to management for the influence, or be influenced by that person in their dealings with the entity.

purposes of making decisions about allocating resources to the segment and assessing its performance.
Adjustments and eliminations made in preparing the entity’s financial statements and allocations of revenues and expenses are included in determining reported segment surplus or deficit only if they are included in the measure of the segment’s surplus or deficit that is used by management.

Similarly, only those assets and liabilities that are included in the measures of the segment’s assets and segment’s liabilities that are used by management are reported for that segment.
If amounts are allocated to reported segment surplus or deficit, assets or liabilities, those amounts are allocated on a reasonable basis.
210210 1.23 Related parties The entity is exempt from disclosure requirements in relation to related party transactions if that transaction occurs within normal supplier and/or client/recipient relationships on terms and conditions no more or less favourable than those which it is reasonable to expect the entity to have adopted if dealing with that individual entity or person in the same circumstances and terms and conditions are within the normal operating parameters established by that reporting entity’s legal mandate.
Where the entity is exempt from the disclosures in accordance with the above, the entity discloses narrative information about the nature of the transactions and the related outstanding balances, to enable users of the entity’s financial statements to understand the A related party is a person or an entity with the ability to control or jointly control the other effect of related party transactions on its annual financial statements.
party, or exercise significant influence over the other party, or vice versa, or an entity that is subject to common control or joint control.

1.24 Events after reporting date Control is the power to govern the financial and operating policies of an entity so as to obtain benefits from its activities.
Joint control is the agreed sharing of control over an activity by a binding arrangement, and exists only when the strategic financial and operating decisions relating to the activity require the unanimous consent of the parties sharing control (the venturers).

Events after reporting date are those events, both favourable and unfavourable, that occur between the reporting date and the date when the financial statements are authorised for issue.
Two types of events can be identified: • • those that provide evidence of conditions that existed at the reporting date (adjusting events after the reporting date); and those that are indicative of conditions that arose after the reporting date (non- A related party transaction is a transfer of resources, services or obligations between the adjusting events after the reporting date).

reporting entity and a related party, regardless of whether a price is charged.
The entity will adjust the amount recognised in the financial statements to reflect adjusting events after the reporting date once the event occurred.
Accounting Policies 1.24 Events after reporting date (continued) Recognition The entity will disclose the nature of the event and an estimate of its financial effect or a statement that such estimate cannot be made in respect of all material non-adjusting events, where non-disclosure could influence the economic decisions of users taken on the basis of the financial statements.

1.25 Living and non-living resources Living resources are those resources that undergo biological transformation.
Non-living resources, other than land, are not recognised as assets.

Required information are disclosed in the notes to the annual financial statements.

A living resource is recognised as an asset if it is probable that future economic benefits or service potential associated with the asset will flow to the entity, and the cost or fair value of the asset can be measured reliably.
Where the entity is required in terms of legislation or similar means to manage a living resource, but it does not meet the definition of an asset because control of the resource Non-living resources are those resources, other than living resources, that occur naturally cannot be demonstrated, relevant information are disclosed in the notes to the annual and have not been extracted.

financial statements.


Agricultural activity is the management by the entity of the biological transformation and Where the entity holds a living resource that meets the definition of an asset, but which harvest of biological assets for: (a) sale; (b) distribution at no charge or for a nominal charge; or (c) conversion into agriculture produce or into additional biological assets for sale or distribution at no charge or for a nominal charge.
A bearer plant is a living plant that: (a) is used in the production or supply of agricultural produce; (b) is expected to bear produce for more than one period; and (c) has a remote likelihood of being sold as agricultural produce, except for incidental scrap sales.

does not meet the recognition criteria, relevant information are disclosed in the notes to the annual financial statements.
Measurement at recognition 211211 A living resource that qualifies for recognition as an asset is measured at its cost.

Where a living resource is acquired through a non-exchange transaction, its cost is measured at its fair value as at the date of acquisition.
The cost of a living resource comprises its purchase price, including import duties and non- refundable purchase taxes, and any costs directly attributable to bringing the living resource to the location and condition necessary for it to be capable of operating in the manner intended by management.

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction.
1.26 New Standards and Interpretations Group of resources means a grouping of living or non-living resources of a similar nature or function in an entity’s operations that is shown as a single item for the purpose of disclosure in the Annual Financial Statements.
Standards and interpretations issued, but not yet effective The following standards of GRAP and/or amedments thereto have been approved by the Accounting Standards Board, but will only become effective in future periods or have not been given an effective date by the minister of finance.
Annual Report 2022|2023Annual Report 2022|2023Accounting Policies The entity has not early-adopted any of these new standards or amendments thereto, but The adoption of this standard is not expected to impact on the results of SANParks, but may has referred to them for guidance in the development of accounting policies in accordance result a different presentation and disclosure of the annual financial statements.
with GRAP 3 as read with Directive 5: IGRAP 21: The Effect of Past Decision on Materiality GRAP 104 - Financial Instruments The effective date is 1 April 2025 and early adoption of the entire standard is permitted.

The effective date is 1 April 2023 and early adoption is encouraged.

SANParks expects to SANParks expects to adopt the amendment for the first time on 1 April 2025. adopt the amendment for the first time on 1 April 2023.
The adoption of this standard is expected to have significant impact on the presentation The adoption of this standard is not expected to impact on the results of SANParks, but may and disclosure of SANParks financial instruments in the annual financial statements, hence result in assets being recognised as minor assets under operating expenditure if they are adoption is deferred to the adoption date.

below the maximum threshold set by SANParks management.
GRAP 25 - Employee Benefits (and IGRAP 7) 1.27 Budget Information The approved budget is prepared on an accrual basis and classified according to nature of The effective date is 1 April 2023 and early adoption is permitted.

SANParks expects to items.

The approved budget covers the financial period from 1 April 2022 to 31 March 2023. adopt the amendment for the first time on 1 April 2023.
212212 The adoption of this standard is not expected to impact on the results of SANParks, but may result a different presentation and disclosure of the defined benefit obligation than is currently provided in the annual financial statement.

GRAP 103 - Heritage Assets The effective date of the amendment is not yet set by the minister of finance.

SANParks expects to adopt the amendment for the first time when the minister sets the effective date for the amendment.
The adoption of this standard is not expected to impact on the results of SANParks, but may result a different presentation and disclosure of heritage assets than is currently provided in the annual financial statements.

GRAP 1 - Presentation of Financial Statements The effective date of the amendment is not yet set by the minister of finance.

SANParks expects to adopt the amendment for the first time when the minister sets the effective date for the amendment.

Accounting Policies 2.


INVENTORIES Consumables Retail goods and fuel Military inventory Inventories recognised as an expense during the year Inventory pledged as security There is no inventory pledged as security.

3.
RECEIVABLES FROM EXChANGE TRANSACTIONS Trade debtors Prepayments Creditors with debit balances Staff debtors and other Provision for doubtful debts Concession assets (non-current) Non-current receivables Current receivables 2023 Note(s) ‘000 2022 Restated* ‘000 20 508 39 336 2 576 62 420 17 103 45 084 3 975 66 162 447 255 319 941 213213 75 430 26 808 218 6 472 (14 572) 351 388 445 744 351 388 94 356 445 744 80 150 24 485 - 9 991 (13 879) 340 580 441 327 340 580 100 747 441 327 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 3.
RECEIVABLES FROM EXChANGE TRANSACTIONS (CONTINUEd) Credit quality of trade and other receivables The credit quality of trade and other receivables from exchange transactions are determined and monitored with reference to historical payment trends.

Accordingly the credit quality of the customers included in the balance of trade and other receivables from exchange transactions is determined internally through applications of the entity’s own credit policy.
Trade receivables age analysis 214214 Current (0 - 30 days) 31 - 60 days 61 - 90 days 91 - 120 days Over 120 days 2023 Note(s) ‘000 2022 Restated* ‘000 18 255 5 614 3 044 5 095 43 422 75 430 31 572 (4 886) 9 321 3 401 40 742 80 150 SANParks only controls the right to receive service concession assets at the end of each of the service concession arrangements.

This right to receive assets is the residual interest in the concessionaire assets at the end of the service concession arrangements.
SANParks is liable to compensate the concessionaire a consideration equal to the residual value of the asset at the date of transfer.

Notes to the ANNuAl FiNANciAl stAtemeNts 3.

RECEIVABLES FROM EXChANGE TRANSACTIONS (CONTINUEd) Trade and other receivables past due but not impaired Trade and other receivables which are less than 3 months past due are not considered to be impaired.

At 31 March 2023, R13 753 (31 March2022: R41 896) were past due but not impaired.
The ageing of amounts past due but not impaired is as follows: 1 month past due 2 months past due 3 months past due Trade and other receivables impaired As of 31 March 2023 trade and other receivables of R14 572 (March 2022: R13 879) were impaired and provided for.

The amount of the provision was R14 572 as of 31 March 2023 (March 2022: R13 879).
The ageing of these trade and other receivables is as follows: 3 to 6 months Over 6 months Reconciliation of provision for impairment of trade and other receivables Opening balance Provision for impairment Amounts written off as uncollectible 2023 Note(s) ‘000 2022 Restated* ‘000 5 614 3 044 5 095 215215 1 636 6 193 34 067 2 351 13 879 13 879 693 - 14 572 675 13,204 6 963 10 523 (3 607) 13 879 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 3.
RECEIVABLES FROM EXChANGE TRANSACTIONS (CONTINUEd) The Covid-19 pandemic and subsequent lockdown restrictions resulted in adverse effects on the tourism industry, thus placing certain concessionaires under financial difficulty.

These concessionaires have not settled outstanding debts due.

Other debtors impaired have been outstanding for over 1 year.

SANParks has instituted legal action to recover outstanding amounts.

4.
4.

CASh ANd CASh EqUIVALENTS 216216 Cash and cash equivalents consist of: Cash on hand Bank balances Short term investments Short term investments Notice account: First National Bank Notice account: ABSA Bank Notice account: Standard Bank 2023 Note(s) ‘000 2022 Restated* ‘ Notes to the ANNuAl FiNANciAl stAtemeNts 5.
PROPERTY, PLANT ANd EqUIPMENT Buildings and infrastructure Vehicles and mechanical equipment Furniture and office equipment Aircraft Work in progress Total Reconciliation of property, plant and equipment - March 2023 Buildings and infrastructure Vehicles and mechanical equipment Furniture and office equipment Aircraft Work in progress 31 March 2023 31 March 2022 Cost / Valuation Accumulated Carrying value Cost / Valuation Accumulated Carrying value depreciation and accumulated impairment depreciation and accumulated impairment R‘000 R‘000 R‘000 R‘000 R‘000 R‘000 1 682 324 2 153 461 2 330 108 608 617 302 342 109 665 222 648 (647 784) (424 963) (208 726) (91 782) - 3 573 380 (1 373 255) 183 654 93 616 17 883 222 648 2 200 125 560 957 266 241 106 754 272 186 (584 988) (393 316) (192 846) (83 298) - 3 359 599 (1 254 448) 1 568 473 167 641 73 395 23 456 272 186 2 105 151 217217 Opening balance Additions R‘000 R‘000 Disposals R‘000 Transfers R‘000 Depreciation R‘000 Total R‘000 1 568 473 167 641 73 395 23 456 272 186 2 105 151 - 49 599 40 548 2 912 128 556 221 615 (1 118) (602) (1 014) - - 178 094 - 168 - (178 094) (63 125) (32 984) (19 481) (8 485) - 1 682 324 183 654 93 616 17 883 222 648 (2 734) 168 (124 075) 2 200 125 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 5.
PROPERTY, PLANT ANd EqUIPMENT (CONTINUEd) Reconciliation of property, plant and equipment - March 2022 Buildings and infrastructure Vehicles and mechanical equipment Furniture and office equipment Aircraft Work in progress 218218 Pledged as security No property plant and equipment are pledged under security.
Assets subject to finance lease (net carrying amount) Motor vehicles Furniture and office equipment Opening balance Additions Disposals Transfers Depreciation R‘000 R‘000 R‘000 R‘000 R‘000 1 607 604 210 151 76 882 31 944 160 951 2 087 532 - 13 186 18 194 - 130 829 162 209 (270) (257) (812) - - 19 594 - - - (19 594) (58 455) (55 439) (20 869) (8 488) - (1 339) - (143 251) Total R‘000 1 568 473 167 641 73 395 23 456 272 186 2 105 151 88 572 - 88 572 154 817 - 154 817 Notes to the ANNuAl FiNANciAl stAtemeNts 5.
PROPERTY, PLANT ANd EqUIPMENT (CONTINUEd) Property, plant and equipment in the process of being constructed or developed Cumulative expenditure recognised in the carrying value of property, plant and equipment Buildings Expenditure incurred to repair and maintain property, plant and equipment Expenditure incurred to repair and maintain property, plant and equipment included in statement of financial performance Buildings and infrastructure Vehicles and mechanical equipment Furniture and office equipment General expenses 2023 Note(s) ‘000 2022 Restated* ‘000 208 200 290 575 97 371 60 694 109 15 091 173 265 219219 111 025 46,929 28 13,712 171 694 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 6.
INTANGIBLE ASSETS Patents, trademarks and other rights Computer software Total 220220 Reconciliation of intangible assets - March 2023 Patents, trademarks and other rights Computer software Reconciliation of intangible assets - March 2022 Patents, trademarks and other rights Computer software 31 March 2023 31 March 2022 Cost / Valuation Accumulated Carrying value Cost / Valuation Accumulated Carrying value depreciation and accumulated impairment depreciation and accumulated impairment R‘000 R‘000 R‘000 R‘000 R‘000 R‘000 2 736 55 636 58 372 - (50 494) (50 494) 2 736 5 142 7 878 2 736 55 648 58 384 - (49 641) (49 641) Opening balance Disposals Amortisation R‘000 R‘000 R‘000 Total R‘000 2 736 6 007 8 743 - (1) (1) - (864) (864) Opening balance Additions Disposals Amortisation R‘000 R‘000 R‘000 R‘000 Total R‘000 2 736 7 116 9 852 - 1 860 1 860 - (21) (21) - (2 948) (2 948) 2 736 6 007 8 743 2 736 5 142 7 878 2 736 6 007 8 743 Notes to the ANNuAl FiNANciAl stAtemeNts 7. hERITAGE ASSETS Collections Monuments Conservation areas Total Reconciliation of heritage assets March 2023 Collections Monuments Conservation areas Reconciliation of heritage assets March 2022 Collections Monuments Conservation areas 31 March 2023 31 March 2022 Cost / Valuation Accumulated Carrying value Cost / Valuation Accumulated Carrying value depreciation and accumulated impairment depreciation and accumulated impairment R‘000 R‘000 R‘000 R‘000 R‘000 R‘000 19 854 174 367 674 566 868 787 - - - - 19 854 174 367 674 566 868 787 19 854 174 536 619 563 813 953 Opening balance Disposals Amortisation R‘000 R‘000 R‘000 19 854 174 536 619 563 813 953 - - 55 003 55 003 - - - - - (169) - (169) 221221 19 854 174 536 619 563 813 953 Total R‘000 19 854 174 367 674 566 868 787 Opening balance Additions R‘000 R‘000 Total R‘000 19 854 174 536 567 164 761 554 - - 52 399 52 399 19 854 174 536 619 563 813 953 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 7. hERITAGE ASSETS (CONTINUEd) Heritage assets whose fair values cannot
 be reliably measured Land and other heritage assets A significant number and value of SANParks heritage assets were obtained through non-exchange transactions from various state-owned organisations and these include: Note(s) 2023 ‘000 2022 Restated* ‘000 222222 • Land • Archaelogical site • Collections • Geological sites • Graves of cultural significance • Historical buildings • Historical sites • Landscapes and natural features of cultural significance • Monuments • Palaentology sites • Sacred sites (sites of spiritual or religious significance) For land obtained from non-exchange transactions, SANParks attempted to establish the value thereof using guidance from GRAP 103 and Directive 7 issued by the Accounting Standards Board.
The heritage value (i.e., the service potential of the land) of the National Parks is derived from the NEMPA (National Environmental Management Protected Areas) Act which is primarily to protect these areas; prevent exploitation or occupation inconsistent with the protection of the ecological integrity of the these areas; provide spiritual, scientific, educational, recreational and tourism opportunities which are environmentally compatible and contribute to economic development, where feasible.
Due to the size and magnitude of National Parks, SANParks and the Office of the Valuer General (under the Department of Rural Development and Land Reform) are not aware of any market to buy and sell National Parks or any other valuation method or technique that is available to measure National Parks.

For those reasons SANParks’ land acquired from non-exchange transactions could not be recognised in the annual financial statements.
As this land is an inalienable item (withdrawal as a National Park and protected area in terms of the NEMPA Act is only by resolution of the National Assembly and/or the minister depending on the circumstances), none of the National Parks have been disposed of.

However, information pertaining to such land has been disclosed below.
Notes to the ANNuAl FiNANciAl stAtemeNts 7. hERITAGE ASSETS (CONTINUEd) Note(s) 2023 ‘000 2022 Restated* ‘000 Heritage assets per park Kruger National Park Augrabies Falls National Park Kalahari Gemsbok National Park Mokala National Park Namaqua National Park Richtersveld National Park Agulhas National Park Bontebok National Park Table Mountain National Park Tankwa Karoo National Park West Coast National Park Addo Elephant National Park Camdeboo National Park Karoo National Park Mountain Zebra National Park Golden Gate Highlands National Park Mapungubwe National Park Marakele National Park Groenkloof National Park Graspan/Vaalbos National Park Garden Route National Park Meerkat National Park 223223 Size in Hectares Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 7. hERITAGE ASSETS (CONTINUEd) In addition SANParks has acquired other heritage assets which originate from National Parks, derive their significance from their association with National Parks and have the potential to yield information that enhances the cultural significance of National Parks when considering tourism experience and marketing.
These are managed within the National Heritage Resources Act (NHRA).

Due to the uniqueness of the heritage assets, mandate and nature of SANParks and in addition the limitations of the NHRA, neither the fair value, deemed cost or replacement cost could be determined for these heritage assets.

For that reason SANParks could not recognise them in the annual financial statements.

None of these heritage assets have been disposed of.
However, see information pertaining to such heritage assets below: Other heritage assets per park Description Kruger National Park Archaeological sites, collections, geological sites, graves of cultural significance, historical buildings, historical sites, landscapes and natural features of 224224 cultural significance, monuments, palaeontology sites, sacred sites (sites of spiritual or religious significance).
Augrabies Falls National Park Archaeological sites, historical sites, landscapes and natural features of cultural significance.

Kalahari Gemsbok National Park Archaeological sites Mokala National Park Namaqua National Park Archaeological sites, collections, graves of cultural significance, historical buildings, historical site.

Archaeological sites, geological sites, historical building, historical sites.

Richtersveld National Park Graves of cultural significance, historical sites.
Agulhas National Park Bontebok National Park Historical buildings, historical sites.

Historical sites.

Table Mountain National Park Archaeological sites, collections, geological sites, historical sites, historical buildings, historical sites, monuments.

Tankwa Karoo National Park Archaeological sites, historical buildings, historical sites.

West Coast National Park Graves of cultural significance, historical buildings, palaeontology sites.
Addo Elephant National Park Archaeological site, collections, geological sites, graves of cultural significances, historical building, historical site, landscapes and natural features of cultural Camdeboo National Park Archaeological site, geological site, historical buildings, historical site, monument, sacred sites (sites of spiritual or religious significance).
Garden Route National Park: Knysna; Archaeological sites, collections, graves of cultural significance, historical buildings, historical sites, landscapes and natural features of cultural significance.

Tsitsikamma; Wilderness Archaeological sites, graves of cultural significance, historical buildings, historical sites, landscapes and natural features of cultural significance.

significance, monuments, sacred sites (sites of spiritual or religious significance).
Archaeological sites, historical buildings, monuments Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 7. hERITAGE ASSETS (CONTINUEd) Other heritage assets per park Description Karoo National Park Archaeological sites.

Mountain Zebra National Park Archaeological sites, graves of cultural significance, historical sites.
Golden Gate Highlands National Park Archaeological site, geological site, graves of cultural significance, historical Buildings, historical site, palaeontology site.

Mapungubwe National Park Archaeological sites, collections, historical sites.

Marakele National Park Archaeological sites, graves of cultural significance, historical buildings.

Expenditure incurred to repair and maintain heritage assets 8.
NON-LIVING RESOURCES Entity as custodian 225225 SANParks exists in terms of the National Environmental Management: Protected Areas Act (NEM:PAA), 57 of 2003, with the mandate to conserve, protect, control and manage National Parks and other defined protected areas and their biological diversity (biodiversity).
SANParks executes its mandate in accordance with a management plan as required by section 41 of the NEM: PAA which aims to ensure the protection, conservation and management of the National Parks in a manner which is consistent with the objectives of the Act and for the purposes listed in section 17 of the Act.
Section 17 of the NEM: PAA provides a list of purposes for the declaration of areas as protected areas, which includes the protection of biological diversity (Section 17(a) (c)), the preservation of ecological integrity (Section 17(b)), and the sustainable use of natural and biological resources (17(h)).

Nature and types of non-living resources for which the entity is responsible Water Within National Parks, water is found in its natural state in the form of boreholes.
SANParks is permitted through the National Water Act, 1998 (Act No 36 of 1998) to abstract water from rivers flowing through National Parks for use within park operations.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 8.

NON-LIVING RESOURCES (CONTINUEd) Land SANParks is assigned as the Management Authority of state land that is declared a national park in terms of the NEM: PAA.

9.
9.

LIVING RESOURCES Entity as custodian 226226 SANParks exists in terms of the National Environmental Management: Protected Areas Act (NEM:PAA), 57 of 2003, with the mandate to conserve, protect, control and manage National Parks and other defined protected areas and their biological diversity (biodiversity).
SANParks executes its mandate in accordance with a management plan as required by section 41 of the NEM: PAA which aims to ensure the protection, conservation and management of the National Parks in a manner which is consistent with the objectives of the Act and for the purposes listed in section 17 of the Act.
Section 17 of the NEM: PAA provides a list of purposes for the declaration of areas as protected areas, which includes the protection of biological diversity (Section 17(a) (c)), the preservation of ecological integrity (Section 17(b)), and the sustainable use of natural and biological resources (17(h)).
Restrictions on use or capacity to sell The following information relates to living resources that are subject to restrictions on use or capacity to sell: Animals in the Kruger National Park The Kruger National Park falls within the region identified as a high-risk area for the disease TB.

As a result there is a restriction placed which prevents the trading and donation of animals within this region.

Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 227227 9.
LIVING RESOURCES Living resources not recognised SANParks did not recognise the following living resources, due to the definition of an asset not being met: Flora and Fauna The nature and type are as follows: Fauna The following types of fauna is found in National Parks: Mammals Reptiles Birds Fish Invertebrates Amphibians Scorpions Spiders Butterflies Insects - - - - - - - - - - Flora The following types of flora is found in National Parks: - - - Terrestial vegetation Acquatic vegetation Semi-aquatic vegetation Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 9.
LIVING RESOURCES (CONTINUEd) Key judgements and assumptions applied In terms of the NEM:PAA SANParks’ mandate is to conserve, protect manage National Parks and other defined protected areas and their biological diversity (biodiversity).

SANParks acts as custodian to conserve the resources entrusted to it and thus to manage and conserve the environment as a whole.

Therefore SANParks does not manage the physical condition of each individual animal or plant within a national park.
Animals in National Parks are left to roam freely and the plants are left in their natural environment or habitat.

SANParks only restricts the movement of wild animals by fencing off National Parks generally for disease control purposes and limit the exposure of neighbouring landowners and communities to the risks associated with keeping wild animals in a national park.
In the bigger parks, fences are very permeable as there are rivers and drainage lines going through the parks, making it impossible to fence certain sections of the park.

Therefore animals are able to move in and out through unfenced areas.

Furthermore though National Parks have fences, animal migration occurs frequently and animals do from time to time jump over, or burrow under fences.
Access control is therefore not high and as such SANParks does not 228228 have control of the individual animals and plants within the parks.

SANParks is allowed in terms of the NEM: PAA to make use of the resources under its custodianship subject to the conditions that the ecological integrity of the ecological systems of the park is not significantly disrupted and that the survival of any species is not negatively affected.
Although legally SANParks is allowed by the NEM: PAA to sell animals, in reality this is applicable to those animals where there is a market for buyers of such animals and also where the costs of disposal are much lower than the market value of the animals.

SANParks’ ability to sell animals is also dependent on the ability to count them and given the wide variety of the type of animals found in National Parks, counting animals is only considered for larger animals.
The counts performed by SANParks are not on an annual basis, on certain species SANParks can get an indication of the population every 5 years.

Various methods are used to estimate animal populations in National Parks.

These methods include: registration studies, block counts, total counts, fixed width sample transects, spoor indexing, photographic mark-recapture, call-up surveys or even guestimate usually from ranger experience.
SANParks’ main objective for counting animals is is to track trends in animal populations and not necessarily to keep record of exact quantities of animals at any point in time.

SANParks cannot guarantee the accuracy and precision of the counting process due to the various methods used and biases involved in the counting process.
Furthermore a count of animals is done on a specific day and given the fact that animals roam freely within a park and SANParks cannot restrict their movement, the numbers counted on a specific day will certainly change within days or weeks, especially in the bigger parks.

SANParks’ ability to move or sell animals is based ultimately on ecological needs within parks due to too many animals under certain environmental conditions.
In respect of animals sold and thus in terms of paragraph 20 of GRAP 110, where the the presumption on acquisition date is that the acquisition date is the date that animals meet the definition of an asset, SANParks is not able to determine a reliable fair value of the animals.

This is due to the variability in prices of animals depending on where an animal is located: the same specie of animal will sell at different prices depending on an animal’s location.
Therefore due to the considerable varying ranges in prices SANParks cannot determine a reliable fair value and thus the recognition criteria are not met.

Furthermore due to the restriction placed on animals in the Kruger National Park, SANParks cannot determine a fair value of animals in the Kruger National Park.

Notes to the ANNuAl FiNANciAl stAtemeNts 10.
FINANCE LEASE OBLIGATION Minimum lease payments due - within one year - in second to fifth year inclusive less: future finance charges Present value of minimum lease payments Present value of minimum lease payments due - within one year - in second to fifth year inclusive Non-current liabilities Current liabilities Note(s) 2023 ‘000 2022 Restated* ‘000 13 104 16 558 29 662 (4 395) 25 267 11 153 14 114 25 267 14 114 11 153 25 267 45 036 13 912 58 948 (3 081) 55 867 42 741 13 126 55 867 13 126 42 741 55 867 229229 It is SANParks policy to lease certain motor vehicles and equipment under finance leases.
The average lease term was 3-5 years and the average effective borrowing rate was 8% (March 2022: 6%).

Interest rates are linked to prime at the contract date.

All leases have fixed repayments and no arrangements have been entered into for contingent rent.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 11.
PAYABLES FROM EXChANGE TRANSACTIONS Trade payables Payments received in advanced VAT payable Accrued expenses Deposits received Other payables Trade Payables Age Analysis 230230 Current (0-30 days) 5 61 - 90 days 91 - 120 days 120 days and more Accrued Leave Leave liability Note(s) 2023 ‘000 2022 Restated* ‘000 69 009 108 595 30 139 84 055 1 612 15 504 308 914 62 283 5 946 43 (35) 772 69 009 69 802 134 526 21 064 75 154 1 028 17 138 318 712 74 625 (5 409) 5 - 580 69 801 76 560 73 446 Notes to the ANNuAl FiNANciAl stAtemeNts 12.
EMPLOYEE BENEFIT OBLIGATION The amounts recognised in the statement of financial position are as follows: Carrying value Present value of the defined benefit obligation - wholly unfunded Interest cost Current service cost Actual employer benefit payment Actuarial (gain)/loss Changes in the present value of the defined benefit obligation are as follows: Opening balance Benefits paid Net expense recognised in the statement of financial performance Net expense recognised in the statement of financial performance Current service cost Interest cost Actuarial (gains) losses Note(s) 2023 ‘000 2022 Restated* ‘000 587 713 58 719 6 816 (32 033) (83 935) 537 280 66 381 (32 033) (18 400) 15 948 6 816 58 719 (83 935) (18 400) 231231 548 559 55 280 6 942 (30 587) 7 519 587 713 27 227 (30 587) 69 741 66 381 6 942 55 280 7 519 69 741 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 12.
EMPLOYEE BENEFIT OBLIGATION (CONTINUEd) Key assumptions used Assumptions used at the reporting date: Discount rates used Healthcare cost inflation rate The basis on which the discount rate has been determined is as follows: Note(s) 2023 ‘000 2022 Restated* ‘000 11,10 % 7,19 % 10,26 % 7,07 % 232232 GRAP 25 stipulates that the choice of this rate should be derived from government bond yields consistent with the estimated term of the post-employment liabilities.
However, where there is no deep market in government bonds with a sufficiently long maturity to match the estimated term of all the benefit payments, current market rates of the appropriate term should be used to discount shorter term payments, and the discount rate for longer maturities should be estimated by extrapolating current market rates along the yield curve.

Consequently, a discount rate of 11,10% per annum has been used.

The corresponding index-linked yield at this term is 3,65%.
These rates do not reflect any adjustment for taxation.

These rates were deduced from the interest rate data obtained from the Johannesburg Stock Exchange after the market close on 31 March 2023.

Assumption Average retirement age Continuation of membership at retirement Value 63* 100% if subsidy is 100%.

90% if subsidy is 60% Proportion of in-service non-members joining a scheme by retirement and continuing with the subsidy thereafter 100% if subsidy is 100%.
90% if subsidy is 60% Proportion with a spouse dependent at retirement Mortality during employment Mortality post-employment *The average age of retirement was 62 years in the 2021/22 financial year 50% SA 85-90 ultimate table adjusted for female lives PA(90) ultimate table, adjusted down by one year of age, and a 1% annual compound mortality improvement from 2010 Notes to the ANNuAl FiNANciAl stAtemeNts Note(s) 2023 ‘000 2022 Restated* ‘000 12.
EMPLOYEE BENEFIT OBLIGATION (CONTINUEd) Sensitivity analysis Assumed healthcare cost trends have a significant effect on the amounts recognised in surplus or deficit.
A one percentage point change in assumed healthcare cost trends would have the following effects: Effect on the aggregate of the service cost and interest cost Effect on defined benefit obligation One percentage One percentage point increase point decrease 73 661 593 937 58 659 488 064 233233 Defined benefit obligation Experience adjustments on plan liabilities 537 280 (28 210) 587 713 6 308 548 559 (32 510) 492 373 46 332 513 617 (3 226) March 2023 March 2022 March 2021 March 2020 March 2019 R‘000 R‘000 R‘000 R‘000 R‘000 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 13.
UNSPENT CONdITIONAL GRANTS ANd RECEIPTS Unspent conditional grants comprises of: Unspent conditional grants and receipts Infrastructure grant Special projects and Expanded Public Works Programme Land grant 234234 Movement during the year Infrastructure grant Department of Forestry Fisheries and the Environment (DFFE) National Department of Tourism (NDT) Infrastructure grant - Department of Forestry, Fisheries and the Environment (DFFE) Opening balance beginning of the year Prior year error Funds received during the year Transfers Interest received during the year Funds utilised during the year 2023 Note(s) ‘000 2022 Restated* ‘000 220 970 505 606 65 589 792 165 211 832 9 138 220 970 189 729 - 108 610 - 10 235 (96 742) 211 832 238 130 174 716 68 351 481 197 189 728 48 402 238 130 299 840 (1 377) - (421) 5 208 (113 522) 189 728 Notes to the ANNuAl FiNANciAl stAtemeNts 13.
UNSPENT CONdITIONAL GRANTS ANd RECEIPTS 2023 Note(s) ‘000 2022 Restated* ‘000 (CONTINUEd) Infrastructure grant - National Department of Tourism (NDT) Opening balance beginning of the year Transfers Interest received or paid back during the year Funds utilised during the year Special projects and Expanded Public Works Programme (EPWP) Special projects Expanded Public Works Programme (EPWP) Special projects Opening balance beginning of the year Opening balance adjustment Prior year error Transfer to income received advance Funds received during the year Interest received during the year Funds utilised during the year 48 402 - (11 301) (27 962) 9 139 453 680 51 926 505 606 167 981 358 - - 701 952 6 135 (422 746) 453 680 235235 46 976 421 1 021 (16) 48 402 167 981 6 734 174 715 281 959 (2 584) 7 283 (56 522) 312 736 13 726 (388 617) 167 981 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 13.
UNSPENT CONdITIONAL GRANTS ANd RECEIPTS (CONTINUEd) Expanded Public Works Programme (EPWP) Opening balance beginning of the year Opening balance adjustment Prior year error & transfer from income received in advance Funds received during the year 236236 Interest received during the year Funds utilised during the year Land grant Opening balance beginning of the year Funds received during the year Interest received during the year Funds utilised during the year 2023 Note(s) ‘000 2022 Restated* ‘000 6 735 (66) 10 000 148 687 1 773 (115 203) 51 926 68 351 21 381 3 264 (27 407) 65 589 11 635 - - 66 241 276 (71 418 6 734 98 670 20 618 1 462 (52 399) 68 351 Notes to the ANNuAl FiNANciAl stAtemeNts 14.
PROVISIONS Reconciliation of provisions - March 2023 Concessionaires provision Reconciliation of provisions - March 2022 Opening Balance Remeasurements R‘000 R‘000 Total R‘000 340 580 10 808 351 388 Opening Balance Remeasurements Prior Period Error R‘000 R‘000 R‘000 Total R‘000 Concessionaires provision 287,580 54,150 (1,150) 340,580 237237 The lodge concessions entail allowing private operators to build and operate tourism facilities within the National Parks for contracted defined periods, usually over a 20-year concession contract.
Investors take over and upgrade specified existing lodge facilities, or build new ones.

The contractual mechanism is a concession contract, which enables the private operator to use a defined area of land, plus any building that may already exist on that land, over a specific time period in return for payment of concession fees.
Against these rights of occupation and commercial use of facilities, there is a set of obligations on the part of the concessionaire regarding financial terms, environmental management, social objectives, empowerment and other factors.

Infringement of these requirements carries specified penalties, underpinned by performance bonds, and finally termination of the contract.

The assets will revert to SANParks at a consideration equal to the residual value of the asset at the date of transfer.
The provision arose as a result of the liability payable at the termination date of the concessionaire contract.

Refer to note 3 for the concession asset.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 15.

RESERVATION dEPOSITS Opening balance Movement during the year* Closing balance 16.
TOURISM, RETAIL, CONCESSION ANd OThER 238238 Retail sales Retail sales Tourism income Accommodation Drive fees Trail fees Other tourism related activities Concession income Facilities rental Concession fees received * The presentation of the disclosure note above has been amended to reflect the net movement in reservation deposit.
2023 Note(s) ‘000 2022 Restated* ‘000 390 473 47 768 438 241 392 628 (2 155) Notes to the ANNuAl FiNANciAl stAtemeNts 16.
TOURISM, RETAIL, CONCESSION ANd OThER (CONTINUEd) Conservation income Wild card income Conservation fees Entrance fees Other income Rent received Services rendered 2023 Note(s) ‘000 2022 Restated* ‘ SALES - FAUNA ANd FLORA Sales - fauna and flora 655 9 693 The sale of fauna and flora is used for biodiversity and to improve representative conservation estate.
Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 18.

OThER OPERATING INCOME Sales - non-retail Fines Course fees Commission received Water and electricity Rebates received Location fee for filming right Other income Exchange rate difference income 240240 19.

INTEREST INCOME Interest revenue Interest 20.


GOVERNMENT GRANTS ANd OThER FUNdING Operating grants Roads Conservation Land grant Special projects income 2023 Note(s) ‘000 2022 Restated* ‘000 1 293 777 1 512 11 565 17 533 560 3 753 26 362 882 64 237 5 297 1 048 1 056 8 856 16 820 - 3 208 53 759 - Notes to the ANNuAl FiNANciAl stAtemeNts 21. dONATIONS Donations 22.
EMPLOYEE RELATEd COSTS Salaries and wages Social contributions Other salary related costs Post-retirement benefits 2023 Note(s) ‘000 2022 Restated* ‘ Included in employee related costs are related parties transactions pertaining to key management personnel remuneration as detailed in note 32.
SANParks Pension Fund Contributions by the employer and the employees are allocated to the SANParks Pension Fund.

The fund is a defined contribution plan which is controlled by the Pension Funds Act, 1956 and administered by a financial institution.

During the year SANParks contributed an amount of R51 696 million for 2 385 employees to the retirement fund (2022: R46 403 million for 2 421 employees.)
SACCAWU National Provident Fund The fund is a defined contribution plan, which is controlled by the Pension Funds Act, 1956 and administered by a financial institution.

Retirement benefits are based on the accumulated credits as contributed by both employer and employee.

During the year SANParks contributed an amount of R35 935 million for 2 216 employees (2022: R31 309 million for 2 258 employees.)
Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 23. dEPRECIATION ANd AMORTISATION Property, plant and equipment Intangible assets 24.

FINANCE COSTS 242242 Finance leases Interest on current account 25.
LEASE RENTALS ON OPERATING LEASE Motor vehicles Contractual amounts Lease rentals on operating lease - Other Contractual amounts 2023 Note(s) ‘000 2022 Restated* ‘ Notes to the ANNuAl FiNANciAl stAtemeNts 26.

LOSS ON dISPOSAL OF ASSETS Loss on disposal of assets (1 754) (714) 2023 Note(s) ‘000 2022 Restated* ‘000 27.
OPERATING EXPENSES Assessment rates and municipal charges Auditors remuneration (Note 28) Bank charges Consulting and professional fees Consumables License fees Insurance EPWP and other project expenditure Information and communication technology expenses Motor vehicle expenses Fuel and oil Promotions Repairs and maintenance Staff welfare Telephone and fax Other operating expenses Impairment of financial assets Special projects expenses Game capture expenses Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 27.
OPERATING EXPENSES (CONTINUEd) EPWP and other project expenditure.

The Expanded Public Works Programme (EPWP) is implemented through Biodiversity Social Projects (BSP) and the expenditure includes rehabilitation and other related costs.

The costs include, among others, alien invasive vegetation clearing, land rehabilitation, cleaning of beaches and infrastructure maintenance.

28.

AUdITORS’ REMUNERATION 244244 Internal audit fees External audit fees 29.
IRREGULAR ANd FRUITLESS EXPENdITURE Irregular expenditure Fruitless and wasteful expenditure Total Disciplinary steps taken as a result of irregular and fruitless and wasteful expenditure Cases finalised and disciplinary process completed (10) Transactions referred for external investigation (8) Matters referred for discussion by the loss control committee Matters referred for consequence management (21) 2023 Note(s) ‘000 2022 Restated* ‘000 4 400 7 287 11 687 202 357 - 202 357 - 12 586 - - 12 586 897 5 847 6 744 393 707 10 393 717 2 230 12 697 18 160 360 630 393 717 Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 29.
IRREGULAR ANd FRUITLESS EXPENdITURE (CONTINUEd) Irregular expenditure In the current year, there is currently an amount of R25 million (13%) of alleged irregular expenditure under assessment which relates to budget over expenditure on retail cost of sales.

Retail cost of sales cannot be predicted with utmost accuracy due to the nature of SANParks operations.
70% (R128 million) of the identified irregular expenditure relates to the non-compliance with the preferential procurement regulations on local content.

The remaining 17% relates to the utilisation of expired contracts and non-compliance with supply chain management prescripts 245245 91% (R356 million) of prior year irregular expenditure relates to an alleged irregular expenditure under assessment which relates to budget over expenditure on operating leases and operating expenses.
SANParks revenue had decreased due to the pandemic (Covid-19) and was sufficient to cover running costs of the organisation.

SANParks has a contract with Total Energies (Pty) (Ltd) for the supply and delivery of fuel.

The contract was varied and there were breakdowns in controls when finalising the addendum to the contract.

This contract is currently under assessment and the assessment will be finalised in the 2023/24 financial year.

The estimated figure under assessment is R263 million.
PPP Management contracts are currently under assessment to determine if reimbursed amounts will amount to irregular expenditure.

National Treasury has granted SANParks an exemption relating certain goods that falls within the PPP contract.

The assessment will requirement management to go through each line item within each invoice across all the National Parks.

The assessment will be finalised in the 2023-24 financial year.
Fruitless and wasteful expenditure There was no fruitless and wasteful expenditure detected during the 2022/23 financial year.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 30.
CASh GENERATEd FROM (USEd IN) OPERATIONS Surplus (deficit) Adjustments for: Depreciation and amortisation Loss on sale of assets Finance costs Movements in retirement benefit liabilities Movements in concession provisions 246246 Movement in leave provision Donation received Changes in working capital: Inventories Receivables from exchange transactions Payables from exchange transactions Unspent conditional grants and receipts Reservation deposits 2023 Note(s) ‘000 2022 Restated* ‘000 126 337 (253 796) 124 940 1 754 3 088 (50 433) 13 922 - (27 600) 3 742 (4 417) (9 797) 310 968 47 768 540 272 146 199 714 4 885 39 154 40 573 - - (16 210) (65 837) 89 754 (257 884) (2 155) (219 501) Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 31.
RISK MANAGEMENT Financial risk management SANParks’ activities expose it to a variety of financial risks: market risk (including currency risk, fair value interest rate risk, cash flow interest rate risk and price risk), credit risk and liquidity risk.

SANParks’ overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on SANParks’ financial performance.
Risk management is carried out under policies approved by the accounting authority.

The accounting authority provides written principles for overall risk management, as well as policies covering specific areas, such as foreign exchange risk, interest rate risk, credit risk, and investment of excess liquidity.

Liquidity risk Liquidity risk is the risk of SANParks not having sufficient funds to meet its financial obligations as they fall due.
SANParks manages liquidity risk through proper management of working capital, monitoring 247247 variances of actual expenditure against budgeted amounts, ongoing review of future commitments and credit facilities.

Cash flow forecasts are prepared and adequate utilised borrowing facilities are monitored.

The table below analyses SANParks financial liabilities into relevant maturity groupings based on the remaining period from 31 March 2023 to the contractual maturity date.
The amounts disclosed in the table are the contractual undiscounted cash flows.

Balances due within 12 months equal their carrying balances as the impact of discounting is not significant.
March 2023 Finance lease obligation Trade and other payables Reservation deposits Unspent conditional grants Post-retirement health benefit obligation Within 1 year ‘000 11 153 69 008 438 241 771 183 - 1 289 585 Later than 1 year and not later than 5 years ‘000 14 114 - - - 537 280 551 394 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 31.
RISK MANAGEMENT (CONTINUEd) Credit risk Credit risk is the risk of financial loss to SANParks where counterparties to financial instruments fail to meet their contractual obligations.

Credit risk arises mainly from cash deposits, cash and cash equivalents, and trade debtors.

Trade debtors are amounts owing by various types of customers.

Credit risk from trade debtors is limited as sales to retail customers are settled in cash or using major credit cards.
No credit is allowed unless backed by an agreement whereby risk control assesses the credit worthiness of the customer, 248248 taking into account its financial position, past experience and other factors.

Where necessary, SANParks obtains appropriate deposits from debtors to mitigate risk.

SANParks accounts for an impairment that represents its estimate of incurred losses in respect of trade debtors.

Trade debtors are presented net of the allowance for impairment.
SANParks limits its exposure to credit risk on cash and cash equivalents by investing with only reputable financial institutions that have a sound credit rating and within specific guidelines set in SANParks’ investment policy and cash management procedures.

Therefore SANParks does not consider there to be any significant exposure to credit risk.

The carrying amount of financial assets represents the maximum credit exposure.
The maximum exposure to credit risk at year end was as follows: Financial instrument Cash and cash equivalents Receivables from exchange transactions March 2023 March 2022 2 004 733 92 698 1 746 186 100 747 Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 31.
RISK MANAGEMENT (CONTINUEd) Market risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of market factors such as interest rates and foreign exchange rates.

SANParks’ exposure to market risk is limited to interest rate risk.

Interest rate risk Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will be negatively affected by the adverse changes in interest rates.
SANParks’ interest rate risk arises from finance leases and investments at variable interest rates.

Interest rate risk on investments is monitored by key management personnel through ensuring that investments are made in accordance with SANParks’ investment policy.

Investments are diversified among financial institutions selected according to their registered investment grading.
The investment portfolio is structured so that securities mature to meet cash requirements for ongoing operations and special projects, and also so that SANParks investments can achieve a rate of return on the surplus funds invested that will outperform the rate of return of such funds at current account rates.

Operating funds are invested primarily in short-term securities or similar investment pools.
Interest rate risk on finance leases at variable rates is monitored by key management personnel through cash flow forecasts.

Cash flow forecasts are assessed and monitored to ensure that reasonable and appropriate assumptions have been taken into consideration to minimise interest rate risk on future cash flows.

249249 32.
249249 32.

RELATEd PARTIES Relationships Members Controlling entity Members of key management Names of key management are listed in the Management Class: Board Members below Department of Forestry, Fisheries and the Environment (DFFE) Names of key management are listed in the Management Class : Executive Management below.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 32.
RELATEd PARTIES (CONTINUEd) SANParks is not required to disclose the value of transactions with other public sector entities as the transactions were concluded within normal operating procedures and in terms that are not more or no less favourable than the terms it would use to conclude transactions with any another entity or person.
The grants paid by Department of Forestry, Fisheries and the Environment to SANParks is the usual manner in which government funds organs of state, and such transfers and allocations are within normal operating procedures therefore part of the normal supplier and client relationships.
Related party balances 250250 Unspent conditional grants Department of Forestry, Fisheries and the Environment 211 831 189 728 The unspent conditional grant represents grants received by SANParks which have been accounted for as a liability in terms of GRAP 23 as the conditions pertaining to the grant have not yet been met.

Key management information Class Description Non-executive board members Accounting Authority Number 13 Notes to the ANNuAl FiNANciAl stAtemeNts 32.
RELATEd PARTIES (CONTINUEd) Remuneration of management Management class: Board members 2023 Board members for the period 31 March 2023 Ms P Yako(Chairperson) Ms N Mayathula-Khoza Ms Z Ramasia Ms Y Friedmann Ms H Mushiane Chief L Matsila Mr B Ngobeni Mr E Neluvhalani Mr L Mogakane Mr J Mashele Ms B Koyana Mr T Kgokolo Adv M Ndaba Fees for services as a committee member Subsistence and Travel Allowance Total R‘000 R‘000 R‘ Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 2022 32.
RELATEd PARTIES (CONTINUEd) Board members for the period 31 March 2022 Ms J Yawitch (Chairperson) 252252 Mr T Motsepe Dr T Abrahamse Adv T Mphahlane Ms S Molokoane Dr U Govender Prof E Mokotong Mr F Docrat Mr Z Fihlani Ms P Yako Ms N Mayathula-Khoza Ms Z Ramasia Ms Y Friedmann Ms H Mushiane Chief L Matsila Mr B Ngobeni Mr E Neluvhalani Mr L Mogakane Mr J Mashele Ms B Koyana Fees for services as a committee member Subsistence and Travel Allowance Total R‘000 R‘000 R‘000 70 000 72 000 49 000 88 000 82 000 - - 4 000 7 000 1 000 - - - Notes to the ANNuAl FiNANciAl stAtemeNts 32.
RELATEd PARTIES (CONTINUEd) Management class: Executive Management March 2023 Name Mr F Mketeni - Resigned CEO - 01 June 2022 Mr D Dlamini - Resigned CFO - 31 Dec 2022 Mr G Coleman - Resigned ME KNP - 14 Oct 2022 Ms L McCourt - COO Mr L Mokoena - ME Parks Ms H Sello - ME Tourism Dr L Dziba - ME Conservation Services Ms Pillay R - Acting CFO - 03 Jan 2023 Mr D Govender - Acting ME KNP (Nov to Dec 22) Mr Mthimkhulu OME - Appointed ME KNP - 03 Jan 2023 March 2022 Name Mr F Mketeni - CEO Mr D Dlamini - CFO Mr G Coleman - ME KNP Ms L McCourt - COO Mr L Mokoena - ME Parks Ms H Sello - ME Tourism Dr L Dziba - ME Conservation Services Basic salary Subsistence and Total travel allowance R‘000 R‘000 R‘ Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 33.
COMMITMENTS Authorised capital expenditure Already contracted for but not provided for • Property, plant and equipment Not yet contracted for and authorised by members • Property, plant and equipment 254254 Total capital commitments Already contracted for but not provided for Not yet contracted for and authorised by members Operating leases - as lessee (expense) Operating lease payments represent rentals payable by the SANParks for certain of its office properties.
Leases are negotiated for an average term of seven years and rentals are fixed for an average of three years.

No contingent rent is payable.

Rental expenses relating to operating leases Minimum lease payments due within one year Minimum lease payments due within two to five years 2023 Note(s) ‘000 2022 Restated* ‘000 202 163 191 457 35 041 - 202 163 35 041 237 204 191 457 - 191 457 710 261 971 20 631 3 054 23 685 Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 34.
CONTINGENCIES Contingent Liabilities Ehlanzeni District Municipality Matter Claim for outstanding property rates over those parts of Kruger National Park falling within the Ehlanzeni District area of jurisdiction.

SANParks raised a special plea that Ehlanzeni cannot institute a court action without first having invoked the Intergovernmental Relations Framework Act designed to minimise legal disputes between government agencies.
Since then, the matter has been dormant and has never been actively pursued at court.

Estimated liability R0 (March 2022: R100 million) Swellendam Municipality v/s SANParks (Bontebok National Park) 255255 Nine simple summons were served on SANParks on 26 June 2019 by the Swellendam Municipality for outstanding property rates in respect of various properties in Bontebok National Park.

SANParks is uncertain on expected outcome of the case and timing of outflows.
Estimated liability R553 100.56 (March 2022: R553 100.56) Madyayimile In July 2020 Madyayimile issued summons out of the Mbombela High Court to institute various claims in terms of the Joint Building Contracts Committee (JBCC) agreement amounting to R11 million.

The prospects of this matter are remote, since the court has already made judgement on this matter.
Estimated liability R0 (March 2022: R11 million) Genex Power Services (Pty) Ltd v/s SANParks Genex Power Services (Pty) Ltd served summons on SANParks in May 2016 claiming payment of R670 346.90 from SANParks allegedly due for construction work in the Nyalaland trail camp in KNP after flood damage.

The prospects of this matter are remote.

Estimated liability R0 (March 2022: R670 346.90) Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 34.
CONTINGENCIES (CONTINUEd) Moropa Projects CC v/s SANParks Summons were served on SANParks on 17 March 2021, in terms of which Moropa Projects has applied to the Tshwane Magistrate Court for an order for payment by SANParks in the amount of R100 050.00 (debt amount) in respect of tools and factory equipment allegedly supplied and delivered to SANParks by Moropa Projects following an order placed by SANParks on 15 October 2019.

The prospects of this matter are 2023 Note(s) ‘000 2022 Restated* ‘000 remote.
Estimated liability R0 (March 2022: R100 050.00) Blue Crane Route Municipality 256256 Combined summons were served to SANParks by the Blue Crane Route Municipality (BCRM) for Addo Elephant National Park for outstanding property rates in respect of various properties in the park.

The amount claimed is R4 198 191.09 plus legal costs that LSD is not in a position to estimate.

Estimated liability R4 198 191.09 (March 2022: R4 198 191.09).
Urgent court application - Thwala and Mkefe Notice of motion was served on SANParks on 17 September 2021, in terms of which relief was sought on an urgent basis to, inter alia, interdict and restrain the Board of SANParks and any other person acting under their instruction from proceeding with the present disciplinary hearing against two employees.
The second part of the application deals with records that they require from SANParks in terms of the High Court Rules and this part of the application is not brought on an urgent basis.

SANParks is uncertain of the expected outcome of the case and timing of any outflows.

LSD is not in a position to estimate the potential liability.
Kempton Park Caravans (Pty) Ltd vs SANParks SANParks was served with summons for alleged unpaid invoices amounting to of R463 624.74 in the Pretoria Regional Court as per case No: 2138/2022, on 8 September 2022.

It is alleged that in about June 2017, Kempton Park Caravan (Pty) Ltd enter into an oral agreement with SANParks for the supply.

Amount claimed as outstanding is R225 569.35 (March 2022: R0).

Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 34.
CONTINGENCIES (CONTINUEd) Accumulated surplus In terms of section 53(3) of the PFMA, SANParks as a public 3A entity may not accumulate a surplus without obtaining prior written approval from National Treasury.

In order to give guidance to public entities and to operationalise this section of the PFMA, National Treasury had issued Instruction note no.
12 of 2020/21 on 02 September 2020, that indicates that a public entity must declare all surpluses to the relevant treasury from 01 August to 30 September of each year, after the financial year end.

SANParks will submit a draft declaration and request to retain all of its surpluses to National Treasury during August 2023 once the annual financial statements have been audited and approved.

The estimated calculated contingent liability as per Annexure A of instruction note no.12 is R505 million.
CCMA cases There are various cases lodged with the CCMA for alleged unfair labour practices.

SANParks is uncertain of the expected outcome and timing of outflows, if any; however, the possible claims amount to R1 329 257257 434.

Estimated liability R1 329 434.00 (March 2022: R1 311 623.72) Labour court cases Cases lodged to the labour court for alleged unfair labour practices.
SANParks is uncertain of the expected outcome of the case and timing outflows.The possible liability amounts to R570 200.20 in total should the case lodged be ruled in favour of applicants.

Estimated liability R570 200.20 (March 2022: R821 777.00) Contingent assets Madyayimile Madyayimile instituted various claims in terms of a JBCC agreement entered into between the parties amounting to R11 million.

The matter was referred to arbitration and the parties agreed to settle.
Parties agreed that Madyayimile pays SANParks R360 000 however Madyayimile has defaulted causing SANParks to bring an application to make the arbitration award an order of court.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 35.

EVENTS AFTER ThE REPORTING dATE No material facts or circumstances have arisen after the reporting date.

36.
36.

GOING CONCERN For the 2022/23 financial year SANParks’ self-generated revenue increased by 37%.

The tourism industry is gradually moving back to its normal state post Covid-19 and SANParks generated a significant increase across the various tourism revenue streams.

SANParks also expects a higher increase in revenue from international markets In future years as more tourists visit our shores.

SANParks continues to monitor expenditure and implement cost curtailment measures to mitigate financial risk.
258258 37.

PUBLIC-PRIVATE PARTNERShIP PROGRAMME - PPP FEE INCOME Lodge concession PPP fees The lodge concessions entail allowing private operators to build and operate tourism facilities within the National Parks on the basis of a defined period, usually a 20-year concession contract.

Investors take over and upgrade specified existing lodge facilities, or build new ones.
The contractual mechanism is a concession contract, which enables the private operator to use a defined area of land, plus any building that may already exist on that land, over a specific time period in return for payment of concession fees.

Against these rights of occupation and commercial use of facilities, there is a set of obligations on the part of the concessionaire regarding financial terms, environmental management, social objectives, empowerment and other factors.
Infringement of these requirements carries specified penalties, underpinned by performance bonds, and finally termination of the contract, with the assets reverting to SANParks.

The annual concession fee payable by the concessionaire to SANParks for any given concession year shall be the higher of a minimum rental as determined by the agreement for the concession year or a calculated annual concession fee based on the bid percentage of gross revenue for the concession year.
At the end of the concession period the concessionaires shall hand over the concession area, the camp, all concession assets and its rights or interest in the developments to SANParks free of charges, liens, claims or encumbrances of any kind whatsoever and free of any liabilities in good condition, fair wear and tear excepted.

The concessionaire shall not, other than as provided for in respect of the residual value, be entitled to payment of any compensation in connection therewith.
Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 37.

PUBLIC-PRIVATE PARTNERShIP PROGRAMME - PPP FEE INCOME (CONTINUEd) Performance bonds were provided to SANParks by the concessionaires that are operative from the effective dates.

The concessionaires will maintain valid performance bonds from the effective dates until 90 business days after the expiry or earlier termination of the concession contracts.
The amounts to be guaranteed by the performance bonds shall be equal to R250 000 at effective date and increased every 3 years by CPI per concession area.

The calculated annual concession fee is based on the bid percentage of actual gross revenue for that concession year.
The specific obligations per concession are detailed in the schedule below: National Park - Concession area Addo - Gorah Elephant Camp Kruger - Mutlumuvi Kruger Mpanamana Kruger - Jakkalsbessie Kruger - Jock of the Bushveld Kruger - Lwakahle Kruger - Mluwati Kruger - Nwanetsi Concession holder Hunter Hotels (Pty) Ltd Rhino Walking Safaris (Pty) Ltd Shishangeni Lodge (Pty) Ltd Jakkalsbessie Lodge (Pty) Ltd Mitomeni River Lodge (Pty) Ltd Lukimbi Safari Lodge (Pty) Ltd Imbali Safari Lodge (Pty) Ltd Singita Lebombo (Pty) Ltd Table Mountain - Roundhouse Roundhouse (Pty) Ltd Table Mountain - Koeel Bay West Coast - Houseboats Koeel Bay Hospitality (Pty) Ltd Kraalbaai Houseboats (Pty) Ltd Namaqua - Luxury Beach Camp Mobile Tents Chief Luxury Mobile Tented Camp Kruger - Shalati Train Skukuza Thebe Tourism Commissioning date 1 January 2001 1 October 2003 1 January 2002 1 December 2002 1 July 2001 1 November 2001 1 January 2002 1 March 2002 01 October 2010 1 February 2007 1 September 2018 01 September 2018 1 December 2020 Termination date 30 September 2032 30 June 2024 31 October 2025 30 September 2023 31 March 2024 30 June 2023 31 March 2024 30 Septmber 2033 30 April 2031 31 July 2028 31 December 2039 22 August 2024 31 December 2045 259259 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 37.
PUBLIC-PRIVATE PARTNERShIP PROGRAMME - PPP FEE INCOME (CONTINUEd) PPP programme: retail and restaurant facility rental income The concession contracts for retail and restaurant operations entail allowing private operators to operate SANParks’ existing facilities on the basis of a medium-term operating agreement.
Investors manage and upgrade existing retail and restaurant facilities (it should be noted that as part of the most recent tender process SANParks undertook refurbishments to some facilities which included upgrades to electricity, refrigeration, roofs, floors and tiling).

The agreements enable the operators to use a defined area over a pre-determined term in return for payment of concession fees.

Funding for the refurbishment of ageing infrastructure is for the concessionaire’s account.
Against the right of occupation and commercial use of facilities, there are set obligations on the part of the concessionaire regarding financial terms, environmental management, social objectives, empowerment and other factors.

Infringement of these requirements carries specified penalties, including termination of the contract with the assets reverting to SANParks.
260260 The monthly rental payable for the facilities by the private operator to SANParks for any given month shall be the higher of the fixed monthly rental as defined by the agreements, escalating on an annual basis; or the rental based on actual gross revenue realised, expressed as a percentage of gross revenue.
The private operators have provided SANParks with performance bonds equivalent to 3 months fixed rental in the form of performance guarantees that secure the operators’ performance under the operating agreement on the basis set out in the facilities rental agreement.

The following schedule summarises the potential income receivable from the various operators for the various sites: Notes to the ANNuAl FiNANciAl stAtemeNts 37.
PUBLIC-PRIVATE PARTNERShIP PROGRAMME - PPP FEE INCOME (CONTINUEd) Retail and Restaurant The Park Shop (South ) - Tourvest Cattle Baron Restaurant - Tourvest IT Safaris Town Talk Trading Enterprises t/a Big Tree Curio Shop Jobojali cc T/a Salt and Pepper Restaurant The Park Shop (North) - Tourvest Royal Ibhubesi Safari Company - Bush Braai Tindlovu Bush Café Select Events and Venues CC Renvir (Pty) Ltd - Mugg and Bean Lower Sabie Eysbos (Pty) Ltd - Wimpy Pretoriuskop Cattle Baron Restaurant - Tourvest Tourvest Holdings (Pty) Ltd Boulders Penguin Sanctuary Cattle Baron Restaurant - Tourvest Kruger Park Bush Braais Kruger North Restaurant Group (Pty) Ltd Cattle Baron Restaurant - Tourvest Kruger North Restaurant Group (Pty) Ltd Tourvest Holdings (Pty) Ltd The Park Shop (South) - Tourvest Commissioning date 1 February 2013, 1 April 2014 01 September 2021 1 December 2019 1 December 2013 1 February 2013 1 March 2018 1 May 2016 1 December 2013 1 March 2014 1 March 2014 1 October 2014 1 October 2016 1 December 2019 1 August 2014 1 November 2022 1 November 2021 1 December 2021 01 November 2021 1 August 2019 1 December 2019 2023 Note(s) ‘000 2022 Restated* ‘000 261261 Termination date 30 September 2023 30 November 2024 30 September 2029 31 September 2025 31 July 2024 30 September 2023 31 December 2026 31 January 2032 31 July 2024 31 October 2024 30 November 2024 31 May 2025 31 May 2032 30 September 2032 31 March 2025 31 January 2031 31 November 2031 31 December 2031 31 November 2031 15 Years + development period 1 September 2032 Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 37.
PUBLIC-PRIVATE PARTNERShIP PROGRAMME - PPP FEE INCOME (CONTINUEd) Activities Kruger National Park Garden Route National Park Contracting party Skukuza Airport Management Co AM Spa Segway tours Knysna gorge zip lines Wilderness boat cruise 262262 Table Mountain National Park Table Mountain Aerial Company Addo Elephant National Park Garden Route National Park Cape Town abseiling - Game Trackers Cape Point concession - Thebe Tourism Addo Wellness and Spa Riverbend Country Lodge Untouched Adventures Contractual parks Contracting party Addo Elephant National Park Riverbend Country Lodge Marakele Kgalagadi National Park Marakele (Pty) Ltd Ixhaus Lodge Commissioning date 01 June 2014 22 May 2017 01 December 2014 01 September 2020 01 April 2027 01 November 1926 01 September 2022 01 May 1995 01 April 2020 01 June 2004 01 January 2015 Commissioning date 01 June 2004 02 November 2000 01 May 2007 Termination date 28 February 2025 31 January 2028 01 February 2024 01 August 2029 01 March 2032 01 November 2025 30 September 2027 31 March 2023 30 September 2027 30 September 2079 01 May 2022 Termination date 31 May 2079 01 December 2030 30 April 2026 Notes to the ANNuAl FiNANciAl stAtemeNts 2023 Note(s) ‘000 2022 Restated* ‘000 38.
SEGMENT INFORMATION General information Identification of segments SANParks’ activities are very broad, and are undertaken in a wide range of different geographical areas with different socioeconomic characteristics.

To enable efficient and effective delivery on the strategy of SANParks, the executive management structure subdivided SANParks into three categories namely; Kruger, Parks and Corporate.
In establishing the segments to report on, management organised the financial information according to the three existing executive management structures.
Each of the three categories was identified to meet the definition of segments as it was noted that each: - - - generates economic benefits or service potential; whose results are regularly reviewed by management to make decisions about resources to be allocated to that activity and in assessing its performance; and for which separate financial information is available.
Management opted to combine parks operations into a single segment as the parks have similar economic characteristics and share a majority of the aggregation criteria stipulated below: 263263 - - - - the nature of the goods and/or services delivered is more or less similar; the type or class of customer or consumer to which goods and services are delivered are similar; the methods used to distribute the goods or provide the services is almost identical; or the nature of the regulatory environment that applies to the segment (NEMPAA).
The segments were structured such that the totals of revenues, reported segment surplus or deficit, segment assets, segment liabilities and other material segment items correspond to figures recognised in the annual financial statements.

Therefore, a reconciliation of the segment figures to the annual financial statements is not necessary.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts Segment surplus or deficit, assets and liabilities March 2023 38.
SEGMENT INFORMATION (CONTINUEd) Revenue Retail activities Tourism Conservation fees Interest income Concession fees 264264 Other operating income/other income Revenue from non-exchange transactions Total segment revenue Entity's revenue Expenditure Employee related costs Depreciation and amortisation Operating leases Finance costs Loss ondisposal of assets Operating expenses Total segment expenditure Total segmental surplus/(deficit) Corporate R‘000 Kruger R‘000 Parks R‘000 Total R‘000 374 785 13 204 93 333 61 464 - Notes to the ANNuAl FiNANciAl stAtemeNts March 2022 38.
SEGMENT INFORMATION (CONTINUEd) Corporate R‘000 Kruger R‘000 Parks R‘000 Total R‘000 Revenue Retail activities Tourism Conservation fees Interest income Concession fees Other income Revenue from non-exchange transactions Total segment revenue Entity's revenue Expenditure Employee related costs Depreciation and amortisation Operating leases Operating expenses Loss on disposal of assets Finance costs Total segment expenditure Total segmental surplus/(deficit) - 35 595 58 812 45 277 92 44 771 955 073 178 074 286 359 164 155 - 34 767 31 123 3 093 77 015 259 645 190 719 - 26 871 14 150 6 648 1 139 620 697 571 575 048 482 415 23 117 2 653 445 499 (66) (253 797) Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 2023 ‘000 2022 Restated* ‘000 39.
COST OF SALES Sale of goods Retail cost of sales Wild Card Accomodation 40.

PRIOR YEAR AdJUSTMENTS 266266 Unspent conditional grants and receipts and property, plant and equipment 316 034 27 557 24 112 367 703 218 808 21 595 29 252 269 655 It was noted that transfer revenue - donations was incorrectly accounted for which resulted in over- and under-statement of revenue and in return it resulted in an increase/decrease in unspent conditional grants and receipts and property, plant and equipment.

Donations.
Donations.

(a) During the 2021/22 financial period an agreement between SANParks and Norway was incorrectly interpreted and resulted in the funds received being fully recognised as transfer revenue from non- exchange transactions, The above resulted in overstatement of donation revenue and unspent conditional grants and receipts in the prior year financial period.
The total error was R7 283 155.42 The incorrectly interpreted agreement contains conditions that meet the definition of “conditions” in terms of GRAP 23 and the funds received should have been recognised as a liability, and only accounted for as revenue as and when the stipulated conditions are met.

SANParks management took a decision to correct the prior year misstatement and recognise a liability in the current year to the value of the unspent conditional grant.
(b) For financial year 2021/22 it was noted that an omission was made on the recognition of the iconic structure donated by the Department of Tourism.

The error resulted in both understatement of donations (R4 629 970), depreciation (R462 997) and property, plant and equipment (R4 166 973).
(c) During the year it was noted that DFFE-funded infrastructure projects projects incurred expenditure to the value of R1 375 666; however, this amount was erroneously not accounted for in unspent conditional grants and government grants revenue.

The error resulted in understatement of government grants and other funding revenue and overstatement of unspent conditional grants and receipts.

Notes to the ANNuAl FiNANciAl stAtemeNts 2023 ‘000 2022 Restated* ‘000 40.
PRIOR YEAR AdJUSTMENTS (CONTINUEd) Property, plant and equipment (a) During 2021/22 financial period completed, available and ready for use assets were not capitalised, but incorrectly accounted for in work in progress.

The error resulted in understatement of depreciation and overstatement of property, plant and equipment.

The total error was R254 904.19.


(b) It was noted that an item of operating expenditure was incorrectly recognised as work in progress in the 2021/22 financial period, The error resulted in overstatement of property, plant and equipment and understatement of operating expenditure.

The total error amounted to R11 333 173.97.

Receivables from exchange transactions and provision (concession provision).
On review of a concessionaire’s audited signed annual financial statements, it was noted that the cost price of property, plant and equipment was revalued, and this resulted in the adjustment of SANParks’ prior 267267 year concession provision and asset.

The total error was R1 149 658.55.

Leave provision The leave provision was incorrectly accounted for in the prior year due to incorrect calculation of leave balances for employees.
The recalculated balances was understated and as a result the provision for leave was understated.

SANParks procured a new HCM system that calculates leave balance appropriately, hence the adjustment to the provision.

The total error resulted in understatement of leave provision and understatement of employee cost (R32 400 651.97).
Payables from exchange transactions (a) On review of expenditure population incurred in the financial year 2022/23, it was noted that expenditure with invoices dated March 2022 were accounted for in the incorrect financial period.

The error resulted in an understatement of payables from exchange transaction (R8 585 376.77), operating leases (R41 22.09) and operating expenditure (R8 544 154.68).

The error was subsequently corrected and comparative amounts have been retrospectively adjusted.
(b) Donation income was incorrectly recognised in income received in advance.

This resulted in overstatement of payables from exchange transaction (R22 968 340.77) and both understatement of donations (R20 382 404.33) and understatement of tourism, retail and concession (R2 585 936.44).

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 40.
PRIOR YEAR AdJUSTMENTS (CONTINUEd) Government grants and other funding On review of special project grant note, it was noted that the amount disclosed as revenue utilised was overstated.

The error resulted in understatement of employee related costs (R1 735 212.64), operating expenditure (R603 626.38) and property, plant and equipment (R244 146.60).

Further government grants and other funding was understated (R2 582 985.62).
As a result, management restated the presentation 2023 ‘000 2022 Restated* ‘000 of the note and accounted for the amounts appropriately.
The correction of the prior period errors results in adjustments as follows: 268268 Statement of financial position March 2022 Increase in unspent conditional grants and receipts Decrease in PPE Decrease in receivables from exchange transactions and provisions Increase in leave provision Decrease in concession provision decrease in payables from exchange transactions Effect on accumulated surplus As previously Correction of error Restated reported R‘000 (475 290) 2 111 909 341 730 (41 045) (341 730) (333 097) 1 262 477 R‘000 R‘000 (5 907) (6 758) (1 150) (32 401) 1 150 14 384 (30 682) (481 197) 2 105 151 340 580 (73 446) (340 580) (318 713) 1 231 795 Notes to the ANNuAl FiNANciAl stAtemeNts Statement of financial performance March 2022 40.
PRIOR YEAR AdJUSTMENTS (CONTINUEd) Increase in donations Increase in depreciation Increase in government grants and other funding Increase in employee cost Increase in operating expenditure Increase in operating lease payments Increase in tourism, retail, concession Effect on surplus or deficit 41.

COMPARATIVE FIGURES Statement of financial performance Certain comparative figures have been reclassified.
As previously Correction of error Restated reported R‘000 R‘000 R‘000 7 436 (145 481) 935 691 (1 384 456) (1 299 693) (45 204) 1 569 480 (362 227) 17 729 (719) 3 958 (34 135) (20 060) (41) 2 586 (30 682) 25 165 (146 200) 939 649 (1 418 591) (1 319 753) (45 345) 1 572 066 (393 009) 269269 During the year management assessed the nature of consulting and other professional fees expenditure, and noted that EPWP operating expenditure incurred in the 2021/22 financial period was incorrectly classified.
As a result, management reclassified EPWP expenditure under the consulting expenditure category to effect a more appropriate disclosure.

During the year management noted that deposits made for leased buildings were accounted for under cash and cash equivalents and the amount is refundable to SANParks at the end of the lease agreement.

As a result, management decided to correct the error and appropriately account for receivables from exchange transactions.
Management noted that cost of sales for retail, Wild Card and tourism was previously accounted for under operating expense as their nature is expenses.

During the year management decide to reclassify actuarial gains/losses to a separate line item in the annual financial statements.

The actuarial gains/losses were previously recognised under employee related costs.

Annual Report 2022|2023Annual Report 2022|2023Notes to the ANNuAl FiNANciAl stAtemeNts 41.
COMPARATIVE FIGURES (CONTINUEd) Consulting and professional fees EPWP and other project expenditure Cash and cash equivalents Receivables from exchange transactions Cost of sales Operating expenses Actuarial gains/losses Employee related costs 270270 42.
BUdGET dIFFERENCES Material differences between budget and actual amounts As previously Correction of error Restated reported R‘000 R‘000 R‘000 (287 073) - 1 749 154 97 779 - (1 319 753) - (1 418 591) (1 178 484) 239 307 (239 307) (2 968) 2 968 (269 655) 269 655 (7 519) 7 519 - (47 766) (239 307) 1 746 186 100 747 (269 655) (1 050 098) (7 519) (1 411 072) (1 178 484) (A) Revenue from exchange transactions is more than budget as a result of tourism related revenue doing better than expected.
There were more visitors through SANParks gates than anticipated.

(B) Government grants and other funding is less than budget mainly because of an additional infrastructure grant of R235 million that was allocated to SANParks and not yet spent in full due to late receipt thereof.

The additional grant could therefore not be spent timeously due to incomplete projects.

(C) Donations reflect a positive variance due to newly signed agreements which have yielded financial inflow.
(D) Employee related costs savings are mainly attributed to the employee benefit obligation actuarial gain of R83 million.

(E) Depreciation is below budget attributed to the non-capitalisation of new assets which were anticipated to be acquired by year end.

The depreciation budget takes into consideration the depreciation arising from anticipated asset purchases for the current financial year.
(F) Finance costs reflect a saving of R1 243 million which is attributed to a lower capital finance lease balance.

(G) Operating lease payments have exceeded the budget due to a lower budget allocated to operating leases.

(H) Operating costs saving is as a result of maintenance projects which have not yet been completed.

(I) (J) Loss on disposal of assets is more than projected as a result of assets that had to be retired due to impairment as a result of unforeseen circumstances.
At the time of budgeting a conservative approach was followed since the tourism market was still recovering.

In addition the cost of fuel significantly increased after the budget was prepared.
Notes to the ANNuAl FiNANciAl stAtemeNts 272 Contact Us Telephone Number Fax Number Postal Address Street Address Email ISBN: +27 (0)12 428 9111 +27 (0)12 426 5500 South African National Parks PO Box 787 Pretoria 0001 South Africa 643 Leyds Street Muckleneuk, Pretoria reservations@sanparks.org RP74/2023 978-0-621-51010-2 Title of Publication: SANParks Annual Report 2022/2023