Table of Contents - SANBI · 2021. 1. 26. · The following supplementary information does not form...

South African National Biodiversity Institute

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Table of ContentsGeneral information ...................................................................................2Abbreviations/Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Minister’s Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Chairperson’s Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Chief Executive Officer’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Executive Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Legislative and Other Mandates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

SANBI’s Network of Partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Strategic Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Performance information ...................................................................... 23Programme 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Administration

Programme 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

National Botanical Gardens (NBGs)

Programme 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Foundational Biodiversity Information

Programme 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Biodiversity Assessment and Knowledge Generation

Programme 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Biodiversity Policy Advice, Climate Resilience and Access to Information

Programme 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Human Capital Development and Education

BUILDINg THe TaLeNT PIPeLINe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Programme 7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

National Zoological Garden

Performance aGainst Pre-determined objectives ...................... 85Pre-determined objectives 2019/2020 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Pre-determined objectives 2018/2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Governance rePorts ................................................................................ 105Pre-determined Corporate governance statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

annUal financial statements ............................................................. 115General Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

Statement of Responsibility of the Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

Audit Committee and Risk Committee Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

Report of the Auditor-General of South Africa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120

Annexure – Auditor-General’s Responsibility for the Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126

Report of the Accounting Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127

Annual Report I 2019/20

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Table of Contents (continued)

annUal financial statements (continUed)Statement of Financial Position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130

Statement of Financial Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

Statement of Changes in Net Assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Cash Flow Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133

Statement of Comparison of Budgets and Actual Amounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

Accounting Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136

Notes to the Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

The following supplementary information does not form part of the financial statements and is unaudited: Annexure A – Donations, other grants and sponsorships . . . . . . . . . . . . . . . . . . . . . . . . 201

General Informationname: South African National Biodiversity Institute (SANBI)

reGistration nUmbers and/or other relevant nUmbers (e.G. fsP):

SANBI is a Public Entity established in terms of the National Environmental Management: Biodiversity Act of 2004 (No. 10 of 2004)

head office address: 2 Cussonia Avenue, Brummeria, Pretoria, 0002

Postal address: Private Bag X101, Silverton, 0184

contact telePhone nUmbers: 012 843 5200

email address: [email protected]

Website address: www.sanbi.org

external aUditor: Auditor General of South Africa, 17 Park Lane Building, Park Lane, Century City

bank: Nedbank, 135 Rivonia Road Sandown, Sandton, 2196

board secretary: Ms Lebogang Ralepeli

mailto:[email protected]

http://www.sanbi.org


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abc African Biodiversity Challenge

bGciBotanic Gardens Conservation International

bGis Biodiversity Geographical Information System

bhcdBiodiversity Human Capital Development

blU Biodiversity and Land Use

bmP Biodiversity Management Plan

botsoc Botanical Society of South Africa

c.a.P.e. Cape Action for People and the Environment

caPs Curriculum Assessment Policy Statements

cathsseta Culture Arts, Tourism, Hospitality & Sport Sector Education & Training Authority

cbd Convention on Biological Diversity

ccba Climate Change and Bio-adaptation Division

cePf Critical Ecosystem Partnership Fund

coGtaDepartment of Cooperative Govern-ance and Traditional Affairs

coP Conference of the Parties

creW Custodians of Rare and Endangered Wildflowers

csir Council for Scientific and Industrial Research

daff Department of Agriculture, Forestry and Fisheries

dbe Department of Basic Education

dbsa The Development Bank of Southern Africa

deff Department of Environment, Forestry and Fisheries

dG Director General

dsiDepartment of Science and Innovation

dWs Department of Water and Sanitation

eaP Employee Assistance Programme

ecicEastern Cape Implementation Committee

ecPta Eastern Cape Parks & Tourism Agency

eia Environmental Impact Assessment

ePWP Expanded Public Works Programme

eU European Union

eWt Endangered Wildlife Trust

fP6 Framework Programme 6

Gbif Global Biodiversity Information Facility

Gcf Green Climate Fund

Gef Global Environment Facility

GiZDeutsche Gesellschaft für Internationale Zusammenarbeit

Gm Genetically Modified

Gmo Genetically Modified Organisms

GsPc Global Strategy for Plant Conservation

haWk Hangklip Art Week

hcd Human Capital Development

hrd Human Resources Development

iPbesIntergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services

iPcc Intergovernmental Panel on Climate Change

iUcn International Union for Conservation of Nature

kra Key Result Areas

likeLandscape Initiative Knowledge Ex-change

ltsm Learner Teacher Support Material

mec Member of the Executive Council

moa Memorandum of Agreement

moP Member of the Parties

Abbreviations/Acronymseba Ecosystem-based Adaptation


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msb Millennium Seed Bank (UK)

mstP Master Systems Technology Plan

mta Material Transfer Agent

mtefMedium-Term Expenditure Framework

mti Marine Trophic Index

nba National Biodiversity Assessment

nbf National Biodiversity Framework

nbG National Botanical Garden

nbisNational Biodiversity Information System

ndf Non-Detriment Findings

ndP National Development Plan

nehaWUNational Education, Health and Allied Workers’ Union (South Africa)

nembaNational Environmental Management: Biodiversity Act

nfePaNational Freshwater Ecosystem Priority Areas

nGo Non-Governmental Organisation

nGP New Growth Path

nie National Implementing Entity

nrf National Research Foundation

nrm Natural Resource Management

od Organisation Development

ohs Occupational Health and Safety

PaaZaPan African Association of Zoos and Aquaria

Pes Payment for Ecosystem Services

PGWcProvincial Government of the Western Cape

Proecoserve Project for Ecosystem Services

sabaP2 Southern African Bird Atlas Project 2

sabifSouth African Biodiversity Information Facility

saiabSouth African Institute for Aquatic Biodiversity

sanbiSouth African National Biodiversity Institute

sanParks South African National Parks

sarchiThe South African Research Chairs Initiative

sars South African Revenue Services

siPs Strategic Integrated Projects

sis Skills Intelligence System

taUTechnical Assistance Unit of National Treasury

toPs Threatened or Protected Species

UkZn University of KwaZulu-Natal

Un United Nations

UndPUnited Nations Development Programme

UnePUnited Nations Environment Programme

UnfcccUnited Nations Framework Convention on Climate Change

UnoPsThe United Nations Office for Project Services

UWc University of the Western Cape

WaZaWorld Association of Zoos and Aquaria

WessaWildlife and Environment Society of Southern Africa

WsP Workplace Skills Plan

WWf-sa World Wildlife Fund-South Africa

moU Memorandum of Understanding


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It is a pleasure to present the 2019/2020 Annual Report for

the South African National Biodiversity Institute (SANBI).

SANBI is the body mandated by the National Environmental

Management Biodiversity to explore, reveal, celebrate and

champion biodiversity benefits for, and enjoyment of, all

South Africans. This includes giving effect to international

agreements, and cooperative governance arrangements

directed at ensuring the country’s rich and varied

biodiversity is conserved for future generations.

South Africa is one of the most mega-diverse countries in

the world. This provides endless opportunities for millions

of people to experience the beauty and grandeur of our

magnificent natural environment through visits to SANBI’s

national botanical and zoological gardens. These visits

promote tourism and add to economic growth.

In the past year, the 2018 National Biodiversity Assessment

(NBA), which is SANBI’s biggest assessment, was completed

and was officially launched. This launch and celebration

provided an opportunity to raise the profile of the NBA

and acknowledged the considerable input that is made by

SANBI’s partners.

Amongst other achievements by SANBI in the past financial

year, have been:

• SANBI, in partnership with the Department of

Environment, Forestry and Fisheries and Ezemvelo

KZN Wildlife co-hosted a Land Reform and Biodiversity

Stewardship Learning Exchange. The partners also

disseminated the recently endorsed ‘Biodiversity Stewardship Guideline’, a best-practice guideline for biodiversity stewardship in the country.

• The Institute has also fulfilled several strategicnational processes, demonstrating the relevance of biodiversity beyond the environmental sector, as well

Minister’s Foreword


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as the credibility and usefulness of our science-based policy inputs.

Some of the big projects include finalising the integration of the National Zoological Gardens into SANBI, the completion of the Strategic Environmental Assessment for the construction of gas pipelines and electricity grid infrastructure across the country and the management of climate projects supported by the Adaptation Fund.

SANBI remains an Institute of good standing, with a reputation for its contribution to science and policy both nationally and globally. I wish to thank SANBI’s Board, management, staff and their strategic partners in the biodiversity sector for their hard work in the past financial year. It is heartening to know that South Africa’s natural resources – an important part of our natural heritage – is in good hands.

I am pleased therefore to present to you the SANBI Annual Report for 2019/20, which complies with all statutory reporting requirements of the Public Finance Management Act (PFMA) as well as National Treasury Regulations.

MS BARBARA CREECY

Minister of Environment, Forestry and Fisheries


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Chairperson’s StatementThe South African National Biodiversity Institute (SANBI) champions the exploration, conservation, sustainable use, appreciation and enjoyment of South Africa’s exceptionally rich biodiversity for all people.

SANBI contributes to South Africa’s sustainable development by facilitating access to biodiversity data, generating information and knowledge, building capacity and providing policy advice. SANBI also manages a network of national botanical and zoological gardens for the country.

SANBI’s botanical gardens offer unique experiences to explore the rich biodiversity and nature through abundant plant and animal species. Activities at the gardens include birding spots, educational facilities, hiking trails, biking routes, restaurants and recreational facilities including concerts, bookshops and some adventure tourism activities.

SANBI’s Royal Horticultural Society (RHS) Chelsea Flower Show exhibit received another Gold Medal. SANBI’s themed display, designed by landscape design specialist Leon Kluge, was named ‘Mountains of Abundance’. It was SANBI’s 44th year of participating at the RHS Chelsea Flower Show and the 37th Gold Medal it won.

In celebration of the Lowveld National Botanical Garden (NBG) turning 50, the garden held a mini Royal Horticultural Society Chelsea Flower Show 2019 exhibition in the garden. This show was composed by Leon Kluge who created a replica of the Chelsea Flower Show display

on the garden stage. The garden’s first botanist, Ms Elise

Buitendag, published her beautifully written and illustrated

book ‘Genesis of a Garden’.

A significant milestone that was achieved during the

year was the completion of a range of assessments of

potential sites for the establishment of a new national


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botanical garden in the North West Province together with

representatives from the North West Province’s Department

of Economic Development, Environment, Conservation

and Tourism (DEDECT). Further sites were analysed and

a feasibility study was conducted for the proposed site,

which will be developed in 2020/21.

A significant milestone was the publishing of the National

Biodiversity Assessment (NBA). This is the primary tool for

monitoring and reporting on the state of biodiversity in

South Africa. It is used to inform policies, strategies and

actions for managing and conserving biodiversity more

effectively.

SANBI has continued to successfully manage projects that

are funded by the Adaptation Fund, to develop a pipeline

of project proposals for the Green Climate Fund, and to

contribute to global learning and policy about climate

change adaptation finance.

South Africa’s first Red List Index produced by SANBI was

included in South Africa’s Sixth Country Report to the

Convention on Biological Diversity (CBD) on progress

towards Aichi Target 12 (Species Extinction Prevented) as

well as South Africa’s response to Sustainable Development

Goals (SDGs).

SANBI made a significant contribution to developing human

capital development and supporting transformation for

the biodiversity sector. In total SANBI provided professional

development and postgraduate supervision for 295 young

professionals.

Overall, SANBI has fulfilled its responsibility towards

advising the Minister of Environment, Forestry and Fisheries,

including the biodiversity sector, on the management

and conservation of biological resources in accordance

with the mandate of the Institute. Significant progress has

been made with the integration of the National Zoological

Garden (NZG). With the NZG’s objectives of building a centre

of research and training excellence, an authoritative source

of scientific information, creating a dynamic platform for

engaging the public on the science of life and developing

a zoological garden with a conservation focus, it places

SANBI in a favourable position to respond to conservation

challenges.

I wish to thank the Ministry of Environment, Forestry and

Fisheries and the Parliamentary Portfolio Committee on

Environment, Forestry and Fisheries and, in particular,

the Minister, Ms Barbara Creecy, for her leadership in

advocating the value of biodiversity for economic and

social prosperity across the globe.

I am honoured to be entrusted with the responsibility to

lead and guide SANBI’s management in delivering on its

mandate. I am particularly appreciative of the professional

attitude coupled with the dedication demonstrated in executing the Institute’s strategy, shown by the ACEO, executive and staff. They have worked tirelessly in striving to achieve the goals of the Institute.

In conclusion, I take this opportunity to thank SANBI’s stakeholders and partners for their generous and committed support, thereby enabling SANBI to deliver on its mandate.

MS BERYL FERGUSONChairpersonSouth African National Biodiversity Institute Board


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Board of Directors

dr kowiyou yessoufou

ms beryl ferguson Board Chairperson

ms Pam yoko

ms limpho makotoko

ms ntsoaki mngomezulu

Prof. brian van Wilgenms thandiwe Godongwana

ms Phutanang motsielwa

dr thulani luthuli

dr yonah seleti


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I am pleased to report on the South African National Biodiversity Institute’s (SANBI) achievements and obligations for the 2019/2020 financial year.

In the past year, SANBI fulfilled its primary mandate through generating and coordinating evidence required to support

Chief Executive Officer’s Reportpolicies and decisions relating to better management and

conservation of South Africa’s biological diversity. SANBI

played a unique role within the conservation sector of

linking scientific knowledge with direct policy advice.

Highlights for the past year include:

• The National Botanical Garden Expansion Strategy

(2019–2030), developed by SANBI, continued to

be implemented in 2019/2020. The Minister of the

Department of Environment, Forestry & Fisheries (DEFF),

Ms Barbara Creecy, published in the Government

Gazette on 15 November 2019 (GG No. 42839;

Department of Environmental Affairs Notice 607 of 2019)

with the intention to publish the National Botanical

Garden Expansion Strategy 2019–2030. As part of the

Strategy, SANBI signed a Collaboration Agreement with

the South African National Parks (SANParks) for the joint

establishment and management of the Richtersveld

Desert Botanical Garden located in the Richtersveld

National Park in the Northern Cape, as a demonstration

garden conserving indigenous plants representative of

South Africa’s Desert Biome.

• A range of assessments of potential sites to be

considered for a new national botanical garden in the

North West Province, together with representatives

from the North West Province’s Department of

Economic Development, Environment, Conservation

and Tourism (DEDECT) were conducted.


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• TheChelseaFlowerShowtookplaceinLondon,intheUnited Kingdom, where a gold medal was won. SANBI was invited to Bristol University to unveil the rondavel built at the university. SANBI was also invited to the South African Embassy for the launch of the Nelson Mandela Rose.

• IncelebrationoftheLowveldNationalBotanicalGardenturning 50, the garden hosted a mini Chelsea Flower Show 2019 in the garden, which involved putting a replica of the Kirstenbosch Chelsea Flower exhibit on display at the garden stage. This show was composed by Leon Kluge.

• Emanating from successful succulent plant theftprosecutions, SANBI was awarded R1 000 000 for its ongoing participation and support provided in resolving conservation and biological crime law enforcement cases.

• Implementation of the wishes of the last will andtestament of the late Ms Joan Kathleen Boteville Wrench, which included Kirstenbosch National Botanical Garden as a beneficiary through legacy projects.

• SANBI continued to provide science-based adviceto inform policy and decision making, through developing biodiversity mainstreaming tools, such as the recently gazetted Terrestrial and Aquatic Protocols, and facilitating focused communities of practice to support the integration of these tools into planning and decision-making processes. In the past year, several learning and capacity building opportunities were hosted relating to national capital accounting, biodiversity stewardship, biodiversity planning and ecological infrastructure. In addition to this, products were developed to share information and support decision making, for example, guidelines on integrating biodiversity into land-use schemes.

• Classification and mapping of ecosystems is a corepart of SANBI’s science foundation. It enables a variety of applications relating to the management of natural resources, biodiversity planning, land use planning and environmental assessment, as well as for monitoring and reporting. For the 2019/2020 financial year, the target involved one version released for the terrestrial ecosystem classification system and map. The Vegetation Map of South Africa, Lesotho and Swaziland (National Vegetation Map, NVM) is the fundamental dataset that is updated consistently for the terrestrial realm. The new version is called ‘NVM 2018’ and reflects new data inputs received up to the end of 2018.

• The Species Protection Level Indicator developed bySANBI shows that South Africa’s birds and reptiles are

currently well protected while plants, freshwater fish

and butterflies have high numbers of species that are

not well represented in the current Protected Areas

Estate.

• SouthAfrica’sfirstRedListIndexhasbeenincludedin

South Africa’s Sixth Country Report to the Convention

on Biological Diversity (CBD) with the purpose to report

on progress towards Aichi Target 12 (Species Extinctions

Prevented) as well as South Africa’s response to the

Sustainable Development Goals (SDGs) prepared by

Statistics South Africa.

• CabinetannouncedthatSouthAfricawillproclaim20

new Marine Protected Areas (MPAs) advancing ocean

protection from 0.4% to 5%. SANBI played a key role in

the technical work to design this new network of MPAs.

• The new African Coelacanth Ecosystem Project

(ACEP) ‘Deep forests’ was initiated with new students

involved in researching potentially vulnerable marine

ecosystems. New international collaborations and

training on deep water coral taxonomy and ecology

were key highlights.

• SANBI coordinates the African Biodiversity Challenge

(ABC) project, funded by the JRS Biodiversity

Foundation, which aims to build capacity in African

countries to mobilise biodiversity data and establish

biodiversity informatics networks. SANBI completed

Phase 1 of this project in 2019 and was successfully

awarded US$300 000 for a second, three-year phase.

SANBI will continue to work with its partners from

Rwanda, Malawi and Ghana to grow the communities

of practice in each country and use the biodiversity

data collected in Phase 1 to develop products for end-

users.

• SANBI completed the spatial analysis for a Strategic

Environmental Assessment (SEA) for a phased gas

pipeline to support national government’s Strategic

Integrated Projects (SIPs). The SEA identifies optimal

routes for the construction of gas pipelines and

electricity grid infrastructure.

• SANBIparticipatedinthe17thordinarysessionofthe

African Ministerial Conference on the Environment,

which considered actions for environmental

sustainability and prosperity across the continent.

• The year 2020 marks the end of the International

Convention on Biological Diversity’s Strategic Plan for

Biodiversity. SANBI provided support to DEFF and the

African Group of negotiators on developing the Post-

2020 Global Biodiversity Framework that will guide the

global biodiversity agenda in the future.

• SANBIhascontinuedtosuccessfullymanageprojects


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that are funded by the Adaptation Fund, to develop a pipeline of project proposals for the Green Climate Fund and to contribute to global learning and policy about climate change adaptation finance.

• SANBIhassecuredthesustainabilityofthecoordinationrole for the FUNDISA for Change Programme.

• TheNationalZoologicalGarden (NZG)finalisedmanyaspects of its integration into the larger SANBI. Mr Leslie

Mudimeli was appointed as Executive Director on

1 November 2019.

I wish to express my sincere gratitude to the Minster of Environment, Forestry and Fisheries, Ms Barbara Creecy, and Director-General Ms Nosipho Ngcaba and her team, for the support they have given to SANBI during the financial year under review.

I extend my gratitude to the SANBI Board Chair, Ms Beryl Ferguson, and the entire board for their unwavering support, commitment and leadership.

I wish to thank SANBI’s staff for their dedication and hard work, as well as our network of partners and stakeholders for the support given to SANBI in the year under review, which went a long way in contributing to meeting the organisational targets for 2019/20.

MS CARMEL MBIZVOActing Chief Executive OfficerSouth African National Biodiversity Institute


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c. mbizvoActing Chief Executive Officer

c.k. WillisChief Director: National

Botanical Gardens

l. sitholeChief Financial Officer

e. mashileChief Operations Officer:

Corporate Services

c. allenbyDirector: Commercialisation

and Marketing

m.j. netshiomboChief Director: Human Resources

l.v. ralepeliCompany Secretary

Prof. r. sebolaChief Director: Foundational

Biodiversity Science

l. mudimeliExecutive Director: National

Zoological Gardens

Executive Management

d. PillayChief Director: Policy Advice and

Information Management

Chief Director: Biodiversity Assessment and

Knowledge Generation

Prof. j.s. donaldsonDirector: Conservation and Animal Collections

Manco representative

t. rehse

Dr M. BarnettChief Director: Adaptation Policy

& Resourcing


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Legislative and Other MandatesThe South African National Biodiversity Institute was

established in terms of section 10(1) of the National

Biodiversity Management: Biodiversity Act (Act No. 10 of

2004). SANBI is a public entity in terms of section 38(1) (m)

of the Public Finance Management Act. It is classified as

a schedule 3A entity, i.e. one that will receive substantial

support from the National Revenue Fund.

Section 2 of NEMBA stipulates that SANBI’s purpose is to

assist in achieving the objectives of the Biodiversity Act.

section 2 sets the further objectives of the act, i.e.:

(a) within the framework of the National Environmental

Management Act, to provide for:

(i) the management and conservation of biological

diversity within the Republic and of the components of

such biological diversity;

(ii) the use of indigenous biological resources in a

sustainable manner; and

(iii) the fair and equitable sharing among stakeholders

of benefits arising from bio-prospecting involving

indigenous biological resources;

(b) to give effect to ratified international agreements relating

to biodiversity, which are binding on the Republic;

(c) to provide for co-operative governance in biodiversity

management and conservation; and

(d) to provide for a South African National Biodiversity

Institute.

SANBI’s mandate comes from the National Environmental

Management: Biodiversity Act No. 10 of 2004: Section 11.

fUnctions

(1) the institute:

(a) must monitor and report regularly to the Minister on:

1. the status of the Republic’s biodiversity;

2. the conservation status of all listed threatened or

protected species and listed ecosystems; and

3. the status of all listed invasive species;

(b) must monitor and report regularly to the Minister on

the impact of any genetically modified organism that

has been released into the environment including

the impact on non-target organisms and ecological

processes, indigenous biological resources and the

biological diversity of species used for agriculture;

(c) must act as an advisory and consultative body on

matters relating to biodiversity to organs of state and

other biodiversity stakeholders;

(d) must co-ordinate and promote the taxonomy of South

Africa’s biodiversity;

(e) must manage, control and maintain all national

botanical gardens;

(f ) must manage, control and maintain:

1. herbaria; and

2. collections of dead animals that may exist;

(g) must establish facilities for horticulture display,

environmental education, visitor amenities and

research;

(h) must establish, maintain, protect and preserve

collections of plants in national botanical gardens and

in herbaria;

(i) may establish, maintain, protect and preserve

collections of animals and micro-organisms in

appropriate enclosures;

(j) must collect, generate, process, co-ordinate and

disseminate information about biodiversity and the

sustainable use of indigenous biological resources and

establish and maintain databases in this regard;

(k) must allow, regulate or prohibit access by the public to

national botanical gardens, herbaria and other places

under the control of the Institute and supply plants,

information, meals or refreshments or render other

services to visitors;

(l) must undertake and promote research on indigenous

biodiversity and the sustainable use of indigenous

biological resources;

(m) must coordinate and implement programmes for:

1. the rehabilitation of ecosystems; and

2. the prevention, control or eradication of listed

invasive species; must coordinate programmes to

involve civil society in:

i. the conservation and sustainable use of

indigenous biological resources; and

ii. the rehabilitation of ecosystems;


16

(n) on the Minister’s request, must assist him or her in the performance of duties and the exercise of powers assigned to the Minister in terms of this Act;

(o) on the Minister’s request, must advise him or her on any matter regulated in terms of this Act, including:

1. the implementation of this Act and any international agreements affecting biodiversity which are binding on the Republic;

2. the identification of bioregions and the contents of any bioregional plans;

3. other aspects of biodiversity planning;

4. the management and conservation of biological diversity; and

5. the sustainable use of indigenous biological resources;

(p) on the Minister’s request, must advise him or her on the declaration and the management of, and development in, national protected areas;

(q) must perform any other duties:

1. assigned to it in terms of this Act; or

2. as may be prescribed.

(2) When the Institute in terms of subsection (1) gives advice on a scientific matter, it may consult any appropriate organ of state or other institution, which has expertise in that matter;

48. (3) the institute must:

(a) assist the Minister and others involved in the

preparation of the National Biodiversity Framework, a

bioregional plan or a biodiversity management plan to

comply with subsection (1); and

(b) make recommendations to organs of state or

municipalities referred to in subsection (2); align their

plans referred to in that subsection with the National

Biodiversity Framework and any applicable bioregional

plan.

60. (2) The Institute must provide logistical, administrative

and financial support for the proper functioning of the

Scientific Authority.

sanbi is also resPonsible for the folloWinG

reGUlations in terms of nemba:

• ThreatenedorProtectedSpeciesRegulations;

• Convention on International Trade in Endangered

Species of Wild Fauna and Flora Regulations;

• DraftAlienandInvasiveSpeciesRegulations.

Underpinning the successful implementation of provisions

of NEMBA is the submission of scientific evidence to support

policy and decision making relating to the conservation

and management of biodiversity and the impacts of and

adaptation to climate change.

Key priorities are also derived from official sources that

identify issues with a high relevance to policy, such as, the

National Biodiversity Strategy and Action Plan (NBSAP),

the National Biodiversity Framework (NBF), government

delivery agreements, and other national priorities (e.g.,

wildlife trade, the green economy), and specific mandates

such as provided by the White Paper on the National

Climate Change Response Policy (NCCRP).

sanbi manaGes its hUman resoUrces throUGh

the folloWinG leGislation:

• LabourRelationsActNo.66of1995;

• BasicConditionsofEmploymentActNo.75of1997;

• EmploymentEquityActNo.55of1998;

• SkillsDevelopmentActNo.97of1998;

• SkillsDevelopmentLeviesActNo.9of1999;

• OccupationalHealthandSafetyActNo.85of1993;

• Compensation forOccupational Injuries andDiseases

Act No. 130 of 1993.

The Institute also complies with the Public Finance

Management Act and relevant Treasury regulations.


17

Organisational Structure


18

SANBI’s Network of Partnerscollaborations With national dePartments/entities

Department of Agriculture, Rural Development and Land Reform

Department of Basic Education

Department of Environment, Forestry & Fisheries (DEFF)

Department of Higher Education, Science and Training

Department of Science and Innovation (DSI)

Department of Water and Sanitation (DWS)

Development Bank of Southern Africa (DBSA)

Expanded Public Works Programme (EPWP)

National Department of Tourism

National Research Foundation (NRF)

South African Local Government Association (SALGA)

South African National Parks (SANParks)

South African National Roads Agency Limited (SANRAL)

South African Weather Service (SAWS)

Statistics South Africa (STATS SA)

collaborations With Provincial dePartments

CapeNature

Eastern Cape Department of Economic Development, Environmental Affairs and Tourism (DEDEAT)

Eastern Cape Parks and Tourism Agency (ECPTA)

Ezemvelo KZN Wildlife (EKZNW)

Free State Department of Tourism, Environmental and Economic Affairs

Gauteng Department of Agriculture and Rural Development (GDARD)

Gauteng Department of Education

Limpopo Department of Economic Development, Environment and Tourism (LEDET)

Limpopo Department of Education

Mpumalanga Department of Agriculture, Rural Development, Land and Environmental Affairs

Mpumalanga Tourism & Parks Agency (MPTA)

North West Department of Economic Development, Environment, Conservation and Tourism (DEDECT)

Northern Cape Department of Environment and Nature Conservation (DENC)

Western Cape Department of Environmental Affairs and Development Planning (DEADP)

collaborations With mUniciPalities

Buffalo City Metropolitan Municipality (BCMM)

Cape West Coast Biosphere Reserve

Cape Winelands District Municipality

City of Cape Town

City of Tshwane

Ehlazeni District Municipality

Ekurhuleni Metropolitan Municipality

eThekwini Metropolitan Municipality

Gamtoos Irrigation Board

Midvaal Local Municipality

Mopani District Municipality


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Msunduzi Local Municipality

Nelson Mandela Bay Municipality (NMBM)

Nketoana Local Municipality

Overstrand Local Municipality

Setsoto Local Municipality

uMgungundlovu District Municipality

collaborations With research centres

Agricultural Research Council (ARC)

Albany Museum

Chrysalis Academy

Coaltech Research Association

Council for Geoscience

Council for Scientific and Industrial Research (CSIR)

Durban Natural Science Museum

East London Museum

Forestry and Agricultural Biotechnology Institute (FABI)

Glen Agricultural College

Iziko Museums of SA

National Museum, Bloemfontein

National Research Foundation (NRF)

Nelson Mandela Metropolitan University (NMMU)

North-West University

Port Elizabeth Museum

Rhodes University

South African Agency for Science and Technology Advancement (SAASTA)

South African Environmental Observatory Network (SAEON)

South African Institute of Aquatic Biodiversity (SAIAB)

South African Medical Research Council

South African Wildlife College

Stellenbosch University (SU)

The KwaZulu-Natal Museum

Tshwane University of Technology (TUT)

University of Cape Town (UCT)

University of Johannesburg (UJ)

University of KwaZulu-Natal (UKZN)

University of Mpumalanga

University of Pretoria (UP)

University of South Africa (UNISA)

University of the Free State

University of the Western Cape (UWC)

University of the Witwatersrand (WITS)

University of Venda (UNIVEN)

Water Research Commission (WRC)

collaborations With non-Governmental orGanisations/bUsinesses

Adaptation Network

Association for Water and Rural Development (AWARD)


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BirdLife South Africa

Botanical Society of South Africa (BotSoc)

Brenton Blue Trust (BBT)

Cape Horticultural Society (CHS)

Conservation South Africa (CSA)

Duzi Umngeni Conservation Trust (DUCT)

Endangered Wildlife Trust (EWT)

Environmental Monitoring Group (EMG)

Forestry South Africa

Gondwana Alive

Greater Cederberg Fire Protection Association (GCFPA)

Greater Stutterheim Fire Protection Association

GreenMatter

GroundTruth

ICLEI - Local Governments for Sustainability

Indigo Development and Change

Institute of Natural Resources

Isimangaliso Wetland Park Authority

Kwelera Nature Reserve Proprietary Limited

Lepidopterists’ Society of Africa

Living Lands

Mabula Ground Hornbill Project

Marine and Costal Educators Network (MCEN)

National Occupational Safety Association (NOSA)

Nature Conservation Corporation (NCC)

NCT Forestry Cooperative Ltd

Networx for Career Development

Pan African Association of Zoos and Aquaria

Proteus Initiative

Sappi

Sci-Bono Science Centre

South African Association for Marine Biological Research (SAAMBR)

South African Association of Science and Technology Education Centres (SAASTEC)

South African Cities Network (SACN)

Southern African Foundation for the Conservation of Coastal Birds (SANCCOB)

Sustainable Energy Africa NPC (SEA)

Table Mountain Fund (TMF)

The Garden Route Botanical Garden

The Wildlife and Environment Society of South Africa (WESSA)

Vulpro

Waterberg Biosphere Reserve

Wildlands Conservation Trust

World Wide Fund South Africa (WWF-SA)

collaborations With international entities

Biodiversity Observation Network (BON)-Development Working Group

Botanic Gardens Conservation International (BGCI)


21

Conabio

Critical Ecosystems Partnership Fund (CEPF)

Global Environment Facility (GEF)

International Association of Botanic Gardens (IABG)

International Union for Conservation of Nature (IUCN)

International Zoo Educators Association (IZE)

Joint Ethno-botanical Research Advocacy–Uganda (JERA)

JRS

Millennium Seed Bank Partnership (MSBP)

Missouri Botanical Garden

Norwegian Environment Agency

Ocean Conservancy

Royal Botanic Garden, Edinburgh

Royal Botanic Gardens, Kew

Royal Horticultural Society (RHS)

The American Museum of Natural History

UN Statistics Division

UNEP World Conservation Monitoring Centre

United Nations Development Programme (UNDP)

United Nations Environment Programme (UNEP)

Universite Pierre et Marie Curie

University of Exeter

World Association of Zoos and Aquariums (WAZA)


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Strategic OverviewSANBI was established in 2004, as a statutory organisation under the National Environmental Biodiversity Act (Act 10

of 2004) (NEMBA). SANBI has a broad mandate that is primarily derived from NEMBA, but also from other legislation and

processes over the past decade. SANBI is a public entity under the national Department of Environmental Affairs (DEA) now

known as the Department of Environment, Forestry and Fisheries (DEFF) that manages the country’s network of national

botanical gardens and zoological gardens as biodiversity centres. SANBI provides invaluable science-based support for the

Department to make sound policy decisions to protect and conserve the country’s natural assets.

sanbi’s vision

Biodiversity richness for all South Africans.

sanbi’s mission

To champion the exploration, conservation, sustainable

use, appreciation and enjoyment of South Africa’s

exceptionally rich biodiversity for all people.

sanbi’s valUes

SANBI is guided by the following organisational values, which spell out ‘uGreat’:

Ubuntu—Harnessing, caring, sharing and being in harmony with all of creation.

Growth—Nurturing and empowering teams and indi-viduals to grow and reach their true potential.

respect and tolerance—Creating open, honest relationships built on trust, mutual respect, dignity and fairness AND valuing and accepting individuals and di-versity.

excellence—Providing service excellence through passion and professionalism.

accountability—Taking pride and responsibility in our work and caring for our environment and commu-nities.

togetherness—Through collaboration we change the world.


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2424

https://www.entrepreneur.com/article/347640

ProGramme PerformanceThis programme represents the support areas which underpin all the operational activities, which include human resources management, marketing and commercialisation, information communication technology, governance, risk, compliance, ethics and legal services. This programme is designed to ensure that SANBI is effective, efficient, accountable and responds successfully to a changing environment.

Programme 1: AdministrationPUrPoseRender effective and efficient corporate services.

strateGic objectivesSANBI is positioned as an employer of choice in the biodiversity sector.Implement an effective, efficient and transparent supply chain and financial management system as regulated by the Public Finance Management Act (PFMA).Improve financial sustainability of the Institute.Effective corporate services rendered to achieve the mandate of SANBI. Build a compelling brand for all stakeholders.

key Performance areasHuman ResourcesMarketing and CommercialisationInformation Communication TechnologyGovernance, Risk, Compliance, Ethics and Legal Services

The Institute continues to manage its risks through its risk management programmes and ensures that it has effective internal controls. Furthermore, ongoing efforts are made to promote ethical conduct and to combat and prevent fraud. It implements a robust health and safety programme. The programme ensures appropriate delegation of authority, proper management of information communication and other mechanisms required to entrench good governance.

hUman resoUrcesIn the year under review, the Human Resources Division developed its second Human Resources Management Strategy. The development of this strategy was done during the time that SANBI was integrating the National Zoological Garden’s (NZGs) staff members into SANBI.

The focus areas of the strategy are building strong leadership, enhancing talent management, building a Human Resources brand and internal Human Resources capability, ensuring legislative compliance, ensuring good employment relations, employee health and wellness.

A series of staff workshops were held at the National Zoological Garden (NZG) and Mokopane Biodiversity Conservation Centre wherein staff were informed and consulted on the Human Resources policies which are applicable at SANBI. SANBI continues to implement the career-ladder system for the scientists and horticulturists in its quest to attract, develop and retain skills for SANBI to achieve its mandate.


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Professional Performance tally 2019/ 2020

A significant number of students have benefited from professional development and further studies through SANBI, in collaboration with tertiary education institutions. This highlights SANBI’s ongoing commitment to human capital development.

CONSOLIDATED EMPLOYEE PROFILE AS AT 31 MARCH 2020

Race/gender Black Male

Black Female

Coloured Male

Coloured Female

Indian Male

Indian Female

White Male

White Female

Total

Number 422 305 80 70 3 14 41 73 1008

Per cent 41.9% 30.3% 7.9% 6.9% 0.3% 1.4% 4.1% 7.2% 100%

consolidated Professional develoPment tally

WIL student placements, including VPK 91

Intern and Groen Sebenza pioneer placements 124

Postgraduate student degrees completed 36

Postgraduate students funded 28

Postdoctoral fellows hosted 16

CONSOLIDATED APPOINTMENTS AS AT 31 MARCH 2020

Race/gender Black Male

Black Female

Coloured Male

Coloured Female

Indian Male

Indian Female

White Male

White Female

Total

Number 26 24 8 2 0 1 0 7 68

Per cent 38.2% 35.3% 11.8% 2.9% 0.0% 1.5% 0.0% 10.3% 100%

marketinG and commercialisationThe year under review has proved to be a challenging one. After various workshops with the Board of SANBI, the focus of the directorate was changed from Marketing and Communications to Marketing and Commercialisation. The change in the directorate’s name reflect the Institute’s realisation that it cannot rely on receiving increases in its Medium-Term Expenditure Framework (MTEF) core grant, and instead will need to become increasingly reliant in generating its own revenue. Further challenges were experienced with the change in the top leadership of the directorate. In order to achieve its desired growth in its own revenue a Marketing and Commercialisation Strategy was developed for the organisation. The following are some of the events that were hosted by the various national botanical gardens and National Zoological Garden in order to grow their revenue streams and the footfall to the gardens. The events also serve to grow the brand of the organisation.

free state national botanical Garden

The Free State NBG in collaboration with the Creative Kid Project hosted an ‘Easter Egg Hunt’ to raise funds for the Childhood Cancer Foundation South Africa, as part of its corporate social responsibility or giving back to the community initiatives. A picnic was held in the North and the first ‘Macufe All White Party’ event was a success. The Free State NBG hosted News24’s Women’s Health event,

which focused on fitness with exercises such as aerobics,

dance, yoga, etc. The Free State NBG also hosted the SABC

FamFest event. This large event is the first of its kind that

has been hosted since the establishment of the garden.

The garden benefitted through free airtime on SABC 2 and

all SABC radio stations.

‘Doek on Fleek’ is a women’s empowerment movement

that hosts nationwide events strictly for women. In pursuit

to attract more customers from rural areas the garden

approached and hosted the ‘Doek on Fleek’ event in the

garden.

Efforts to market the garden to the entire Free State and

Northern Cape communities in order to accommodate a

diversity of customers included the ‘Good Sunday Session’

by Bruno’s House. The event takes place every first Sunday

of the month and future dates are confirmed for the year

2020.

harold Porter national botanical Garden

A very successful and full ‘Business Sports Day’ took place

during October 2019 in Kleinmond. The Harold Porter

NBG achieved third place, out of eleven companies that

participated in the event.

A ‘Breast Cancer Awareness Walk’ was held at Harold Porter

NBG on 8 November 2019. Participants arrived dressed in

pink, and others in charismatic costumes and everyone

exercised their support towards this very important cause.


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The Gugulethu Tenors performed once again at the ‘Carols

by Candlelight’ concert, on 22 December 2019. Actor and

singer, Emo Adams, performed at Harold Porter NBG on 28

December 2019.

loWveld national botanical Garden

A ‘Family Fun Easter Egg Hunt’ was held over two days

during the Easter school holidays on 20 and 21 April 2019.

This was in collaboration with the Coca-Cola Company

who sponsored Lego sets and a picnic set for the two

contestants who found the mystery hidden eggs. It was

featured as an advert on the calendar pages of the Lowveld

Newspaper. This event was also promoted extensively on

Lowveld NBG’s Facebook page, the Coca-Cola Company

page and the Riverside Precinct social media Facebook,

Instagram and Twitter pages.

In celebration of Lowveld NBG turning 50, the garden held

a mini ‘Royal Horticultural Society (RHS) Chelsea Flower

Show 2019’ exhibition in the garden from 22 to 30 June

2019. This show was designed by Leon Kluge who created

a replica of the ‘Chelsea Flower Show’ display on the

garden stage. Leon Kluge also gave a talk to locals during

the opening on 22 June 2019, explaining his work and

all the efforts involved in designing the display. The mini

‘RHS Chelsea Flower Show 2019’ exhibition was covered

on national television. Several local media managed to

attend the opening day and spoke to Leon Kluge and

some members of the Lowveld Botanical Society. This talk

stimulated high interest in the beautiful display. More than

2 800 members of the public came to view the display

during the exhibition period.

Lowveld NBG implemented a free visitors entrance policy on the ‘International Day of Biological Diversity’ which was celebrated on 22 May 2019. This year, together with the Biodiversity Empowerment Education (BEE) directorate, the Lowveld NBG hosted 120 special needs primary school learners from Dasha Foundation to engage in creating awareness on the importance of the day.

One of the first botanists at the Lowveld National Botanical Garden, Elise Buitendag, held a walkabout in the Lowveld NBG to celebrate the 50 years since the formation of the garden. This event was attended by 30 nature enthusiasts and environmentalists from Nelspruit. A number of articles were written about this walkabout which gave the garden the much-needed exposure.

On Sunday 12 May 2019 the Lowveld NBG hosted the annual ‘Mother’s Day Concert’ where all ticket sales were donated back to the garden for different garden projects. The concert attracted an attendance of approximately 3 500 people. Different musical performances took place on the day with electronic folk artist, Matthew Mole, as the main attraction.

Visitors were entertained by the sounds of Magatsela More and the Buddies from KaMagugu while feasting on treats for charity on 28 May 2019 at the ‘Nom-Nom GeoChef Annual Charity Picnic’ at the Lowveld NBG.

kirstenbosch national botanical Garden

The following Kirstenbosch Summer Sunset Concerts were held during the year:

• CrimsonHouse/SouthernWild

• BlackMotion/AmandaBlack

The Oasis concert was considered as one of the best in its class.


27

• Watershed

• Shekhinah/Unathi

• Goldfish

• JimmyNevis/CraigLucas/PaxtonFielies

• MiCasa

• TheCapeTownPhilharmonicOrchestra

• Goodluck/Tresor

• Kwesta/LadyZamar

• AKA

• CapeTownFolk‘nAcousticMusicFestival

• Spoegwolf/JoBlack

• MatthewMole

• PrinceKaybee/ShoMadjozi

• SunElMusicianandSimmy/Busiswa

• Freshlyground/NomadicOrchestra/NativeYoung

kirstenbosch chelsea floWer shoW exhibit

The Royal Horticultural Society (RHS) ‘Chelsea Flower Show’

took place in London, United Kingdom (UK), from 13 to 26

May 2019. The purpose of the visit was to construct the

exhibit and thereafter man the stand showcasing South

African flora. SANBI was invited to University of Bristol to

unveil the rondavel built at the university, where SANBI

Board chairperson, Mrs Beryl Ferguson, delivered a speech.

SANBI was also invited to the South African Embassy in

London for the launch of the ‘Nelson Mandela rose’ where

the Board Chairperson gave a speech.

joan Wrench beQUest laUnch fUnction

This function for the Joan Wrench scholars and stakeholders

was held in the conservatory on 23 April 2019 and was

attended by Kirstenbosch management and horticulturists.

Kirstenbosch NBG arranged this annual educational

presentation on behalf of the Cape Town Big 6 tourism

attractions which was managed by John Masilo on behalf

of Kirstenbosch NBG. The four-day educational event,

which took place from 14 to 17 May 2019, was attended by

80 frontline staff members from hotels and guest houses

in the Cape Town area. Hilton Ross sponsored the bus

transport between the Big 6 attractions. The Cape Town

Big 6 participants were very impressed with the event and

called it the best educational event since the start of the

Big 6 some 20 years ago.

events hosted by kirstenbosch:

• TheRotary’sChristmasCarolsconcerts

• Horticulturalexhibitions• Artexhibitions• Birdwalks• AdventureBootCamp

• RoomtoGrowWednesdayTalks

kWaZUlU-natal national botanical Garden

In partnership with Msunduzi Pietermaritzburg Tourism and Creative Arts College, SANBI’s KwaZulu-Natal NBG hosted an ‘Art in the Park’ festival, which is an outdoor fine art exhibition. This event took place over four days and offered the public fine art and craft sales with performing arts, entertainment, art workshops and a children’s play area.

The KwaZulu-Natal NBG exhibited at the 2019 Comrades Marathon Expo with the purpose of promoting the garden’s offerings to the marathon participants and their families, whilst extending an invitation for them to visit the garden when they are in Pietermaritzburg to participate in the race. The SANBI exhibit received a second place silver award for participating in the show.

A ‘Festive Family Fun Day’ and ‘Acrobranch Adventure Park’ event aimed to give the Pietermaritzburg community the opportunity to enjoy a water park environment without subjecting themselves to congestion experienced at popular Durban beaches during the festive season holidays. The grand opening of the ‘Acrobranch Adventure Park’ was held at the old gigantic gumtrees in the botanical garden and arrived in the nick of time for the festive season, as it became the first of its kind in the province. The aim of the park is to increase adventurous activities for children in Pietermaritzburg and commercialise the garden while penetrating the new youth market. This event was featured in The Witness Newspaper after a successful launch of the ‘Acrobranch Adventure Park’ and ‘Festive Family Fun Day Event’ in December 2019.

The KwaZulu-Natal NBG hosted an outdoor aerobathon which was packed with action and fun activities including aerobics, Zumba and kickboxing conducted by Planet Fitness Gym. Alongside the aerobathon, a self-defence session was conducted by African Shield Combat Systems and Prestbury South African Police Service (SAPS) to inform attendees on how to react when confronted with an attacker. The event aimed to raise funds for the Thy Rest Restoration Home.

Pretoria national botanical Garden

‘World Travel Market’ (WTM) Africa 2019 took place from 10 to 12 April 2019 at the Cape Town International Convention Centre (CTICC) in Cape Town, Western Cape. This event is organised by staff from SANBI’s Head Office. WTM Africa is vibrant, culturally diverse and is a veritable highlight on the business professionals calendar. It presents a diverse range of destinations and industry sectors to South African, African and international travel professionals. SANBI won the award for the most responsible exhibition.

The ‘Pretoria Parkrun’ has been declared the World’s Largest Parkrun of 2019. Words from Bruce Fordyce to the City Press newspaper included ‘, At the moment we [South Africa]


2828

have 180 parkruns nationwide and we open about two

[new parkruns] every weekend. Currently, we have 60 000

people who run, walk and jog, every single Saturday.

Durban North Beach is the largest parkrun in the world

with 2 500 people taking part every Saturday, while the

Botanical Gardens parkrun in Pretoria has 52 000 registered

participants – the largest worldwide,’ Fordyce told City Press

newspaper that an invitation to take part in a marathon in

Britain was what led to the creation of parkrun in South

Africa.

The ‘Crazy for Walking’ initiative kicked off with a walk

from Pretoria to Cape Town in order to de-stigmatise

mental illness and to promote mental wellness. One of

the key focus areas of ‘Crazy for Walking’ is mental health

and wellness education. Stigma associated with mental

illness is still a major barrier to treatment worldwide. The

walks were hosted by the participating private psychiatric

hospitals supported by the national ‘Crazy for Walking’ PR

and media campaign. The Pretoria NBG joined forces with

Vista Clinic and 306 people participated. This will be an

annual event on the events calendar.

The ‘Banting Market’ takes place every first Saturday of the

month and attracts more than 4 000 people. Comments

from visitors to the ‘Banting Market’ included ‘There is a big

variety of products and great stall holders. The manager

Karin sure knows how to host a fantastic market with

variety for everyone. It’s no wonder this market received a

TV feature on ‘Pasella’!’

The ‘Christmas Night Market’ was the first of its kind at the

garden which started as a trial and error project. The results

were overwhelming, attracting more than 2 000 attendees

from 17:00 until 21:00.

The ‘Tshwane Food Festival’ celebrated diverse cultures and interests, the variety of food, dance, song, games and festivities that is known to the City of Tshwane. The Record newspaper headline with ‘Hundreds flock to the annual Tshwane Food Fest. The event was described as the perfect day out in the sun.’

The second ‘Exclusive Succulent Festival’ took place in the Pretoria NBG and is growing from strength to strength. ‘Family Braai Day’ is an annual event to celebrate diversity during heritage month. The event was well attended.

‘Oasis Concert’ was held on 30 November 2019 and comments from a concertgoer on the Stage and Screen website included, ‘Oasis Experience is the most epic festival in Pretoria. They pay such close attention to making sure they have the best line-ups, with a variety of music that so many different people can enjoy. I love it when festivals give you something you know but also give you something you can discover for the first time... That’s when the magic happens! We can’t wait to be back for the 2020 Summer season!’

Walter sisUlU national botanical Garden

Walter Sisulu NGB hosted the following events:

• IncollaborationwithCadburyhosted‘EasterEggHunt’during Easter weekend and was attended by many children.

• WalterSisuluNBGKayaFM95.9annualGospelConcert

• AnnualChristmasCarols

• Refentse,anAfricanAfrikaansmusicartist

• FoodandCraftsmarkets

• MountainRaceRun

• HikingbyHikingClubRealtors

• Valentine’sDayPicniceventon14February2019

A career fair through SANBI’s Biodiversity Empowerment Education (BEE) directorate which was attended by pupils from two secondary schools in Kagiso. The exhibitors were from SANEDI, UNISA, University of Johannesburg, Joburg City Parks and Zoo, Sci-Bono and SANBI.

The garden was featured on Joburg.co.za; published on: Flymango.com, movingtosouthafrica.org, miid.co.za, and in Roodepoort Northsider. Food and Crafts Markets were published on Hyperli and studentdigz.co.za.

social media

The use of digital and social media is continuing to gain prominence. Observation of SANBI’s social media analytics indicates a year-on-year increase in terms of social media engagement in the form of clicks per view. Facebook, Twitter, Instagram and LinkedIn are utilised in SANBI’s social media engagement efforts. SANBI now has 7 576 Twitter followers which is a growth of 50% year-on-year on its official Twitter account. SANBI’s Facebook followers

Monthly nutritional treats are available from the Banting Market.


29

have doubled since last year with a total of 9 171. SANBI’s LinkedIn has a network of 2 858 connections. All the growth is organic, devoid of paid advertising and has not been boosted to grow the numbers. SANBI maintains a Flickr account and its value is that it serves as a photo album sharing app and repository for photographs. Some of SANBI’s programmes and projects have their individual social media accounts.

The SANBI websites have been kept up to date and a vibrant new website has been launched for the National Zoological Garden (NZG).

information commUnication technoloGyThe Information Communication Technology (ICT) division has successfully implemented the migration of its core communication and collaboration business services into a cloud-based technology environment. Subsequently only one internet connection now provides SANBI staff with a 24/7/365 access and availability to the SANBI email system service.

This implementation has also enabled the successful replacement of SANBI legacy technologies, e.g. Lync, to a more robust collaborative system such as Microsoft Teams that makes provision for a more responsive, efficient SANBI business operations environment. This implementation also serves as a catalyst for the Institute’s future digital transformation and modernisation journey.

Governance, risk, comPliance, ethics and leGal services (enterPrise risk manaGement)SANBI continued to implement Risk Management processes as per the approved Risk Management Policy. A comprehensive risk assessment was conducted with executive management. The assessment focused on risks at strategic and operational levels which form the basis for the internal audit plans. The assessment was aligned to the annual performance plans in order to ensure that efficient management of risk contributes to improved performance.

The results of the assessment were reviewed by the Audit and Risk Committee and subsequently approved by the SANBI Board. The continuous identification of emerging risks was done as part of risk management monitoring, thus transmitted into improvement in the Institute’s performance.

An Enterprise Risk Management (ERM) system, known as is BarnOwl, has been implemented and is being used to monitor progress on the risk action plans. The Business Continuity Management is being implemented and progress in this regard is regularly reported to the Audit and Risk Committee.

The Risk Management and Fraud Prevention Committee

(RMFPCom) has been established to adjudicate on alleged

fraud cases reported through the whistle-blowing system

or other approved means. This sub-committee functions

according to the approved Terms of Reference. A Fraud

Prevention Policy and Plan is in place that provides

mechanisms for the implementation of fraud prevention.

A Whistle-Blowing Hotline is fully operational and is

administered and managed by KPMG. KPMG reports any

cases of fraud or misconduct to the SANBI management

and internal auditors for investigation if warranted.

Cases of loss and/or damages to assets are recorded into a

Loss Control Register and dealt with by the management

Liability Assessment Sub-Committee. Sanctions are always

administered in cases of proven negligent losses and

damages that are ascribed to recklessness and carelessness.

health and safetyThe information presented here serves to highlight the

progress made on health and safety performance across

SANBI gardens.

SANBI management acknowledges the moral, legal and

financial responsibility to protect and safeguard our

The concert stage at the Kirstenbosch National Botanical Garden.


3030

employees and other persons affected by our activities

against occupational risk to their health or safety, arising

from any of the operations associated with the business

activities. SANBI management believes that all injuries,

industry-related diseases and property losses are

preventable.

Compliance to the Occupational Health and Safety Act (No

85 of 1993) and continuous improvement of occupational

health and safety of all workers and other people who are

impacted by our activities is fundamental to the success of

our business. Through committed efforts we managed to

avoid fatal or major incidents in all our gardens.

SANBI has adopted the National Occupational Safety

Association (NOSA) Five Star health and safety management

system since 2015, and two external audits were conducted

since 2017 which resulted in the following:

• 2016/2017= 1 STAR

• 2017/2018= 3 STAR

• 2018/2019= 3 STAR

The SANBI audit period is conducted over twelve months

(twelve months’ rolling period from 1 July to 30 June of

the following year). We have seen a big improvement

on the health and safety performance throughout the

organisation. All gardens were highly committed towards

compliance management. The following elements are the

basis of the system:

• Commitment and Safety, Health and Environment (SHE) management policy.

• Planning of SHE management system.

• Implementation and operation of SHE management system.

• SHE management system evaluation and corrective action.

• SHE management system review.

The introduction and adoption of the NOSA Five Star

health and safety management system has changed and

improved the safety culture in SANBI. This has resulted in

improved efforts to support the system although SANBI

scored less on efforts during the 2019 external audit. There

are now clear guidelines and approaches on health and

safety activities. Structures are in place and monitoring and

evaluation tools developed.

activities for the rePorted Period

1. occUPational health and safety Policy

All gardens have met the requirements of the policy and

are highly committed to ensuring that it is communicated

to all employees and affected parties. The Institute is

currently reviewing the current health and safety policy to

cover environmental issues. SANBI has incorporated the

National Zoological Garden and Mokopane Biodiversity

Conservation Centre and has realised that the policy should be reviewed to meet organisational needs. A draft policy has been submitted to the Management Committee (MANCO) for approval.

2. PlanninG of the safety, health and environment manaGement system

2.1 risk assessment

Ongoing improvement on issue base risk assessment is done, and continuous task or activity risk assessment on high-risk activities are continuously done and managed by each garden. To fulfil risk assessment requirements, training on risk assessment was conducted and written safety procedures for high-risk activities were developed and sent to all gardens for implementation. Emerging risks are identified and put into the risk assessment register on an ongoing basis.

Fire risk assessment was conducted at the following gardens:

• Lowveld NBG

• Walter Sisulu NBG

• Kwelera NBG

• Kirstenbosch NBG

• KZN Herbarium

• KZN NBG

• Thohoyandou NBG

• The remaining gardens scheduled for fire risk assessment for the beginning of 2020 are:

• Mokopane Biodiversity Conservation Centre

• Free State NBG

• Pretoria NBG

• Pretoria NZG

• Karoo NBG

• Harold Porter NBG

• Hantam NBG

The following were major findings:

• Dependency on municipal fire fighters.• Available hydrants do not have pipes.• No standby water tanks available in case of water

supply shortage due to strikes by municipal workers.• The National Zoological Garden has fire extinguishers

which are still serviced by the Department of Public Works. This is a challenge since it results in delays.

3. health risk assessment

An occupational hygiene service provider is being appointed to conduct health risk assessment at all SANBI national botanical gardens in order to establish compliance with the requirements of the regulations of


31

the Occupational Health and Safety Act (No. 85 of 1993)

that relates to lighting, noise, ventilation, heat stress, and

ergonomics, and to make recommendations where any

non-conformances were identified. All SANBI gardens will

be assessed.

Reports of the surveys will be sent to each garden. We

have learned from the previous findings that we are not

compliant in many areas of the survey. There is a need for

lighting, furniture and ventilation improvement at all the

gardens. Most of our noise producing machines exceed

the required dB level of 85dB.

All gardens were advised to address the findings which they

can manage through their allocated budget. Unfortunately,

some gardens did not attend to this. The NZG has more

areas which require immediate attention.

4. centre objectives and tarGets

All gardens are required to set their own health and

safety objectives and targets based on the previous year’s

performance. Checking on this element during the internal

audit, it was found that at least all gardens managed to set

their objectives.

5. traininG and aWareness

No certification training was conducted during the

reported period, except refresher courses for operators and

first aiders. The OHS division has successfully run general

health and safety management training for all SANBI

employees which started in November 2019 until March

2020.

The scheduled training was focused on the following need

areas:

• Explain the Constitution of South Africa.

• Explain the set of laws of the Republic of South Africa (RSA).

• Explain the Labour Law.

• Overview of the Occupational Health and Safety Act (No 85 of 1993).

• Explain employer and the health and safety management structure.

• Explain duties of employers.

• Explain health and safety representatives’ functions in terms of the Occupational Health and Safety Act (No 85 of 1993).

• Explain health and safety committees and functions.

• Explain members of the committee.

• Explain duties of employees.

A total of 800 employees attended the training.

6. health and safety committees

Health and safety committees are functional in all the

gardens except at the Pretoria NBG where a review of the

committee is proposed. Meeting schedules are available including the composition of the committees as per the requirement of the OHS Act. Minutes are distributed and discussed in the follow-up meetings.

7. Plant and bUildinG maintenance Plan

Ninety per cent of the gardens have well-documented building, machinery and waste management plans in place. Actions on maintenance plans are still slow due to budgetary constraints.

8. General electrical installation

Earth leakage testing is still a problem in many gardens. However, there is good improvement in the collection of building Certificates of Compliance (COC). All new buildings have required Certificates of Compliance.

9. Personal Protective eQUiPment

Plans to purchase overalls and boots nationally to ensure uniformity on the type and number of issues is still under review. However, gardens were advised to continue purchasing personal protective equipment as per their previous plan. It will take time to finalise the logistics of central purchases.

10. contractor contracts control

Guidelines on contractor management have been developed. However, problems with some of the projects that are not referred to the OHS division for evaluation of compliance are experienced. Baseline risk assessment and health and safety specifications for each project is compulsory for all construction projects. Revised guidelines were resubmitted to all garden managers.

11. safe WorkinG ProcedUres

Safe working procedures for most activities were developed and some gardens had them signed by employees. Those who didn’t get employees to sign were given until the end of March 2020 to have them signed.

No fatal incidents were experienced in the period under review. See TABLE 1.

The reduction of incidents during 2018/19 audit period resulted in a 3 STAR overall performance for SANBI. The DIFR is shown in TABLE 2 . Good performances were recorded for individual gardens that got a maximum of 4 Stars.

12. ohs exPerience and star GradinG boards

All audited gardens received one board to display their health and safety performance of a twelve-month rolling period except the National Zoological Garden and the Mokopane Biodiversity Conservation Centre, SANBI. The board displays the total number of person-hours and achieved stars. These are permanent boards that are displayed at the entrance of the gardens for the public to see our health and safety performance.


3232

13. medical services

Garden managers were advised to continue with independent arrangements to attend to the medical services required for their employees, whilst there are

TABLE 1: NATIONAL CONSOLIDATED INCIDENT STATISTICS FOR THE YEAR 2019

Leadership and Worker Participation

79.02 % Safety 75.33 % Risk 82.78 %

Planning 42.20 % Health 69.83 % System 74.83 %

Support / Operation 76.19 % Environment 79.07 % Compliance 70.74 %

Performance Evaluation 65.02 % Total Points Scored

1777.71 Effectiveness 72.07 %

Improvement 87.81 % 2656 Total Effort Score

66.94 %

CONSOLIDATED OUTCOME

Rating 3 Green Star Status

Consolidated Effort Score

66.94 %

Current NOSCAR company: No

In line for NOSCAR: No

CONSOLIDATED INCIDENT EXPERIENCE

Period of exposure 1 July 2018 – 30 June 2019

Exposure period

12

Employees/contractors 793 Man hours 1 464 652

Number of Disabling Incidents: 8

DIFR: 1.09

S/F: 0 PD: 0 PPD: 0 LWD: 7 RWD: 1 H/F: 0 IDD: 0 RDD:0 NIHL: 0 ENV/MAJ: 0

LEGEND FOR DISABLING INCIDENT ABBREVIATIONS:S/ F: Safety, Fatality H/ F: Health, Fatality E/ MAJ: Environment, MajorS/ LWD: Safety, Lost Work Day

H/ IDD: Health, Irreversible Diagnosed Disease S/ RWD: Safety, Restricted Work Day H/ RDD: Health, Reversible Diagnosed Disease S/PD: Safety, Permanent DisabilityH/NIHL: Health, Noise Induced Hearing Loss

TABLE 2: THE DIFR INDICATING THE REDUCTION OF INCIDENTS DURING THE 2018/19 AUDIT PERIOD

Star grading

EFFORT %

DIFR % SAFETY HEALTH ENVIRONMENT

Disabling Injury Frequency Criteria (Rate) Disabling Illness Frequency Criteria (Rate)

Environmental Incidents

F PD PPD LWD RWD F IDD RDD NIHL MAJOR INCIDENTS

NOSCAR ≥ 95 ≤ 0.8 0 0 ≤ 0.25 ≤ 0.5 ≤ 0.8 0 0 ≤0.5 ≤ 0.8 0

5* ≥ 91 ≤ 1.0 0 ≤ 0.5 ≤ 0.65 ≤ 0.75 ≤ 1.0 0 ≤.0.5 ≤1.0 ≤ 1.0 0

4* ≥ 75 ≤ 2.0 ≤ 0.1 ≤ 1.0 ≤ 1.25 ≤ 1.5 ≤ 2.0 ≤0.1 ≤1.0 ≤1.5 ≤ 2.0 1

3* ≥ 61 ≤ 3.0 ≤ 0.5 ≤ 1.5 ≤ 1.75 ≤ 2.0 ≤ 2.5 ≤0.5 ≤1.5 ≤2.0 ≤ 3.0 2

2* ≥ 51 ≤ 4.0 ≤ 1.0 ≤ 2.5 ≤ 2.75 ≤ 3.0 ≤ 3.5 ≤1.0 ≤2.5 ≤3.0 ≤ 4.0 3

1* ≥ 40 ≤ 5.0 ≤ 2.0 ≤ 3.5 ≤ 3.75 ≤ 4.0 ≤4.5 ≤2.0 ≤3.5 ≤4.0 ≤ 5.0 4

No of incidents

8 0 0 0 7 1 0 0 0 0 0

Frequency rate

1.09 0 0 0 0.95 0.13 0 0 0 0

plans to finalise and make arrangements to make use of an in-house Occupational Health Practitioner located at the National Zoological Garden.


33

TABLE 3: SUMMARY OF EFFORTS PER GARDEN

BUSINESS UNIT EFFORT DIFR STARS PROTOCOL

KwaZulu-Natal National Botanical Garden 72.85% 3.92 1 CMB 150

KwaZulu-Natal Herbarium 80.34% 0.00 4 CMB 150

Lowveld National Botanical Garden 75.46% 0.00 4 CMB 150

Free State National Botanical Garden 82.96% 0.00 4 CMB 150

Karoo Desert National Botanical Garden 73.92% 4.08 0 CMB 150

Harold Porter National Botanical Garden 75.04% 0.00 4 CMB 150

Hantam National Botanical Garden 75.34% 0.00 4 CMB 150

Kirstenbosch National Botanical Garden 61.55% 1.65 3 CMB 150

Pretoria National Botanical Garden 69.18% 0.96 4 CMB 150

Walter Sisulu National Botanical Garden 82.31% 0.00 4 CMB 150

Kwelera National Botanical Garden 77.68% 0.00 4 CMB 150

Thohoyandou National Botanical Garden 52.72% 0.00 2 CMB 150

CONSOLIDATED OUTCOME 66.94% 1.09 3 CMB 150

imPlementation and oPeration of the safety, health and environment manaGement system

3.1. resPonsibility of chief execUtive officer

In compliance with the requirements of Section 16(2) of the Occupational Health and Safety Act, delegation of responsibility was done. The period of appointments is three years. Reviewed appointment letters are sent for signature by the current Acting CEO. Other appointments must still be managed by the appointed 16(2) in their respective gardens or sections 3.

3.2. system aUditsUmmary of system aUdit information and findinGs

A series of NOSA Five Star System grading audits were conducted at SANBI from 15 July until 24 August 2019. Detailed findings are contained in each individual Site Report. This audit took place against the requirements of the NOSA Five Star System protocol.

All sites are separate and where physically sampled during the audit process in order to provide each with an individual graded audit outcome.

The scope of auditing included verification of safety, health and limited environmental management exposures, which particularly focuses on the requirements of the NOSA Five Star System and relevant legislation.

All SANBI gardens were audited except the National Zoological Garden and the Mokopane Biodiversity Conservation Centre, SANBI.

Please see TABLE 3 below for a summary of efforts per garden:

Overall SANBI’s Star rating for the audit period is 3 Green stars.

The audit followed a risk-based approach. Therefore, the

following aspects received consideration:

• Electrical installations

• Fire risk management

• Housekeeping

• Stacking and storage

• Chemical storage


3434

• General public safety

• Hygiene at restaurants

The following key findings and trends were identified:

load test for liftinG eQUiPment

SANBI should ensure that all statutory inspections and

load tests are performed on lifting equipment. Specific

responsibilities in this regard should be considered.

lost time injUries

To ensure the elimination of these incidents, the

classification of incidents regarding insect bites and stings

should be reconsidered. Furthermore, supervisors should

be more hands-on with high-risk tasks. By doing this it will

encourage employees to follow the correct procedures

and thereby reduce the related incidents.

risk assessments

Risk assessments should be conducted for all relevant

activities to identify all hazards, assess them and implement

effective prevention strategies to minimise exposure to

related risks.

contractor control

Ensure that contractors comply with SANBI’s minimum

requirements, focusing on documentation and risk

assessments.

lockoUt ProcedUres

Employees should follow company lockout procedures

as some Lost Working Day incidents were caused by

not following prescribed lockout procedures. Planned

job observations should be considered for this activity.

Supervisors and Health and Safety Representatives should

focus on related compliance.

hoUsekeePinG

Good housekeeping should be practiced in all gardens

and enforced by supervisors to ensure that the store areas

and yards are free of superfluous and unused material and

equipment.

factory and yard

SANBI should review the accumulation of old equipment

that is occupying space in the store areas.

bUildinG maintenance

A formalised maintenance schedule should be drawn up

per national botanical garden to ensure that buildings

and floors are maintained and cleaned at regular intervals.

Hygiene and sanitation facilities

Implementation of an effective system of inspection,

reporting, corrective action and any further necessary

controls to ensure that all hygiene and sanitation facilities

are in the best possible condition.

continUal imProvement reQUirements

The following should be considered:

• The hygiene and sanitation facilities need attention as

some of them were in a poor condition.

• Objectives and targets should be based on the risk

assessment whenever relevant and should focus on

the elimination or reduction of the significant risks

identified. Responsibilities for objectives and targets

should be allocated through an OHS plan and a full

OHS system performance review meeting should

be considered by management. This will ensure

continuous improvement and effectiveness of the OHS

management system.

• Planned job observations should be conducted at

pre-determined risk-based frequencies by supervisors

in order to facilitate and monitor the safe execution

of high-risk tasks. High-risk tasks should be measured

against the related written safe work procedure.

• Certificates of electrical compliance for the various

electrical installations should be obtained and be

readily available to verify that electrical installations are

safe and comply with legal requirements.

areas for imProvement:

• Implement an effective alarm system to notify

employees and visitors in the event of a fire or other

emergencies.

• Fire and emergency scenario drills should be conducted

at reasonable intervals rather than in the last two

months before the audits.

• Practical simulations with the first aiders to ensure

effective handling and treatment of injured employees.

• It is of concern that some office personnel were

not sent for their entrance and exit medicals. These

employees should be sent as soon as possible as per

company requirement.

continUoUs achievements noted:

• The neatness of the gardens.

• It was noted that the general safety of the public visiting

the gardens was well-managed in all gardens.

• Three gardens have taken the initiative of using solar

electricity.

• The involvement of the garden curators during the

audits.

• The effort of the OHS Coordinator on a new OHS

management system.


35

ProGramme Performance The National Botanical Garden Expansion Strategy (2019–

2030) developed by SANBI continued to be implemented in

the 2019/2020 financial year. The Minister of the Department

of Environment, Forestry & Fisheries (DEFF), Barbara Creecy, published in the Government Gazette on 15 November 2019 (GG No. 42839; Department of Environmental Affairs Notice 607 of 2019) her intention to publish the National Botanical Garden Expansion Strategy 2019–2030. As part of the Strategy, SANBI signed a Collaboration Agreement with the South African National Parks (SANParks) for the joint establishment and management of the Richtersveld Desert Botanical Garden in the Richtersveld National Park, as a demonstration garden conserving indigenous plants representative of South Africa’s Desert Biome.

In addition, SANBI continued managing the Thohoyandou Botanical Garden based in Thohoyandou, Limpopo Province. It is expected that the Thohoyandou Botanical Garden will become South Africa’s 11th national botanical garden. Engagement and discussions with relevant national departments and land claimants for the Thohoyandou Botanical Garden under Chief Thovhele Gole Musiiwa Mphaphuli continued through the year. The South African Government through the Regional Land Claims Commissioner provided financial compensation to the Mphaphuli land claimants, the area of which included the botanical garden. It is expected that the garden will be declared by the DEFF Minister as a national botanical garden in 2020/2021 following a range of further stakeholder engagements. Various professional surveys, reports and plans for new and upgraded facilities were

Programme 2: National Botanical Gardens (NBGs)

PUrPose

Manage and unlock benefits of the network of NBGs as windows into South Africa’s biodiversity.

strateGic objectivesA network of National Botanical Gardens (NBGs) are managed and maintained in order to realise benefits to SANBI, civil society and other relevant stakeholders.

Nature-based tourism and recreational activities are strengthened in all National Botanical Gardens in order to contribute to and support SANBI’s sustainability.

key Performance areas

Number of indigenous plant species added to the living collections of SANBI’s NBGs and/or the Millennium Seed Bank Partnership (MSBP).

Number of new NBGs established and operational.

Number of maintenance, development and capital infrastructure projects completed across SANBI’s NBGs.

Percentage visitor numbers increased.


3636

completed for the Thohoyandou Botanical Garden during

the year. The administration building, education centre and

staff ablutions were all refurbished during the 2019/2020

financial year.

A significant milestone that was achieved during the

year was the completion of a range of assessments of

potential sites for the establishment of a new national

botanical garden in the North West Province, together

with representatives from the North West Province’s

Department of Economic Development, Environment,

Conservation and Tourism (DEDECT). Further site analysis

as well as a feasibility study for the proposed site will be

developed in 2020/21.

SANBI initiated the process with DEFF to have an additional

1.15 ha adjacent land portion (Erf 3007) declared as an

extension to the existing Harold Porter NBG. A Management

Agreement between SANBI and the World Wildlife Fund-

South Africa (WWF-SA) for Erf 3007 to be incorporated

into the Harold Porter NBG was signed on 15 August 2019.

SANBI will manage this land portion as part of its broader

conservation estate.

SANBI signed a Memorandum of Understanding (MOU)

with Zotec Developments (Pty) Ltd for the receipt of a

donation for an additional 20 ha of conservation land to

be added as an extension to the Walter Sisulu NBG. Existing

MOUs with the Garden Route Botanical Garden and

University of Venda were renewed during the year.

New curators were appointed at two of SANBI’s NBGs,

Mr Werner Voigt at the Kirstenbosch National Botanical

Garden and Mr Ricardo Riddles at the Karoo Desert National

Botanical Garden. Mr Voigt was the 60th curator appointed

to manage a national botanical garden since 1913. The

vacant curator posts for the Free State and Pretoria NBGs

are in the process of being filled.

Work continued with the implementation of the business

plan developed for the use of the bequest left to

Kirstenbosch NBG by the late Mrs Joan Wrench. The set of

projects approved for implementation using funds from

the bequest included:

• Internal upgrades to the existing Gold Fields Education

Centre to become the Joan Wrench Learning Centre.

• Sponsored transport for disadvantaged individuals

(learners, senior citizens, people with disabilities) to

Kirstenbosch and the Joan Wrench Learning Centre.

• The establishment of a scholarship fund, known as the

Joan Wrench Kirstenbosch Scholarship Fund, which

has now been established by SANBI and is being used

to provide funding for scholarships and internships to

previously disadvantaged individuals (for garden-based

students specifically).

During 2019/2020 ten interns and six postgraduate

students were supported by the Joan Wrench Kirstenbosch

Scholarship Fund. A total of 9 209 beneficiaries were

transported to the garden in 2019/20 for the ‘Kids in Gardens’

Programme through the Wrench Bequest sponsored

transport. This total represents 153 groups (busloads of

about 60 persons) with 125 groups being transported with

the Outreach Bus (7 453 beneficiaries) and 28 groups being

transported with procured buses (1 756 beneficiaries).

The Lowveld NBG celebrated its 50th anniversary in 2019,

which involved a joint celebration hosted with the Botanical

Society of South Africa (BotSoc), SANBI Board Chairperson,

Acting SANBI CEO as well as the SANBI Curators in

September 2019. The Lowveld NBG’s first botanist, Ms Elise

Buitendag, published her beautifully written and illustrated

book Genesis of a Garden in 2019, sharing her experiences

from working in the garden (or ‘wild child’ as she called

it) during its first 12 years of establishment, from 1969 to

1981. Since 1969, the Lowveld NBG became, as the author

describes, a ‘child of two worlds – a garden that revealed

traits of both the conventional, designed garden, and the

mysterious tangled African bush.’

The chief director of national botanical gardens represented

SANBI at a meeting of the Botanic Gardens Conservation

International’s (BGCI) International Advisory Council and

American Public Garden Association in Washington DC,

USA, in June 2019.

Three horticultural or estate management coordination

meetings were facilitated in the national botanical gardens

division during the financial year:


37

• HorticulturalPeerReviewasacontributiontowardstheimplementation of the Horticultural Career Ladder.

• Horticultural Enrichment Forum (HEF) for SANBIhorticulturists.

• EstateManagersForum(forSANBIestatemanagers).

The publication Guidelines for collecting living plant

specimens from the field compiled by various SANBI horticulturists was published as SANBI Biodiversity Series No 29. It covers all aspects of plant collecting including trip planning, plant collection, data collection and handling of plant material, and is aimed at equipping the reader with the theoretical knowledge to successfully conduct plant collection in the field.

Horticulturists from the Karoo Desert and Kirstenbosch National Botanical Gardens continued to assist CapeNature in succulent plant theft investigations. There has been a spike in succulent plant theft cases over the past three to four years with an increased need for expertise on succulents at SANBI. In response to this an Illegal Plant Trade Workshop was held on 12 February 2020 at Kirstenbosch NBG with several stakeholders representing conservation and biological crime law enforcement in attendance. The workshop was organised between SANBI and Wilderness Foundation Africa. Emanating from successful plant theft prosecutions, SANBI was awarded R1 000 000 for their participation in these ongoing cases.

The Millennium Seed Bank Partnership Access and Benefit Sharing Agreement (ABSA) was renewed and signed off in April 2019. All four MSBP staff contracts were renewed to March 2020. An International Seed Conservation Standards Course was facilitated, together with MSBP, Kew Gardens, as part of the Society for Restoration’s 8th World Conference on Ecological Restoration held in Cape Town from 21 to 28 September 2019. Ms Victoria Wilman was appointed as SANBI’s new seed conservation manager, based at Kirstenbosch NBG.

SANBI’s Royal Horticultural Society (RHS) Chelsea Flower Show exhibit in May 2019 received another gold medal. The exhibition took place from 21 to 25 May 2019. SANBI’s themed display, designed by landscape design specialist Leon Kluge, was named ‘Mountains of Abundance’. It was SANBI’s 44th year at the RHS Chelsea Flower Show and 37th Gold Medal. The Walter Sisulu NBG was announced as a finalist in the Scenic Beauty category for the provincial Lilizela Tourism Awards for 2019. The Pretoria NBG received an award as the Best nature-based facility at the Best of Pretoria Readers’ Choice Awards 2019. Visitor surveys were conducted in the Pretoria and Lowveld NBGs by students from the Tshwane University of Technology (TUT).

The Kwelera NBG staff continued to patrol the forest and marine coastal portions of the garden in an effort to

curb poaching of wildlife as well as infralittoral abalone/

perlemoen (Haliotis midae) and giant periwinkle/alikreukel

(Turbo sarmaticus). The Kwelera NBG collected more than

50 species of indigenous trees for the planned landscaped

portion of the garden. The garden also participated in

and supported regional and provincial environmental

education, biodiversity awareness and biodiversity

stewardship initiatives.

The biological control agent for the primitive creeping

cactus Pereskia aculeata (Cactaceae), an invasive alien plant

originating from Central and South America, was released

onto the invasive plant in the indigenous forest area of

the Kwelera NBG in February 2020. The phytophagous

insect that serves as a biological control agent, Catorhintha

schaffneri (Hemiptera; Pereskia stem-wilter), causes young

shoots of P. aculeata to die and rot. The biocontrol agents

were supplied by the Centre for Biological Control (CBC),

based at the Department of Zoology and Entomology at

Rhodes University in Grahamstown.

The RHS Chelsea Flower Show.

March lilies flowering in the Karoo Desert National Bot- anical Garden.


3838

The KwaZulu-Natal NBG, in partnership with the Msunduzi

Pietermaritzburg Tourism Association and Creative Arts

College, hosted the Art in the Park festival, an outdoor

fine art exhibition, from 1 to 5 May 2019. The Kingfisher

Lake Island in the KwaZulu-Natal NBG was redeveloped.

A new Acrobranch Adventure Park was started inside the

KwaZulu-Natal NBG in December 2019.

Renovations to the Kirstenbosch Gift Shop were completed

on 23 May 2019. A tree planting ceremony took place on

25 September 2019, for Heritage Day, at Kirstenbosch

National Botanical Garden in memory of staff who passed

away during their service at SANBI. The ceremony was co-

arranged by Kirstenbosch NBG and BotSoc’s Kirstenbosch

Branch. 1 400 endangered Silver Trees (Leucadendron

argenteum) were planted by staff, students and volunteers

on Nelson Mandela International Day at Kirstenbosch

NBG as a continuation of the Silver Tree Avenue Project

which was initiated in 2013. At Kwelera NBG, the garden

staff contributed to the Nelson Mandela International

Day initiative by planting 20 specimens of Metarungia

galpinii (National Status: Endangered with known range

in the area of East London in the Eastern Cape Province),

20 specimens of Tulbaghia violacea, and mowed the grass

surrounding the premises and donated packets of sanitary

pads and stationery to the Bulugha Primary School.

The combined number of system-generated visitors to

the NBGs where visitors are electronically recorded for the

year totalled 1 461 107 which was three per cent higher

than the previous financial year (1 413 974). The main

reason for not achieving the Annual Performance Plan

(APP) target of 5% year-on-year increase was the negative

impact experienced in March 2020 on visitor numbers due

to the Declaration of a National State of Disaster linked to

COVID-19 that was announced on 15 March 2020. Visitor

numbers for March 2020 (93 157) were 40% down on the

same month in 2019 (156 601). For the first time in the 107-

year history of SANBI’s NBGs, all NBGs and their associated

facilities were closed to the public due to the COVID-19

lockdown imposed by the South African Government

from midnight on 26 March 2020. Various regional and

international meetings scheduled to be attended by NBG

staff for late March 2020 were either postponed and/or

cancelled as a result of the pandemic.

Visitor numbers for the financial year increased year-on-

year in the following gardens: Karoo Desert, Kirstenbosch,

KwaZulu-Natal, Lowveld and Pretoria NBGs. These numbers

were attributed largely to promotion and hosting of events

(including concerts, community markets, plant fairs, family

picnics, children’s holiday programmes, parkruns, boot

camps, yoga classes, night or lunar trail runs, open air

cinemas, flower shows, exhibitions and weddings) and use

of the gardens by many tourists, members of the public

and various interest groups.

Staff of the Lowveld National Botanical Garden and NBG Curators celebrating the garden’s 50th anniversary in 2019.

A view from the Kwelera National Botanical Garden.


39

Coastal Cleanup days were hosted by both the Harold Porter and Kwelera NBGs during the year. Coastal Cleanups in Kwelera NBG are now held on a monthly basis, with regular participation from local community members.

The annual Winter Wonders programme was held during the winter school holidays at Kirstenbosch. SANBI hosted Parliament of the Republic of South Africa’s Portfolio Committee on Environment, Forestry and Fisheries at Kirstenbosch on 19 November 2019.

The 33rd annual Garden Curators Week was held at the Lowveld NBG in September 2019 and a National Interpretation Week and National Educators Week also held during the year.

The NOSA (National Occupational Safety Association) external audit was held at various gardens in August 2019 and the Institute retained a level Three-star rating (effort 67–75%) overall.

Progress continues in the implementation of SANBI’s DEFF-funded Infrastructure Programme, with significant investment allocated for improving and refurbishing the organisation’s buildings (including offices, education centres, staff facilities, guest houses, and restaurants or tea rooms) and related infrastructure (such as roads, pathways, parking areas, security infrastructure, bridges, irrigation and sewerage systems), information technology infrastructure as well as research equipment and vehicle recapitalisation.

Two three-year Medium-Term Expenditure Framework (MTEF) Infrastructure Programmes have been implemented and one is currently underway (2013/14 –2015/16, 2016/17–2018/19, and 2019/20–2021/22, respectively). During the first two programmes, 58 formal construction and professional services-related tenders (valued at over R500 000 each) with a combined value of R291 066 359 were implemented. Of these, 17 are still in implementation phase with a total remaining contractual value of R63 469 231.

The total value of contracts under the first DEFF-sponsored infrastructure programme (2013 to 2016) was R145 310 146. In addition, approximately R11 000 000 was spent on vehicle recapitalisation. Under the second DEFF-sponsored programme (2016 to 2019) the total value of contracts amounted to R129 247 835. Since the start of the third three-year infrastructure programme spanning the MTEF 2019/2020 to 2021/2022, 17 appointments have been approved to a total value of R26 057 740, of which only three are over R500 000 in value.

Participants under DEFF’s Youth Environmental Service (YES) Programme were hosted in several gardens through agreements signed with programme implementers. The YES Programme is an environmentally focused youth development training programme that is funded by DEFF.

It aims to recruit and train 130 unemployed youth per

annum over a two-year period per province. Participants

are enrolled in the programme for one year, during which

they receive accredited and non-accredited training and

are provided with mentored workplace integrated learning

opportunities.

Sponsored by the national Department of Tourism (DOT)

and facilitated by Networx for Career Development (NGO),

100 Tourism Safety Monitors were selected to start working

in SANBI’s NBGs (60) and NZG (40) as from 26 March 2020.

Due to the COVID-19 national lockdown, placement was

postponed to the 2020/21 financial year.

The Botanical Society of South Africa (BotSoc) continued

to support the National Botanical Gardens through its

Kwesta and Lady Zamar concert.

Minister Barbara Creecy with members of the Portfolio Committee and SANBI Board visiting Kirstenbosch National Botanical Garden.


4040

Partnership Fund and a new Collaboration Agreement was

signed between BotSoc and SANBI in December 2019. A

new Ride-On lawn mower to the value of R234 600 was

donated to Kirstenbosch by the Kirstenbosch Branch of in

November 2019. Other gardens also received donations or

sponsorships from BotSoc during the year.

Vegetation on the mountain slopes and in the valleys

of the Harold Porter NBG gradually recovered following

the veld fire that swept through the garden and parts of

Betty’s Bay on 11 January 2019. Recovery of the vegetation

was monitored by staff in the National Botanical Gardens

division.

The Karoo Desert NBG formally became a member of

Winelands Fire Protection Association as of 26 September

2019. The KwaZulu-Natal NBG became a member of

the Lions River Fire Protection Association in October

2019. Kirstenbosch together with Parkscapes co-hosted

a bushfire awareness symposium on 17 October 2019.

Certificates of Excellence were presented from TripAdvisor,

the world’s largest travel site, to the following NBGs that

consistently earned great reviews from travellers: Harold

Porter, Kirstenbosch, Lowveld, Pretoria and Walter Sisulu.

SANBI’s Career Ladder for Horticulturists continued to

be implemented during the year. Various garden staff

participated in work-related training courses, SANBI’s staff

exchange programme, wellness day events and workshops

through the year.

Staff in the National Botanical Gardens division

received training in the following areas during the year:

occupational health & safety, iQual, plant identification,

plant propagation, birding, first aid, firefighting, incident

investigation, iNaturalist, law enforcement, Polyphagous

Shot Hole Borer (PSHB), tree health assessment, herbicide

application, 4x4 training, pest control, basic machine

operations, scientific writing, fraud prevention, biological

invasion, venomous animals, pruning and edging,

employment equity and tour guiding. Staff Excellence

and Long Service Award ceremonies were held at all NBGs

simultaneously on 6 December 2019.

A new deputy director: security management, Mr Nkhadi

Mangena, was appointed in SANBI on 1 January 2020.

Security Threat and Risk Assessments (TRA) were prepared

for several NBGs during the last quarter of the financial year.

Security TRAs and implementation of recommendations

will continue into 2020/2021.

ProGramme hiGhliGhts

The National Botanical Garden Expansion Strategy (2019–

2030), developed by SANBI, continued to be implemented

in 2019/2020. The Minister of the Department of

Environment, Forestry & Fisheries (DEFF), Barbara Creecy,

published in the Government Gazette on 15 November

2019 (GG No. 42839; Department of Environmental Affairs

Notice 607 of 2019) her intention to publish the National

Botanical Garden Expansion Strategy 2019–2030. As part

of the Strategy, SANBI signed a Collaboration Agreement

with the South African National Parks (SANParks) for the

joint establishment and management of the Richtersveld

Desert Botanical Garden in the Richtersveld National Park,

as a demonstration garden conserving indigenous plants

representative of South Africa’s Desert Biome.

A range of assessments of potential sites to be considered

for a new national botanical garden in the North West

Province, together with representatives from the North

West Province’s Department of Economic Development,

Environment, Conservation and Tourism (DEDECT) were

conducted.

The Harold Porter, Kirstenbosch, Lowveld, Pretoria and

Walter Sisulu NBGs all received Certificates of Excellence

on TripAdvisor as attractions that consistently earned great

reviews from travellers.

The Lowveld NBG celebrated its 50th anniversary in 2019.

The combined number of system-generated visitors to

NBGs for the year totalled 1 461 107 which was three (3) per

cent higher than the previous financial year (1 413 974).

This was despite the negative impact caused by the

implementation of national lockdown due to the COVID-19

pandemic on visitor numbers in March 2020.

All gardens received NOSA (National Occupational Safety

Association) accreditation during the financial year under

review for the first time in the organisation’s history. This

accreditation resulted in SANBI as an organisation receiving

a Three-star NOSA grading during the 2018 NOSA audit

period.

SANBI received its 37th Gold Medal at the 2019 RHS Chelsea

Flower Show in the United Kingdom.

Emanating from successful succulent plant theft

prosecutions, SANBI was awarded R1 000 000 for its

ongoing participation and support provided in resolving

conservation and biological crime law enforcement cases.

A new Acrobranch Adventure Park was started inside the

KwaZulu-Natal NBG in December 2019.

Sponsored by the national Department of Tourism (DOT),

100 Tourism Safety Monitors were selected to start working

in SANBI’s NBGs (60) and NZG (40) as from 26 March

2020. Due to the national lockdown associated with the

COVID-19 pandemic placement was postponed to the

2020/2021 financial year.


41

ProGramme Performance

national and international enGaGements

Participants from the National Herbarium attended the

annual Natural Sciences Collections Facility (NSCF) Forum

in the Western Cape from 28 to 31 May 2019.

SANBI’s grass specialist, Ms Caroline Mashau, presented

and taught a Grass Identification course at the QwaQwa

campus of the University of Free State, during the 46th

annual conference of the South African Association of

Botanists (SAAB) and presided over the Alien Grass Working

Group meeting held at the same conference.

Dr M. Koekemoer, Dr H.M. Steyn, and Mr S.P. Bester

attended the Oppenheimer Research Conference from 1

to 3 October 2019 at Randjesfontein in Midrand.

Dr Marianne le Roux attended the World Flora Online

(WFO) Technical Working Group meeting as a member

Programme 3: Foundational Biodiveristy Science

PUrPose

The purpose of this programme is to ensure that

foundational information on species and ecosystems

is generated and collated. This involves the description

and classification of species and ecosystems in South

Africa, and to translate foundational biodiversity

research and technologies to support enforcement

and compliance as science-based evidence. This is in

order to ensure the sustainable use of South Africa’s

biodiversity recourses, whilst focussing on populations

and species of priority and protection status.

strateGic objectives

A complete inventory of South Africa’s biodiversity is

developed and maintained.


Number of herbarium specimens digitised.

Number of species (animals and plants) occurrence

data generated.

Number of species (animals and plants) pages/

descriptions developed.

Number of publications (scientific and popular articles)

generated.

Number of biomaterials accessioned as reference samples in biobank.

To build a comprehensive geo-referenced Barcode Database with Deoxyribonucleic Acid (DNA) records for all traded and threatened plant and animal species including lookalikes.


4242

of Council from 23 to 26 April 2019 in Nezahat Gökyiğit

Botanical Garden, Istanbul, Turkey.

The annual joint Biodiversity Information Management

Forum/Foundational Biodiversity Information Programme

(BIMF/FBIP) Forum was attended by more than 170 local

and international delegates, sixty per cent of whom were postgraduate students from national institutions of higher learning.

SANBI Libraries hosted the Biodiversity Heritage Library (BHL) Africa Training Workshop at the Nairobi National Museum, Kenya from 5 to 8 August 2019. The workshop was attended by 16 members from eight institutes in Kenya and South Africa. Digitization training was provided by Ms Lidia Swart, University of Pretoria, and the Macaw web design tool suite for uploading content by Mr Lawrence Monda, who is the technical director at National Museums of Kenya.

The biannual Biodiversity Heritage Library (BHL) Africa Meeting was held from 1 to 3 October 2019 at SANBI’s Pretoria National Botanical Garden. The meeting was attended by 18 members of ten BHL Africa (BHLA) partners from Uganda, Kenya and South Africa. Discussions were held on the BHLA Strategic Plan 2020–2023, BHLA Governance and the way forward for BHLA. Attendees also visited the Merensky Library at the University of Pretoria as part of their outreach goals.

Dr M. Koekemoer, Dr H.M. Steyn, Mr S.P. Bester, and Mr L.E. Makwarela attended the Arid Zone Ecology Forum (AZEF) conference from 6 to 10 October 2019, held in Kimberley, and they also visited the Sol Plaatjie University.

SANBI-GBIF participated in the GBIF Governing Board meeting from 21 to 23 October 2019 in Leiden, Netherlands, as part of the South African delegation led by the DSI. SANBI-GBIF also attended the GBIF Nodes Meeting on 19 October 2019, which provided the opportunity for enhancing the GBIF work programme in South Africa, and to support the growth of the very dynamic field of biodiversity informatics.

Ms Parker-Allie was invited to the global Node Managers community and was part of a task team to provide GBIF Node Managers training from 17 to 18 October 2019 that focused on dealing with aspects of strategy development for the GBIF Nodes, regional fundraising, capacity development, elaborating the biodiversity informatics curriculum and collaborations.

SANBI-GBIF attended the Biodiversity Next Conference, held from 22 to 25 October 2019. It took place alongside the Governing Board Meeting and included a presentation which showcased SANBI-GBIF’s efforts in developing the African Coordinating Mechanism Business Case to further advance biodiversity informatics on the continent. Ms Parker-Allie also presented a draft paper, Towards a curriculum for biodiversity informatics, which was developed in collaboration with several of the GBIF Nodes.

Ms Parker-Allie also participated in a panel discussion, providing insights on biodiversity informatics, with special

University of Pretoria and SANBI project collaboration pro-gramme.

Thabiet Parker in the field.

The biannual Biodiversity Heritage Library (BHL) Africa Meeting was held from 1 to 3 October 2019 .


43

reference to a continental perspective at the Biodiversity

Next Conference.

Ms. Parker-Allie attended the IPBES Joint Task Forces

meeting from 11 to 14 November 2019 in Bonn, Germany.

This enabled the ability to strengthen data and knowledge

outcomes across the data-science-policy interface, as

well as created opportunities for alignments between the

work programmes of GBIF and IPBES through strategic

engagement opportunities.

SANBI was represented at the Council meeting of the

South African Association of Botanists (SAAB) by Prof. R.J.

Sebola and Dr A. Magee, and Prof. R.J. Sebola participated

at the Advisory Board meetings of the Department of

Nature Conservation and Game Ranch Management of the

Tshwane University of Technology.

collaborations

Mrs N. Lombard worked at the Jodrell Laboratory and Kew

Herbarium at the Royal Botanic Gardens, Kew in London

from 12 October 2019 to 10 November 2019.

Dr Theresa Sethusa was elected to represent SANBI on the

National Vulture Task Team.

Ms. Rethabile Motloung assisted the Department of Sports

and Recreation, Arts and Culture with all the common

names for 79 selected mammal species.

Dr Pholoshi Maake visited the South African Institute for

Aquatic Biodiversity (SAIAB) to assist in completing the

species list for freshwater fishes for the checklist from 14 to

18 October 2019.

Dr Theresa Sethusa formed part of the Department

of Environment, Forestry and Fisheries (DEFF) Youth

Environmental Service (YES) programme in collaboration

with North-West University (NWU).

The School Citizen Scientist Birding programme held in

Mopani and Sekhukhune Districts came to an end on 15

December 2019. The equipment was donated to the 16

learners with the purpose of continuing with the project

for their schools. All the occurrence records were used by

SANBI.

The SANBI Graphics & Editing Unit continues to publish

the Strelitzia and Suricata monograph series, as well as

other ad hoc publications. Flowering Plants of Africa Volume

66 was published in June 2019. The National Biodiversity

Assessment Synthesis Report 2018 and the National

Biodiversity Assessment Summary Report and all related print

and electronic media were published at the end of 2019.

SANBI-GBIF supported the development of the IPBES

Data Management Policy as a drafting author, which has

been approved by the IPBES Multidisciplinary Expert Panel

and IPBES Bureau. The number of biodiversity occurrence

records were 56 468 and were quality controlled and added to SANBI databases with an annual target of 56 000 records. These included 21 464 records for plant specimens in SANBI’s herbaria, and 35 004 animal specimen records in museums or based on observations.

Descriptive and classification information of a number of South African animal and plant species were compiled. Of the annual target of 3 200 species, a total of 3 304 species

New species of Lasiospermum identified by Ms Refilwe Kolokoto as part of MSc project.

Yale University student researchers working at the National Herbarium, July 2019.


4444

descriptions were compiled, thus exceeding the target by

104 records (i.e. representing 3.3% above target).

Twenty-nine scientific articles were published in peer-

reviewed journals in which more than four hundred species

were revised and taxonomic descriptions were updated.

hUman caPital develoPment

Ms Ashton Welcome completed her PhD at the University

of Johannesburg (UJ) which would have been awarded on

30 March 2020 but was postponed due to the lockdown as

a result of the COVID-19 pandemic.

Mr Liada Musandiwa, an MSc student supervised by Prof. J.S.

Boatwright and Dr A.R. Magee and funded by the Invasive

Species Programme, received his degree cum laude from

the University of the Western Cape (UWC) in December

2019. His MSc was titled: ‘Taxonomy and invasive potential

of the Cassiinae in southern Africa (Caesalpinioideae,

Fabaceae)’.

Mr Shaun Pieterse, axillary services officer at the Compton

Herbarium, completed his BSc. Honours degree at the

University of the Western Cape (UWC) and presented

his findings at the annual South African Association of

Botanists conference hosted on the QwaQwa campus of

the University of Free State (UFS) in January 2020.

As a key contributor to the South African National

Union Catalogue, SANBI Libraries staff attended training

in Resource Description and Access (RDA). These are

the newly accepted cataloguing rules, in step with

the Statement of International Cataloguing Principles,

published by the International Federation of Library

Associations and as stipulated by the National Library of

South Africa. After presenting a Portfolio of Evidence, staff received a Regulated Qualifications Framework (RQF) Level 04 certificate.

Through the FBIP a total of 19 postgraduate students (11 black; 9 female), including one postdoctoral fellowship were supported, and some of these were also supported to attend various conferences such as the Zoological and Entomological Society conferences (14 postgraduate students: 4 black and 8 female), and 39 postgraduate students (34 black; 23 female) and four emerging researchers (1 black; 1 female) were supported to attend the 2019 BIMF-FBIP Forum. Nine workshops were hosted externally through partnerships, targeting the early career scientists.

ecosystem classifications and maPs

Classification and mapping of ecosystems is a core part of SANBI’s science foundation. It enables a variety of applications relating to the management of natural resources, biodiversity planning, land use planning and environmental assessment, as well as for monitoring and reporting.

Ecosystem Classification Committees (ECC) exist for each realm (terrestrial, freshwater, marine and estuarine). Each ECC meets regularly to deal with mapping and classification related developments within each realm and they oversee the various efforts to revise and improve the maps and classification systems. The overarching national ecosystem classification committee is responsible for collating the most recent information on ecosystem classification across all the realms.

For the 2019/2020 financial year, the target was one version

release for the terrestrial ecosystem classification system

and map. The Vegetation Map of South Africa, Lesotho

and Swaziland (National Vegetation Map, NVM) is the

fundamental dataset that is updated consistently for the

terrestrial realm. The new version is called ‘NVM 2018’ and

reflects new data inputs received up to the end of 2018. As

it takes time to work on the inputs and prepare the version,

the date that is part of the name remains the year of the

data inputs rather than the year of its release to data users.

The comprehensive revision of the NVM 2018 as released

in the 2019/2020 financial year has better alignment be-

tween the terrestrial, marine and estuarine ecosystem

maps, refinements to forests in the Eastern Cape, Limpopo

and Mpumalanga, as well as substantial refinements to the

entire Albany Thicket Biome. Edge matching errors from

Version 2012 have been fixed. Boundaries of existing vege-

tation types have been refined using finer scale mapping.

All non-terrestrial landscape features (e.g. wetlands, re-

claimed land, water bodies) have been removed from the

One of the ad hoc publications that was published by SANBI Graphics & Editing in 2019.


45

terrestrial ecosystem map and reassigned to other more

appropriate ecosystem maps (e.g. National Wetland Map).

The version update consists of a Geodatabase in ArcGIS

(495 MB in size), as well as a shapefile with an associated

layer file (530 MB). Short reports have been produced on

the version release throughout the year, with a final ver-

sion release report delivered in the fourth quarter of the


ProGramme hiGhliGhtsrecoGnition and reWards

Two biosystematics scientists received improved National

Research Foundation (NRF) ratings: Prof. J.C. Manning

was awarded a B2 (previously B3), and Dr A.R. Magee was

awarded a C2 (previously Y1).

Compton Herbarium student, Ms Aarifah Jakoet, was awarded the prize for the best presentation at the 2nd annual SANBI Student Research Day on 11 June 2019. Ms Jakoet is in the final year of her Doctor of Philosophy (PhD) studies.

Mr Remember Baloyi (intern) is one of the Youth4 Conservation winners selected at The Conservation Symposium held in KwaZulu-Natal during November 2019.

Dr M. Koekemoer received a grant funding of R21 245 from the Botanical Education Trust.

Dr M.M. le Roux received a grant funding of R25 000 from KIC.

Ms Parker-Allie was elected as a member of the Knowledge and Data Task Force, for the Intergovernmental Panel of Biodiversity and Ecosystem Services (IPBES).

The revision of the Vegetation Map of South Africa, Lesotho and Swaziland released in 2019/20 reflects new data inputs received up to the end of 2018.


4646

Programme 4: Biodiversity Assess-ment and Knowledge Generation

PUrPose

This programme monitors and reports on the state of biodiversity and generates knowledge to improve decision making relating to biodiversity and sustainable development. The priorities for the programme are derived from various sources that identify issues with a high relevance to policy makers, such as the National Environmental Management Biodiversity (NEMBA) Act No. 10 of 2004, the National Biodiversity Strategy and Action Plan (NBSAP), the National Biodiversity Framework (NBF), the Research, Development and Evidence framework (R,D&E) for the sector, government delivery agreements in the Medium-Term Strategic Framework (MTSF), and other national priorities (e.g. climate change response, the Biodiversity Economy Strategy, responses to land degradation). SANBI also plays a role in implementation of the biodiversity research agenda and this work is considered to form part of the overall objective of providing scientific evidence to inform policy and decision making.


New biodiversity knowledge created for decision making.

ProGramme Performance

creation of neW knoWledGe

SANBI uses several indicators to measure progress with the

creation of new knowledge. One of these is the publishing

of scientific work in good quality journals. In order to align

with other research institutions in South Africa, SANBI

uses the list of journals accredited by the Department of

Higher Education and Training (DHET), which comprises

journals with an International Science Index (ISI), or similar

international rating, as well as selected South African

journals approved by the DHET. The target for 2019–2020

was 85 papers and this was marginally exceeded with 86

papers. The output remains within the range of overall

productivity over the past few years.

Assess, monitor and report on the state of biodiversity and increase knowledge for decision making

Scientific evidence on the status of biodiversity and the risks and benefits, is produced.


Research

Biodiversity assessments

Monitoring


47

to facilitate rapid response so that targeted species are

eradicated in the early stages of invasion. Each year the

project plans are reviewed and either new project plans

are developed and approved to deal with new species

The past year has seen the integration of research functions linked to the South African Research Chairs Initiative (SARChI) Chair in conservation physiology, as well as research programmes based at the National Zoological Garden (NZG), with all other SANBI research within the framework and an integrated research strategy. This means that in future, SANBI will report on only one indicator for scientific publications. For this year, publication outputs for the NZG are still reported separately under Programme 7 but these will be combined in the next financial year. The overall output of DHET accredited publications under both Programmes 4 and 7 is 125 and this will provide the baseline for future targets.

The published papers provide a wide coverage of biodiversity (genes, species and ecosystems) and provide foundational information as well as applied and strategic knowledge and evidence to inform policy and decision making. Thirty-five papers (40%) deal with foundational biodiversity information, primarily species taxonomy, while the remainder focus on various applied problems such as biological invasions (17%), conservation (15%), nature’s contributions to people (12%) and impacts of climate change (9%). The number of papers on plant taxonomy was influenced by the publication of Flowering Plants of

Africa, a journal that is published once every two years and is an important destination for taxonomic work on South Africa’s flora. In addition, the increase in papers focusing on climate change from previous years was influenced by the integration of the Department of Science and Innovation/ National Research Foundation (DSI/NRF) South African Research Chair on conservation physiology and processes to develop projects with other climate change researchers within SANBI. In addition to the papers published this year, an important book on biological invasions was co-edited by SANBI staff (Van Wilgen, B.W., Measey, G.J., Richardson, D.M., Wilson, J.R. & Zengeya, T. (editors), 2020, Biological invasions in South Africa, Springer, Berlin).

Two additional indicators deal specifically with increasing the evidence base relating to biological invasions. Biological invasions pose a major risk to biodiversity as well as the ability of ecosystems to sustain livelihoods. SANBI supports biosecurity activities undertaken by the Department of Environment, Forestry and Fisheries (DEFF) through developing projects on priority and emerging invasive alien species, compiling species-specific eradication and management plans and undertaking research to profile risk associated with listed invasive alien species. SANBI meets annually with DEFF to determine targets and priorities for the year. One of the indicators SANBI uses to measure this work is the number of active projects focusing on the detection of emerging invasive alien species and research to support eradication, risk assessment and management of these species. These projects provide an evidence base


4848

or issues (e.g. specific pathways for invasion), or existing

projects are updated to incorporate new evidence to

deal with changes in the spread and control of these

species. These plans can be on single or multiple species

and incorporate new tools and methods to aid effective

detection or testing of protocols and standards. This year

SANBI developed or updated 45 project plans.

The second indicator refers to risk analyses for invasive

species. A risk analysis goes beyond the legislated process

for risk assessment and considers the steps that can be

taken to mitigate the risks associated with introduced

species. As such, it is particularly valuable for species

that have socio-economic value and where regulations

to control invasive alien species may result in conflict

between different stakeholders. Risk analysis is an emerging

discipline for biological invasions and the protocols and

methods are still being developed. SANBI has partnered

with the DSI-NRF Centre for Invasions Biology (CIB) at

Stellenbosch University (SU) as lead institutions globally for

the development of standardised methods for risk analysis

relating to invasive species. Considerable progress has been

made in developing and publishing these protocols but

targets for completing risk analyses have been impacted

due to amendments and refinements of the protocols and

procedures. As a result, SANBI had originally intended to

complete 70 risk analyses yet only 13 were completed.

Nevertheless, SANBI has taken several steps to ensure that

the targets can be achieved in future years:

• Protocols and administrative systems for processing risk

analyses have been strengthened.

• The Alien Species Risk Analysis Review Panel (ASRARP),

comprising independent experts on different taxa,

regions and sectors, has been established to review all

risk analyses.

• SANBI is in the process of appointing additional

early career scientists and taxon-specific scientists to

strengthen capacity to undertake risk analyses.

• A collaboration agreement with the CIB has been

finalised to provide scientific oversight of the risk

analysis process and to train risk analysis assessors in

order to increase capacity.

research netWorks

SANBI operates on a Network of Partners model whereby

important work is done in collaboration with key partners

who have the required intellectual property and/or

resources to add value to SANBI’s work. The establishment

and participation in cooperative networks is, therefore, an

important mechanism for SANBI to achieve its strategic

objectives.

SANBI has identified the biodiversity economy as a strategic

focus for research and development and is working towards

networks relating to five components set out in SANBI’s

biodiversity economy framework, namely bioprospecting,

biotrade, the wildlife economy, ecotourism and integrated

biodiversity economy projects. These are in various stages

of development including participation in the Global

Environment Facility (GEF) and the Deutsche Gesellschaft

für Internationale Zusammenarbeit (GIZ) funded networks

dealing with biotrade, and a BioFin funded project on

certification within the wildlife economy.

Photograph: Peter Chadwick


49

A significant focus over the past two years has been SANBI’s

participation in a global network dealing with illegal wildlife

trade and more specifically on SANBI’s role in strengthening

institutions, information management and monitoring to

reduce the rate of illegal wildlife trade in South Africa. A

funding proposal to support this work was successfully

submitted to the GEF for funding in the 2018/2019 financial

year under the Global Wildlife Programme. In the current

financial year, the target was to finalise the role of SANBI

in this network, and to formalise an agreement setting out

the targets and obligations that SANBI needs to achieve

over the next five years as well as the budget allocation.

This agreement was finalised in March 2020. In addition,

the Global Wildlife Programme held a symposium in South

Africa where the South African component of the broader

network was officially launched.

The marine focus of SANBI’s work is driven by a small team

of four and relies extensively on partners and networks.

The target for this year was the development of the

CoastWise network, which is a collaboration with five

partner institutions to improve the integrated assessment

of South Africa’s land-sea interface. SANBI worked with the

Helmholtz Zentrum Geesthacht (HZG), Nelson Mandela

University (NMU) and the other partners to establish

a network and to submit a funding proposal to the

Gesellschaft für Internationale Zusammenarbeit (GIZ). The

proposal, outlining the roles of all the different network

partners, was accepted and the HZG has received the grant

to support the network. This means that the network can

start working towards its various objectives and all that

remains is for the HZG to formalise the transfer of funds to

SANBI. This was delayed due to the coronavirus pandemic

and the national lockdowns implemented in Germany and

South Africa.

The development of networks can take several years to

materialise, especially where the network is reliant on

project funding. It is therefore important to note that

SANBI has initiated several other projects that will lead

to established networks over the next few years. These

include:

• The One Ocean Hub, a global collaborative

transdisciplinary research network aimed at healthy

oceans and involving 60 partner organisations to

improve ocean governance in South Africa, Namibia,

Ghana, Fiji and the High Seas.

• A network of organisations linked to the Atlantic Ocean

to map and assess the present and future status of

Atlantic marine ecosystems under the influence of

climate change and exploitation.

• Development of networks focusing on land degradation

in southern Africa.

• A network of research partners working on freshwater

biodiversity to support freshwater assessments and

provide critical evidence to support implementation of

the Working for Wetlands programme of DEFF.

the statUs of biodiversity

SANBI is mandated in the National Environmental

Management Biodiversity Act (NEMBA) No 10 of 2004

to monitor and report on biodiversity, including on the

impacts of any Genetically Modified Organism (GMO)

that has been released into the environment, as well as

the status of biological invasions. During this financial

year the intention was to complete the report on GMOs

(NEMBA Chapter 2, item 11b) and to work on the report

on biological invasions in preparation for completion in the


SANBI has tried to fulfil its obligations relating to GMOs

by feeding into annual reports to the Minister that are

compiled by DEFF. However, for this financial year, it was

decided to initiate a formal assessment process that would

align with other biodiversity assessments such as those

implemented for the National Biodiversity Assessment and

the Status of Biological Invasions Report. These assessments

typically take place on a regular basis and involve a range

of stakeholders who work together to identify and report

against a set of indicators. An assessment of this nature

for GMOs has never been carried out in South Africa and

there is no international precedent. It was, therefore,


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to be expected that the first attempt would be met with some challenges. These included accessing and compiling spatial data on the location of GM crops. Although SANBI is mandated to report on GMOs, it has no enabling provisions and therefore has no direct access to data on where GMOs are released into the environment. It has taken longer than expected to assemble these data. Secondly, there is limited expertise in the country relating to GMO impacts on biodiversity and timeframes needed to be adjusted to enable volunteer contributors to submit data, analyses and text. A first order draft of the assessment was completed and the full report will be finalised in the next financial year.

Although the only target for 2019/2020 was completion of the GMO assessment, a first draft of the second report on the Status of Biological Invasions and their Management in South Africa was released for comment. As these reports are compiled every three years, the intention is not to comprehensively review all the indicators and data but rather to focus on key indicators that will be responsive to change in the relatively short timeframe of three years. This report will be finalised and released in the 2020/2021 financial year.

The National Biodiversity Assessment (NBA), which is SANBI’s biggest assessment, was completed in the previous financial year and it was officially launched by the Minister of Environment, Forestry and Fisheries on 3 October 2019. This launch and celebration provided an opportunity to raise the profile of the NBA and acknowledge the considerable input that is made by SANBI’s partners. The launch of the NBA was followed by a presentation to a meeting of the Ministers and Members of Executive

Councils Meeting (MINMEC) where the Minister requested

SANBI to provide a breakdown of information at provincial

level in order to empower the provinces to respond. This

was completed in January 2020.

non-detriment findinGs and sUPPort for the

scientific aUthority of soUth africa

SANBI provides the secretariat and scientific support for

the Scientific Authority of South Africa. As part of this role,

SANBI coordinates the development of non-detriment

findings (NDF) for species in trade. The NDF follows a

specified process to compile expert knowledge and then

evaluate the potential risk associated with trade based on

biological, management and regulatory evidence. SANBI

agreed on a workplan with the Scientific Authority to

deal with NDFs, which may be in different stages of the

process. This ranges from draft NDFs to those published for

additional evidence, finalisation of NDFs following public

input, and revision of those that are out of date. SANBI’s

role is to compile and collate information and convene

workshops, however, the approval of NDFs and final

decisions relating to how they are submitted is the role of

the Scientific Authority (a separate Organ of State). SANBI

reported back to the Chair of the Scientific Authority and

completed the work agreed to with the Authority and

has therefore complied with its obligations. The formal

meeting of the Scientific Authority is where NDFs are

reviewed and approved. Although the 19th meeting of

the Scientific Authority had to be postponed due to the

coronavirus pandemic and lockdown, it did not affect the

work finalised by SANBI.


Linked to the launch of the National Biodiversity Assessment

(NBA), all the technical documents, data and maps were

made available via the NBA website (http://nba.sanbi.org.

za) in order to facilitate uptake and use of this incredibly

valuable information.

In December 2019, SANBI’s spatial information on

South Africa’s threatened mammals, birds, reptiles,

amphibians, butterflies and plants was uploaded to

the DEFF Environmental Impact Screening Tool https://

screening.environment.gov.za/. This tool identifies

areas that are sensitive to development and the species

information represents a major step forward to ensure

that species conservation requirements are covered in the

Environmental Authorization process.

SANBI hosted the international Key Biodiversity Areas (KBA)

Partnership meeting from 18 to 20 September 2019, as well

as a special meeting showcasing South Africa’s emerging

KBA network. South Africa is the first megadiverse country

to attempt applying the KBA standard systematically.

At the NBA release event on 3 October (from left to right): SANBI Acting CEO Ms Carmel Mbizvo, Minister of Environment, Forestry and Fisheries Ms Barbara Creecy, SANBI Board Chair Ms Beryl Ferguson, National Biodiversity Assessment Lead Dr Andrew Skowno.


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Red List training focusing on Africa and megadiverse countries was held at the National Museums of Kenya and the Chinese Academy of Sciences.

South Africa’s first Red List Index produced by SANBI was included in the South Africa’s 6th Country Report to the Convention on Biological Diversity (CBD) on progress towards Aichi Target 12 (Species Extinctions Prevented) as well as South Africa’s response to the Sustainable Development Goals (SDGs). We are the first megadiverse country to have developed our own national Red List Indicator.

New funding, with a combined value of more than R28 million, was secured for work in Programme 4. This included grants to strengthen capacity for oversight of wildlife trade, a National Research Foundation/National Science Foundation (NRF/NSF) grant for research on adaptation to global change, a component of the global One Ocean Hub project and funding for improved assessment of the interface between seascapes and landscapes.

Dr Tony Rebelo was honoured by The Society for Ecological Restoration (SER) for his innovative and effective work on the Critically Endangered Sand Plain Fynbos vegetation type.

SANBI staff continue to play key roles in the Intergovernmental Science Policy Platform on Biodiversity and Ecosystem Services (IPBES). Prof. John Donaldson is co-chair of the Assessment of Sustainable Use of Wild Species. Dr Ferozah Conrad was selected to serve as a member of the IPBES Task Team on Capacity Building, and Dr Sebataolo Rahlao was appointed as a coordinating lead author of the Global Assessment on Invasive Alien Species and their Control.


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tools to sUPPort manaGement and conservation of biodiversity

Programme 5 produces science-based guidelines, maps

and other tools for effective land-use management and

decision making. To support the integration of these tools

Programme 5: Biodiversity Policy Advice, Climate Resilience and Access to Information

Programme 5 facilitates the translation of biodiversity science into policy and action. The programme interprets knowledge generated by other SANBI programmes, and its partners, to produce biodiversity mainstreaming tools, implement nature-based solutions, and provide science-based advice to inform policy and decision making. This is done within the context of South Africa’s development imperatives, using biodiversity science to understand how the management and sustainable use of biodiversity assets and ecological infrastructure can deliver benefits to society. The programme is at the frontline of SANBI’s efforts to influence human well-being and promote climate resilience, and thus contribute to the country’s development goals of creating jobs, addressing inequality and alleviating poverty.

into planning and decision-making processes, SANBI

provides capacity development and training opportunities

to government officials and other partners and facilitates

and convenes focused communities of practice.

Tools are developed through partnership projects such as

the Biodiversity and Land Use (BLU) Project (see Box 1) and

the programme of work on Natural Capital Accounting (NCA)

(see Box 2). Pilot projects, implemented in collaboration

with partners, demonstrate improved approaches to

the management of biodiversity assets and ecological

infrastructure. SANBI is currently implementing the Global

Environment Facility (GEF) funded $7.2 million Ecological

Infrastructure for Water Security project, in collaboration

with the Development Bank of Southern Africa (DBSA) and

Department of Environment, Forestry and Fisheries (DEFF).

This project aims to enhance organisational capacity and

investment in ecological infrastructure to improve water

security in two demonstration catchments, the Berg-

Breede and the greater uMngeni catchments.

Programme 5 plays a lead role in disseminating knowledge

by coordinating learning networks and communities

of practice with a range of partners. SANBI hosted the

following events during 2019 and 2020:


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Box 1biodiversity and land Use Project

The $8.2 million GEF-funded Biodiversity and Land Use (BLU) Project, led by SANBI, was implemented in Ehlanzeni,

uMgungundlovu, Cape Winelands and Amathole District Municipalities. The project has two components which aim

to (1) streamline environmental decision-making and land use regulation, and (2) support private and communal

landowners to protect critical biodiversity areas. During this year, the BLU Project made several important advances to

further these aims, including:

sUPPortinG environmental manaGement and land-Use PlanninG

SANBI has been working with DEFF on the online Environmental Impact Assessment (EIA) Screening Tool that helps

applicants, who wish to develop on land, to screen their proposed site for environmental sensitivities. SANBI has developed

a series of biodiversity protocols that feed into the Screening Tool. The protocols provide the steps to be followed when

developers want to develop land that has priority biodiversity located on it. The Terrestrial and Aquatic Protocols were

gazetted for implementation and the Plant and Animal Species Protocols were gazetted for public comment. SANBI has

also developed a best-practice guideline to provide background and guidance on the species protocols.

SANBI has been working with DEFF on ways to secure Strategic Water Source Areas (SWSAs) in terms of restrictions

under the National Environmental Management Act (NEMA) Section 24 (2A). To do this, SANBI and its partners have

developed a methodology to define the boundaries of SWSAs in an ecological meaningful way. SANBI also convenes

four working groups to resolve legal, spatial and technical issues, and to build greater impetus for the protection

of SWSAs.

• The 16th National Biodiversity Planning Forum and

the annual Provincial and Metro Biodiversity Planning

Working Group, provided opportunities for sharing

lessons from systematic biodiversity planning projects

and ensuring consistency of biodiversity plans across

the country.

• A Mapping Biodiversity Priorities Learning Exchange,

in partnership with the UN Environment World

Conservation Monitoring Centre (UNEP-WCMC),

brought together representatives from 12 African

countries, including the three pilot countries for the

project, Botswana, Ethiopia and Malawi, where the

national biodiversity assessment approach from the

joint SANBI-WCMC publication Mapping Biodiversity

Priorities is being applied.

• The joint Biodiversity Information Management and

Foundational Biodiversity Information Programme

Forum, in partnership with the Department of Science

and Technology (DST) and the National Research

Foundation (NRF), presented information on open

biodiversity data to support science, technology and

innovation.

• A catchment-based Indaba on Ecological Infrastructure,

held with many partner organisations, showcased

the benefits of investing in ecological infrastructure

through aligning interventions across water catchment

areas to improve water and food security, and

rural livelihoods.

• The inaugural National Ecosystem-based Adaptation

(EbA) community of practice workshop, in partnership

with DEFF, is drawing lessons from current EbA practice

around South Africa, as well as sharing tools and

successful approaches to improve EbA implementation.

• A number of workshops to support the Natural

Resource Management (NRM) community of practice,

Delegates interacting at the catchment-based Indaba on Ecological Infrastructure which showcased the benefits of investing in ecological infrastructure.

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in partnership with DEFF-NRM, served to share lessons

and experiences on ecosystem restoration, facilitated

dialogue on co-ordinating NRM across sectors, and

capacitated NRM service providers on how to manage

contracts and finances.

• Cape Action for People and the Environment (C.A.P.E)

Landscape Initiative Knowledge Exchange (LIKE)

reflected on stories and lessons from the landscape

initiatives in the Cape Floristic Region, in order to inform

the C.A.P.E. partnership going forward and contribute

to the C.A.P.E Legacy project.

The development of knowledge resources, such as

factsheets, case studies and guidelines, is an important

way of sharing information with project partners

and broader stakeholders in the sector. This year the

following were developed: a guideline for incorporating

biodiversity into land use schemes, and a case study on

incorporating biodiversity priorities into the National

Spatial Development Framework. Both were developed

Small Grants Facility project monitoring expedition to the Mamanyuha village in the Mopani District Municipality.

Box 1 (continued)An important part of the BLU Project involves improving how municipalities consider biodiversity in their planning. In partnership with DEFF and the Department of Agriculture, Land Reform and Rural Development, SANBI developed standards that set out what environmental aspects municipalities need to include in their Spatial Development Frameworks to safeguard their biodiversity. SANBI also finalised the Guideline for Incorporating Biodiversity into Land Use Schemes which will be adopted as an official addendum to the National Land Use Guidelines.

sUPPortinG biodiversity steWardshiP

South Africa’s fiscal benefits for biodiversity stewardship work, implemented in partnership with BirdLife South Africa, aims to strengthen biodiversity stewardship tax incentives. The success of this work has been recognised globally and is regularly showcased as a leading example of innovative financing for protected areas.

SANBI, in partnership with DEFF and Ezemvelo KZN Wildlife, hosted a Land Reform and Biodiversity Stewardship learning exchange with a focus on reshaping rural development through the biodiversity economy. The Biodiversity Stewardship Guideline, endorsed for implementation as a best-practice guide to biodiversity stewardship in the country, was disseminated.

caPacity develoPment and traininG

The BLU Project has contributed to building the capacity of government officials and other project partners through a number of training opportunities:

• Training municipal officials in Mpumalanga and KwaZulu-Natal on incorporating biodiversity priorities into municipal planning processes.

• Guiding councillors in identifying biodiversity-related projects that benefit ecosystem restoration while alleviating poverty and creating jobs.

• Developing an interactive course on Biodiversity for Sustainable Development for regulatory authorities and environmental planning professionals on incorporating biodiversity into EIA processes.

• Introducing biodiversity offsets, providing a context for their use and giving guidance on their design and implementation.

• Strengthening capacity to implement biodiversity stewardship on communal land.

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Box 2natUral caPital accoUntinG

SANBI continues to lead South Africa’s work on Natural Capital Accounting (NCA) in close collaboration with Statistics South Africa (Stats SA), with support from the United Nations (UN) Statistics Division and UNEP. This year SANBI continued to co-lead the European Union (EU)-funded Natural Capital Accounting & Valuation of Ecosystem Services project, in which South Africa is one of five pilot countries along with Brazil, China, India and Mexico.

NCA is a practical tool to measure how nature supports people and the economy. By quantifying stocks and flows of natural resources using internationally agreed methods, NCA provides regular, robust statistics to inform policy, planning and decision making across a range of sectors. NCA brings environmental, demographic and economic information into an accounting framework in order to shed light on the links and interactions between the economy, society and the environment.

The national river ecosystem accounts produced by SANBI in 2015, in partnership with Stats SA, DWS and CSIR, are considered global best practice. The national land and terrestrial ecosystem accounts, marine ecosystem accounts, protected area accounts, and species accounts for rhinoceroses and cycads, will be published jointly with Stats SA during 2020.

SANBI and Stats SA co-hosted the first National NCA Forum in 2019, with over 100 participants from government, NGOs and the private sector. The event gathered stakeholders across the NCA value chain, including policy and decision-makers interested in evidence for policy making and sustainable development. Inputs from the forum are informing the development of the first national strategy for NCA.

To build capacity to sustain the production of natural capital accounts into the future, SANBI and Stats SA co-hosted a national NCA training workshop in May 2019. The workshop provided hands-on technical training on the production of ecosystem accounts, and involved 27 participants from 14 organisations, mainly national and provincial organs of state. The workshop was a key step in embedding capacity for the development of ecosystem accounts in SANBI, Stats SA and partner organisations.

through the Biodiversity and Land Use Project (see Box 1),

and a factsheet highlighting biodiversity as a tourism asset

in South Africa.

access to biodiversity data, information and knoWledGeBiodiversity information management is vital for ensuring

that scientific data is collated and made accessible to a

range of users. SANBI’s Biodiversity Advisor web portal

provides free access to biodiversity information. SANBI is

currently developing a National Biodiversity Information

System (NBIS) which will provide access to biodiversity

information through centralised web-based infrastructure,

to support researchers, managers, policy and decision-

makers, and planners in achieving their goals, as well as

helping SANBI monitor biodiversity.

SANBI coordinates the African Biodiversity Challenge (ABC)

project, funded by the JRS Biodiversity Foundation, which

aims to build capacity in African countries to mobilise

biodiversity data and establish biodiversity informatics

networks. SANBI completed phase 1 of this project in 2019

and was successfully awarded US$300 000 for a second,

three-year phase. SANBI will continue to work with its

partners from Rwanda, Malawi and Ghana to grow the

communities of practice in each country and use the

biodiversity data collected in phase 1 to develop products

for end-users.

Panellists representing DPME, UN Environment, DEFF and Stats SA discuss-ing how natural capital accounting (NCA) supports national development priorities, at the National NCA Forum.

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Box 2 (continued)SANBI’s NCA work was showcased at the fourth global Forum on Natural Capital Accounting for Better Policy, hosted by the World Bank and United Nations in November 2019 in Uganda, and at the Africa Regional NCA Policy Forum which followed, with around 20 countries represented. South Africa is an active participant in the emerging African community of practice on NCA.

Natural capital accounts do not mean that the value of natural resources and ecosystems has to be reduced to rands and cents. Many natural capital accounts quantify natural resources in physical terms, such as the extent of different ecosystem types, the amount of water produced by a catchment, the volume of fish harvested from the marine environment, the number of people visiting our protected areas.

NCA forms part of SANBI’s mandate to monitor and report on the state of biodiversity. It provides a powerful mechanism for translating foundational data layers from the National Ecosystem Classification System, of which SANBI is the custodian, into widely available, policy relevant information.

Stakeholders at South Africa’s first national Natural Capital Accounting (NCA) Forum, hosted by Stats SA and SANBI in Pretoria.

scientific advice to sUPPort national and international Policy ProcessesSANBI plays an important role in providing policy advice on biodiversity matters to national government and in support of South Africa’s international commitments. Science-based advice is often provided through projects, such as the achievements made this year by the BLU Project (see Box 1). Additionally, in 2019–2020:

• SANBI completed the spatial analysis for a Strategic Environmental Assessment (SEA) for a phased gas pipeline to support national government’s Strategic Integrated Projects (SIPs). The SEA identifies optimal routes for the construction of gas pipelines and electricity grid infrastructure.

• SANBI participated in the 17th ordinary session of the African Ministerial Conference on the Environment, which considered actions for environmental sustainability and prosperity across the continent.

• The year 2020 marks the end of the international Convention on Biological Diversity’s Strategic Plan for

Map showing the outputs for the Least Cost Path Analysis

for the Strategic Environmental Assessment for the Electric-

ity Grid Infrastructure Corridors in South Africa. This guides

more sustainable decision making when identifying where

to place new power lines.

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Biodiversity. SANBI provided support to DEFF and the

African Group of Negotiators on developing the Post-

2020 Global Biodiversity Framework that will guide the

global biodiversity agenda in the future.

climate chanGe adaPtationIn its capacity as an accredited entity of the Adaptation

Fund and Green Climate Fund, SANBI is supporting South

Africa’s efforts towards the just transition to a low carbon

economy and resilient society.

adaPtation fUnd

SANBI was reaccredited by the Adaptation Fund until 2024.

SANBI is currently implementing two Adaptation Fund

projects:

• The $2.5 million project, Taking Adaptation to the

Ground: a Small Grants Facility for Enabling Local Level

Responses to Climate Change, is being implemented in

the Namakwa and Mopani District Municipalities. The

project has completed 12 small grant projects and has

exceeded its target (600) by building climate resilience

of about 2 047 direct beneficiaries. Community-based

projects, such as climate smart community gardens,

breeding climate-resilient livestock and constructing

livestock shelters, are helping to build resilience of

vulnerable people in rural communities. Peer-to-peer

learning exchanges have been identified as important

activities to capacitate community-based organisations

and help recipients address project challenges.

• The $7.5 million uMngeni Resilience Project is being

implemented by the uMgungundlovu District

Municipality in collaboration with the University

of KwaZulu-Natal. The climate-resilient agriculture

component of the project is supporting 749, mostly

women, farmers to grow climate-resilient crops in

climate-smart ways. Early Warning Systems are being

installed that will warn community members when

floods, storms and fires are likely to strike. The project

has developed a Climate Change Adaptation Toolkit

that provides recommendations on how decision

makers, traditional authorities and rural communities

can adopt new ways of building village and house

resilience to climate change.

Green climate fUnd

SANBI was accredited as an entity of the Green Climate

Fund (GCF) in 2016 and has fulfilled its accreditation

conditions to continue until 2024. Through a participatory

process, SANBI identified priorities for GCF project

proposal development and is working with stakeholders

to develop these proposals for submission. It has secured

GCF readiness resources to support proposal development


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and for institutional strengthening ahead of project implementation.

Following extensive stakeholder engagement, SANBI submitted a concept note for a $20 million project entitled Scaling up ecosystem-based approaches to managing climate-intensified disaster risks in vulnerable regions of South Africa, led by DEFF: NRM and the Department of Cooperative Governance and Traditional Affairs (COGTA): National Disaster Management Centre. The concept note received positive reviews and a full funding proposal is being developed.

A draft concept note has been developed for a $10 million project to scale-up the uMngeni Resilience Project of the Adaptation Fund. Proposal development has also been initiated for a further two projects focusing on coastal resilience and Strategic Water Source Areas.

climate chanGe events and information sharinG

SANBI participated in several international climate change events to share experiences from South Africa:

• The regional learning forum of the Southern Africa Climate Finance Partnership in Botswana.

• The Korea Global Adaptation Conference to participate in the GCF’s Technical Expert Meeting on Adaptation.

• An exchange visit to Chile hosted by the Adaptation Fund and the Chilean National Implementing Entity.

• The first community of practice meeting that brought together 30 Direct Access Entities of the Adaptation Fund and the GCF.

• The United Nations Framework Convention on Climate Change conference in Germany, participating on technical panels focused on adaptation finance.

• The Adaptation Fund’s sixth annual Climate Finances Readiness Seminar in Antigua and Barbuda.

• The GCF’s Global Programming Conference: Realising Climate Ambitions in the Republic of Korea.

• SANBI, in partnership with the National Business Initiative, is rolling out a series of events with the private sector to attract investment in climate change adaptation work. Three events were held to showcase innovative mechanisms for financing climate change adaptation projects.


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Programme 6: Human Capital Devel-opment and Education

PUrPose

The programme is cross-cutting in nature and intends

to attract, upskill and retain skills through various

interventions such as school garden programmes,

career programmes and celebration of environmental

theme days.


A transformed and suitably skilled workforce for the biodiversity sector is developed.

All national botanical gardens are promoted and used as platforms for biodiversity awareness, education and recreation.

Civil society is engaged to contribute to science, monitoring and biodiversity conservation.


Number of black biodiversity professionals developed

through human capital development initiatives,

including structured internships, postgraduate

studentships, and a fellowship programme for the

achievement of a transformed and skilled workforce in

the biodiversity sector.

Number of universities participating in biodiversity

careers programme.

ProGramme PerformanceSANBI aims to inspire and enable people from all walks of

life to take responsibility for the environment. In a world

where most people, both young and old, are consumed

by work and school priorities and are captivated by media,

multi-media games and social media in their free time,

drawing attention to the beauty, benefits and conservation

needs of nature is exceptionally difficult. However, through

its different programmes with multi-facetted approaches

facilitated with schools and communities, SANBI manages

to not only increase knowledge and awareness about

biodiversity, but also to improve skills and build capacity

within beneficiaries so that they are able to make informed

decisions and start to take even small actions within their

own lives and within their communities toward living

sustainably.

Three programmes have mainly school learners as

beneficiaries: the Kids in Gardens, High School Career Expo

and Primary School Career Dress-up Programmes. The Kids

Number of beneficiaries participating in Kids in Gardens Programme to promote biodiversity awareness, education and recreation.

Number of Citizen Science Platforms.


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in Gardens Programme involves learning programmes

being facilitated in the national botanical gardens

with learners from grade R to 12. On the one hand, the

programmes support the South African National Education

policies as they are linked to subject and grade specific

curricula and, therefore, articulate well with the teaching

and learning taking place in schools.

Conversely, the programmes have strong biodiversity

conservation and sustainability messages at their

cores and as such, support the SANBI mandate. The

learning programmes are based on an integrated and

interdisciplinary approach to teaching and learning.

Each programme draws content knowledge and skills

from a range of different school subjects. Furthermore,

the programmes use hands-on and active teaching and

learning approaches based on the understanding that

there are multi-intelligences, and that people learn in a

variety of different ways. The learners are fully engaged

and have lots of fun which results in them having an unforgettable learning experience. As a consequence, they share this experience with their peers at school, with their families, their communities and hopefully trigger individual and community lifestyle changes.

Many of the beneficiaries of this programme are from economically disadvantaged communities and are sponsored in one of two ways: some are offered sponsored transport but pay the fees for the lesson, while others have sponsored transport as well as sponsored fees. For many of these learners, this visit to a national botanical garden would be the first time that they have a learning experience in nature, their first walk through a forest or grassland, their first encounter with fynbos or succulents, and almost certainly their first time seeing the beauty of a large national botanical garden.

While the majority of the beneficiaries of the Kids in Gardens Programme are mainstream school children, the programme also has individualised learning programmes which are designed to meet the needs of learners with special education needs (learners with physical and mental difficulties), youth groups, tertiary students and adult groups. This year, the Kids in Gardens Programme reached 63 554 beneficiaries which equates to 13.49% more than the target of 56 000. This significant overachievement is as a direct result of having additional human resources in the form of interns who assisted with the facilitation of the learning programmes. These interns are associated with several different internship programmes such as the National Research Foundation/South African Agency for Science and Technology Advancement (NRF/SAASTA) Youth Service Programme, the Groen Sebenza Programme and the Joan Wrench Kirstenbosch Internship Programme. They are hosted at the BEPE Centres and receive intensive training and mentoring in the field of biodiversity education.

The High School Career Expo’s are facilitated with Grade 10 and 11 learners. Different environmental organisations and SANBI directorates are invited wherein each one is requested to showcase a specific biodiversity career. Universities are invited to provide guidance and information about admissions, fees and bursaries. The format of the expo is unique to SANBI in that learners are not left to roam about aimlessly but are rather escorted by a staff member from one stand to the next in a co-ordinated fashion. Thus, each group of learners spends about 15 minutes at a stand where they learn about the career directly from a professional already in the job. Approximately 1 170 learners and teachers participated in the programme this year. The feedback received from the learners mostly indicates that the expo was an eye-opener for them and that their preconceived ideas about their potential careers were fundamentally altered.

Learners fully engaged during a ‘Kids in Gardens’ lesson in the Walter Sisulu NBG.

Groups of learners present short dramas about different biodiversity careers for the Primary School Career Dress-up Programme.


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The Primary School Career Dress-up allows learners in grade 6 and 7 to explore information about biodiversity careers through the medium of language, art and drama. The teachers of the participating schools receive information packs about biodiversity careers which they share with their learners, as it serves to guide them through the process of developing short plays, poems, presentations or posters that represent biodiversity careers. The BEPE staff members assist by facilitating work sessions with the learners in order to fine-tune the dramas or art pieces. On the day of the career dress-up event, each group of learners presents their drama or poem or poster to their peers and thus, the entire cohort of learners are made aware of a range of biodiversity careers.

In addition to the directorate’s High School Career Expo and Primary School Career Dress-Up Programme, BEPE Centres also respond to ad hoc requests for SANBI to participate in career expos for learners. This year, the BEPE staff members participated in the Sasol Techno X; the Sci-Bono Career Expo; the Umzimkhulu Career Expo; the Kwalata Career Expo and a Science Career Expo in Hluhluwe. In addition, one BEPE Centre participated in the ‘Take-a-girl-child-to-work’ campaign and one BEPE Centre participated in the ESKOM EXPO Science Camps and adjudicated the biodiversity and environmental entries at the regional level.

The BEPE directorate’s work in the formal education system also includes programmes that aim to build the capacity of teachers, curriculum advisors and teacher trainers so that they are able to more adequately engage with the environmental content in the curriculum and thus support transformative environmental learning with their learners.

The Fundisa for Change Programme has been hosted by SANBI for slightly more than a year. It remains a national partnership programme which includes the Department of Basic Education, almost all tertiary education institutions and many of South Africa’s environmental organisations. This year, the programme focused on supporting curriculum advisors through a specialised ‘training of trainers’ approach – a total of 81 trainers (curriculum advisors and partners) were supported in the Gauteng Province in the following subjects: Life Skills in the Foundation phase, Natural Science and Life Sciences. The workshop topics included healthy living in Life Skills, indigenous knowledge and technology in Natural Sciences and marine biodiversity in Life Sciences.

Then, through the partnership with GreenMatter, two new Fundisa for Change exemplars and an online course is being developed: one with a focus on the ‘Green Economy’ and another based on ‘Entrepreneurship for Economic and Management Sciences and Business Studies’. Furthermore, as a lead partner with another organisation, VVOB, the Fundisa for Change Programme is involved in a multi-stakeholder project called ‘Keep it Cool - Climate Change

Education’. This programme is being funded by the

Government of Flanders and is focused on addressing the

professional development of secondary school teachers

on issues of climate change.

Research being conducted on various aspects of the

Fundisa for Change Programme and the following two

findings may best illustrate the value of the programme.

Firstly, it was found that, among Grade 7 Natural Science

teachers, biodiversity knowledge was rudimentary and

mostly limited to what they accessed in the curriculum

document and textbooks. This seemed to limit the depth,

scope and criticality of biodiversity teaching. They focused

almost exclusively on teaching vocabulary, definitions of

the basic biodiversity concepts, and classification of plants

and animals. This is contrary to international perspectives

on teaching biodiversity, which emphasise the importance

of an integrated approach to the relationships of plants,

animals and people, and to pedagogies that stimulate

Students are made aware of a range of biodiversity careers during university career fairs and expo’s.

Potting spekboom cuttings as a conclusion to a Climate Change Week lesson in the Karoo Desert National Botan-ical Garden.


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learners to ask questions, deliberate, find solutions to

problems, and examine cause and effect. (Schudel, I.,

2019. FFC Research update – Research Presentation, ELRC.

Rhodes University, Grahamstown).

Secondly, in a search for biodiversity concepts such as

ecosystem services, biodiversity valuing, biodiversity

threats, actions and restoration of biodiversity, and

conserving and sustaining biodiversity – it was found that

biodiversity knowledge in the Curriculum and Assessment

Policy Statement (CAPS) policy document appears to be

presented more at the level of foundational concepts.

Textbooks play a role in contextualising those foundational

concepts and broadening them mostly through pictorial

illustrations, case studies and contextual examples In

addition to the Fundisa for Change Programme, certain

BEPE Centres facilitated 17 workshops for about 640

teachers and 32 curriculum advisors in response to ad hoc

requests for training on a range of environmental topics

within the curriculum.

The need to participate in career expos hosted by

universities for their students was identified a few years ago

in a study that found, among other things, that students do

not know enough about career and job opportunities in

the biodiversity sector. Hence, the sector’s need to attract

young black professionals, and further enable them to

grow and eventually fill certain scarce skills positions, was

not being adequately met.

This year, the BEPE Directorate exceeded the set target

of 15 universities by two as the directorate succeeded in

participating in career expos at 17 universities:

• University of the Free State

• University of Limpopo

• University of South Africa (UNISA)

• University of the Western Cape

• University of Venda

• Mangosuthu University of Technology

• Central University of Technology

• North-West University

• University of Pretoria

• University of KwaZulu-Natal

• University of Mpumalanga

• Stellenbosch University

• Tshwane University of Technology

• Durban University of Technology

• Sol Plaatjie University

• University of Johannesburg

• Vaal University of Technology

As some universities have multiple campuses, the BEPE Directorate actually attended 24 career expos in total. In most cases, the students who visited the SANBI stand at these career expos indicated that they had not been aware of many of the biodiversity careers which were shared with them and that they would definitely do further research into these careers.

The BEPE Directorate has an Awareness Raising Programme which includes the celebration of environmental theme days, the facilitation of holiday programmes and the implementation of the Combatting Biodiversity Crimes Programme. These programmes aim to raise biodiversity awareness in a broader spectrum of beneficiaries involving children, youth and community members.

Nine environmental theme days were celebrated this year across the BEPE Centres: Plant Conservation Day, International Day for Biological Diversity, Environmental Week, Arbor Week, Wetlands Week, Water Week, Climate Change Week, Weedbuster Week and Marine Week. Approximately 5 400 beneficiaries from schools, churches, community organisations, educare centres, after-care centres, places of safety (Department of Social Development) and a hospital were reached this year, through events which combined information sharing and environmental actions such as planting trees, planting indigenous gardens and clearing invasive plant species.

Holiday programmes were once again facilitated within the gardens during the school holiday periods with about 520 beneficiaries. With the aim of educating and entertaining ,the programmes include many fun activities such as games, art and crafts, storytelling and nature treasure hunts. The children and youth were drawn from a broad

World Environmental Day celebrated by planting an in-digenous garden at the Brooklyn Chest Hospital with staff members and patients.


63

spectrum of society. While some were able to pay for the

programmes, others were invited and fully sponsored as

they were from orphanages, places of safety and a variety

of community-based youth organisations.

The Combatting Biodiversity Crimes Programme was

facilitated at certain BEPE Centres this year with the focus

on cycads, threatened indigenous plants in general and

threatened succulents in the Nama-Karoo and Succulent

Karoo Biomes in particular. Nearly 230 beneficiaries were

reached which included learners, university students,

youth, and staff members from a casino and members

from walking clubs.

The BEPE Directorate has an extensive network involving

institutional partners and other organisations which work

collaboratively to achieve set goals. While the details of

all the collaborations are too numerous for the scope of

this report, the following will be highlighted. This year,

funding was once again received from the South African

National Energy Development Institute (SANEDI) for

the facilitation of capacity development workshops for

teachers and curriculum advisors, lessons with learners

during Climate Change Week and the directorate’s

biodiversity career programmes. The funding was used for

these activities at four of the BEPE Centres in the Pretoria,

Harold Porter, KwaZulu-Natal and Karoo Desert National

Botanical Gardens (NBGs) in collaboration with SANEDI

staff members.

The BEPE Centres in Pretoria, Walter Sisulu and Lowveld NBGs

received funding from SAASTA on behalf of the Department

of Science and Innovation (DSI) for the facilitation of special

learning programmes in these gardens during National

Science Week. The Department of Agriculture, Forestry

and Fisheries (DAFF) continued to provide donations of

trees to the BEPE Centres for Arbor Week celebrations. This

year approximately 300 trees were received and planted

together with the beneficiaries in schools and in other

gardens in the communities. The BEPE Centre in Pretoria

NBG hosted a United Nations Day in partnership with the

United Nations (UN)-South Africa Office and Wildlife and

Environment Society of South Africa (WESSA). This Centre

also partnered with one of the participants in the Miss

Earth South Africa 2019 beauty pageant and assisted her

with activities such as a tree-planting event and hosting a

school for a learning programme in the Pretoria NBG. This

assisted her significantly in winning the pageant and being

crowned Miss Earth South Africa 2019.

Groen sebenZa ProGrammeThe Groen Sebenza Programme is the South African

National Biodiversity Institute’s flagship programme aimed

at implementing the Institute’s 20-year National Biodiversity

Human Capital Development Strategy (NBHCDS). SANBI

is in its second iteration of the programme through the implementation of Groen Sebenza Project II funded by the Department of Environment, Forestry and Fisheries (DEFF) to the value of R15 million over a three-year period.

The programme is aimed at developing priority skills in the biodiversity sector to create sustainable job opportunities for unemployed graduates. The programme brings young South Africans from previously disadvantaged backgrounds together with experienced biodiversity professionals to learn, grow and eventually gain the competence and confidence to embark on rewarding and meaningful biodiversity careers.

In the Groen Sebenza II Project 40 young people, referred to as pioneers, were recruited and placed across various divisions in SANBI. The 40 pioneers involve graduates of various diplomas, bachelor, honours and masters degrees across various fields in the sector. The 40 pioneers are trained and mentored in different occupations including horticulture, estate management, environmental education and biodiversity planning.

Invasive species monitoring session of the intern pro-gramme, conducting measurements on invasive plants.


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Students are made aware of a range of biodiversity careers during university career fairs and expo’s at UKZN.

Groen Sebenza National Induction Week 10-13 September 2019 held in Johannesburg, Gauteng. Interns participat-ing in a Training Needs Matrix activity.

Over and above Groen Sebenza, SANBI has undertaken various internships, studentships, postdoctoral fellowship programmes in collaboration with various tertiary education institutions. The initiatives have resulted in a significant number of students benefitting from

professional development and further studies. Below points provide a summary of some of the milestones that these various initiatives have achieved in the 2019/2020 financial year:

• 124 interns and Groen Sebenza pioneers were hosted.

• Placements of 91 work-integrated learning students achieved.

• Degrees of 36 postgraduate students were completed. Among these were several students who obtained their degree with distinction: Thembeka Malwane (MSc, University of Cape Town), Alistair Galloway (MSc, Stellenbosch University), Devlon Main (MSc, University of Johannesburg), Tyron Clark (MSc, University of the Witwatersrand).

• Funding of 28 postgraduate students.

• Hosting of 16 postdoctoral fellows.

All of the above internships, studentships, postdoctoral fellowships and the Groen Sebenza Project II highlight SANBI’s ongoing commitment to human capital development both internally and for the biodiversity sector.

civil society enGaGement to contri-bUte to science, monitorinG and bio-diversity conservationThe importance of citizen science to environmental conservation and management is recognised in the strategic objectives and outcomes in the National Biodiversity Strategy and Action Plan (NBSAP) and the National Biodiversity Framework (NBF) where one of the objectives (Objective 6) includes the role of citizen science in supporting the management, conservation and sustainable use of biodiversity.

SANBI’s contribution to citizen science focuses on three platforms which have been established to encourage participation by the public:

• The Custodians of Rare and Endangered Wild Plants (CREW) project.

• The South African Bird Atlas Project (SABAP) managed at the University of Cape Town.

• iNaturalist South Africa which is managed by SANBI under the umbrella of the global iNaturalist programme.

These different platforms enable the public to engage in citizen science activities in a variety of ways. Use of web-based platforms such as iNaturalist allows people from anywhere in the country to participate at the level and intensity that suits them. The tools built into the system allow for identifying the species observed and adds an additional dimension of self-learning that is not easily replicated in other systems. In contrast, CREW is implemented through a network of groups who actively


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arrange field trips to survey sites in particular areas. Regional biodiversity experts participate in these trips to build local capacity and train the participants. The focused field trips also facilitate data gathering for species that are of special concern. Finally, the South African Bird Atlas Project (SABAP) provides a scientifically rigorous platform for collecting data on birds and relies heavily on the network of birders who typically are also motivated by their involvement with groups such as BirdLife South Africa.

Different metrics are used to measure progress with each of these platforms and some of the main outputs for 2019/2020 were: 382 481 observations uploaded to iNaturalist, representing 20 600 species and involving 6 305 observers; 3.2 million records added to SABAP2, which represents a 15% increase in the data; and targeting of 746 taxa of conservation concern by CREW. In addition, as part of building citizen science capacity, 20 iNaturalist training courses were held, as well as additional courses which focused on plant identification, specimen collection techniques, and an introduction to citizen science. Each of these platforms has produced a report on their progress for the 2019/20 financial year.

ProGramme 6 hiGhliGhts for the 2019/2020 financial year.

In the 2019 Global City Biodiversity Challenge, a citizen science competition, Cape Town won two categories largely thanks to efforts by SANBI’s citizen science

Ordinary citizens can make big contributions to monitoring biodiversity, for example by gathering data using web-based tools. Here young citizen scientists learn to use the BirdLasser application on their phones to capture bird sightings and locations.

Capturing data directly into the CREW project on the iNaturalist app.

coordination capacity. https://www.iol.co.za/capetimes/news/cape-town-wins-two-categories-in-global-city-nature-challenge-22777578.

An increase of 13.49% on the target of 56 000 beneficiaries to 63 555.

Participation of 1170 learners and teachers in the High School Career Expo.

Received funding of €1 437 620 million for multi-stakeholder teacher professional development programme on climate change: ‘Keep It Cool’.


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Celebration of United Nations Day in partnership with the United Nations (UN) South Africa Office and Wildlife and Environment Society of South Africa (WESSA).

Continued support for the Miss Earth South Africa 2019 competition through providing ideas for sustainable biodiversity projects for the contestants.

Celebration of National Science Week in partnership with the Department of Science and Innovation’s (DSI’s) South African Agency for Science and Technology Advancement (SAASTA).

The partnership with SANEDI has now increased from one centre to four centres. Climate Change Week was celebrated with the biodiversity careers programme and was offered to learners, teachers, and professional development programmes for teachers and curriculum advisors.

Interest in University Careers Programme is on the increase as two additional universities were added to the list.

Exceeding the Kids in Gardens Programme target by 13.4% due to the exceptional performance by the Lowveld National Botanical Garden Environmental Education Centre.

Created job opportunities for 40 unemployed young graduates.

Contribution towards transformation agenda of the NBHCDS, thus 100% are youth, 94% of the interns are black, 57% are female and 9% are persons with disabilities.

A three-day national induction was held from 9 to 11 September 2019, which focused on various themes such as health, financial wellness, networking (including use of social media) and personal branding. This session was also used to identify training needs and informing a training plan which included computer literacy, scientific writing, project management, Geographic Information System (GIS), facilitation, public engagement, CV writing, interview training, leadership and conflict resolution.

Pioneers received various training and mentoring opportunities enabling them to write scientific articles, present papers at seminars, symposiums and conferences, and facilitate career programmes at schools and universities.

Successfully hosted a national induction for the pioneers which was greatly supported by divisional representatives, mentors, SANBI senior management and representatives from the funders.

Training for pioneers included snake handling, aquatic biomonitoring and ocean governance.

Eight permanent placements have taken place of which six are in the biodiversity sector, one in the pharmaceutical sector and one is pursuing further studies.


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Building the talent pipeline– interns hosted in 2019/2020

“When opportunity presents itself, don’t be afraid to go

after it.” In 2016 I was fortunate to receive an internship

at the University of the Western Cape, sponsored by the

South African National Biodiversity Institute’s Invasive

Species Programme (currently known as SANBI’s Biological

Invasions Directorate). It was towards the end of my

liada musandiwa masters student with Dr anthony magee

internship that I had to provide answers to a very important

question “What’s next”? I have always wanted to further

my studies, but due to financial constraints I have always

wondered if it would be possible to fulfil this dream. I will

never forget the 22nd of February 2017, when I received an

email from SANBI (sent by Ms Rene Du Toit) “I’m pleased to

inform you that your application for an ISP Masters bursary

was successful.” I was extremely excited to have received

this opportunity to further my studies. Receiving a bursary

has not only helped with financial relief, it has changed my

life and how I see the future.

The very same year, I enrolled for an M.Sc. at University of the

Western Cape under the supervision of Prof. J.S. Boatwright

and Dr A.R. Magee. My M.Sc. project focus on ‘’taxonomy

and invasive potential of the Cassiinae in southern Africa

(Caesalpinioideae, Fabaceae)”. This study has covered a

broad range of facets by presenting the invasion status

of introduced species of the genera Cassia and Senna,

taxonomy of the indigenous species of the genus

Chamaecrista, the phylogeny of the southern Africa species

of the Chamaecrista in context of a global phylogeny, and

DNA barcoding of invasive species. During the course of

this project, I have identified and described three new

species and sub-species of the genus Chamaecrista. I

have successfully published first of three papers from my

dissertation. This study has made a significant contribution


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to better understanding of the subtribe Cassiinae in southern Africa.

Last year I graduated with an M.Sc. cum laude from the Faculty of Natural Science at the University of the Western Cape. Throughout my studies, I had the opportunity to attend national conferences, workshops and training courses. I must say, this would not have been possible without the financial support from SANBI.

SANBI has again, awarded me with a bursary to pursue my PhD studies. My doctoral research the systematics of the focusses on genus Antimima (Aizoaceae, Ruschioideae). I am very grateful and appreciative to SANBI for its generous financial support towards my studies.

loyiso dunga

masters student with Prof. Kerry Sink

my joUrney: maPPinG and assessinG ecosystem

threat statUs of the soUth african kelP

forests

I could have not chosen a better subject of study.

The South African kelp forests are immensely mesmerizing,

play a key role in providing ecological and social services

and have proven economic benefits. In contrast to global

trends of declining kelp forests, in South Africa they have

been observed to be expanding. The scientist in me

found this bewildering given the unprecedented rate at

which the global climate is changing. This gave rise to the

fundamental question my thesis sought to answer: “Where

are our kelp forests?”. Big questions need big answers, my

M.Sc. journey taught me this, although the lesson was

learned the hard way.

the obstacles

Going into year three of my project was the biggest

challenge I had to face. This devastated me as I had to

deal with added stress about funding to see another year

through. As the year 2019 began I had to write a lot of

motivation letters, these took a toll on my mental state

because with each motivation, I felt in some way a failure,

how could I not be able to finish an M.Sc. in two years!?

team kelP

What matters the most is who you have in your corner.

I was extremely fortunate to have five renowned experts

in Team Kelp. Our team’s tireless efforts produced a

comprehensive, contemporary and consistent map of

South African kelp forests. The map was instrumental for

the inclusion, for the first time, of kelp in the National

Biodiversity Assessment 2018. Also important was using the

emerging International Union for Conservation of Nature

(IUCN) Red List of Ecosystems assessment approach; this

put the South African kelp forest on an international map

of marine ecosystems. South African kelp forests-forming

species are not under any immediate danger, because they

are resilient. Despite this, the ecosystem they form, namely

kelp forest, is assessed as Vulnerable to Endangered in

terms of its risk for ecosystem collapse when assessed using

the IUCN RLE approach. These results are instrumental in

advising policy and management strategies pertaining to

the South African kelp resource.

Although there were many times I felt as if this project was

too big for me, I persevered and now I look back to the

times when I was sending drafts titled “chapter 2 please

let us submit Prof” to my supervisors and laugh at myself.

After finally pressing the submit button, to my surprise, my

insomnia became worse and my life instantly became void.

Hard work pays!

Loyiso Dunga snorkelling in the kelp forest during a survey for his master studies.

Loyiso Dunga in his ‘office’, with the two most dominant kelp species of South Africa in his hands.


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mulalo munarini

WWF intern with mr Ismail ebrahim and ms Dewidine van der Colff

I grew up in a rural area in Limpopo province, where we depend on nature for food, shelter and medicine. We benefited a lot from trees, and because of that I knew I wanted to do something related to conservation and the study of plants. I used to listen to my grandmother’s stories of how the family relied on nature, and this inspired me to protect the resources that have allowed me and my family to survive for generations. It has been this legacy that has pushed me to pursue a career that would enhance appreciation of the surrounding environment and the ecosystem.

In April 2019 I was fortunate to be given an opportunity to be part of the World Wide Fund for Nature (WWF) environmental future leaders internship, where I was placed as a Conservation Scientific Officer intern at the SANBI CREW (Custodian of Rare and Endangered Wildflowers) programme. I was empowered by the learning I gained through doing practical work within a workplace environment. I learnt about plant species and how to identify them in the field. This opportunity enabled me to gain insight and experience on how best to contribute to monitoring, conserving and management of South Africa’s rich plant biodiversity.

My highlight was being part of the long-term monitoring of threatened plants by citizen scientists project, where I have been assisting Dewidine Van der Colff with preparing a manuscript focussed on understating the role of CREW

volunteers in long-term monitoring in South Africa, in

comparison with other monitoring projects. My work

included collating data and editing some sections of the

manuscript. Another great opportunity was to be part

of the Nieuwoudtville Winter School in Northern Cape

with Ismail Ebrahim, where I got an opportunity to plan

and interact with school children and teach them about

the importance of biodiversity and plant species and the

need to protect our plants. A fulfilling experience for me

was having to plan and organise a field trip to the beautiful

Caledon area, where we managed to find some of the

threatened species and the Moraea barnadii which were

last seen 80 years ago.

Through all of these experiences I have acquired skills on

how to analyse data and time management. My writing

skills has also improved and I have acquired the skill of

driving a 4 x4 vehicle in harsh terrain. I appreciate the

platform that was given to me to learn and I am positive

that this experience has enriched my career path to

become a conservation scientist.

mvana sibiya

WWF intern with Dr Colleen Seymour

I have been appointed by the WWF SA as an Ecologist

Intern with the SANBI BRAM Division. Throughout the

internship, I have been mostly exposed to field work

assisting mainly students with their research projects. At

some times, I assisted one student in insect identification.

I have done major field work and had learned a few

things. I have learned about common Cape bird species.

I have learned about other vegetation types such as the

Karoo and vegetation from Namaqualand. I have also

learned more about insect diversity and some key features


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to discern insect species from each other. Most importantly from this internship, I have expanded my professional network from peers, other specialists from other fields, as well as other notable ecologists I aspire to work with in the future.

With the skills development sessions that were provided by SANBI, I also picked up a few notable skills. Having no experience with R, it was worth it to attend that course because I now have a basic understanding of it. Also, the GIS basics were important as most environmental companies require this skill. I enjoyed learning more about basic photography because this was something unexpected and new to me.

With the skills development sessions that were provided by WWF, I picked up a few important concepts to use in a work or personal environment. Some of these concepts were met with positive results as I applied them every day at work. One of the important concepts that came in useful for me from the WWF sessions was the money saving concept. As money is important for many things, and with its many uses, it also depletes quickly. The WWF session gave us a concept to use to save money wisely so that we can use it or allocate it accordingly and timely to where it’s needed the most.

It is quite impossible to learn or develop every skill in 12 months. From this internship onwards, I plan to further develop my skills, preferably from other internships or graduate placement positions. I hope to enrich my professional being with skills and knowledge mostly suitable for my dream career and with skills and knowledge that can be beneficial for any other environmental professional. On a short term basis, I plan to get my driver’s license in 2020 and perfect my GIS and R skills through short courses or any volunteer or internship work that might present itself.

the internship at SANBI, I worked at Compton Herbarium as

part of the Biosystematics Collections Unit. Below are key

performance areas I participated in:

I worked on a project titled “The taxonomy of Gnidia

racemosa group”. This involved the following key activities:

• Examined and sorted specimens in the collections and

identified key diagnostic characters.

• Compiled a nomenclature file and typifying all the taxa.

• Produced distribution maps for all the species.

• Examined species in the field.

• A popular article on plant of the week was also

published on Plantzafrica website.

Curation involved scientific and physical curation with key

activities being the following:

• Printed genus covers.

• Curated and replaced genus covers.

• Agathosma gift was mounted on herbarium sheets

along with the relevant labels.

Digitisation is a project by the Herbarium to have all the

collections available in digital format. The following were

my activities in relation to the project:

• Data captured Agathosma gift from the STE and Still Bay

collections.

• Imaged herbarium specimens.

In addition, training for skills development as well as a

workshop by WWF SA were attended. This also included

providing assistance during Herbarium tours by various

schools and University students.

The World Wide Fund for Nature South Africa (WWF SA) is a

leading environmental organisation with a vision to inspire

people to live in harmony with nature for the well-being

for all. WWF SA invests in the development of young future

leaders for the environment through the placement of

graduate interns in one year programmes usually from April

to March. Interns are placed with WWF SA’s environmental

programme as well as partner organisations. I was placed

at SANBI, Compton Herbarium for the duration of the 12

month internship period. This summary gives an overview

of the 12 month internship as hosted by SANBI, which

includes activities and experiences I have gained. During

odwa obose

WWF intern with Dr anthony magee


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rinah maluleke

Joan Wrench Kirstenbosch Scholarship intern with Prof. John manning

It was towards the end of my honours year when I got

accepted to the new Joan Wrench scholarship fund

internship in Kirstenbosch. I knew then that it was an

opportunity of a lifetime and I could not resist. Before I got

the internship I had never left my province to go visit other

provinces, so when I got the internship I was excited that

for the first time I get to leave my province I will be going to

the Western Cape. When I got here, I was so overwhelmed

The time I have spent at the South African National

Biodiversity Institute (SANBI) as an Intern for the period

from April 2019 to March 2020 has been an exciting period

and a memorable journey. It has been a rich experience

that has helped me discover my potential. The skills and

expertise I have learnt I believe will continue to shape and

influence both my professional and personal life while also

fostering personal growth and development.

By writing this report, I wish to highlight the opportunities

offered by SANBI for young people throughout South

Africa who may wish to pursue a career in the domain of

biosystematic collections. I must express that this report

would not have been possible without the contributions

and collaboration of others.

I therefore offer my sincere gratitude to:

• The WWF SA Environmental Leaders programme

without which I would not have received the internship

offer.

• The South African National Biodiversity Institute that

has been my host during my period of internship.

• The Curator of the Compton Herbarium, Dr Anthony

Magee, for his technical support, constant guidance

and supervision, which have contributed immensely

to my personal and professional development. His

mentorship, which was nothing short of remarkable has

ensured that I successfully completed the internship

programme.

• The Technical Assistant, Mrs Thuli Makhoba, for the

unwavering advice to improve my learning and her

consistent assistance in doing my research project.

• Ms Michelle Smith for her advice, guidance and

ongoing support.

• To the rest of the Compton Herbarium staff for their

support and guidance, which helped me overcome the

challenges I faced during the programme.

To all of you, I express my deepest gratitude.

with joy and the fear of not being good enough at first and

thought I did not have enough knowledge as I was from

varsity with no previous work experience. All that changed

when I got here. I was based in the Compton Herbarium

as a plant taxonomy intern under the mentorship of Prof.

John Manning.

The love and smiles I got from the staff was top notch,

and they were all willing to help me settle in and find my

feet around the herbarium. My responsibilities were to do

physical curation; that included printing and replacing

genus covers; generating taxonomic and alphabetical

cupboard lists for families; compiling the KZN flora accounts

for which I had to write short descriptions about what the

plant looked like, the type of inflorescence, distribution

of that plant globally and in KZN, also the altitude for

species in some families found in KZN. This responsibility

became the greatest highlight of my internship. One of my

expectations that I had included on my work plan was to

have written and published a scientific paper by the end of

my internship, and that was a dream come true when my

mentor introduced me to my project (Revision).

Yes, we wrote that paper; “The genus Freylinia Colla

(Scrophulariaceae: Teedieae) a re-assessment of the

systematics and conservation status” to be published.

Among other things, being introduced into a real work

place and learning real work ethics made my internship

exciting and educational. The field trips, going out into the

field and collecting plant material and observing skills and

activity programmes that we used to attend every week and

presenting to high school and university learners during

careers days were a cherry on top as I got to understand

what happens in other departments within SANBI. I feel

the internship and the knowledge gathered has prepared


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From the project, a total of 665 individual sea pen records were collated, representing 37 species from 14 genera, from the iZiko South African Museum, Global Biodiversity Information Facility (GBIF) and the Ocean Biogeographic Information System (OBIS) databases. The results showed that the east coast of South Africa has a higher species richness than the west, and it was found that the mosaic and abyss ecosystem types had the most and least species richness, respectively. Twenty of 37 sea pen species were recorded from only 12 of South Africa’s 42 MPAs spanning nine broad ecosystem types. All ecosystem types were well represented within the MPA network although most sea pen species were recorded outside of the protected ecosystems, which is not surprising since only 5% of the ocean space is protected in South Africa. Also, limited sampling has been undertaken within MPAs.

Further Pennatulean research is required in South Africa, with a focus on verifying and/or updating species records, additional sampling, as well as further investigations into the ecological roles of sea pen fields. It is for this reason that the project is being expanded to investigate the biodiversity and ecology of South African sea pens as well as the role that their habitats might play as fish nurseries. I am very excited to start working on new aspects of this project as it provides the opportunity to acquire new skills.

The distribution of records that have been collated for this study. Each ring shows species that were recorded either at the same GPS point or at points that are very close to each other. The red dot in the middle of each ring serves to centre the ring and does not represent a species. Some points appear inland only because of the size of the rings.

thaabiet Parker

Honours student with Dr Nicola Bergh

sinothando shibe

Honours student with Prof. Kerry Sink

Last year (2019) I had the privilege of working on a group of

animals that has only been researched by one other person

in South Africa. My research was on Pennatulacea, which

is an order of colonial cnidarians commonly known as sea

pens. The morphological diversity of this order has allowed

sea pens to have worldwide geographic and bathymetric

diversity, ranging from intertidal habitats to depths as

deep as 6260 m. Sea pens perform important ecosystem

functions such as providing structural complexity to

habitats, harbouring fish larvae and retaining nutrients for

benthic fauna. The study aimed to map the biodiversity and

distribution of sea pen species in South African waters as

well as record their representation in marine eco-regions,

ecosystem types and Marine Protected Areas (MPAs) by

recording species distribution in relation to these areas.

The most exciting part of my project was acquiring map

creating skills, which were then used to locate inaccessible

habitats of sea pens in the deep ocean.

Three months after my submission, I obliviously opened my mails while doing some work. A long email read “...PASSED WITH A DISTINCTION...”. In retrospect the journey

and given me a foundation for the journey I am about to embark on. I will soon enrol with the University of Western Cape for an M.Sc. programme in Taxonomy and am still going to continue working with the same supervisor and working with the family Scrophulariaceae, genus Microd.


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was all worth it, and choosing the right project goes a long way in research.

I was fortunate enough to be awarded the Joan Wrench Scholarship for my Honours in Biological Sciences in 2019 at UCT, and the award allowed me to pursue my passion for research free of financial burden and anxiety, which I was immensely grateful for. Throughout my undergraduate degree at UCT I had aimed to be an academic, thus the scholarship provided me with an ideal opportunity to further my goals and add to the body of knowledge in biology in a significant way. My research project on species delimitation in the Namaqualand and Cape-based daisy species complex Dimorphotheca pluvialis–sinuata was both challenging and invigorating.

Dimorphotheca pluvialis (Cape rain daisy) and Dimorphotheca

sinuata (Namaqualand daisy) form an integral part of the world-famous Namaqualand and Cape flower displays, yet the taxonomy of the complex is at this point poorly described. The two species are currently separated based on exclusively flower colour, the former having white rays and the latter orange rays. However, based on field observations prior to commencement of this project this classification failed to capture the diversity in the complex; with representatives of each species exhibiting intra-specific diversity in flower colour, inner capitulum structure and fruit sculpturing. I thus attempted to untangle the species limits using an integrative taxonomic approach encompassing molecular, morphological and ecological data.

For molecular data, I employed next-generation sequencing (NGS) technology to produce a single nucleotide polymorphism (SNP) dataset for 96 individuals of the complex, spanning a large geographical distribution and encompassing the morphological differences observed in the field. SNPs, which are single nucleotide differences recorded at restriction sites across the genome,

Wanga ncise

Joan Wrench Kirstenbosch Scholarship intern with mr Phakamani Xaba

The South African National Biodiversity Institute is an

organisation that raises awareness about the importance

of biodiversity and its status. I was honoured to undertake

an internship sponsored by John Wrench for the period

of 12 months at Kirstenbosch National Botanical Garden.

This internship played an effective role into my professional

development and confidence building. Kirstenbosch

National Botanical Garden plays a huge role in displaying

collected indigenous flora of southern Africa and

awareness of its conservation status. Kirstenbosch’s first

collection to be established was the cycad living collection

amphitheatre in 1913. These plants are mostly rare and

endangered in their natural habitats and thus Kirstenbosch

has an active propagation programme to increase the

number of plants.

allow for a multi-locus approach to species delimitation

that overcomes conventional problems with single-locus

sequencing such as incomplete lineage sorting. The SNP

dataset was thus used to determine genetic structure of

the complex, and morphological and ecological data were

used as support.

This integrative approach uncovered five distinct genetic

groupings with strong ecological niche partioning and

some notable morphological differences. The five groups

included: (S1) A white-rayed form from the coastal Cape

Town region with long, smooth ray fruits and elongate

disk appendages; (S2) White-rayed forms which were

morphologically similar to S1 but distributed in the

Namaqualand region; (S3) Orange/peach-rayed forms

from the Namaqualand Hardeveld escarpment with

small, tubercled ray fruits; (S4) Three variable forms from

lowland Darling crossing into Olifants Valley and (S5)

Highly morphologically diverse, clay soil forms from the

Cederberg, Vanrhynsdorp area.

Throughout 2019 I experienced significant challenges, but

I have been able to learn so much more than I thought

possible. This research topic has enriched my skillset in

molecular labwork, bioinformatics, taxonomy, statistics

and fieldwork, and every hurdle I have viewed as self-

improvement. I am fortunately once again funded by

SANBI for my Masters in 2020, and I hope to build on

my research to produce a formal taxonomic revision of

D. pluvialis–sinuata as well as a molecular phylogeny of

the Dimorphotheca genus as a whole. In partnership with

SANBI, I am excited to produce cutting-edge research

going into the future.


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The key part in Kirstenbosch is the maintenance

of collections into good standards that competes

internationally. Therefore duties of horticulturists are

to supervise their teams to perform high standards of

maintenance. These duties are weeding, composting,

irrigation checks, uniformity of plantation, labelling and

pruning at required standards. Weeding is one of the

most basic skills to keep the bed clean and tidy. Weeds are

unwanted plants that compete with our indigenous plants

and tend to distract from plants displays. Compost is used

to enrich our soil with natural nutrients and to suppress

weeds. Pruning is important to remove old flowers while

stimulating new foliage growth. Pruning improves plant

health and encourages flowering. Some of the plants

are contagious therefore musk, gloves and secateurs are

basic EPP one should always use. This is done because

Kirstenbosch is a space of recreation for locals and tourists

as well as researchers. Recreation is an act for refreshment

of mind, enjoyment, education, pleasure, relaxation

and fun.

Cycads are mostly rare and endangered in their natural

habitat and constantly under threat of poaching for

economic value and medicinal uses. Cycads are one of the

key features of botanic gardens as a living plant collection

contain accurate identification, and are documented and

labelled for conservation, education and research purposes.

Cycads are valuable scientific and cultural resources.

Cycad living collections aesthetic role is also critically

important for living landscaping. Thus cycads are sold

during the plant fair at Kirstenbosch with permits.

I can confidently say that I gained lot of practical experience

in Kirstenbosch National Botanical Garden, which improved

my professionalism and making me a better person in

my field. I always believe when seed is in a fertile soil and

xirilo vuma

Joan Wrench Kirstenbosch Scholarship intern with mr mashudu Nndanduleni

I have learned different techniques for hand pollinating threatened species and have gained experience in supervising students, interns and volunteers during planting a silver tree on Mandela Day at Silver Tree Avenue and during the hand pollination of threatened plant species. With the hand pollination project I had challenges during the raining and windy season since the process was disturbed, especially during the morning. In order to do hand pollination, I had to wait until the afternoon or when there is sunlight for the pollen to be dried up and bags not to be wet. When the wind and rain season has passed the process went well and it was done properly without any disturbance.

I have gained more experience on plant identification for Fynbos plants while doing the plants display at the Kiosk and during field trips collecting seeds and plant cuttings. On the Streptocarpus workshop with students, interns and volunteers I have learned how to propagate Streptocarpus plants using leaf cuttings. I was excited to have that knowledge since it was my first time to learn that we can also grow a plant from a leaf cutting. I have learned and gained experience on how to propagate protea plants using seeds and plant cuttings. I have learned how to create flower beds and how to maintain the plants in the bed and in the nursery.

the Dimorphotheca genus as a whole. In partnership with SANBI, I am excited to produce cutting-research going into the future.

being taken care of by the person who planted it, it will grow successfully. Under the mentorship of Mr Xaba I’ve been able to achieve a lot through his philosophy and experience.


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During the Serruria furcellata project, while counting the number of flower buds and flower heads, I had challenges of taking too much time while they are producing flowers. So I decided to mark them with wool to differentiate the counted flower bud (marked with pink wool) and flower head (marked with blue wool), so as not to repeat counting it again.

I have gained much experience on being independent or working without supervision while my supervisor was away to workshops, conferences and field trips with the horticulturists. I have developed self-discipline and learned what exactly to do and gained time management skills. I have made friendships with the groundsmen in the garden while assisting with maintaining the beds and planting, in the nursery while watering and feeding the plants and propagating seeds and plant cuttings. I have gained the ability to speak with people in a professional way and have a better idea of the appropriate way to behave as a professional. I have grown in terms of presenting skills, problem solving skills, restoration of threatened plants and my working skills in general have improved.

Zaynab shaik

Joan Wrench Kirstenbosch Scholarship intern with Dr Nicola Bergh

After completing an MSc degree specialising in plant

systematics, I began an internship in plant taxonomy at

the Compton Herbarium, a division of the Kirstenbosch

Research Centre. The Compton Herbarium is one of

South Africa’s largest herbaria, housing some 750 000

pressed plant specimens, most of which come from the

surrounding Cape Floristic Region – a unique and massively

diverse system any young botanist would be privileged

to train in. Over the course of the last year, the other

interns and I collectively curated and accessioned several

thousand specimens from private collections and smaller

herbaria into the Compton Herbarium. Apart from time dedicated to working in the collection, the internship also allocates time to do research. I used this time to collaborate with my former supervisors and one of the examiners of my dissertation on a paper applying next-generation sequenced DNA markers and Bayesian coalescent models to a species complex in the daisy family called Seriphium plumosum. I also worked toward publishing work on sexual systems evolution in Helichrysum from my Honours degree.

The internship positions made possible by the generosity of the late Ms Joan Wrench also include funds toward interns’ professional development, which I used to the attend the 46th Annual Conference of the South African Association of Botanists at the University of Free State’s scenic Qwaqwa campus in January 2020. I presented my work at the conference, and was awarded SAAB’s Best Young Botanist prize. There I also met with prominent South African botanists, whose research I’d read and cited, which was a lovely experience, and not unlike meeting celebrities!

Overall, my experience of SANBI’s internship has been positive. Coming to work each day on the slopes of Table Mountain is no small pleasure, and invariably inspires a love of the Cape’s – as Darwin wrote – “endless forms most beautiful”. The internship provided enough flexibility for personal growth, and enough structure so that concrete work comes to completion. In my own case, the position functioned as an effective springboard to permanent employment and further study. For an enriching year, therefore, I gratefully acknowledge the friendly staff at SANBI, the late Ms Joan Wrench, and my internship supervisor, Dr Nicola Bergh.


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Programme 7: The National Zoologi-cal Garden

ProGramme PerformanceThe National Zoological Garden was founded in October 1899. During this 2019/2020 financial year the NZG was

PUrPose

To manage and unlock the biodiversity conservation

and education contributions and benefits of the

National Zoological Garden (NZG).

strateGic objectivesBuild a centre of research or training excellence and an

authoritative source of scientific information on the bio-

diversity of wild animals and their ecosystems.

Create a dynamic platform for engaging the public

on the science of life (awareness, education and

communication).

Develop a zoological garden with a conservation focus.

key Performance areasPublish research papers in journals accredited by the

Department of Higher Education.

Reach general visitors through visits to the zoo.

Reach learners through visits to or by the zoo.

Publish studbooks under the Pan African Association of

Zoos and Aquaria (PAAZA).

able to reflect on its 120 year history, growing from a small group of South African animals to a collection that consists of about 4 700 individual animals, representing over 500 species. The purpose of this collection is to:

Create a platform to connect people and wildlife, thus inspiring discovery, appreciation, understanding and care for nature and biodiversity.

Contribute to the conservation of both local and international wildlife species.

Conduct high quality original research that generates knowledge contributing to the conservation of wildlife species with a focus on African fauna.

Provide a high-quality scientific platform to researchers, students (undergraduate and postgraduate) and wildlife practitioners.

A total of 39 publications are reported under Programme 7. This is substantially more than the target of 30 scientific papers. During this financial year, there has been a process of integration with the other research sections within SANBI, thus leading to the full integration of all research functions as of 1 April 2020. As a result, there has been a concerted effort to complete projects and publish the outcomes. In turn this has resulted in much higher outputs from the NZG than planned. At the same time, some functions that were previously managed by the NZG, such


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as the Department of Science and Innovation/National

Research Foundation (DSI/NRF) South African Research

Chairs Initiative (SARChI) on Conservation Physiology, have

been transferred to other research divisions, and thus some

of the NZG research outputs are reflected elsewhere in this

document.

The NZG has not met its target with regards to the

number of general visitors utilising its facilities. The

underperformance may be attributed to the current poor

state of the infrastructure, a number of empty enclosures,

as well as a loss of market share. The NZG has embarked

on a process of revamping its facilities and infrastructure,

rejuvenating its animal collection, as well as improving its

marketing initiatives.

Despite a number of challenges, the NZG has effectively

met its target of reaching 160 000 learners during the

financial year. This was achieved not only by facilitating

educational lessons at both the zoo and Mokopane

Biodiversity Conservation Centre campuses, but also

including participation in science festivals and by visiting

schools.

The NZG has met its target with regards to the number of

studbooks published under the Pan African Association

of Zoos and Aquaria (PAAZA). The purpose of a Regional

Studbook is to document the pedigree and entire

demographic history of each animal within a managed

population among PAAZA member institutions. These

collective histories, compiled and maintained by the NZG

as a PAAZA Regional Studbook Keeper, are known as the

population’s genetic and demographic identity and are

valuable tools to track and manage each individual as part

of a single ex-situ population.


In addition to the daily lessons facilitated for schools visiting

the NZG, a total of total of seven themed lessons were

offered, which were attended by 129 schools, representing

19 375 learners and 1 173 educators. These lessons were

conducted daily over a period of one or two weeks. Focus

areas covered were:

• The Magic of Owls

• National Science Week, Pretoria

• National Science Week, Mokopane

• Seas and Oceans Alive

• Ecosystems

• Seas and Oceans – Programmatic Support Grant

• Water and Wetlands

• Water Week

The NZG participated in three science festivals, namely:

• Sasol TechnoX, Sasolburg, Free State

• ScienceTube Festival, Kuruman, Northern Cape

• Village Science Festival, Malamulele, Mpumalanga

A total of 13 educators’ workshops were facilitated

in Gauteng, Free State, North West, Limpopo and

Mpumalanga. Twelve of these were done in collaboration

with the National Research Foundation/South African

Agency for Science and Technology Advancement (NRF/

SAASTA).

The Advanced Diploma students of the Wildlife Institute of

India visited the NZG on 15 April 2019 to gain insight into

the activities and animal husbandry of the NZG.

A training module was again facilitated for the University of

Pretoria’s first year students from its Department Historical

& Heritage Studies. This was attended by 326 students.

The NZG also presented a module on snakes and

envenomation in a postgraduate course for the University

of Pretoria’s School for Communicable Diseases (Medical

Faculty) on 24 May 2019. These students were also hosted

by the NZG vets with discussions on important zoonotic

diseases relating to the One-Health concept.

The NZG hosted 14 third-year zoology students and three

staff members from North-West University on 24 and 25

June 2019. The first day involved a tour of the research

facility and the animal kitchen. The second day involved

health checks on a lioness with a swollen mammary

gland and a roan antelope bull that had a cut on its right

hind fetlock at Mokopane. Dr Kresen Pillay, Sr Murendeni

Lalamani, Mark Howitt and Nozipho Khumalo facilitated

valuable training on zoonotic diseases, welfare of wildlife,

veld management and conducting a field post mortem.

The Centre for Wildlife Health presented on zoological

nutrition to nine University of Pretoria Wildlife Management

A lesson presented by NZG staff at a school


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Honours students on 18 July 2019. Presenters internally were Dr Kresen Pillay (Basics of zoological nutrition), Dr Robert Campbell (A one-health approach to nutrition) and external presenter Prof. Adrian Tordiffe (Primate and carnivore nutrition).

The NZG continued its collaboration with the University of Pretoria’s Faculty of Engineering, Built Environment & Information Technology. The 17 students participating completed four projects.

A total of six Junior Nature Conservators’ courses were facilitated for 147 high school learners during the school holidays. These learners could join the ZooClub and participate in various projects and activities.

Fifteen ZooClub members participated in the North Gauteng Science Fair. They won one silver, four bronze and 10 merit awards. The ZooClub also participated in the Wildlife and Environment Society of South Africa (WESSA) eSTEAM competition in Pietermaritzburg and won First Prize. The participating team also won First Prize in the Bushveld Mosaic competition in Pilanesberg National Park.

Ten schools participated in the NZG Life Science Competition. The winning schools were:

• First Prize: Christian Progressive College

• Second Prize: Ramagabudi Secondary

• Third Prize: Hillview High School

The NZG celebrated 11 environmental days and events, namely:

• International Day for Biodiversity

• World Environmental Day

• Nelson Mandela Day

• World Elephant Day

• World Lion Day

• Stargazing at the NZG

• World Vulture Day

• ScopeX

• African Penguin Day

• Climate Action Day

• Leap Day for Frogs

The Animal Talks at the elephant and vulture enclosures, as well as the ZooAdventure activities for children took place throughout the year on weekends, public holidays and during the school holidays. The purpose of these activities is to engage the public in various topics of conservation relevance.

A key acquisition this year was the arrival of three blacktip reef sharks (Carcharhinus melanopterus) at the Aquarium

of the Pretoria campus. These sharks replaced the ragged-toothed sharks (Carcharias taurus) that were part of a Release to Wild project. Sharks are a key attraction for the aquarium and the new sharks have received a lot of interest from visitors.

Small population management remains a critical component to maintain demographic and genetic viability of ex-situ populations. The NZG leads the PAAZA Population Sustainability portfolio which oversees all studbooks and African Conservation Programmes run under the auspices of PAAZA. In 2019/2020, one International and four Regional Studbooks were published containing historic and current overviews of the species under review. The studbooks contain both demographic and genetic analyses to assist managers and biologists to make informed decisions regarding the overall management of the animals in their collections. The studbooks published this year are for the Critically Endangered radiated tortoise (Astrochelys radiata), the Endangered pygmy hippopotamus (Choeropsis

liberiensis) and the Vulnerable Southern Bald Ibis (Geronticus

calvus), the Wattled Crane (Bugeranus carunculatus) and the black-footed cat (Felis nigripes), with the latter as the International Studbook.

A major component of population management in ex-situ collections is to ensure self-sustainability of the

The National Zoological Garden Zoo Club programme.


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ex situ population through breeding. The NZG recorded

421 births for the 2019/2020 period. Highlights include:

A significant birth was that of a sungazer lizard (Smaug

giganteus). This is the first ever sungazer born that is proved

to be both conceived and born in captivity. The NZG was

mandated by the Sungazer Working Group to attempt

establishing a breeding colony at the NZG, as previously

all claims of captive breeding were from private individuals

with unverified records. All exports from the country were

therefore presumed to be illegally collected from the wild.

While this offspring does prove that sungazers can be

bred ex-situ, this single baby so far does not explain the

numbers claimed by private individuals to be ‘captive bred’

for export. The jury therefore is still out on whether captive

breeding can be sustainable to support the export market.

New offspring from globally Endangered Cape Vultures

(Gyps coprotheres), lion-tailed macaques (Macaca silenus)

and lar gibbons (Hylobates lar), regionally Endangered roan

antelope (Hippotragus equinus), globally Near-threatened

plains zebra (Equus quagga) and Cape buffalo (Syncerus

caffer), and a scimitar-horned oryx (Oryx dammah) which is considered Extinct in the Wild.

The breeding of the Greater Flamingos (Phoenicopterus

roseus), which started to breed last year for the first time in 22 years, was a major highlight. The number of chicks hatched doubled over last year’s figure of 19, with 39 chicks recorded and a few stragglers still sitting on eggs. The population was further supplemented with another strategic swap for new bloodlines with another PAAZA facility.

Several Southern Bald Ibis (Geronticus calvus) hatched which contributed to the genetic diversity of the regional ex-situ population.

The NZG continues to assist the Department of Environment, Forestry and Fisheries (DEFF) by housing confiscated animals while court cases are being processed. During the course of 2019/2020 the NZG was requested to house six spiders, one fish, 17 reptiles and four birds. While a number of these animals were handed over on a permanent basis to the NZG, the facility still houses

The successful breeding of Greater Flamingo at the National Zoological Garden.


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15 reptiles, 47 birds, two fish and six spiders on behalf of DEFF. A critical component for this assistance is to maintain these animals in temporary housing that does not compromise their welfare. The development of a facility specifically for confiscated specimens in the near future is essential and will improve the NZG’s capacity to assist the Department.

The NZG’s involvement with the rescue effort for the Lesser Flamingo (Phoeniconaias minor) continued this year after the NZG was requested by a private individual to assist with several hundred Lesser Flamingos that were rescued when the parents abandoned their breeding site at Kamfers Dam, Kimberley, in January 2019. The NZG played a leading role in the recovery and oversight regarding the health of the birds for the rescue project. The NZG (Pretoria campus) initially received 195 birds,which required around-the-clock monitoring and feeding. The NZG was also requested to be the staging site for all PAAZA facility birds that were to be repatriated. With a significant contribution from volunteers, the first birds were returned to Kamfers Dam on 10 April 2019. Overall approximately 180 birds were returned via the NZG. The NZG still holds 78 of these rescued birds, approximately 50 of which are suitable for release.

The NZG hosted the PAAZA Conference and Annual General Meeting in May 2019. Attended by international and national delegates, the theme for the conference was ‘Anniversaries’, as 2019 represented PAAZA’s 30th, NZG Pretoria’s 120th, and NZG Mokopane’s 40th year in existence.

The NZG served on and provided scientific input at several forums during the year that included the:

• Pickersgill’s Reed Frog Forum and Biodiversity Management Plans for African Penguin, Cape mountain zebra, Southern Ground-Hornbill and bontebok.

• Joint Biodiversity Information Management & Foundational Biodiversity Information Programme (BIMF-FBIP) Forum.

• Establishment of a National Basic Biological Sciences Forum and the Bioprospecting Regulatory Framework.

Dr MG du Plessis participated in the development of a National Institution for Theoretical and Computational Sciences (NiTheCS).

Dr Kresen Pillay assisted Hemmersbach Rhinoforce with the immobilisation, dehorning and semen collection from 15 white rhinoceros (Ceratotherium simum).

Kim Labuschagne travelled to Namibia at the invitation of the Namibian Ministry of Environment and Tourism to assess various facilities and partners as potential Biobanks.

Prof. Antoinette Kotze attended and participated in the 3rd Global Wildlife Program Annual Conference from 29 to 30

October 2019. The GWP is a Global Environment Facility

(GEF)–funded, World Bank Group-led US $213 million

program, consisting of 29 countries across Africa, Asia, Latin

America and the Caribbean.

The NZG also hosted the 17th Annual Meeting of the

Primate Ecology and Genetics Group (PEGG), South Africa.

In addition, the NZG has been formally requested by

the Gauteng Department of Agriculture and Rural

Development (GDARD) to develop protocols for the

collection, processing and banking of DNA material from

leopard tortoises (Stigmochelys pardalis); to train selected

veterinarians and to develop a DNA database for the

province.

Human Capacity Development was a high priority on the

research agenda for the year. Research staff attended nine

training courses and presented at 13 national and seven

international conferences. More than 17 international

students and/or interns and three researchers actively

participated in research activities, whilst 15 national

interns were mentored by the research team. A total of

seven courses or workshops were presented by staff, with

104 attendees.

A lion-tailed macaque and its baby.


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New collaborations were forged for postgraduate students’ project supervision with Sefako Makgatho University (SMU), North-West University (NWU), and University of Glasgow, UK.

The NZG developed a workflow process to perform the assembly of multiple mitochondrial genomes (> 20) on its internal High Performance Computer in an automated manner and have assembled 20 mitogenomes of traded species under this workflow thus far.

Prof. A. Kotze was voted as a board director on the International Society for Wildlife Forensic Science (SWFS). SANBI was successful with its bid to host the next SWFS conference in 2021.

The NZG welcomed Armand Biko’o, appointed as a forensic science officer for the African Wildlife Forensics Network on 15 July 2019 with funding from the TRACE Forensics Network. The African Wildlife Forensics Network (AWFN) coordinates and manages the development of international wildlife forensic resources. It is a platform for wildlife forensic scientists, wildlife crime scene investigators and other wildlife law enforcement stakeholders working to improve national capacity in forensic science.

The 10th Annual NZG Research Symposium was held for the last time under the NZG flag, and brought together postgraduate students, researchers and collaborators who shared the science the NZG conducts and facilitates about biodiversity conservation. This year the NZG celebrated a decade of biodiversity conservation research and invited its research associates and key collaborators to reflect on ten years of joint projects and accomplishments in their respective fields. A total of ten keynote speakers and 39 oral papers made up the programme from 20 to 22 November 2019. SANBI recognises the decade of conservation research excellence and uniqueness. The award for best presenters in each category went to: Hons/BTech/technical support – Duodane Kindler; MSc – Arantxa Blecher; PhD – Shannon Conradie; Postdoctoral fellow – Dr Anri van Wyk; Researcher – Dr Monica Mwale. The overall achiever was Prof. Andrew McKechnie who is a NZG research associate.

A Recognition Agreement was signed with the majority union, which served as a vehicle to make the Memorandum of Understanding (MOU) a reality. A Negotiation Committee was constituted, which negotiated new terms and conditions of service as the NZG is incorporated into SANBI.

An Employment Equity & Skills Development Forum was elected and enacted, which unfolded a number of recruitment processes and training interventions.

The Occupational Safety & Health Forum was resuscitated to ensure a safe working environment and an emergency drill was conducted.

An induction workshop was conducted for both NZG and Mokopane Biodiversity Conservation Centre staff to ensure that the new employees are properly integrated.

The work skills plan was funded and implemented as per the legislative requirements.


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Predetermined objectives is an annual audit of reported actual performance against the approved Annual Performance Plan (APP) of public institutions. Its purpose is to provide assurance to Parliament, legislators, members of the public and other relevant parties that the actual performance reported is useful and reliable.

Predetermined objectives rePort 2019/20

strategic objective(s) key Performance indicators

Planned target 2019/20

actual achievement 2019/20 (achieved, Partially achieved,

not achieved, exceeded target

and modification)

deviation from Planned target to

actual achievement

ProGramme 1: render effective and efficient corPorate services1.1: SANBI is positioned as an employer of choice in the biodiversity sector

Percentage of payroll allocated and spent on staff development

1% of payroll spent on staff development

Achieved actual for the quarter was R809 531.09. Annual target was R3 604 215, and annual achievement was R4,111,545.35

Increased uptake in staff studies and conference attendance

Percentage of compliance to the Employment Equity targets

47% female staff in full-time employment

Partially achieved (46.4%) This target was missed by 0.6% (9 female appointments). There are positions up to middle-management level that have not as yet been advertised and filled

50% female staff in top and senior management

Partially achieved (46.4%) This target was missed by 3.6% (2 female appointments) in top and senior management. There are senior management positions that have not as yet been advertised and filled

90% black staff in full-time employment

Partially achieved (87.9%) Not enough vacancies to have reached target

2% people with disabilities on full-time employment

Exceeded target: People with disabilities (3.9 %).

More staff have declared their disability status

1.2: Implement an effective, efficient and transparent Supply Chain and Financial Management system as regulated by PFMA

GRAP and PFMA compliant Annual Financial Statements

Unqualified external audit opinion

SANBI was issued with an unqualified audit report by the Auditor General South Africa

1.3: Improved financial sustainability SANBI

Percentage increase income generated

4% year-on-year increase in income generated

Not achieved Admission fees into the gardens decreased by 18% due to reduced visitor numbers as a result of COVID-19, aging infrastructure and empty animal enclosures

1.4: Effective corporate services rendered to achieve the mandate of SANBI

Percentage availability/uptime of ICT systems for internal and external customers

90% of ICT uptime for internal and external customers

Achieved

Percentage of planned risk mitigation actions implemented

100% of planned risk mitigation actions implemented

Achieved


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and modification)


actual achievement

Percentage of compliance with key legislative requirements and Corporate Governance requirements

100% compliance. Quarterly Performance report is monitored against the approved APP including PFMA, Cash and ENE reports on a quarterly basis by DEFF according to specified time frames set out by the Department

Achieved

1.5: Building a compelling brand for all stakeholders

Number of marketing and brand communication platforms and initiatives identified and utilised for SANBI marketing and promotion. Stakeholder relations built and sustained for the benefit of SANBI

170 marketing platforms Exceeded target: 257 marketing platforms

A number of the gardens have done well in terms of developing marketing collateral such as posters. The events in the organisations also did very well. There has been a growth in visitor numbers that attests to this

Rand Value of Advertising Value Equipment (AVE)

R55 m AVE Exceeded target by R88 676 995.37 Rand exposure for the whole year

The launch of the National Biodiversity Assessment generated a lot of interest and this increased both the value of the traditional media coverage as well as the social media coverage

Percentage result stakeholder satisfaction survey: Develop Stakeholder Relations Plan

50% result of stakeholder satisfaction survey

Exceeded target: 91% stakeholder satisfaction

A visitor survey was done at the Lowveld National Botanical Garden by the Tshwane University of Technology. The visitors recorded very high levels of satisfaction with the gardens.The flower show that was presented to celebrate the 50 years of existence provided a great deal of positive public sentiments.

ProGramme 1: render effective and efficient corPorate services (cont.)


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and modification)


actual achievement

ProGramme 2: national botanical Gardens2.1: A network of national botanical gardens (NBGs) are managed and maintained in order to realise benefits to SANBI, civil society and other relevant stakeholders

Number of indigenous plant species added to the living collections of SANBI’s national botanical gardens and/or the Millennium Seed Bank Partnership (MSBP)

20 indigenous plant species added to the living collections of the combined network of national botanical gardens and/or the MSBP

Exceeded target: 216 indigenous plant species added to the living collections of the Millennium Seed Bank Partnership (MSBP)

SANBI was able to encourage and source additional field collecting support, in addition to the 4 MSBP seed collectors, from horticulturists, interns, volunteers and other conservation groups such as the Custodians of Rare and Endangered Wildflowers (CREW) in collecting seeds for the Millennium Seed Bank Partnership (MSBP). SANBI had planned to exceed this target

Number of new national botanical gardens established and operational

Thohoyandou: Environmental Management Programme (EMPr) compiled for the planned infrastructural developments in the Thohoyandou Botanical Garden. (Note: Revised annual target approved during the 2019/20 Mid-term Review by the DEFF Minister on 30 November 2019)

EMPr replaced the BAR as the annual target during the mid-year APP review and was approved by the Minister in November 2019

Kwelera: Planned boundary fence for 10ha portion of the Kwelera NBG completed

Not achieved. Service Provider appointed in March 2020 for construction of boundary fence. Insufficient time available to construct the boundary fence. Environmental Authorisation for planned boundary fence granted by DEFF in July/August 2019. Failed tender processes (due to technical non-compliance) that started in September 2019 resulted in the appointment of the contractor required to construct the boundary fence only being made in March 2020. Boundary fence will be constructed in 2020/21.Corrective Measures: SANBI SCM has modified some of the compulsory tender requirements (whilst still complying with National Treasury regulations) that


8989






and modification)


actual achievement

Number of maintenance, development and capital infrastructure projects completed across SANBI’s national botanical gardens

45 maintenance/development projects and two (2) SANBI capital infrastructure projects completed

Partially achieved: 44 maintenance/development projects (98%) and 2 capital infrastructure projects completed

The final maintenance project that was scheduled for completion in March 2020 could not be completed as a result of the announcement of the national state of disaster and lockdown in March 2020. Corrective Measures: Projects in 2020/21 will attempt to be completed by latest end February 2021. The COVID-19 pandemic was unprecedented, and the national State of Disaster and lockdown could not be anticipated nor predicted

2.2: Nature-based tourism and recreational activities are strengthened in all national botanical gardens in order to contribute to SANBI’s sustainability

Percentage visitor numbers increased

Minimum of five per cent (5%) annual increase in visitor numbers

Partially achieved: 3% annual increase in visitor numbers. Combined visitor number for the 12-month period 1 April 2019 to 31 March 2020 was 1,461,107 (compared with 1,413,974 for 2018/19)

National state of disaster announced on 15 March 2020 and lockdown on 26 March 2020 resulted in several events planned for March 2020 having to be postponed or cancelled due to restrictions on mass gatherings and events imposed by national government as from 16 March 2020. Visitors across gardens in March 2020 were 40% down on the same month in 2019 as a result of the COVID-19 induced lockdown and restrictions on gatherings. Visitor numbers in February 2020 were 9% above the previous year’s 11-month period, so it is anticipated that the annual target would have been reached or exceeded if it was not for the COVID-19 associated restrictions and limitations imposed

should result in more bidders being eligible for evaluation in future SANBI construction tenders

ProGramme 2: national botanical Gardens (cont)


9090






and modification)


actual achievement

ProGramme 3: foUndational biodiversity information3.1: Foundational biodiversity information is developed through describing and classifying species and ecosystems in South Africa

Number of animal and plant species for which descriptive and classification information has been compiled

3,200 South African species compiled.

Achieved: 3304 south African species descriptions/pages were compiled

Annual target was exceeded by 104 species pages because the taxonomic groups have varying numbers of taxonomic entities, and these are ranks of subspecies and/or varieties below the species rank

Number of version releases for ecosystem classification and map

One version release for an ecosystem classification and map(terrestrial)

Achieved: The version release for terrestrial ecosystems was finalised

Number of quality controlled records for plant specimens in SANBI’s herbaria, and for animal specimens in museums or based on observations, added to databases

Annual Target: 56,000 biodiversity records added to database

Exceeded target: 56 468 biodiversity records were added to the database. Annual Target Exceeded by 468 records due to partner institutions providing more records than anticipated

Annual target was exceeded by 468 records due to partner institutions providing more records than anticipated

ProGramme 4: biodiversity assessment and knoWledGe Generation 4.1: New biodiversity knowledge created.

Number of research papers published in journals accredited by the Department of Higher Education and Training (DHET)

85 papers published in DHET accredited journals

Exceeded target : 86 papers published in DHET accredited journals

Annual target was marginally exceeded by one publication

45 invasive species project plans (plans submitted)

45 invasive species project plans (plans submitted)

Achieved: 45 invasive species project plans submitted

Number of risk analysis conducted for invasive species

70 risk analysis for invasive species

Partially achieved: 13 risk analyses for invasive species

The completed risk analyses were substantially below the annual target of 70. This was due to further developments in best practice protocols and criteria for risk analyses which resulted in delays in the actual assessments. The protocols have now been set and the backlog will be made up in the next financial year

Number of cooperative research networks established to generate knowledge linked to SANBI ‘s mandate

Two cooperative research networks (marine, biodiversity economy)

Achieved: 2 cooperative research networks (marine, biodiversity economy)


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strategic objective (s) key Performance indicators




and modification)


actual achievement

4.2: The State of Biodiversity is assessed and reported on a regular basis

Number of national biodiversity synthesis or assessments produced.

One assessment completed and report compiled (GMOs)

Not achieved The annual target for a completed assessment was not achieved due to delays in accessing data and due to the non-availability of volunteer authors who need to contribute critical sections to the report. The data has now been obtained and the first order draft was completed. The full assessment will be completed in the next financial year

Number of annual updates of species assessments to support NEMBA regulations

One update for Non-Detriment Findings for the Scientific authority.

Achieved: 1 update for Non-Detriment Findings for the Scientific Authority

ProGramme 5: biodiversity Policy advice, climate mitiGation and access to information5.1: Tools to support management and conservation of biodiversity developed and applied

Number of tools and knowledge resources developed to support mainstreaming of biodiversity assets and ecological infrastructure in production sectors and natural resource management

Two decision support tools developed

Partially achieved: 1 of 2 decision support tools developed

1 Guideline for listed activities associated with the clearing of indigenous vegetation for orchard development (Ehlanzeni District Municipality, Mpumalanga); and 1 draft decision support tool developed: alien invasive mapping tool. There was a decision taken at an alien invasive species mapping expert workshop to change the methodology for the development of the alien invasive mapping tool, which has resulted in its development taking longer than anticipated. The tool will be finalised in Q1 of 2020/21

Three knowledge resources to support biodiversity mainstreaming developed and disseminated

Achieved: 3 knowledge resources developed: Incorporating Biodiversity into Land Use Schemes; Biodiversity is a tourism asset; Case study on incorporating biodiversity priorities into the National Spatial Development Framework

ProGramme 4: biodiversity assessment and knoWledGe Generation (cont.)


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and modification)


actual achievement

Four training sessions convened for provincial, municipal or other relevant decision makers

Achieved. 4 training sessions convened: Mapping Biodiversity Priorities Learning Exchange; Fitness for Use Data Training; Biodiversity Offsets in South Africa; and Implementing Biodiversity Stewardship on Communal Land

Two coordination mechanisms convened in collaboration with DEFF to support the implementation of the EbA strategy

Partially achieved: only 1 of 2 coordination mechanisms convened

The anticipated date for the joint Ecosystem-based Adaptation (EbA) Coordination Steering Committee meeting was 12 February 2020. This mechanism is convened in collaboration with DEFF. EbA Coordination Steering Committee meeting was postponed due to unforeseen circumstances. SANBI and DEFF met on 13 March 2020 to plan for the postponed meeting and a new date was scheduled for 31 March 2020. However, due to the lockdown announced by the President on 16 March 2020, in response to COVID-19, the steering committee meeting was not able to proceed as planned


Four learning or coordination events convened for provincial, municipal or other relevant decision makers

Achieved: 4 learning or coordination event convened: Biodiversity Planning Forum; Joint Biodiversity Information Management - Foundational Biodiversity Information Programme Forum (BIM-FBIP Forum); EI Indaba; and Provincial and Metro Biodiversity Planning Working Group

ProGramme 5: biodiversity Policy advice, climate mitiGation and access to information (cont.)


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and modification)


actual achievement

5.2: Access to biodiversity data, information and knowledge provided

Number of biodiversity records published

59 400 records published Exceeded target: 72,732 biodiversity data records published

The number of biodiversity data records published is above the anticipated annual target. Datasets received from external partners were larger than originally projected. The target is based on projections with actual records only known once the datasets are processed and validated. Variation is therefore anticipated in terms of the number of biodiversity records published

5.3: Scientific advice to support national and international policy processes provided

Percentage of policy requests from DEFF and other organs of state responded to within timeframe stipulated in the request

100% of relevant written requests from DEFF and other organs of state responded to within timeframe stipulated

Achieved: 100% (6 of 6) relevant written requests responded to: draft National Climate Change Adaptation Strategy; draft Western Cape Biodiversity Bill; Eastern Cape Environmental Management Bill; Eastern Cape Provincial Spatial Development Framework; draft amendments to the Mineral and Petroleum Resources Development Regulations (MPRDR); draft National Spatial Development Framework (NSDF)

5.4: An effective national accredited entity of global climate funds builds resilience and provide national and international policy support

Number and value of Adaptation Fund and Green Climate Projects funds approved for implementation

Two First stage proposal with a total value of at least USD 20 million submitted to the GCF for consideration

Partially achieved: 1 First stage proposal with a value of USD 20 million submitted to the GCF for consideration

The second first stage proposal has been developed but has not yet submitted to the GCF for consideration. This submission is pending the conclusion of engagements with the Department of Agriculture, Land Reform and Rural Development

ProGramme 5: biodiversity Policy advice, climate mitiGation and access to information (cont.)


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and modification)


actual achievement

ProGramme 7: national ZooloGical Gardens7.1: Build a centre of research/training excellence and an authoritative source of scientific information on the biodiversity of wild animals and their ecosystems

Number of research papers in journals accredited by the DHET.

30 publications Exceeded target: 39 papers published which exceeds the target of 30. The higher than expected achievement was due to finalising projects as part of the integration with other SANBI research sections

Exceeded target with 9 publications, i.e.130%

7.2: Create a dynamic platform that encourage utilisation by the public on the Science of Life (awareness, education & communication)

Number of general visitors reached through visits to the NZG

454,000 general visitors Partially achieved. 268 665 general visitors was achieved

Did not achieve target, i.e. 59.2%. Current state of the NZG infrastructure, a number of empty enclosures and loss of market share were major challenges. In the financial year 2020/2021 this KPI is combined with all other gardens KPI and the achieved results for 2019/2020 financial year will form basis for the 2020/2021 target. Revamp of facilities, stocking of animals and marketing plans will be implemented to improve current infrastructure and to further market the NZG

ProGramme 6: hUman caPital develoPment and edUcation6.1: A transformed and suitably skilled workforce for the biodiversity sector is developed

Number of HCD interventions implemented in SANBI for black biodiversity professionals

140 HCD interventions Exceeded target: a total of 148 HCD interventions implemented

The actual achievement was slightly above the annual target due to a higher number of interns placed than anticipated

Number of Universities that are participating in the University Biodiversity Careers Programme aimed at attracting young people into the biodiversity sector

15 universities Exceeded target: The annual target of 15 universities was exceeded by 2 as 17 universities were reached

In quarter 1 requests were received from two extra universities

6.2: All national botanical gardens are promoted and used as platforms for biodiversity awareness, education and recreation

Number of beneficiaries who participated in ‘Kids in Gardens’ Programme to promote biodiversity awareness, education and recreation

56 000 beneficiaries Exceeded target: The annual target of 56 000 was exceeded by 7 554 as 63 554 beneficiaries were reached

In Q2 the target was exceeded by 44% at Lowveld National Botanical Garden as the demand for Grade 10 lessons was very high.

6.3: Civil society is engaged to contribute to science, monitoring & biodiversity conservation

Number of Citizens Science platforms implemented

Three citizen science platforms (CREW, naturalist, Bird Atlas)

Achieved: Citizen Science platforms implemented for CREW, iNaturalist and SABAP2


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and modification)


actual achievement

Number of learners reached through visits to/by the NZG

160 000 Partially achieved. 159 498 learners were reached

Did not achieve target, i.e. 99.7%.

1. SciFest Africa in Grahams town, which was annually held in March, was moved to April and thus did not take place during the financial year.2. The fact that schools were not able to travel at the beginning of 2020 due to the drowning accident at one of the Gauteng schools, had a severe impact on our reach.3. The coronavirus pandemic also had a severe impact on the NZG’s numbers, e.g. in March 2020 there was a reduction of roughly 10 000 learners visiting the NZG compared to 2019.

The NZG attended other science festivals and also visited schools to facilitate education programmes. This enabled us to be within 0.3% of the target

7.3: Develop a zoological garden with a conservation focus

Number of studbooks published under PAAZA

Five studbooks published. Achieved. 5 studbooks published

ProGramme 7: national ZooloGical Gardens (cont.)


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ProGramme 1: render effective and efficient corPorate services

1.1: SANBI is positioned as an employer of choice in the biodiversity sector

Percentage of payroll allocated and spent on staff development

1% of payroll allocated and spent on staff development

Exceeded target. 1% of payroll allocated and spent on staff development 1% of actual payroll was R3 041 806, amount spent was R3 469 009

The target was exceeded: i) more staff bursaries were awarded: R1 000 608 was spent in 2018/19 versus R971 460 in 2017/18; ii) more workshops were attended, e.g. tourist guide training across all gardens; and iii) SDL contribution in 2018/19 was R957 099 versus R888 612 in 2017/18

Transformed Institute that reflects the demography of the South African population

45% female staff on permanent and contract employment

Exceeded target. 46.4% was achieved

The target was exceeded by 1.4%, 339 females in the establishment, whereas the target was 329 females

50% female staff in top and senior management


The target was exceeded by 1.7%, 15 females in senior management, whereas the target was 14 females

87% of black staff on permanent and contract employment


The target was exceeded by 0.8%, 642 black staff on the establishment, whereas the target was 636 black staff

3% People with disabilities on permanent and contract employment


The target was exceeded by 1.2%, a disability audit conducted in November 2018 revealed that there are more people with disabilities than initially recorded

1.2: Implement an effective, efficient and transparent supply chain and financial management system as regulated by PFMA

GRAP and PFMA compliant annual financial statements

Unqualified AFS produced to comply with PFMA and GRAP requirements

Not achieved The external audit outcome was not an unqualified audit option

1.3: Improved financial sustainability of the Institute

Percentage increase of income generated

3% increase on own income

Exceeded target. 41% increase–R41,9 million

This includes income of NZG for the first time

1.4: Effective corporate services rendered to achieve the mandate of SANBI

Maintain 90% availability of SANBI ICT network and ICT business services

90% network and business services availability

100% achieved. 90% of network and business services are available






and modification)


actual achievement


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and modification)


actual achievement

ProGramme 1: render effective and efficient corPorate services (cont.)

All strategic risks mitigated and monitored according to the risk management framework and policy.

Strategic risks monitored and managed according to mitigation action plans.

100% achieved. Risk action plans/mitigation plans implemented and monitored

Compliance with all relevant Acts and SANBI/DEA protocol through implementation of Compliance Framework

Quarterly performance report is monitored against the approved APP including PFMA, Cash Management and ENE reports on a quarterly basis by DEA according to specified time frames set out by the Department.

100% achieved. All quarterly reports were compiled, reported to various Board Committees and duly submitted on due date to DEA and National Treasury

1.5: Building a compelling brand for all stakeholders.

Number of marketing and brand communication platforms and initiatives identified and utilised for SANBI marketing and promotion

102 activities to be arranged

Exceeded target. A total of 143 activities were arranged

The target was exceeded as a result of negotiations and increased partnership opportunities that were taken up. In the process of building stakeholder relations, SANBI approached some service providers and got them to move their events to SANBI national botanical gardens. These events were not planned but were opportunities that were identified during the year


9898

Predetermined objectives rePort 2018/19strategic objective (s) key Performance

indicators Planned target

2018/19actual achievement 2018/19 (achieved, Partially achieved,


and modification)


actual achievement

ProGramme 2: manaGe and Unlock benefits of the netWork of national botanical Gardens as WindoWs into soUth africa’s biodiversity 2.1: A network of national botanical gardens are managed and maintained

Number of indigenous plant species added to the living collections of SANBI’s national botanical gardens or the Millennium Seed Bank Partnership (MSBP)

20 indigenous plant species added to the living collections of the combined network of national botanical gardens and/or the MSBP, UK

Exceeded target. 153 indigenous plant species were added to the living collections of the combined network of national botanical gardens and/or the MSBP, UK

Target of 20 species was exceeded by 133 species due largely to increased resources (four dedicated seed collectors funded by the MSBP) available and contributions towards seed collections received from volunteers and horticulturists associated with SANBI’s national botanical gardens

Number of new national botanical gardens established and operational

Thohoyandou Botanical Garden: prioritised improvement and upgrading of existing buildings in the garden according to the approved implementation plan Site Development Plan developed for the Thohoyandou Botanical Garden Cultural heritage survey completed for the Thohoyandou Botanical Garden

Partially achieved. Site development plan and cultural heritage survey both 100% completed

The open tender for the service provider required for the improvement and upgrading of existing buildings in the garden had to be advertised twice due to no eligible bidder qualifying (according to the tender specifications) following the first advertisement of the tender. This delay resulted in the delayed appointment of a service provider. The preferred service provider was ultimately appointed through open tender on 20 February 2019 for prioritised upgrading and improvement of existing buildings in the Thohoyandou Botanical Garden. Planned work scheduled to be completed in 2019/20

Kwelera National Botanical Garden: Basic Assessment Report (BAR) prepared for planned infrastructural developments in the Kwelera National Botanical Garden Environmental Control Officer (ECO) appointed to monitor implementation of the Basic Assessment Report (BAR)

100% Achieved. (Kwelera National Botanical Garden): Basic Assessment Report (BAR) prepared for planned infrastructural developments in the Kwelera National Botanical Garden Environmental Control Officer (ECO) appointed to monitor implementation of the Basic Assessment Report (BAR)


9999

Predetermined objectives rePort 2018/19strategic objective(s) key Performance

indicators Planned target

2018/19actual achievement 2018/19 (achieved, Partially achieved,


and modification)


actual achievement

ProGramme 2: manaGe and Unlock benefits of the netWork of national botanical Gardens as WindoWs into soUth africa’s biodiversity (cont.)

Number of maintenance, development and capital infrastructure projects completed across SANBI’s national botanical gardens

45 maintenance/ development projects and two SANBI capital infrastructure projects completed

Partially achieved. 44 maintenance/ development projects and two SANBI capital infrastructure projects completed

One of 45 maintenance/development projects was not completed due to scheduling challenges over two consecutive financial years

2.2: Nature-based tourism and recreational activities are strengthened in all national botanical gardens to contribute to SANBI’s sustainability

Percentage visitor numbers increased through expanded tourism-related activities and events in national botanical gardens

Minimum of five per cent (5%) annual increase in visitor numbers

Exceeded target. 16% annual increase in system-generated visitor numbers (1 413 974)

The annual target was exceeded. System-generated visitors for 2017/18 used for comparison was 1 222 816. The reason for exceeding the target included improved public awareness, social media (Facebook, Twitter) through SANBI Marketing and Communication, popular Summer Sunset concerts at Kirstenbosch, a depressed South African economy (resulting in families spending less time at long distance destinations and supporting more affordable, local tourism destinations), safe and reasonably priced nature-based tourism destinations as well as improved recording of system-generated visitors


100100






and modification)


actual achievement

ProGramme 3: bUild the foUndationational biodiversity science3.1: Foundational biodiversity information is developed through describing and classifying species and ecosystems in South Africa

Number of animal and plant species for which descriptive and classification information has been compiled

Information on 4 200 South African species compiled

100% achieved Information on 4 200 South African species compiled

Number of updates to ecosystem classification systems

Four ecosystem classifications updated (maps completed and integrated into NBA for terrestrial, freshwater, estuarine and marine)

100% achieved. Four ecosystem classifications updated (maps completed and integrated into NBA for terrestrial, freshwater, estuarine and marine)

Number of quality controlled records for plant specimens in SANBI’s herbaria, and for animal specimens in museums or based on observations, added to databases

56 000 biodiversity records added to database

100% achieved. 56 000 biodiversity records added to database

ProGramme 4: assess, monitor and rePort on the state of biodiversity and increase knoWledGe for decision makinG inclUdinG climate chanGe4.1: New knowledge created to inform assessments and decision making relating to biodiversity

Number of research papers published in journals accredited by the Dept. of Higher Education

85 publications Exceeded target: 87 papers published

The target was exceeded by 2%. The target is based on a fair expectation of performance but the intention was to exceed the target by implementing systems to improve productivity

Number of invasive species project plans developed.

35 plans 100% achieved. 35 plans developed

Number of risk analyses conducted for invasive species

65 assessments 100% achieved. 65 risk assessments conducted

The indicator refers to risk analyses and the target is for risk assessments, which form part of the risk analysis process. SANBI undertook to produce 65 assessments, which were completed

Number of cooperative research networks established to generate knowledge linked to SANBI ‘s mandate

One new network initiated 100% achieved. One new network initiated


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and modification)


actual achievement

ProGramme 5: Provide biodiversity Policy advice and access to biodiversity information; and, sUPPort for climate chanGe adaPtation5.1: Tools to support management and conservation of biodiversity developed and applied


Two environmental decision support tools produced

100% achieved. Two environmental decision support tools produced

Three knowledge resources to support biodiversity informatics and biodiversity mainstreaming developed and disseminated

100% achieved. Three knowledge resources to support biodiversity informatics and biodiversity mainstreaming developed and disseminated

Number of coordination or learning mechanisms convened to share lessons and build capacity

Five learning or coordination events convened

100% achieved. Five learning or coordination events hosted

Four training sessions convened

100% achieved. Four training sessions held

5.2: Access to biodiversity data, information and knowledge provided

Number of biodiversity records published

An increase of 54 000 records published

Exceeded target. 60 449 records published

Target was exceeded by 6 449 records. Datasets received from external partners were larger than originally projected. The target is based on projections with actual records only known once the datasets are processed and validated. Variation is therefore anticipated in terms of the number of biodiversity records published

ProGramme 4: assess, monitor and rePort on the state of biodiversity and increase knoWledGe for decision makinG inclUdinG climate chanGe (cont.)4.2. The status of biodiversity, including biological invasions, is systematically assessed to determine current state and trends and to identify risks or benefits to the environment and people

Number of national biodiversity syntheses or assessments produced

One assessment completed (National Biodiversity Assessment)

100% achieved. One assessment completed (National Biodiversity Assessment)

Annual updates of species assessments to support NEMBA regulations

One update for Non-Detriment Findings for the Scientific Authority

100% achieved. One update for Non-Detriment Findings for the Scientific Authority


102102

5.3: Scientific advice to support national and international policy processes provided

Percentage of policy requests from DEA and other organs of state responded to within timeframe stipulated in the request

100% of relevant written requests from DEA and other organs of state responded to within timeframe stipulated

100% achieved. 100% of relevant written requests from DEA and other organs of state responded to

5.4: Policy support on climate change adaptation provided to inform national and international decision making

Number of national and international platforms on which SANBI’s lessons and experiences as a national accredited entity of global climate funds are shared

Lessons and experiences arising from SANBI’s work as a national accredited entity of global climate funds are shared on four platforms

100% achieved. Lessons and experiences arising from SANBI’s work as a national accredited entity of global climate funds are shared on four platforms

Number of coordination mechanisms convened to support DEA in implementing the Ecosystem Based Adaptation (EbA) strategy

One coordination mechanism convened in collaboration with DEA

100% achieved. One coordination mechanism convened in collaboration with DEA

ProGramme 6: Provide hUman caPital develoPment, biodiversity edUcation and aWareness in resPonse to sanbi’s mandate6.1: A transformed and suitably skilled workforce for the biodiversity sector is developed

Number of black biodiversity professionals who have participated in structured internships and postgraduate studentships

100 black biodiversity professionals participate in structured internships and postgraduate studentships

100% achieved. 100 black biodiversity professionals participate in structured internships and postgraduate studentships

Number of universities who participated in the University Biodiversity Careers Programme aimed at attracting young people into the biodiversity sector

15 universities Partially achieved. 13 universities reached

The annual target of 15 universities was not achieved as 2 universities cancelled due to strikes

6.2: All national botanical gardens are promoted and used as platforms for biodiversity awareness, education and recreation

Number of beneficiaries who participated in Kids in Gardens Programme

54 000 beneficiaries participated in ‘Kids in Gardens’ Programme

Exceeded target. 55 341 beneficiaries were reached

The annual target of 54 000 was exceeded by 1 341 due to increased uptake by schools. In addition to this the filling of vacant posts at Education Centres in Kirstenbosch and Karoo Desert national botanical gardens assisted in reaching more beneficiaries

Number of biodiversity theme days celebrated

Nine environmental theme days celebrated.

100% achieved. Nine environmental theme days celebrated.

6.3: Civil society is engaged to contribute to science, monitoring and biodiversity conservation

Number of civil society engagement platforms developed and maintained

Three platforms maintained, two new platforms assessed

100% Achieved. Three platforms maintained, two new platforms assessed






and modification)


actual achievement


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ProGramme 7: manaGe and Unlock the biodiversity conservation contribUtions and benefits of the national ZooloGical Garden of soUth africa7.1: Build a centre of research/training excellence and an authoritative source of scientific information on the biodiversity of wild animals and their ecosystems

Number of research papers in journals accredited by the Dept. of Higher Education

35 publications Exceeded target. 36 publications

The NZG has exceeded publications by 1. It is not always possible to accurately determine when papers will be accepted for publication and the actual publication date

7.2: Create a dynamic platform for engaging the public on the Science of Life (awareness, education and communication)

Number of general visitors reached through visits to the zoo

432 000 Partially achieved. 336 664 visitors

The NZG has not been able to achieve this target. Although there is a general increase in the visitor numbers to the NZG it has not been able to achieve historical targets. This can be attributed to economic pressures, safety concerns relating to the NZG’s location and lack of product innovation resulting from limited capital investment. The NZG has implemented a number of initiatives in an attempt to generate additional feet through the gate including the Gautrain activation

Number of learners reached through visits to/by the zoo

160 000 Target exceeded. 182 027 learners

A total number of 182 027 learners were reached through visits to/by the zoo resulting in the target been exceeded by 22 027. In addition to the schools that visit the NZG it also reaches out through participation in a number of science festivals and this increases its numbers

7.3: Develop a zoological garden with a conservation focus

Number of studbooks published under PAAZA

Five 100% achieved. Five studbooks were published during the fourth quarter






and modification)


actual achievement


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105105105


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Corporate governance statement: 2019/2020The corporate governance of the South African National

Biodiversity Institute (SANBI) is made up of a set of processes,

customs, policies and laws affecting the way SANBI is

directed, administered and controlled. An important theme

is the nature and extent of accountability of particular

individuals in the Institute, and the mechanisms that try to

reduce or eliminate the principal–agent problem. SANBI’s

corporate governance also includes the relationships

among its many stakeholders and the goals for which the

Institute is governed. SANBI’s main external stakeholder

groups are governmental and non-governmental

organisations, debt holders, trade creditors, suppliers,

customers and communities affected by SANBI’s activities.

Internal stakeholders are the Board of Directors, executives

and other employees.

SANBI subscribes to and is committed to complying with

the principles and standards of integrity and accountability

expressed in the Public Finance Management Act,

relevant National Treasury Regulations and where

applicable and practical the King IV Report principles and

recommendations on Corporate Governance. The Institute

enforces King IV principles and good ethical practices

through the leadership and guidance of the SANBI Board.

SANBI’s Board, it’s Committees and the Executive

Management Committee (EXCO) ensures that the Institute

upholds and complies with these principles.

aPPointment and comPosition of the boardAccording to Section 15 of the National Environmental

Management: Biodiversity Act, 10 of 2004, the SANBI

Board Members are appointed by the Executive Authority

for a term of three years. In terms of the Public Finance

Management Act (PFMA) the Board is the Accounting

Authority of the Institution.

• TheChiefExecutiveOfficerand/oractingpersoninthe

position is an ex officio Board member.

• Members of the Executive Management Committee

(EXCO) attend Board meetings by invitation.

The Board meets quarterly and whenever required for

specific extra-ordinary meetings. The business of the Board

and its functions are conducted in line with the approved

Board Manual/Charter. The Board induction is conducted

on appointment of the new Board members.

The focus areas of the induction sessions usually cover the

following:

• BroadintroductionofSANBI;

• LegalmandateoftheInstitute;

• Financialposition;

• EnterpriseRisksManagement(StrategicRisks);


107107

• Information Communication Technology Governance

Framework implementation;

• HumanResourcesProgramme;

• Marketing and Commercialisation initiatives and

activities;

• Five-yearCorporateStrategicPlan;

• AnnualPerformancePlanand

• Capex,OpexandProjectsBudgets.

The SANBI Board consists of not fewer than seven and

not more than nine members who are appointed by the

Minister of Environmental, Forestry and Fisheries. The

Board further includes the Director-General, or an official

of the Department of Environment, Forestry and Fisheries

(DEFF) designated by the Director-General, and the Chief

Executive Officer of SANBI, as an ex officio member.

The SANBI Board is appointed and reconstituted every

three (3) years in accordance to a process outlined in

Section 17 of the National Environmental Management

Biodiversity Act (NEMBA) (Act No. 10 of 2004). The current

SANBI Board was appointed by the Minister of Environment,

Forestry and Fisheries with effect from 01 October 2018 to

30 September 2021.

the sanbi board members for the Period

1 aPril 2019 – 31 march 2020

Mrs B. Ferguson (Board Chairperson)

Dr B. van Wilgen

Mrs T. Godongwana

Dr Y. Seleti (DST representative)

Ms N. Mngomezulu

Dr L.T. Luthuli

Dr C.G. Olver (resigned on 06/06//2019)

Ms V.J. Klein (resigned on 29/02/2020)

Ms J. Hermans (resigned on 10/06/2019)

Ms L. Makotoko (DEFF representative)

Ms P. Motsielwa (appointed on 01/03/2020)

Dr K. Yessoufou (appointed on 01/03/2020)

Ms P. Yako (appointed on 01/03/2020)

Dr M. Rampedi (Chief Executive Officer–ex officio)

(resigned on 11/08/2019)

Ms C. Mbizvo (Acting Chief Executive Officer) (ex officio)

(appointed on 11/08/2019)

FIDUCIARY DUTIES

With regard to fiduciary duties, the SANBI Accounting

Authority exercises the duty of skill and care in the quest to

ensure reasonable protection of the assets of the Institute. The roles of the Chairperson and Chief Executive Officer do not vest in the same person. The Board Chairperson is a non-executive member of the Institute and is responsible for leading the Board of Directors and ensuring its effectiveness. The Chief Executive Officer is responsible for the execution of SANBI’s strategy and the Institutional day-to-day operations. She is supported by the Executive Committee, which she chairs.

Implementation of the mandate is evaluated by the Department of Environment, Forestry and Fisheries and progress reports are tabled at the Portfolio Committee for Environment, Forestry and Fisheries (PCEFF) on a quarterly basis.

board assessment

It is expected that the performance evaluation of the Board should be performed on an annual basis. The annual performance assessment of the four (4) Public Entities under the DEFF, including the SANBI Board, has been centralised and is done by the Department from the 2018/19 financial year. A sample of members of the Board was selected by DEFF for interviews by the service provider tasked with the process. It is expected that the Board assessment outcome for 2019/20 will be communicated by the Minister to the SANBI Board once completed.

board committeesFor operational effectiveness, the Board has appointed Committees for key functional areas of the Institute in line with their qualifications, expertise and skills. These Committees comprise members of the Board and Advisors/Experts who are well versed in their lines of business. The Advisors’/Experts’ appointments are determined by the Board, as articulated in the Terms of Reference. All Committees of the Board are chaired by members of the Board. A framework for Committees’ responsibilities was developed to ensure focused oversight of each Committee and to avoid duplication of reporting lines and conflicting decisions being made. Each Committee’s mandates/activities are guided by the Terms of Reference/Charters approved by the Board.

the role of the committees is mainly to advise the board on:

• TheInstitute’smandate;

• ThestrategicdirectionoftheInstitute;

• The implementation of the Corporate Strategic Planand the Annual Performance Plan;

• The monitoring and evaluation of key performanceobjectives; and

• Establishingandapprovalofbudgetingrequirements.


108108

board meetinGs

number of meetings each member attended

Names 28 May 2019

15 July 2019

15 Aug 2019

30-31 Oct 2019

26 Nov 2019

26 Feb 2020

Total

Mrs B.D. Ferguson √ √ √ √ √ √ 6

Dr L. Luthuli √ √ √ √ √ √ 6

Dr C. Olver (Resigned on 10/06/2019)

√ 1

Mrs V. Klein √ √ √ √ √ 6

Ms J. Hermans (Resigned on 11/06/2019)

√ 1

Ms L. Makotoko - - √ √ √ √ 4

Mrs T. Godongwana √ √ √ √ √ √ 6

Dr Y. Seleti √ √ √ √ √ √ 6

Ms. N. Mngomezulu √ √ √ √ √ √ 6

Prof. B. Van Wilgen √ √ √ √ √ √ 6

Dr M. Rampedi (CEO and ex officio) Resigned on 11/08/2019)

√ - 1

Ms C. Mbizvo (Acting CEO and ex officio)

√ - √ √ 3

attendance record of meetinGs

Each Committee of the following Committees operates

within the approved Terms of Reference, which are

reviewed annually and/or when a need arises.

aUdit and risk committee (arc)

The Committee is constituted as a statutory committee

of SANBI in respect of its statutory duties in terms of the

Section 51 (1) (a) of the PFMA and Treasury Regulations

27.1.7 and 27.1.10 to:

Assist the Board in discharging its duties relating to

the safeguarding of assets, the operation of adequate

systems, internal controls and control processes, and the

preparation of accurate financial reporting and statements

in compliance with all applicable legal requirements,

corporate governance and accounting standards.

Provide support to the Board on the risk appetite and risk

management of SANBI.

The Committee ensures that the assurance coverage

provided by management, risk management, as well as

the internal and external audit functions is optimised, and

adequately focuses on priority risk areas. The committee

plays an integral role in the risk management of the

Institute and oversees the annual risk-based internal audit.

The committee engages with an external audit initiated by

the Auditor-General in line with the PFMA. The committee

also evaluates the Institute’s reporting with specific focus

on:

• Financialreporting;

• Riskmanagement;

• Internalcontrols;

• Fraudriskasitrelatestofinancialreporting;and

• ITgovernance.

#As required by Treasury Regulation 27, the Board appointed

an Audit and Risk Committee to assist with the discharge

of its duties. The terms of reference of this Committee are

approved by the Board. The Committee meets four times

per year and one extra-ordinary meeting is held annually

at the end of May, to consider the draft Annual Financial

Statements and other year-end reports.

hUman resoUrces and remUneration

committee (hr and remco)

The HR and REMCO advise and provide guidance to the

Board on all matters relating to human resources and

remuneration, transformation, succession planning and

development, and ethics.

Through the Committee, the Board within the terms of the

agreed policy determines the scope of the remuneration

packages of the executive and general staff, including,


109109

attendance record of meetinGs (cont)

aUdit and risk committee meetinGs


Names 29 April 2019

24 May 2019

29 July 2019

21 Aug 2019

24 Oct 2019

30 Jan 2020

Total

Mrs V. Klein √ √ - √ √ - 4

Dr L. Luthuli √ √ √ √ √ √ 6

Ms T. Godongwana - √ √ - √ √ 4


√ √ 2

Ms L. Makotoko √ √ √ - 3

Prof. B. van Wilgen √ - √ √

Mr T. Zororo (Expert-Advisor)

√ √ √ - - √ 3

Mr J. Makoro (Resigned on 24/10/2019)

√ - - - 1

Mr. S. Gounden (Expert-Advisor)

√ √ - √ √ √ 5

Dr M. Rampedi (CEO and ex officio) Resigned on 11/08/2019

√ √ - 2


√ - √ √ 3

hUman resoUrces and remUneration committee meetinGs


Names 16 April 2019

23 May 2019

07 Jun 2019

12 Jun 2019

26 Jun 2019

23 Jul 2019

02 Sept 2019

19 Sept 2019

16 Oct 2019

28 Jan 2020

Total

Dr Y. Seleti √ √ √ √ √ √ √ √ √ √ 10

Mrs T. Godongwana √ √ - √ √ - √ √ - √ 7

Mrs V. Klein √ √ - - - - √ √ √ - 5


√ √ √ 3

Ms L. Makotoko √ - - √ √ √ - √ √ √ 7

Ms N. Mngomezulu √ √ √ √ √ √ √ √ √ √ 10


√ √ √ √ √ √ 6


√ √ √ √ 4

where appropriate, bonuses. The Committee also sets the

CEO’s performance contract and oversees the general

organisational climate and ethical conduct and any other

matters formally delegated by the Board to the Committee

from time to time.

research, develoPment and innovation committee (rd&i)

The RD&I Committee facilitates the effective exercise of the SANBI Boards’ responsibility for governance oversight of the core mandate of the Institute. This Committee


110110

attendance record of meetinGs

research, develoPment and innovation committee meetinGs


Names 17 April 2019 24 July 2019 17 October 2019 23 January 2020 Total

Dr C. Olver Resigned on 10/06/2019

√ 1

Prof. B. van Wilgen √ √ √ √ 4

Dr L. Luthuli √ √ √ √ 4


√ 1

Ms N. Mngomezulu - √ √ √ 3

Dr Y. Seleti √ - √ √ 3

Prof. M. Muasya - √ - √ 2

Dr L. Dziba √ - √ - 2


√ √ 2


√ √ 2

advises the Board on matters relating to research, policy

advice, conservation, gardens (botanical and zoological)

and tourism. The Committee further assists the Board to

discharge its transformation and sustainability responsibility

with regard to the implementation of practices that are

consistent with good corporate citizenship.

comPany secretaryThe Company Secretary function is mandatory and plays

a pivotal role in the governance of the Institute. The

Company Secretary guides and advises the Board on

governance principles and legislative compliance, and

supports the Board and its subcommittees. This is also

the formal point of contact for the Institute, its Board, the

Ministry and Parliamentary Committees.

manaGement strUctUre The Executive Management Committee (EXCO) comprises

of the following:

• ChiefExecutiveOfficer(asChairperson),

• HeadofBiodiversityScienceandPolicyAdvice,

• ChiefFinancialOfficer,

• ChiefOperationsOfficer,

• ChiefDirectors,• Chair of the Management Committee (MANCO) (in

attendance),

• CompanySecretary(inattendance),• Director: Marketing and Commercialisation (in atten-

dance),

Directors and subject specialists are invited as when

required to present on specific subjects.

This Committee meets monthly and also meets on an ad-

hoc basis as deemed necessary by the Chairperson. The

role of the Committee is to ensure the co-ordinated and

efficient execution of all functions delegated to it by the

Board. EXCO operations are guided by its approved Terms

of Reference.

The management and administration structure of the

Institute is geographically decentralised because of the

wide geographical spread and activities of its various

units. The Head of each Unit is called a ‘Head of Cost

Centre’ (HOCC). The Management Committee (MANCO)

is comprised predominantly of Directors and plays a

role of advising EXCO on specific operational matters,

development of new policies/procedures/guidelines and

review of organisational policies.

Implicit in the concept is a substantial measure of

delegation of both responsibility and authority, which in

turn requires effective control and evaluation systems. Both

financial and management responsibilities are delegated

and clearly communicated to the HOCCs. These officers

are actively involved in the budget development and take

responsibility for the management of their cost centre

budgets within clearly defined policies, procedures and

Delegations of Authority (DOA) approved by the Board.

external and internal aUdit

The Auditor-General of South Africa (AGSA) is the external

auditor of SANBI in terms of the Public Audit Act, No. 25

of 2004.


111111

The Internal Audit function of SANBI is outsourced

through the private audit firm Mazars. The Board, through

the Audit and Risk Committee, exercises oversight on

financial reporting and internal control systems. The

Internal Auditors (IA) reports directly to the Audit and

Risk Committee (ARC) according to the approved Internal

Audit Charter. Included in the Internal Audit Charter is

a structured internal audit approach, premised on the

International Standards for the Professional Practice of

Internal Auditors (ISPPIA) as prescribed by the Institute of

Internal Auditors (IIA).

The Audit and Risk Committee tasks the Internal Audit

function with compiling a three-year rolling annual audit

plan that is approved annually.

The external and internal auditors are encouraged to

cooperate and ensure that there is an optimal overlap

between them as crucial assurance providers.

enterPrise risk manaGement (erm)

SANBI continues to implement Risk Management

processes as per the approved Risk Management Policy

and Framework. A comprehensive risk assessment

was conducted with the Executive Management. The

assessment focused on risks at strategic and operational

levels which forms the basis for the Internal Audit plans.

Strategic Risks were categorised as per the integrated

reporting framework as follows: Human Capital, Financial

Capital, Infrastructure Capital, Intellectual Property Capital,

Social and Relationship Capital and Natural Environmental

Capital. These strategic risks were aligned to the annual

performance plans to ensure that efficient management

of risks contributes to improved performance. The results

of the assessment were reviewed by the Audit and Risk

Committee and subsequently approved by the SANBI

Board. The continuous identification of emerging risks was

done as part of risk management monitoring.

An Enterprise Risk Management (ERM) system, BarnOwl,

has been implemented and is being used to monitor

progress on the risk action plans. The Business Continuity

Plan (BCP) and the Disaster Recovery Plan (DRP) have

been implemented and progress in this regard is regularly

reported to the Audit and Risk Committee. Based on the

mature ERM culture within SANBI, the Combined Assurance

Model was developed and is being used to report on the

adequacy and effectiveness of all the assurance providers

to the Audit and Risk Committee on a quarterly basis.

fraUd and corrUPtion

SANBI’s Fraud Prevention Policy and Plan provides

mechanisms for the implementation of fraud prevention.

The Risk Management and Fraud Prevention Committee

(RMFPCom) has been established to drive the

implementation of Risk Management Policy, including the Fraud Prevention Policy and Plan. The RMFPCom also adjudicate on alleged fraud cases reported through the whistle-blowing system or other approved means. This sub-committee functions in line with its approved Terms of Reference; and it is chaired by the Chief Operations Officer. The Fraud risk assessment was conducted as part of the risk assessment process. The Education and Awareness programme was implemented to encourage whistle blowing, as well as promote ethical behaviour in the Institute.

A Whistle-blowing Hotline is fully functional and is administered and managed by KPMG. KPMG reports any cases of fraud or misconduct to management and Internal Auditors for investigation if warranted. SANBI also receives and administers formal, informal and anonymous matters from various communication mediums.

Cases of loss and/or damages to assets are recorded into a Loss Control Register and dealt with by the Management Liability Assessment Sub-Committee. Sanctions are always administered in cases of proven negligent losses and damages that are ascribed to recklessness and carelessness.

All allegations of fraud and corruption are reported for consideration to the SANBI Board through its Audit and Risk Committee on a quarterly basis.

deleGation of aUthority (doa)

The Board approved the Delegation of Authority Framework for effective operational requirements. This clarifies lines of authority and powers for various transactions the Institute undertakes. The DOA is regularly reviewed and amended to suit the operations of the Institute and for alignment with National Treasury instructions and other regulations, especially the Procurements and Cost Containment Guidelines.

internal control systems

Internal control is a process, effected by SANBI’s Board of Directors, management, and other personnel, designed to provide reasonable assurance regarding the achievement of objectives relating to the following areas:

• Operations–effectiveness, efficiency, safeguarding of assets.

• Reporting–reliability,timeliness,transparency.

• Compliance–withinregulatoryenvironment.

Financial and operational systems of internal control are adhered to as required by applicable regulations and laws. Management has a fundamental responsibility to develop and maintain effective internal controls. These controls are designed to provide reasonable assurance that transactions are concluded in accordance with management authority,


112112

assets are protected and the financial transactions are

properly recorded.

manaGement of information commUnication technoloGY

The Board is responsible for Information Communication

Technology (ICT) governance. The Board delegated

aspects of oversight of ICT governance to the Audit and

Risk Committee. There is an approved SANBI Information

Technology Policy Framework (Principles and Guidelines)

based on the premise that ICT governance exists to inform

and align decision making for information technology

planning, policy and operations. This is in order to meet

business objectives, ascertain that risks are managed

appropriately and verify that resources are being used

responsibly and strategically. There is an ICT Governance

Framework supported by an implementation plan that is

monitored by the Audit and Risk Committee on a quarterly

basis.

An ICT Steering Committee has been established at a

management level to deal with ICT governance and

advises EXCO on ICT strategic matters. Risk management

forms an integral part of the institutional strategy with a

key objective being to control and mitigate significant risks

that ICT is or may be exposed to, while simultaneously

facilitating the realization of operational and strategic

objectives. Audit processes are conducted for ICT to

continuously evaluate internal controls and take measures

to improve these controls where necessary.

emPloyment eQUity Plan

SANBI’s Employment Equity Plan is monitored by the

Employment Equity and Training Committee. The primary

aim of the Employment Equity Plan is to achieve the

following:

• Compliancewiththeprovisionsandlegalrequirements

of the Employment Equity Act No. 55 of 1998;

• Promotion of equal opportunity and fair treatment

in employment through the elimination of unfair

discrimination;

• Implementation of affirmative action measures to

redress the barriers in employment experienced

by designated groups to ensure their equitable

representation in all occupational categories and levels

in the workplace;

• Accommodation of physically challenged people

through modification and adjustment of the physical

working environment;

• Attraction, development and retention of staff

members with emphasis on those from designated

groups;

• SANBIstrivestoachieve itsEmploymentEquityVisionthrough the following initiatives;

• Implementation of all the critical success factors foreffective Employment Equity transformation;

• Provision of all necessary personnel and financialresources;

• Utilisation of SANBI structures to consult andcommunicate with all employees, either directly or indirectly;

• Implementationoftheenablingsystemsandworkingenvironment geared towards the maximisation of advancement of persons from designated groups.

Encouragement of employee participation by putting best practices in place to foster good and co-operative relationships and employee participation at all levels of the Institute. Union representation, staff meetings, and task teams are all instrumental in facilitating participation.

health safety and environmental issUes

The Occupational Health and Safety (OHS) Act prescribes specific compliance requirements for specific environments. Given the diverse nature of the SANBI operations, health and safety requirements vary and require specific interventions. The Risk Unit ensures that specific needs are met by customising compliance solutions across SANBI.

social and ethics resPonsibility

SANBI has conducted, and will continue to conduct, its business in a manner that meets existing needs without compromising possibilities for future generations. SANBI takes cognisance of the impact that the business has on its stakeholder community.

code of condUct

A Code of Conduct that applies to all staff members is implemented as part of a number of consolidated human resource policies and procedures. The Code of Conduct facilitates sound business ethics in the Institute and plays an important role in defining the organisational culture and in governing effective discipline within the Institute. It is a standard annexure to all letters of staff appointed, to ensure that new staff members are well informed. Board members are subjected to an approved Code of Conduct for the Board. A breach of the code of conduct is dealt with in terms of the SANBI’s disciplinary policy.

conflict of interest

As part of the appointment protocol, all new staff members of the Institute are obliged to complete a “Declaration on Conflict of Interest”. These declarations are annually renewed for all senior staff members. A declaration of interest register is maintained for all Board, management, and Bid Committee meetings.


113113

• PublicFinanceManagementActNo.1of1999(PMFA);

• OccupationalHealthandSafetyActNo.85of1993;

• GenerallyRecognisedAccountingPractice(GRAP);

• Compensation forOccupational Injuries andDiseasesAct No. 130 of 1993;

• PromotionofAccesstoInformationActNo.2of2000;

• Government Immovable Asset Management Act, No. 19 of 2007;

• ProtectionofPersonalInformationActNo.4of2013;

• AnimalsProtectionActNo.71of1962;

• Societies for thePreventionofCruelty toAnimalsAct(No. 169 of 1993);

• ConservationofAgriculturalResourcesActof1983;

• NationalHeritageResourceAct25of1999;

• Control of access to public premises and vehicles Act 53 of 1985;

• WaterManagementActof2000;

• NationalVeldandForestFireAct101of1998;

• WorldHeritageConventionActof1999;

• EnvironmentalConservationActof2003;

• LimpopoEnvironmentalManagementAct7of2003;

• SANS 10379:2005(Ed1): Zoo and Aquarium Practise:Compliant;

• SANS 10386:2008: The care and use of animals forscientific purposes;

• SANS 1884-1:2003: South African National Standard:Holding pens for temporary housing of animals. (Part 1: Holding pens for Wild Herbivores at auctions and in quarantine facilities).

SANBI continues to review its governance structures to ensure that they support effective decision-making processes, establish a corporate culture aligned with the Institute’s goal and values, and also align to evolving best governance practices.

ms Carmel mbizvo

Acting Chief Executive Officer

All members of the Supply Chain Management Unit declare their interests annually. All members of staff involved in drafting the specifications to the award of the bids and in contracts, sign a disclosure statement on conflict of interest. Non-disclosure of interest is taken very seriously and punitive action is instituted in line with the SANBI disciplinary policy. All the organisation’s processes and operating processes are open to audit, evaluation and review.

sUPPly chain manaGement (scm)

In accordance with Regulation 16 A of the PFMA, SANBI has implemented an effective and efficient SCM system to acquire goods and services, and dispose of goods and assets. The organisation ensures that SCM processes adhere to legislation and internal controls in demand management, disposal management, SCM risk management and assessment of SCM performance. This is achieved by designing and implementing appropriate policies, processes, systems including workflow, and providing support through training, templates, advisories, advice, directives and contributing to the bid adjudication processes. Transversal agreements are used where feasible. SANBI has implemented the mandatory bid committees with approval of the formal terms of reference and members serving on three year terms.

comPliance With laWs and reGUlationsThe Institute uses Exclaim software that identifies applicable pieces of priority legislation, regulations and codes of best practice. This list is continuously monitored and updated. The King IV report urges the organisation’s leadership to not only drive compliance with laws, but to focus on non-binding rules, codes and standards.

leGislative frameWork

The Institute, being a Section 3A Public Entity, has to comply with a number of laws, including:

• NationalEnvironmentalManagement:BiodiversityActNo. 10 of 2004;

• LabourRelationsActNo.66of1995;

• BasicConditionsofEmploymentActNo.75of1997;

• EmploymentEquityActNo.55of1998;

• SkillsDevelopmentActNo.97of1998;

• SkillsDevelopmentLeviesActNo.9of1999;


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115115

south african national biodiversity instituteFinancial statements for the year ended 31 March 2020

INDEXThe reports and statements set out below comprise the financial statements presented to the parliament:

Page

General Information 116

Statement of Responsibility of the Board 117

Audit and Risk Committee Report 118

Report of the Auditor-General of South Africa (AGSA) 120

Annexure – Auditor-General’s Responsibility for the Audit 126

Report of the Accounting Authority 127

Statement of Financial Position 130

Statement of Financial Performance 131

Statement of Changes in Net Assets 132

Cash Flow Statement 133

Statement of Comparison of Budget and Actual Amounts 134

Accounting Policies 136

Notes to the Financial Statements 158

Annexure A – Donations, other grants and sponsorships 201

Annual Financial Statements


116116

South African National Biodiversity InstituteFinancial statements for the year ended 31 March 2020

country of incorporation and domicile

South Africa

controlling entity Department of Environment, Forestry and Fisheries

auditors Auditor-General South Africa

nature of business and principal activities

SANBI plays a leadership role in:

• generating,coordinatingandinterpretingtheknowledgeandevidencerequiredto support policies and decisions relating to all aspects of biodiversity;

• thehumancapitaldevelopmentstrategyofthesector.

SANBI also manages the national botanical gardens and the National Zoological Garden as windows to South Africa’s biodiversity for recreation, education and research purposes.

members of the board Ms B. Ferguson (Board Chairperson)

Ms C. Mbizvo (Acting Chief Executive Officer) (ex officio)

Prof B. van Wilgen

Ms T. Godongwana

Ms N. Mngomezulu

Dr L. Luthuli

Ms V. Klein

Dr Y. Seleti

Ms L. Makotoko



Ms P.C. Motselwa (Appointed 01/03/2020)

Ms P. Yako (Appointed 01/03/2020)

Dr K. Yessoufou (Appointed 01/03/2020)

registered office 2 Cussonia Avenue

Brummeria

Pretoria

0184

Postal address Private Bag X101

Silverton

Pretoria

0184

bankers Nedbank Limited

ABSA Limited

General Information


117117


The South African National Biodiversity Institute (SANBI) was established in terms of the National Environmental Management: Biodiversity Act of 2004 (No. 10 of 2004) and is subject to the provisions of the PFMA 1999.

The PFMA requires the Accounting Authority (The Board) to ensure that SANBI keeps full and proper records of its financial affairs. The financial statements should fairly present the state of affairs of SANBI, its financial results, its performance against predetermined objectives and its financial position at the end of the year in terms of the effective South African Standards of GRAP, including any interpretations, guidelines and directives issued by the ASB.

The financial statements are the responsibility of the Board. The External Auditors are responsible for independently auditing and reporting on the financial statements.

These financial statements are based on appropriate accounting policies, supported by reasonable and prudent judgements and estimates, and have been prepared on the going-concern basis. The Board has reviewed SANBI’s cash flow forecast for the year ending 31 March 2021 and considered the potential long-term resourcing risks and challenges faced by the Institute. In light of this review and the current financial position, the Board is satisfied that SANBI has access to adequate resources to continue in operational existence in the short term.

To enable the Board to meet the abovementioned responsibilities, it sets standards and ensures implemention of systems of internal control. The controls are designed to provide cost-effective assurance that assets are safeguarded, and that liabilities and working capital are efficiently managed.

Policies, procedures, structures and approval frameworks provide direction, accountability and division of responsibilities, and contain self-monitoring mechanisms. The controls throughout SANBI focus on the critical risk areas identified by operational risk management and confirmed by Executive Management. Both Management and the Internal Auditors closely monitor the controls and actions taken to correct deficiencies as they are identified.

Based on the information and explanations given by Management and the advice received from the Internal Auditors and discussions held with the Auditor-General of South Africa on the result of their audits, the Board is of the opinion that the internal accounting controls are partially effective but efficient enough to ensure that the financial records may be relied on for preparing the financial statements, and accountability for the assets and liabilities is maintained.

During the financial year under review the Board was putting measures in place to address the previous financial year’s breakdown in the functioning of the internal controls, procedures and systems at its newly taken over function, National Zoological Garden. As at 31 March 2020 the financial procedures, systems and internal controls had been integrated into the broader SANBI.

In the opinion of the Board, based on the information available to date, the financial statements fairly present the financial position of SANBI as at 31 March 2020 and the results of its operations and cash flow information for the year.

The financial statements of SANBI for the year ended 31 March 2020, which have been prepared on the going-concern basis, have been approved by the Board and signed on its behalf by:

Statement of Responsibility of the Board

Ms C. Mbizvo

(Acting Chief Executive Officer) (Ex officio)

Ms B. Ferguson

(Board Chairperson)

30 September 2020


118118


1. report of the audit and risk committee

We are pleased to present our report for the financial year ended 31 March 2020.

2. audit and risk committee members and attendance

The Audit and Risk Committee composition is as tabled below and held meetings for the financial year under review:

name of member number of meetings meetings attended

Dr L. Luthuli (Board Member and Chairperson) 6 6

Ms V. Klein (Board Member) 4 4

Ms T. Godongwana (Board Member) 6 4

Ms L. Makotoko (Board Member) 6 3

Prof. B. van Wilgen (Board Member) 4 3

Dr C. Olver (Board Member) – Resigned on 10 June 2019 2 2

Mr S. Gounden (Expert – Advisor) 6 5

Mr T. Zororo (Expert – Advisor) 6 4

Mr J. Makoro (Expert – Advisor) – Resigned on 24 October 2019 4 1

Dr M. Rampedi (CEO and ex officio)* – Resigned on 11 August 2019 2 2

Ms C. Mbizvo (Acting CEO and ex officio) * 4 3

Ms L. Sithole (Ex officio: SANBI CFO)* 6 6

* By permanent invitation

Audit and Risk Committee Report

3. audit and risk committee responsibility

The Audit and Risk Committee reports that it has complied with its responsibilities arising from section 51(1)(a) of the PFMA and Treasury Regulation 27.1. The Audit and Risk Committee has adopted appropriate formal Terms of Reference as its Audit and Risk Committee Charter, has regulated its affairs in compliance with this Charter and has discharged all its responsibilities as contained therein.

4. the effectiveness of internal control

The system of internal controls is designed to provide cost effective assurance that assets are safeguarded and that liabilities and working capital are efficiently managed. The Audit and Risk Committee has evaluated all significant and material issues raised in reports issued by the Internal Audit Function, the Audit Report on the Annual Financial Statements, and management letter of the Auditor-General, and is satisfied that they have all been, or are being, appropriately resolved. In line with the PFMA and the King Report on Corporate Governance, the Internal Audit Function and other assurance providers provided the Audit and Risk Committee and Management with assurance that the internal controls are partially appropriate and effective for those areas included in the annual operational plan. This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. The Audit and Risk Committee has evaluated the work performed by the Internal Audit Function and other assurance service providers. Based upon this evaluation, the Committee reports that the systems of internal controls for the period under review were partially effective and efficient.

The work performed by the outsourced internal audit was based on an approved risk-based internal audit plan for the year under review. The internal audit function conducted the following reviews during the 2019/2020 financial year:

• SupplyChainManagement

• FinancialControlReview

• GardensRevenueReview


119119


• AssetManagement

• HumanResourcesManagement

• InformationTechnologyGeneralControlsReview

• InformationTechnologyCyberSecurity

• RiskManagementProcessReview

• FraudHotline

• Performanceinformationagainstobjectives

• BusinessOperationsProgram6

• BusinessOperationsProgram7

We are concerned with the evaluation of the internal control environment as communicated to us, and having consideration for the entity’s action plans to remedy the weaknesses and irregular expenditure reported during the current and previous financial years.

5. evaluation of financial statements

The Audit and Risk Committee is satisfied with the content and quality of monthly and quarterly reports prepared and issued by the Institute during the year under review.

The Audit Committee has:

a. Reviewed and discussed the audited annual financial statements to be included in the annual report with the Office of the Auditor-General and the Accounting Authority;

b. Reviewed the Auditor-General’s management letter and Management’s response thereto;

c. Reviewed accounting policies; and

d. Reviewed significant adjustments resulting from the audit.

The Audit and Risk Committee considered the Auditor-General’s conclusions on the annual financial statements and is of the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General.

Dr L .Luthuli

Chairperson: Audit and Risk Committee

Date: 26 October 2020


120120


Report of the Auditor-General to Parliament on the South African National Biodiversity Institutereport on the audit of the financial statements

opinion

1. I have audited the financial statements of the South African National Biodiversity Institute set out on pages 130 to 200, which comprise the statement of financial position as at 31 March 2020, the statement of financial performance, the statement of changes in net assets, the cash flow statement and the statement of comparison of budget and actual amounts for the year then ended, as well as the notes to the financial statements, including a summary of significant accounting policies.

2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the South African National Biodiversity Institute (SANBI) as at 31 March 2020, and its financial performance and cash flows for the year then ended in accordance with the South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Public Finance Management Act of South Africa, 1999 (Act no. 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 auditor-general’s responsibilities for the audit of the financial statements section of this auditor’s report.

4. I am independent of the department in accordance with sections 290 and 291 of the Code of ethics for professional accountants and parts 1 and 3 of the International code of ethics for professional accountants (including International Independence Standards) of the International Ethics Standards Board for Accountants (IESBA codes) as well as the ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA codes.

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

emphasis of matters

6. I draw attention to the matters below. My opinion is not modified in respect of these matters.

Restatement of corresponding figures7. As disclosed in note 40 to the financial statements, the corresponding figures for 31 March 2019 were restated as a

result of errors in the financial statements of the entity at, and for the year ended, 31 March 2020.

Contingencies

8. As disclosed in note 27 to the financial statements, National Treasury has conditionally approved for SANBI to retain a surplus amount of R105, 1 million.

9. As disclosed in note 27 to the financial statements, the entity has disclosed a contingent asset of R7, 146 million relating to a claim against a contractor for the construction of a new office building, repairs, renovations and upgrades at the KwaZulu-Natal Herbarium.

Events after the reporting date

10. I draw attention to note 39 in the financial statements, which deals with subsequent events and specifically the possible effects of the future implications of Covid-19 on the entity’s future prospects, performance and cash flows. Management have also described how they plan to deal with these events and circumstances. Our opinion is not modified in respect of this matter


121121


Irregular expenditure

11. As disclosed in note 35, irregular expenditure of R17,8 million relating to the current year and R106,8 million relating to

prior years were identified during the current year. The irregular expenditure is still being investigated. This largely relates

to procurement processes not followed or where the local content and production percentage were not stipulated.

other matter12. I draw attention to the matter below. My opinion is not modified in respect of this matter.

Unaudited supplementary schedules

13. The supplementary information set out on pages 201 to 202 does not form part of the financial statements and is presented as additional information. I have not audited these schedules and, accordingly, do not express an opinion thereon.

responsibilities of the accounting authority for the financial statements

14. The board of directors, which constitutes the accounting authority is responsible for the preparation and fair presentation

of the financial statements in accordance with SA Standards of 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.

15. In preparing the financial statements, the accounting authority is responsible for assessing the 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 entity or to cease operations,

or has no realistic alternative but to do so.

auditor-general’s responsibilities for the audit of the financial statements

16. 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 a high level of assurance but is not a guarantee that an audit conducted in accordance 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 based on these financial statements.

17. 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

introduction and scope

18. In accordance with the Public Audit Act of South Africa 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in

terms thereof, I have a responsibility to report on the usefulness and reliability of the reported performance information

against predetermined objectives for selected programmes presented in the annual performance report. I performed

procedures to identify material findings but not to gather evidence to express assurance.

19. My procedures address the usefulness and reliability of the reported performance information, which must be based

on the approved performance planning documents of the public entity. I have not evaluated the completeness and

appropriateness of the performance indicators included in the planning documents. My procedures do not examine

whether the actions taken by the public entity enabled service delivery. My procedures also do not extend to any

disclosures or assertions relating to planned performance strategies and information in respect of future periods

that may be included as part of the reported performance information. Accordingly, my findings do not extend to

these matters.


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20. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria

developed from the performance management and reporting framework, as defined in the general notice, for the

following selected programmes presented in the annual performance report of the public entity for the year ended 31

March 2020:

Programmes Pages in the annual performance report

Programme 2– National Botanical Gardens 88-89

Programme 4– Biodiversity Assessment and Knowledge Generation

90-91

21. I performed procedures to determine whether the reported performance Information was properly presented and

whether performance was consistent with the approved performance planning documents. I performed further

procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the

reliability of the reported performance information to determine whether it was valid, accurate and complete.

22. The material findings in respect of the usefulness of the selected programmes are as follows:

Programme 2: national botanical Gardens

Indicator 2.2 - Percentage visitor numbers increased through expanded tourism-related activities and events in National Botani-

cal Gardens

23. I was unable to obtain sufficient appropriate audit evidence that clearly defined the predetermined source information

and method of collection to be used when measuring the actual achievement for the indicator. This was due to a lack

of a clearly defined technical indicator. Description. I was unable to test whether the indicator was well-defined by

alternative means.

24. I did not identify any material findings on the reliability of the reported performance information for this programme:

Programme 2 - National Botanical Gardens

25. I did not identify any material findings on the usefulness and reliability of the reported performance information for the

following programme:

Programme 4 - Biodiversity Assessment and Knowledge Generation

other matters

26. I draw attention to the matters below.

Achievement of planned targets

27. Refer to the annual performance report on pages 88 to 91 for information on the achievement of planned targets for

the year and explanations provided for the under/overachievement of a number of targets. This information should

be considered in the context of the material finding on the usefulness of the reported performance information in

paragraphs 23 of this report.

Adjustment of material misstatements

28. I identified material misstatements in the annual performance report submitted for auditing. These material

misstatements were on the reported performance information of Programme 2: National Botanical Gardens and

Programme 4: Biodiversity Assessment and Knowledge Generation. As Management subsequently corrected only

some of the misstatements, I raised material findings on the usefulness of the reported performance information. Those

that were not corrected are reported above.


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report on the audit of compliance with legislation

introduction and scope

29. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material

findings on the public entity’s compliance with specific matters in key legislation. I performed procedures to identify

findings but not to gather evidence to express assurance.

30. The material findings on compliance with specific matters in key legislation are as follows:

Annual financial statements

31. The financial statements submitted for auditing were not prepared in accordance with the prescribed financial

reporting framework and were not supported by full and proper records, as required by section 55(1)(a) and (b) of the

PFMA. Material misstatements of current assets comparatives and disclosure items identified by the auditors in the

submitted financial statements were corrected and the supporting records were provided subsequently, resulting in

the financial statements receiving an unqualified audit opinion.

Expenditure management

32. Effective and appropriate steps were not taken to prevent irregular expenditure amounting to R17 823 686 as disclosed

in note 35 to the annual financial statements, as required by section 51(1)(b)(ii) of the PFMA. The majority of the irregular

expenditure disclosed in the financial statements was caused by non-compliance with supply chain management

regulations.

Procurement and contract management

33. Some of the construction contracts were awarded to contractors that were not registered with the Construction

Industry Development Board and/or did not qualify for the contract in accordance with section 18(1) of the CIDB Act.

Similar non-compliance was also reported in the prior year.

34. Some of the bid documentation for procurement of commodities designated for local content and 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 was also reported in the prior year.

other information35. The accounting authority is responsible for the other information. The other information comprises the information

included in the annual report which includes the report of the accounting authority and the audit and risk committee’s

report. The other information does not include the financial statements, the auditor’s report and those selected

programmes presented in the annual performance report that have been specifically reported on in the auditor’s

report.

36. My opinion on the financial statements and findings on the reported performance information and compliance with

legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion

thereon.

37. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the

other information is materially inconsistent with the financial statements and the selected programmes presented

in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially

misstated.

38. If, based on the work I have performed, I conclude that there is a material misstatement in this other information, I am

required to report that fact.

39. I have nothing to report in this regard.


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Cape Town

14 October 2020

internal control deficiencies

40. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance on it. The matters reported below are limited to the significant internal control deficiencies that resulted in the findings on the annual performance report and the findings on compliance with legislation included in this report.

41. Action plans to address the previous year’s audit findings, did not yield the required results as findings identified in the previous year’s audit, relating to non-compliance and the performance report, reoccurred.

42. Management did not adequately review the financial statements before submission, which resulted in material misstatements identified in the submitted financial statements.

43. Management did not adequately review and monitor compliance with legislation to ensure fair, transparent and competitive procurement processes, specifically relating to the local content and construction procurement requirements.

44. Management has done an in-year revision to the technical indicator description (TID) of the visitor numbers, however, deficiencies were still identified therein including the systems currently in place for reporting on this indicator, which therefore resulted in misstatements in relation thereto.


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Annexure: Auditor-General’s Responsibility for the Audit1. 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 programmes and on the entity’s compliance with respect to the selected subject matters.

financial statements

2. In addition to my responsibility for the audit of the financial statements as described in this auditor’s report, I also:

• Identifyandassesstherisksofmaterialmisstatementofthefinancialstatements,whetherduetofraudorerror;designand 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 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 areappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates andrelated disclosures made by the board of directors, which constitutes the accounting authority.

• Concludeontheappropriatenessoftheaccountingauthority’suseofthegoingconcernbasisofaccountinginthepreparation 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 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 an entity to cease operating as a going concern.

• Evaluatetheoverallpresentation,structureandcontentofthefinancialstatements,includingthedisclosures,anddetermine whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

communication with those charged with governance

3. 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.

4. I also confirm to the accounting authority that I have complied with relevant ethical requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and, where applicable, actions taken to eliminate threats or safeguards applied.


126126


Report of the Accounting AuthorityThe Accounting Authority of SANBI hereby presents its report for the year ended 31 March 2020 to the Executive Authority

and the Parliament of the Republic of South Africa.

Services rendered by SaNBI

The narrative section of this Annual Report gives a more in-depth discussion of key performance indicators and overview

of programme performance. Key projects delivered during the period under review as well as services offered by the

Institute are also discussed in the narrative section of this report laid out on pages 23 to 84.

Corporate governance arrangements

Information pertaining to corporate governance is explained in the Corporate Review section of this Annual Report on

pages 105 to 114.

Performance information

In line with the requirements of National Treasury, performance targets are set on an annual basis and performance against

these targets is reported to National Treasury through the Department of Environment Affairs on a quarterly basis after

approval by the Board. The Department of Environment Affairs assessed the quarterly performance reports and gave SANBI

feedback during the year under review.

executive management’s interest in contracts

In the current financial year SANBI did not enter into any material contracts wherein its Executive Management had interest.

Preparation and presentation of the annual financial statements

SANBI has adopted the South African Statements of Generally Recognised Accounting Practices (GRAP).

Financial highlights

The financial position and performance of the operations and programme activities of SANBI are disclosed, with applicable

notes, in the financial statements which form an integral part of this annual report. Material facts and circumstances that

occurred between the accounting date and date of this report have been accordingly accounted for.

financial Performance

A surplus of R41.8 million is reported

on the statement of financial

performance which is a significant

improvement of R34.5 million from

the previous financial year.

Total revenue as disclosed in the

statement of financial performance

increased by 3% year-on-year

from R718million to R743million.

The growth is attributable to the

increased non-exchange revenue.

Donors and funders of grants and sponsorships are acknowledged as detailed on Annexure A to the financials.

The Institute relies mainly on three sources of income which are government grants, externally sourced funding towards

projects and its own commercial operations. The main commercial operation is the entrance fees generated through

the admission into the gardens.

revenue


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Although SANBI depend on its Government grant, donor funding, sponsorship and donations to fulfil its mandate it

complements these income streams through revenue it generates through admission fees to its gardens and guided tours,

events and venue hiring, seminars and workshops hosted and book and plant sales. These commercial activities generated

20% of the revenue of the Institute.

Total expenditure of R701million has decreased by R9.7 million (1.4%). Employee costs of 60% of the total expenditure has

remained flat year-on-year. Despite annual inflationary increase of salaries, remuneration to staff has increased by only

R4.2 million (1%). The main cost drivers for the organisation include personnel and personnel-related costs, information

technology, security and cash collection fees, electricity, repairs and maintenance, and vehicle-related costs.

segmental financial Performance

SANBI is structured on the basis of mandated areas as such the segments are organised around the type of service delivered and the target market. The overall performance per segment is depicted graphically. The detailed segmental report is on note 34.

financial Position

Overall, Institute’s financial position is solvent with total assets exceeding total liabilities by R647 million and liquid with

the cash reserves sufficient to meet the short-term needs as well as obligations arising from project funds received. The

material movements noted during the financial year as follows:

Current assets have increased by R78 million (19%) from the previous financial year mainly due to the cash in bank received

towards infrastructure and externally funded projects. The Institute has an obligation to fulfil the conditions of the projects

as agreed with various funders.

Non-current assets have grown by R39 million (10.5%) from the previous financial year emanating mainly from the

additional items of property plant and equipment being acquired. Non-current liabilities have slightly increased by R1,5

million (0.4%) from the previous financial year.


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Current liabilities have increased by R40 million (24,8%) from the previous financial year. The transfers payable has increased significantly from the previous financial year due to challenges experienced by the implementer resulted in transfers not being made as planned.

financial position

cash flow

For the year, SANBI received a total of R730 million from the operational grant allocation, bequests, sponsors, donations,

commercial operations and interest on bank accounts. This is an increase of R14 million (2%) from the previous financial

year with the main driver for this being in grants.

From this amount and other cash on hand R620,5 million was paid to suppliers and employees. The net cash inflow

resulting from the operational activities is thus R109,4 million. This is a significant increase of R49 million (81%) from the

previous financial year due to increase in Government grants and a decrease in payments to suppliers. A further R35 million

was paid out to investing activities compared to R42 million in the previous financial year.

In total the net cash inflow for the financial year is R74,3 million compared to R18 million in the previous financial year.

The total cash amount of R460 million has been fully committed against the ring-fenced, externally funded projects and

obligations of the Institute as detailed in the annual financial statements.

A request to retain R13.9mil cash surplus on the infrastructure projects has been made to the National Treasury.

budget statement

Budgeted targets on revenue from exchange transactions, which represents revenue generated through commercial

activities, was under achieved with R36mil (19%). Visitor numbers did not meet the projected visitor number increases as a

result of tough economic conditions.

Revenue from non-exchange transactions representing projects did not achieve budget target with R53 mil (44%) due to

projected funds not received within the expected timeframe. Some projected commenced later than planned.

Overall spending was well within the approved budget. Other variances are detailed on note 28 of the annual financial

statements.

Restatement of previously reported 2019 results

In addressing the qualifications from the previous financial year, various corrections have been made to the 2019 financials.

The details of these corrections and their impact are on note 40 to the annual financial statements. Irregular expenditure

amounting to R106,8 million relating to the prior years was identified and disclosed on note 35 to the annual financial


129129


statements. This irregular expenditure largely relates to procurement processes not followed or where the local content and production percentage were not stipulated. Consequence management will be implemented after the investigations are concluded.

events after the reporting date

Subsequent to the year-end SANBI has not been able to trade due to the lockdown that came into effect on 27 March 2020 and thus has lost significant amounts of revenue. Although this exposes the organisation to significant risks, measures have been put in place to manage the effects of the lockdown and to ensure the sustainability of the business operations.

Address

Registered office: South African National Biodiversity Institute

2 Cussonia Avenue

Brummeria

Pretoria

0002

Private Bag X101

Pretoria

0001

auditors

SANBI as a schedule 3A Public Entity, is audited by the Auditor-General South Africa.


130130


Statement of Financial Position as at 31 March 2020

assets

current assets

Cash and cash equivalents 3 460 411 072 386 014 526

Receivables from exchange transactions 4 7 889 116 12 052 017

Biological assets 5 2 217 842 2 355 874

Inventories 6 9 319 823 9 378 874

Operating lease asset 936 216 927 701

Receivables from non-exchange transactions 7 8 785 340 775 371

489 559 409 411 504 363

non-current assets

Property, plant and equipment 8 320 701 781 318 599 591

Investment property 9 70 101 579 72 635 533

Intangible assets 10 7 996 313 6 759 643

Heritage assets 11 18 646 324 17 906 324

417 445 997 415 901 091

total assets 907 005 406 827 405 454

liabilities

current liabilities

Unspent conditional grants and receipts 12 80 327 195 74 494 320

Payables from exchange transactions 13 91 222 769 75 208 515

Provisions 14 6 246 123 8 679 277

Transfers payable (non-exchange) 15 23 266 508 2 871 916

201 062 595 161 254 028

non-current liabilities

Employee benefit obligation 16 53 118 000 54 562 000

Provisions 14 5 101 045 5 722 299

58 219 045 60 284 299

total liabilities 259 281 640 221 538 327

net assets 647 723 766 605 867 127

Accumulated surplus 647 723 766 605 867 127

figures in rand note(s) 2020 2019

restated*

* see note 40


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figures in rand note(s) 2020 2019

restated*

Statement of Financial Performance

revenue

revenue from exchange transactions

Admission fees 96 409 096 106 519 992

Rent received 16 660 930 16 327 059

Interest received 20 644 154 26 581 338

Other income 17 12 964 044 17 318 504

Sales 3 757 098 5 584 362

Fair value adjustment 801 180 1 416 410

Gain on foreign exchange 474 025 442 519

total revenue from exchange transactions 151 710 527 174 190 184

revenue from non-exchange transactions

transfer revenue

Government operational grant 18 509 907 026 464 651 000

Other grants, bequests, sponsorships and donations 19 68 543 955 65 792 207

Services in kind 13 074 939 13 607 137

total revenue from non-exchange transactions 591 525 920 544 050 344

total revenue 743 236 447 718 240 528

expenditure

Employee related costs 20 (421 683 822) (417 403 253)

Operating expenses 21 (231 812 986) (243 466 027)

Depreciation and amortisation (33 938 226) (32 389 698)

Lease rentals on operating lease (12 800 303) (13 302 182)

Loss on disposal of assets (612 986) (917 518)

Debt impairment 22 (269 693) (458 909)

Impairment loss (249 767) (2 788 030)

Finance costs (12 015) (343 340)

total expenditure (701 379 798) (711 068 957)

surplus for the year 41 856 649 7 171 571

* see note 40


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Statement of Changes in Net Assets

Opening balance as previously reported 557 146 403 557 146 403

Adjustments

Prior year adjustments (22 526) (22 526)

balance at 01 april 2018 as restated* 557 123 877 557 123 877

Changes in net assets

Surplus for the year 7 171 571 7 171 571

Gains on transfer of functions between entities under common control 41 571 679 41 571 679

Total changes 48 743 250 48 743 250

restated* balance at 01 april 2019* 605 867 117 605 867 117

Changes in net assets

Surplus for the year 41 856 649 41 856 649

Total changes 41 856 649 41 856 649

balance at 31 march 2020 647 723 766 647 723 766

figures in rand accumulated surplus

total net assets

* see note 40


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Cash Flow Statementfigures in rand note(s) 2020 2019

restated*

receipts

Government grants 509 907 026 464 651 000

Other grants, bequests, sponsorships and donations 65 626 861 76 248 985

Commercial and other income 154 367 050 175 350 208

729 900 937 716 250 193

Payments

Employee costs (422 667 761) (397 425 369)

Suppliers and other payments (197 828 475) (258 201 079)

Finance costs (12 015) (343 340)

(620 508 251) (655 969 788)

net cash flows from operating activities 25 109 392 686 60 280 405

cash flows from investing activities

Purchase of property, plant and equipment 8 (30 470 008) (40 050 559)

Proceeds from sale of property, plant and equipment 8 8 100 2 718

Purchase of investment property 9 - (109 528)

Purchase of other intangible assets 10 (4 534 232) (3 396 138)

Transfer of functions between entities under common control

37 - 1 424 303

net cash flows from investing activities (34 996 140) (42 129 204)

net increase/(decrease) in cash and cash equivalents 74 396 546 18 151 201

Cash and cash equivalents at the beginning of the year 386 014 526 367 863 325

cash and cash equivalents at the end of the year 3 460 411 072 386 014 526

cash flows from operating activities

* see note 40


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Statement of Comparison of Budget and Actual Amounts

statement of financial Performance

revenue

revenue from exchange transactions

Sales - - - 3 757 098 3 757 098

Admission fees 152 146 090 - 152 146 090 96 409 096 (55 736 994)

Rent received 18 887 746 - 18 887 746 20 592 658 1 704 912

Interest received 19 693 333 19 693 333 20 644 154 950 821

Other income - - - 12 964 044 12 964 044

Proceeds on disposal of assets - - - 8 100 8 100

total revenue from exchange transactions

190 727 169 - 190 727 169 154 375 150 (36 352 019)

revenue from non-exchange transactions

Government grants 494 030 999 - 494 030 999 509 907 026 15 876 027

Other grants, bequests, sponsorships and donations

119 173 566 - 119 173 566 65 626 861 (53 546 705)

total revenue from non- exchange transactions

613 204 565 - 613 204 565 575 533 887 (37 670 678)

total revenue 803 931 734 - 803 931 734 729 909 037 (74 022 697)

expenditure

Employee related costs (471 907 507) - (471 907 507) (422 667 761) 49 239 746

Lease rentals on operating lease

- - - (699 967) (699 967)

Operating expenses (332 024 227) - (332 024 227) (232 144 762) 99 879 465

total expenditure (803 931 734) - (803 931 734) (655 512 490) 148 419 244

surplus before taxation - - - 74 396 547 74 396 547

actual amount on comparable basis as presented in the budget and actual comparative statement

- - - 74 396 547 74 396 547

budget on cash basis

figures in rand

approved budget adjustments final

budget

actual amounts on comparable

basis

difference between

final budget and

actual

reference


135135


Statement of Comparison of Budget and Actual Amountsbudget on cash basis

figures in rand

approved budget adjustments final

budget

actual amounts on comparable

basis

difference between

final budget and

actual

reference

reconciliation

basis differenceDepreciation and amorisation (33 938 226)

Loss on sale of assets (612 986)

Non cash items 5 191 274

timing differenceCapital expenditure 34 996 140

Unspent project committed funds

(5 832 875)

Adjustments for accrual basis accounting entries

(32 343 225)

actual amount in the statement of financial performance

41 856 649

Reasons for material variances between budget and actuals amounts are detailed in Note 28.


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Accounting Policies1. Presentation of financial statementsThe financial statements have been prepared in accordance with the Standards of Generally Recognised Accounting

Practice (GRAP), issued by the Accounting Standards Board in accordance with Section 91(1) of the Public Finance

Management Act (Act 1 of 1999).

These 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.

A summary of the significant accounting policies, which have been consistently applied in the preparation of these

financial statements, are disclosed below.

1.1 Presentation currency

These financial statements are presented in South African Rand, which is the functional currency of the entity.

1.2 Going concern assumption

These financial statements have been prepared based on the expectation that the entity will continue to operate as a

going concern for at least the next 12 months.

1.3 significant judgements and sources of estimation uncertainty

In preparing the financial statements, management is required to make estimates and assumptions that affect the

amounts represented in the 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 which

may be material to the financial statements. Significant judgements include:

trade receivables

The entity assesses its trade receivables for impairment at the end of each reporting period. In determining whether

an impairment loss should be recorded in surplus or deficit, the surplus makes judgements as to whether there is

observable data indicating a measurable decrease in the estimated future cash flows from a financial asset.

Provisions

Provisions were raised and management determined an estimate based on the information available. Additional

disclosure of these estimates of provisions are included in note 14 - Provisions.

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 on the carrying amount of post retirement obligations.

The cost of defined benefit pension plans and other post employment medical benefits as well as the present

value of the pension obligation is determined using actuarial valuations. The actuarial valuation involves making

assumptions about discount rates, expected rates of return of assets, future salary increases, mortality rates and future

pension increases. All assumptions are reviewed at each reporting date. In determining the appropriate discount rate

management considers the interest rates of corporate bonds in the respective country with an AAA or AA rating. The

mortality rate is based on publicly available mortality tables for the specific country.

Future salary increases and pension increases are based on expected future inflation rates for the specific country.

Other key assumptions for pension obligations are based on current market conditions. Additional information is

disclosed in Note 16.


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Accounting Policies1. Presentation of financial statements (continued)

effective interest rate

The entity used the prime interest rate to discount future cash flows.

1.3 significant judgements and sources of estimation uncertainty (continued)allowance for doubtful debts

On debtors an impairment loss is recognised in surplus and deficit when there is objective evidence that it is im-paired. The impairment is measured as the difference between the debtors carrying amount and the present value of estimated future cash flows discounted at the effective interest rate, computed at initial recognition.

1.4 biological assets that form part of an agricultural activity

The entity recognises a biological assets that form part of an agricultural activity or agricultural produce when, and only when:

• theentitycontrolstheassetasaresultofpastevents;

• itisprobablethatfutureeconomicbenefitsorservicepotentialassociatedwiththeassetwillflowtotheentity;and

• thefairvalueorcostoftheassetcanbemeasuredreliably.

Biological assets that form part of an agricultural activity are measured at their fair value less costs to sell.

A gain or loss arising on initial recognition of biological assets that form part of an agricultural activity or agricultural produce at fair value less costs to sell and from a change in fair value less costs to sell of a biological assets that form part of an agricultural activity is included in surplus or deficit for the period in which it arises.

Where market determined prices or values are not available, the present value of the expected net cash inflows from the asset, discounted at a current market-determined pre-tax rate where applicable is used to determine fair value.

Zoological animals

Zoological animals have not been included as an asset in the Statement of Financial Position. The reason is that the essential recognition criteria of measurement for recognising assets cannot be met for the majority of the animals. The majority of zoological animals are received as donations, transfers from other zoos or from births. As a result, they do not have a cost.

It is considered impracticable to assign a fair value to the animals due to a variety of reasons. These reasons include, among other things, considerations such as the lack of a market for the majority of the animals, because they are not commodities, as well as restrictions on the trade of exotic animals, which precludes the determination of a fair value.

The animals for which it may be possible to determine an arbitrary value approximates 8% of the total animal collection. It is the view of the SANBI that it is unethical and not in the best interest of the National Zoological Gardens (NZG) to attach values to these animals. In addition, the NZG is not in the business of trading with these animals.

Therefore, on the basis that many species cannot be valued and any attempt to attach values to any species may be unethical, it was considered that any assessment of value would be misleading to the users of the financial statements.

1.5 investment property

Investment property is property (land or a building - or part of a building - or both) held to earn rentals or for capital appreciation or both, rather than for:

• useintheproductionorsupplyofgoodsorservicesorfor• administrativepurposes,or• saleintheordinarycourseofoperations.

Investment property is recognised as an asset when, it is probable that the future economic benefits or service potential that are associated with the investment property will flow to the entity, and the cost or fair value of the investment property can be measured reliably.


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1.5 investment property (continued)

Investment property is initially recognised at cost. Transaction costs are included in the initial measurement. Where

investment property is acquired through a non-exchange transaction, its cost is its fair value as at the date of acquisition.

Costs include costs incurred initially and costs incurred subsequently to add to, or to replace a part of, or service a property.

If a replacement part is recognised in the carrying amount of the investment property, the carrying amount of the replaced

part is derecognised.

cost model

Investment property is carried at cost less accumulated depreciation and any accumulated impairment losses.

Depreciation is provided to write down the cost, less estimated residual value by equal installments over the useful life

of the property, which is as follows:

item Useful life

Property – buildings 40–50 years

Investment property is derecognised on disposal or when the investment property is permanently withdrawn from use

and no future economic benefits or service potential are expected from its disposal.

Gains or losses arising from the retirement or disposal of investment property is the difference between the net disposal

proceeds and the carrying amount of the asset and is recognised in surplus or deficit in the period of retirement or

disposal.

Compensation from third parties for investment property that was impaired, lost or given up is recognised in surplus or

deficit when the compensation becomes receivable.

The entity separately discloses expenditure to repair and maintain investment property in the notes to the financial

statements (see note 23).

The entity discloses relevant information relating to assets under construction or development, in the notes to the

financial statements (see note 8).

1.6 Property, plant and equipment

Property, plant and equipment are tangible non-current assets (including infrastructure assets) that are held for use in the

production or supply of goods or services, rental to others, or for administrative purposes, and are expected to be used

during more than one period.

The cost of an item of property, plant and equipment is recognised as an asset when:

• itisprobablethatfutureeconomicbenefitsorservicepotentialassociatedwiththeitemwillflowtotheentity;and

• thecostoftheitemcanbemeasuredreliably.

Property, plant and equipment is initially measured at cost.

The cost of an item of property, plant and equipment is the purchase price and other costs attributable to bring the asset

to the location and condition necessary for it to be capable of operating in the manner intended by management. Trade

discounts and rebates are deducted in arriving at the cost.

Where an asset is acquired through a non-exchange transaction, its cost is its fair value as at date of acquisition.

Where an item of property, plant and equipment is acquired in exchange for a non-monetary 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.

Accounting Policies


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Accounting Policies1.6 Property, plant and equipment (continued)

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.

Property, plant and equipment is carried at cost less accumulated depreciation and any impairment losses.

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:

item depreciation method average useful life

Buildings Straight line 40 – 50 years

Motor vehicles Straight line 5 – 10 years

Operational equipment Straight line 3 – 10 years

Infrastructure Straight line 40 – 50 years

The depreciable amount of an asset is allocated on a systematic basis over its useful life.

The depreciation method used reflects the pattern in which the asset’s future economic benefits or service potential are

expected to be consumed by the entity. The depreciation 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.

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.

The depreciation charge for each period is recognised in surplus or deficit unless it is included in the carrying amount of

another asset.

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 the asset.

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 derecognition of an item of property, plant and

equipment is determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item.

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 in the cash

flow statement.

The entity separately discloses expenditure to repair and maintain property, plant and equipment in the notes to the

financial statements (see note 23).

The entity discloses relevant information relating to assets under construction or development, in the notes to the financial

statements (see note 8).


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Accounting Policies1.7 intangible assets

An asset is identifiable if it either:

• 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

• arisesfrombindingarrangements(includingrightsfromcontracts),regardlessofwhetherthoserightsaretransferable

or separable from the entity or from other rights and obligations.

A binding arrangement describes an arrangement that confers similar rights and obligations on the parties to it as if it were

in the form of a contract.

An intangible asset is recognised when:

• it isprobablethattheexpectedfutureeconomicbenefitsorservicepotential thatareattributabletotheassetwill

flow to the entity; and

• Ihecostorfairvalueoftheassetcanbemeasuredreliably.

The entity assesses the probability of expected future economic benefits or service potential using reasonable and

supportable assumptions that represent management’s best estimate of the set of economic conditions that will exist

over the useful life of the asset.

Where an intangible asset is acquired through a non-exchange transaction, its initial cost at the date of acquisition is

measured at its fair value as at that date.

Expenditure on research (or on the research phase of an internal project) is recognised as an expense when it is incurred.

Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.

The amortisation period and the amortisation method for intangible assets are reviewed at each reporting date.

Internally generated goodwill is not recognised as an intangible asset.

Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:

item depreciation method average useful life

Computer software Straight line 3 – 8 years

1.8 heritage assets

Assets are resources controlled by an entity as a result of past events and from which future economic benefits or service

potential are expected to flow to the entity.

Carrying amount is the amount at which an asset is recognised after deducting accumulated impairment losses.

Class of heritage assets means a grouping of heritage assets 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 financial statements.

Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire an asset at

the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised

in accordance with the specific requirements of other standards of GRAP.

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.


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Accounting Policies1.8 heritage assets (continued)

recognition

The entity recognises a heritage asset 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.

initial measurement

Heritage assets are measured at cost.

Where a heritage asset is acquired through a non-exchange transaction, its cost is measured at its fair value as at the date of acquisition.

subsequent measurement

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 it 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.

Transfers to heritage assets are only made when the asset meets the definition of a heritage asset.

derecognition

The entity derecognises heritage asset on disposal, or when no future economic benefits 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 (unless the Standard of GRAP on leases requires otherwise on a sale and leaseback).

1.9 financial instruments

A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or a residual interest of another entity.

Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to is charge an obligation.

Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates.

Derecognition is the removal of a previously recognised financial asset or financial liability from an entity’s statement of financial position.

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.

A financial asset is:

• cash;or• aresidualinterestofanotherentity;or• acontractualrightto:

– receive cash or another financial asset from another entity; or

– exchange financial assets or financial liabilities with another entity under conditions that are potentially favourable to the entity.


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Accounting policies1.9 financial instruments (continued)

A financial liability is any liability that is a contractual obligation to:

• delivercashoranotherfinancialassettoanotherentity;or

• exchangefinancialassetsorfinancialliabilitiesunderconditionsthatarepotentiallyunfavourabletotheentity.

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates.

Liquidity risk is the risk encountered by an entity in the event of difficulty in meeting obligations associated with financial liabilities that are settled by delivering cash or another financial asset.

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: currency risk, interest rate risk and other price risk.

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.

A financial asset is past due when a counterparty has failed to make a payment when contractually due.

A residual interest is any contract that manifests an interest in the assets of an entity after deducting all of its liabilities. A residual interest includes contributions from owners, which may be shown as:

• equityinstrumentsorsimilarformsofunitisedcapital;

• aformaldesignationofatransferofresources(oraclassofsuchtransfers)bythepartiestothetransactionasformingpart of an entity’s net assets, either before the contribution occurs or at the time of the contribution; or

• aformalagreement,inrelationtothecontribution,establishingorincreasinganexistingfinancialinterestinthenetassets of an entity.

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.

Financial instruments at cost are investments in residual interests that do not have a quoted market price in an active market, and whose fair value cannot be reliably measured.

initial recognition

The entity recognises a financial asset or a financial liability in its statement of financial position when the entity becomes a party to the contractual provisions of the instrument.

The entity recognises financial assets using trade date accounting.

initial measurement of financial assets and financial liabilities

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 the following categories:

• Financialinstrumentsatamortisedcost.

All financial assets measured at amortised cost, or cost, are subject to an impairment review.


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Accounting Policies1.9 financial instruments (continued)

reclassification

The entity does not reclassify a financial instrument while it is issued or held unless it is:

• combinedinstrumentthatisrequiredtobemeasuredatfairvalue;or

• aninvestmentinaresidualinterestthatmeetstherequirementsforreclassification.

If a reliable measure becomes available for an investment in a residual interest for which a measure was previously

not available, and the instrument would have been required to be measured at fair value, the entity reclassifies the

instrument from cost to fair value.

Gains and losses

A gain or loss arising from a change in the fair value of a financial asset or financial liability measured at fair value is

recognised in surplus or deficit.

For financial assets and financial liabilities measured at amortised cost or cost, a gain or loss is recognised in surplus or

deficit when the financial asset or financial liability is derecognised or impaired, or through the amortisation process.

derecognition

financial assets

The entity derecognises a financial asset only when:

• thecontractualrightstothecashflowsfromthefinancialassetexpire,aresettledorwaived;

• theentitytransferstoanotherpartysubstantiallyalloftherisksandrewardsofownershipofthefinancialasset;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 :

– derecognise the asset; and

– recognise separately any rights and obligations created or retained in the transfer.

financial liabilities

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.

Presentation

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.

In accounting for a transfer of a financial asset that does not qualify for derecognition, the entity does not offset the

transferred asset and the associated liability.


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Accounting Policies1.10 taxation

tax expenses

No provision has been made for taxation as SANBI is exempt from income tax in terms of Section 10 of the Income Tax

Act, 1962 (Act no. 58 of 1962).

1.11 leases

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.

When a lease includes both land and buildings elements, the entity assesses the classification of each element separately.

operating leases – lessor

Operating lease revenue is recognised as revenue on on a monthly basis as the higher of the minimum contractually

agreed amount or as a percentage of the lessee’s turnover.

Income for leases is disclosed under revenue in statement of financial performance.

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 inventories

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.

Subsequently inventories are measured at the lower of cost and net realisable value.

Inventories are measured at the lower of cost and current replacement cost where they are held for;

• 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.

Net realisable value is the estimated selling price in the ordinary course of operations less the estimated costs of completion

and the estimated costs necessary to make the sale, exchange or distribution.

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.

The cost of inventories of items that are not ordinarily interchangeable and goods or services 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 the entity.

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 the write-down or loss occurs.

The amount of any reversal of any write-down of inventories, arising from an increase in net realisable value or current

replacement cost, are recognised as a reduction in the amount of inventories recognised as an expense in the period in

which the reversal occurs.


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Accounting Policies1.13 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.

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).

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.

Recoverable amount of an asset or a cash-generating unit is the higher its fair value less costs to sell and its value in use.

Useful life is either:

• theperiodoftimeoverwhichanassetisexpectedtobeusedbytheentity;or

• thenumberofproductionorsimilarunitsexpectedtobeobtainedfromtheassetbytheentity.

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.

value in use

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 and the entity applies the appropriate discount rate to

those future cash flows.

basis for estimates of future cash flows

In measuring value in use the entity:

• basecashflowprojectionsonreasonableandsupportableassumptionsthatrepresentmanagement’sbestestimate

of the range of economic conditions that will exist over the remaining useful life of the asset. Greater weight is given

to external evidence.

recognition and measurement (individual asset)

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.


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Accounting Policies1.13 impairment of cash-generating assets (continued)

cash-generating units

Cash-generating units are identified consistently from period to period for the same asset or types of assets, unless a change is justified.

The carrying amount of a cash-generating unit is determined on a basis consistent with the way the recoverable amount of the cash-generating unit is determined.

An impairment loss is recognised for a cash-generating unit if the recoverable amount of the unit is less than the carrying amount of the unit. The impairment is allocated to reduce the carrying amount of the cash-generating assets of the unit on a pro rata basis, based on the carrying amount of each asset in the unit. These reductions in carrying amounts are treated as impairment losses on individual assets.

In allocating an impairment loss, the entity does not reduce the carrying amount of an asset below the highest of:

• itsfairvaluelesscoststosell(ifdeterminable);

• itsvalueinuse(ifdeterminable);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.

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 of the cash-generating unit prior to estimation of the recoverable amount of the cash-generating unit.

reversal of impairment loss

The entity assess 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.

A reversal of an impairment loss for a cash-generating asset is recognised immediately in surplus or deficit.

redesignation

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.

1.14 impairment of non-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.

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).

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 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.

Costs of disposal are incremental costs directly attributable to the disposal of an asset, excluding finance costs and income tax expense.


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Accounting Policies1.14 impairment of non-cash-generating assets (continued)

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.

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:

• theperiodoftimeoverwhichanassetisexpectedtobeusedbytheentity;or

• thenumberofproductionorsimilarunitsexpectedtobeobtainedfromtheassetbytheentity.

identification

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.

value in use

Value in use of non-cash-generating assets is the present value of the non-cash-generating assets remaining service potential.

depreciated replacement cost approach

The present value of the remaining service potential of a non-cash-generating asset is determined as the depreciated replacement cost of the asset. The replacement cost of an asset is the cost to replace the asset’s gross service potential. This cost is depreciated to reflect the asset in its used condition. An asset may be replaced either through reproduction (replication) of the existing asset or through replacement of its gross service potential. The depreciated replacement cost is measured as the current reproduction or replacement cost of the asset, whichever is lower, less accumulated depreciation calculated on the basis of such cost, to reflect the already consumed or expired service potential of the asset.

The replacement cost and reproduction cost of an asset is determined on an “optimised” basis. The rationale is that the entity would not replace or reproduce the asset with a like asset if the asset to be replaced or reproduced is an overdesigned or overcapacity asset. Overdesigned assets contain features which are unnecessary for the goods or services the asset provides.

Overcapacity assets are assets that have a greater capacity than is necessary to meet the demand for goods or services the asset provides. The determination of the replacement cost or reproduction cost of an asset on an optimised basis thus reflects the service potential required of the asset.

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.

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 have decreased. If any such indication exists, the entity estimates the recoverable service amount of that asset.

A reversal of an impairment loss for a non-cash-generating asset is recognised immediately in surplus or deficit.


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Accounting Policies1.14 impairment of non-cash-generating assets (continued)

redesignation

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.

1.15 employee benefits

Employee benefits are all forms of consideration given by an entity in exchange for service rendered by employees.

A qualifying insurance policy is an insurance policy issued by an insurer that is not a related party (as defined in the

Standard of GRAP on Related Party Disclosures) of the reporting entity, if the proceeds of the policy can be used only to

pay or fund employee benefits under a defined benefit plan and are not available to the reporting entity’s own creditors

(even in liquidation) and cannot be paid to the reporting entity, unless either:

• theproceeds represent surplusassets thatarenotneeded for thepolicy tomeetall the relatedemployeebenefit

obligations; or

• theproceedsarereturnedtothereportingentitytoreimburseitforemployeebenefitsalreadypaid.

Termination benefits are employee benefits payable as a result of either:

• anentity’sdecisiontoterminateanemployee’semploymentbeforethenormalretirementdate;or

• anemployee’sdecisiontoacceptvoluntaryredundancyinexchangeforthosebenefits.

Other long-term employee benefits are employee benefits (other than post-employment benefits and termination

benefits) that are not 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

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,salariesandsocialsecuritycontributions;

• short-termcompensatedabsences(suchaspaidannualleaveandpaidsickleave)wherethecompensationforthe

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,incentiveandperformancerelatedpaymentspayablewithintwelvemonthsaftertheendofthereporting

period in which the employees render the related service; and

• non-monetarybenefits(forexample,medicalcare,andfreeorsubsidisedgoodsorservicessuchashousing,cars

and cellphones) for current employees.

When an employee has rendered service to the entity during a reporting period, the entity recognise the undiscounted

amount of short-term employee benefits expected to be paid in exchange for that service:

• asaliability(accruedexpense),afterdeductinganyamountalreadypaid.Iftheamountalreadypaidexceedsthe

undiscounted amount of the benefits, the entity recognise 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

• asanexpense,unlessanotherstandardrequiresorpermitstheinclusionofthebenefitsinthecostofanasset.


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Accounting policies1.15 employee benefits (continued)

The expected cost of compensated absences is recognised as an expense as the employees render services that increase

their entitlement or, in the case of non-accumulating absences, when the absence occurs. The entity measure 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 date.

The entity recognise 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.

Post-employment benefits

Post-employment benefits are employee benefits (other than termination benefits) which are payable after the

completion of employment.

Post-employment benefits: defined contribution plans

Defined contribution plans are post-employment benefit plans under which an 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.

When an employee has rendered service to the entity during a reporting period, the entity recognise the contribution

payable to a defined contribution plan in exchange for that 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, an entity recognise 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

• asanexpense,unlessanotherstandardrequiresorpermitstheinclusionofthecontributioninthecostofanasset.

Where contributions to a defined contribution plan do not fall due wholly within twelve months after the end of the

reporting period in which the employees render the related service, they are discounted. The rate used to discount

reflects 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 obligation.

Post-employment benefits: defined benefit plans

Defined benefit plans are post-employment benefit plans other than defined contribution plans.

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 recognise actuarial gains and losses in surplus or deficit in the reporting period in

which they occur.

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.


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Accounting policies1.15 employee benefits (continued)

Post-employment benefit obligations are measured on a basis that reflects:

• estimatedfuturesalaryincreases;

• thebenefitssetout inthetermsoftheplan(orresultingfromanyconstructiveobligationthatgoesbeyondthose

terms) at the reporting date; and

• estimatedfuturechangesinthelevelofanystatebenefitsthataffectthebenefitspayableunderadefinedbenefitplan,

if, and only if, either:

– those changes were enacted before the reporting date; or

– past history, or other reliable evidence, indicates that those state benefits will change in some predictable manner,

for example, in line with future changes in general price levels or general salary levels.

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.

1.16 Provisions and contingencies

Provisions are recognised when:

• theentityhasapresentobligationasaresultofapastevent;

• itisprobablethatanoutflowofresourcesembodyingeconomicbenefitsorservicepotentialwillberequiredtosettle

the obligation; and

• areliableestimatecanbemadeoftheobligation.

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 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 virtually certain that reimbursement will be received if the entity

settles the obligation. The reimbursement is treated as a separate asset. The amount recognised for the reimbursement

does not exceed the amount of the provision.

Provisions are not recognised for future operating surplus (deficit).

Contingent assets and contingent liabilities are not recognised. Contingencies are disclosed in note 27.

1.17 revenue from exchange transactions

Revenue is the gross inflow of economic benefits or service potential during the reporting period when those inflows

result in an increase in net assets, other than increases relating to contributions from owners.

measurement

Revenue is measured at the fair value of the consideration received or receivable.

sale of goods

Revenue from the sale of goods is recognised when all the following conditions have been satisfied:

• theentityhastransferredtothepurchaserthesignificantrisksandrewardsofownershipofthegoods;

• theentityretainsneithercontinuingmanagerialinvolvementtothedegreeusuallyassociatedwithownershipnor

effective control over the goods sold;

• theamountofrevenuecanbemeasuredreliably;


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Accounting policies1.17 revenue from exchange transactions (continued)

• itisprobablethattheeconomicbenefitsorservicepotentialassociatedwiththetransactionwillflowtotheentity;

and

• thecostsincurredortobeincurredinrespectofthetransactioncanbemeasuredreliably.

rendering of services

When 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:

• theamountofrevenuecanbemeasuredreliably;

• itisprobablethattheeconomicbenefitsorservicepotentialassociatedwiththetransactionwillflowtotheentity;

• thestageofcompletionofthetransactionatthereportingdatecanbemeasuredreliably;and

• thecostsincurredforthetransactionandthecoststocompletethetransactioncanbemeasuredreliably.

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.

Service revenue is recognised by reference to the stage of completion of the transaction at the reporting date. Stage of

completion is determined by services performed to date as a percentage of total services to be performed.

interest, royalties and dividends

Revenue arising from the use by others of entity assets yielding interest, royalties and dividends or similar distributions

is recognised when:

• itisprobablethattheeconomicbenefitsorservicepotentialassociatedwiththetransactionwillflowtotheentity,

and

• theamountoftherevenuecanbemeasuredreliably.

Interest is recognised, in surplus or deficit, using the effective interest rate method.

Royalties are recognised as they are earned in accordance with the substance of the relevant agreements.

Dividends or similar distributions are recognised, in surplus or deficit, when the entity’s right to receive payment has

been established.

Service fees included in the price of the product are recognised as revenue over the period during which the service

is performed.

1.18 revenue from non-exchange transactions

Non-exchange transactions are transactions that are not exchange transactions. In a non-exchange transaction, an 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.

Transfers are inflows of future economic benefits or service potential from non-exchange transactions, other than taxes.

recognition

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.


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Accounting Policies1.18 revenue from non-exchange transactions (continued)

measurement

Revenue from a non-exchange transaction is measured at the amount of the increase in net assets recognised by

the entity.

Gifts, bequests and donations, including goods and services in-kind

Gifts and donations, including goods in-kind, are recognised as assets and revenue when it is probable that the future

economic benefits or service potential will flow to the entity and the fair value of the assets can be measured reliably.

1.19 cost of sales

When inventories are sold, the carrying amount of those inventories is recognised as an expense in the period in which the

related revenue is recognised. The amount of any write-down of inventories to net realisable value and all surplus (deficit)

of inventories are recognised as an expense in the period the write-down or loss occurs. The amount of any reversal of any

writedown of inventories, arising from an increase in net realisable value, is recognised as a reduction in the amount of

inventories recognised as an expense in the period in which the reversal occurs.

1.20 investment income

Investment income is recognised on a time-proportion basis using the effective interest method.

1.21 translation of foreign currencies

foreign currency transactions

A foreign currency transaction is recorded, on initial recognition in Rands, by applying to the foreign currency amount

the spot exchange rate between the functional currency and the foreign currency at the date of the transaction.

At each reporting date:

• foreigncurrencymonetaryitemsaretranslatedusingtheclosingrate;

• non-monetary itemsthataremeasured intermsofhistoricalcost ina foreigncurrencyaretranslatedusingthe

exchange rate at the date of the transaction; and

• non-monetaryitemsthataremeasuredatfairvalueinaforeigncurrencyaretranslatedusingtheexchangeratesat

the date when the fair value was determined.

Exchange differences arising on the settlement of monetary items or on translating monetary items at rates different

from those at which they were translated on initial recognition during the period or in previous financial statements are

recognised in surplus or deficit in the period in which they arise.

Cash flows arising from transactions in a foreign currency are recorded in Rands by applying to the foreign currency

amount the exchange rate between the Rand and the foreign currency at the date of the cash flow.

1.22 fruitless and wasteful expenditure

Fruitless and wasteful expenditure is incurred when the resulting expenditure is made in vain and no value for money was

derived from the expenditure or the use of other resources.

Fruitless and wasteful expenditure must fulfill the following conditions in the definition –

a. expenditure must be made in vain; and

b. such expenditure would have been avoided had reasonable care been exercised.


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Accounting policies1.22 fruitless and wasteful expenditure (continued)

Upon detection of alleged fruitless and wasteful expenditure an assessment must be conducted to confirm whether

expenditure incurred meets the definition of fruitless and wasteful expenditure. If it has been confirmed that expenditure

is fruitless and wasteful, the delegated authority must recover such amounts of fruitless and wasteful expenditure from the

responsible employee(s) where they are deemed liable in law.

The amount of debt recoverable from the responsible employee(s) may equate to –

a. the value of the debt incurred as a consequence of his/her/their action(s) that led to incurrence of the fruitless and

wasteful expenditure; or

b. a lesser amount, determined by the delegated authority in accordance with the debt management policy of SANBI.

A debt must be identified, reported and recorded in the books of SANBI where such a debt arose as a result of incurring

fruitless and wasteful expenditure. If a debt from a responsible employee is irrecoverable, the delegated authority may

write off the debt in terms of the debt write off policy of the SANBI.

All expenditure relating to fruitless and wasteful expenditure is recognised as an expense in the statement of financial

performance in the year that the expenditure was incurred. The expenditure is classified in accordance with the nature of

the expense, and where recovered, it is subsequently accounted for as revenue in the statement of financial performance.

1.23 irregular expenditure

Irregular expenditure is defined as the incurrence of a financial transaction in contravention to any of the following:

a. Public Finance Management Act (PFMA);

b. Treasury Regulations;

c. National Treasury Instructions issued in terms of section 76 of the PFMA; and

d. any applicable legislation.

Irregular expenditure is incurred when the resulting transaction is recognised in the financial records of SANBI in accordance

with GRAP. For irregular expenditure to be incurred the non-compliance must be linked to a financial transaction. Although

a transaction may trigger irregular expenditure, the irregular expenditure is only recorded when a transaction is recognised

as expenditure in the Statement of Financial Performance in accordance with GRAP. For a transaction to constitute irregular

expenditure, it must meet the following conditions –

a. it must be incurred in contravention of, or not in accordance with legislation; and

b. it must be incurred upon recognition of a financial transaction as a liability in accordance with GRAP.

Where irregular expenditure results in a loss the delegated authority must institute a claim against the responsible

employee for recovery of the loss. A debt must be identified, reported and recorded in the books of SANBI where such a

debt arose from losses incurred as a result of irregular expenditure.

The amount of debt recoverable from the responsible employee(s) may equate to –

a. the value of the debt incurred as a consequence of his or her action(s) that led to incurrence of the irregular expenditure;

or

b. a lesser amount, determined by the delegated authority in accordance with the debt management policy of SANBI.

If the amount of a debt is irrecoverable from a responsible employee, the delegated authority may write off the debt in

accordance with the debt write off policy of SANBI.


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Accounting Policies1.24 segment information

A segment is an activity of an entity:

• thatgenerateseconomicbenefitsor servicepotential (includingeconomicbenefitsor servicepotential relating totransactions between activities of the same entity);

• whoseresultsareregularlyreviewedbymanagementtomakedecisionsaboutresourcestobeallocatedtothatactivityand in assessing its performance; and

• forwhichseparatefinancialinformationisavailable.

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

The amount of each segment item reported is the measure reported to management for the 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.

If management uses only one measure of a segment’s surplus or deficit, the segment’s assets or the segment’s liabilities in assessing segment performance and deciding how to allocate resources, segment surplus or deficit, assets and liabilities are reported in terms of that measure. If management uses more than one measure of a segment’s surplus or deficit, the segment’s assets or the segment’s liabilities, the reported measures are those that management believes are determined in accordance with the measurement principles most consistent with those used in measuring the corresponding amounts in the entity’s financial statements.

1.25 budget information

Entity is typically subject to budgetary limits in the form of appropriations or budget authorisations (or equivalent), which is given effect through authorising legislation, appropriation or similar.

General purpose financial reporting by entity shall provide information on whether resources were obtained and used in accordance with the legally adopted budget.

The approved budget is prepared on a cash basis and presented by economic classification linked to performance outcome objectives.

The approved budget covers the fiscal period from 01-04-2019 to 31-03-2020.

The budget for the economic entity includes all the entities approved budgets under its control.

The financial statements and the budget are not on the same basis of accounting, therefore a reconciliation between the statement of financial performance and the budget have been included in the financial statements. Refer to note 26.

Comparative information is not required.

1.26 related parties

A related party is a person or an entity with the ability to control or jointly control the other party, or exercise significant influence over the other party, or vice versa, or an entity that is subject to common control, or joint control.

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).


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Accounting Policies1.26 related parties (continued)

Related party transaction is a transfer of resources, services or obligations between the reporting entity and a related party, regardless of whether a price is charged.

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 considered to be those family members who may be expected to influence, or be influenced by, that management in their dealings with the entity.

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 effect of related party transactions on its financial statements.

1.27 events after reporting date

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:

• thosethatprovideevidenceofconditionsthatexistedatthereportingdate(adjustingeventsafterthereportingdate);and

• thosethatare indicativeofconditionsthataroseafter thereportingdate (non-adjustingeventsafter thereportingdate).

The entity will adjust the amount recognised in the financial statements to reflect adjusting events after the reporting date once the event occurred.

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.

1.28 commitments

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.

Commitments represent goods/services that have been ordered, but no delivery has taken place at the reporting date. These amounts are not recognised in the statement of financial position as a liability or as expenditure in the statement of financial performance as the annual financial statements are prepared on the accrual basis and prior delivery, no accrual can be recognised. These items are, however, disclosed as part of the disclosure notes.

The commitments disclosed in the disclosure note are the aggregate amount of capital approved and contracted for at the reporting date, to the extent that the amount has not been recorded in the financial statements.


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1.28 commitments (continued)

Commitments for which disclosure is necessary to achieve a fair presentation should be disclosed in a note to the financial statements, if both the following criteria are met:

• contracts shouldbenon-cancellableoronlycancellableat significantcost (forexample,contracts forcomputerorbuilding maintenance services); and

• contracts should relate to somethingother than the routine, steady, statebusinessof theentity– therefore salarycommitments relating to employment contracts or social security benefit commitments are excluded.

1.29 comparative figures

Where necessary, comparative figures have been reclassified to conform to changes in presentation in the current year.

1.30 accounting by principals and agents

identification

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 an 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 or for its own benefit.

binding arrangement

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.

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.

assessing which entity benefits from the transactions with third parties

When the entity in a principal-agent arrangement concludes that it undertakes transactions with third parties for the benefit of another entity, then it is the agent. If the entity concludes that it is not the agent, then it is the principal in the transactions.

The entity is an agent when, in relation to transactions with third parties, all three of the following criteria are present:

• It does not have the power to determine the significant terms and conditions of the 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.• It is not exposed to variability in the results of the transaction.

Where the entity has been granted specific powers in terms of legislation to direct the terms and conditions of particular transactions, it is not required to consider the criteria of whether it does not have the power to determine the significant terms and conditions of the transaction, to conclude that is an agent. The entity applies judgement in determining whether such powers exist and whether they are relevant in assessing whether the entity is an agent.

Accounting Policies


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1.30 accounting by principals and agents (continued)

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 entity recognises assets and liabilities arising from principal-agent arrangements in accordance with the requirements of the relevant Standards of GRAP.

Accounting Policies


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Notes to the Financial Statements2. new standards and interpretations2.1 standards and interpretations effective and adopted in the current year

In the current year, the entity has adopted the following standards and interpretations that are effective for the current financial year and that are relevant to its operations:

GraP 32: service concession arrangements: Grantor

The objective of this Standard is: to prescribe the accounting for service concession arrangements by the grantor, a public sector entity.

It furthermore covers: Definitions, Recognition and measurement of a service concession asset, Recognition and measurement of liabilities, Other liabilities, Contingent liabilities and contingent assets, Other revenues, Presentation and disclosure, Transitional provisions, as well as the Effective date.

The effective date of the Standard is for years beginning on or after 01 April 2019.

The entity has adopted the Standard for the first time in the 2019/2020 financial statements.

The impact of the Standard is not material.

GraP 108: statutory receivables

The objective of this Standard is: to prescribe accounting requirements for the recognition, measurement, presentation and disclosure of statutory receivables.

It furthermore covers: Definitions, Recognition, Derecognition, Measurement, Presentation and disclosure, Transitional provisions, as well as the Effective date.

The effective date of the Standard is for years beginning or after 1 April 2019.


The impact of the Standard is not material.

GraP 109: accounting by Principals and agents

The objective of this Standard is to outline principles to be used by an entity to assess whether it is party to a principal agent arrangement, and whether it is a principal or an agent in undertaking transactions in terms of such an arrangement.

The Standard does not introduce new recognition or measurement requirements for revenue, expenses, assets and/or liabilities that result from principal–agent arrangements. The Standard does however provide guidance on whether revenue, expenses, assets and/or liabilities should be recognised by an agent or a principal, as well as prescribe what information should be disclosed when an entity is a principal or an agent.

It furthermore covers Definitions, Identifying whether an entity is a principal or agent, Accounting by a principal or agent, Presentation, Disclosure, Transitional provisions and Effective date.

The effective date of the Standard is for years beginning or after 1 April 2019.


The adoption of this Standard has not had a material impact on the results of the entity, but has resulted in more disclosure than would have previously been provided in the financial statements.

iGraP 18: interpretation of the standard of GraP on recognition and derecognition of land

This Interpretation of the Standards of GRAP applies to the initial recognition and derecognition of land in an entity’s financial statements. It also considers joint control of land by more than one entity.

When an entity concludes that it controls the land after applying the principles in this Interpretation of the Standards of

GRAP, it applies the applicable Standard of GRAP, i.e. the Standard of GRAP on Inventories, Investment Property (GRAP 16),


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Notes to the Financial Statements2. new standards and interpretations (continued)

Property, Plant and Equipment (GRAP 17) or Heritage Assets. As this Interpretation of the Standards of GRAP does not apply to the classification, initial and subsequent measurement, presentation and disclosure requirements of land, the entity applies the applicable Standard of GRAP to account for the land once control of the land has been determined. An entity also applies the applicable Standards of GRAP to the derecognition of land when it concludes that it does not control the land after applying the principles in this Interpretation of the Standards of GRAP.

In accordance with the principles in the Standards of GRAP, buildings and other structures on the land are accounted for separately. These assets are accounted for separately as the future economic benefits or service potential embodied in the land differs from those included in buildings and other structures. The recognition and derecognition of buildings and other structures are not addressed in this Interpretation of the Standards of GRAP.

The effective date of the interpretation is for years beginning on or after 01 April 2019.

The entity has adopted the interpretation for the first time in the 2019/2020 financial statements.

The adoption of this interpretation has not had a material impact on the results of the entity, but has resulted in more disclosure than would have previously been provided in the financial statements.

2.2 standards and interpretations issued, but not yet effective

The entity has not applied the following standards and interpretations, which have been published and are mandatory for the entity’s accounting periods beginning on or after 01 April 2020 or later periods:

iGraP 20: accounting for adjustments to revenue

As per the background to this Interpretation of the Standards of GRAP, there are a number of legislative and regulatory processes that govern how entities levy, charge or calculate revenue, in the public sector. Adjustments to revenue already recognised in terms of legislation or similar means arise from the completion of an internal review process within the entity, and/or the outcome of an external appeal or objection process undertaken in terms of legislation or similar means.

Adjustments to revenue include any refunds that become payable as a result of the completion of a review, appeal or objection process. The adjustments to revenue already recognised following the outcome of a review, appeal or objection process can either result in a change in an accounting estimate, or a correction of an error.

As per the scope, this Interpretation of the Standards of GRAP clarifies the accounting for adjustments to exchange and non-exchange revenue charged in terms of legislation or similar means, and interest and penalties that arise from revenue already recognised as a result of the completion of a review, appeal or objection process. Changes to the measurement of receivables and payables, other than those changes arising from applying this Interpretation, are dealt with in accordance with the applicable Standards of GRAP. The principles in this Interpretation may be applied, by analogy, to the accounting for adjustments to exchange or non-exchange revenue that arises from contractual arrangements where the fact patterns are similar to those in the interpretation.

The interpretation sets out the issues and relating consensus with accounting for adjustments to revenue.

The effective date of the interpretation is for years beginning on or after 01 April 2020.

The entity expects to adopt the interpretation for the first time in the 2020/2021 financial statements.

The adoption of this standard is not expected to impact on the results of the entity, but may result in more disclosure than is currently provided in the financial statements.

GraP 34: separate financial statements

The objective of this Standard is to prescribe the accounting and disclosure requirements for investments in controlled entities, joint ventures and associates when an entity prepares separate financial statements.


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Notes to the Financial Statements2. new standards and interpretations (continued)It furthermore covers Definitions, Preparation of separate financial statements, Disclosure, Transitional provisions and Effective date.


The entity expects to adopt the Standard for the first time in the 2020/2021 financial statements.

The adoption of this Standard is not expected to impact on the results of the entity, but may result in more disclosure than is currently provided in the financial statements.

GraP 35: consolidated financial statements

The objective of this Standard is to establish principles for the presentation and preparation of consolidated financial statements when an entity controls one or more other entities.

To meet this objective, the Standard:

• requires an entity (the controlling entity) that controls one ormore other entities (controlled entities) to presentconsolidated financial statements;

• definestheprincipleofcontrol,andestablishescontrolasthebasisforconsolidation;• sets out how to apply the principle of control to identify whether an entity controls another entity and therefore must

consolidate that entity;

• setsouttheaccountingrequirementsforthepreparationofconsolidatedfinancialstatements;and

• definesaninvestmententityandsetsoutanexceptiontoconsolidatingparticularcontrolledentitiesofaninvestment entity.

It furthermore covers Definitions, Control, Accounting requirements, Investment entities: Fair value requirement, Transitional provisions and Effective date.




GraP 36: investments in associates and joint ventures

The objective of this Standard is to prescribe the accounting for investments in associates and joint ventures and to set out the requirements for the application of the equity method when accounting for investments in associates and joint ventures.

It furthermore covers Definitions, Significant influence, Equity method, Application of the equity method, Separate financial statements, Transitional provisions and Effective date.




GraP 37: joint arrangements

The objective of this Standard is to establish principles for financial reporting by entities that have an interest in arrangements that are controlled jointly (i.e. joint arrangements).

To meet this objective, the Standard defines joint control and requires an entity that is a party to a joint arrangement to determine the type of joint arrangement in which it is involved by assessing its rights and obligations and to account for those rights and obligations in accordance with that type of joint arrangement.


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Notes to the Financial Statements2. new standards and interpretations (continued)It furthermore covers Definitions, Joint arrangements, Financial statements and parties to a joint arrangement, Separate

financial statements, Transitional provisions and Effective date.

The effective date of the Standard is for years beginning on or after 01 April 2020


The adoption of this Standard is not expected to impact on the results of the entity, but may result in more disclosure than

is currently provided in the financial statements.

GraP 38: disclosure of interests in other entities

The objective of this Standard is to require an entity to disclose information that enables users of its financial statements to evaluate:

• thenatureof, and risks associatedwith, its interests in controlled entities, unconsolidated controlled entities, joint

arrangements and associates, and structured entities that are not consolidated; and

• theeffectsofthoseinterestsonitsfinancialposition,financialperformanceandcashflows.

It furthermore covers Definitions, Disclosing information about interests in other entities, Significant judgements and

assumptions, Investment entity status, Interests in controlled entities, Interests in joint arrangements and associates,

Interests in structured entities that are not consolidated, Non-qualitative ownership interests, Controlling interests acquired

with the intention of disposal, Transitional provisions and Effective date.



The adoption of this Standard is not expected to impact on the results of the entity, but may result in more disclosure than

is currently provided in the financial statements.

GraP 110 (as amended 2016): living and non-living resources

The objective of this Standard is to prescribe the:

• recognition,measurement,presentationanddisclosurerequirementsforlivingresources;and

• disclosurerequirementsfornon-livingresources

It furthermore covers Definitions, Recognition, Measurement, Depreciation, Impairment, Compensation for impairment,

Transfers, Derecognition, Disclosure, Transitional provisions and Effective date.

The subsequent amendments to the Standard of GRAP on Living and Non-living Resources resulted from editorial changes

to the original text and inconsistencies in measurement requirements in GRAP 23 and other asset-related Standards of

GRAP in relation to the treatment of transaction costs. Other changes resulted from changes made to IPSAS 17 on Property,

Plant and Equipment (IPSAS 17) as a result of the IPSASB’s Improvements to IPSASs 2014 issued in January 2015 and

Improvements to IPSASs 2015 issued in March 2016.

The most significant changes to the Standard are:

• Generalimprovements:Toclarifythetreatmentoftransactioncostsandothercostsincurredonassetsacquiredin non-

exchange transactions to be in line with the principle in GRAP 23; and To clarify the measurement principle when assets may be

acquired in exchange for a non-monetary asset or assets, or a combination of monetary and non-monetary assets

• IPSASBamendments:Toclarifytherevaluationmethodologyofthecarryingamountandaccumulateddepreciation

when a living resource is revalued; To clarify acceptable methods of depreciating assets; and To define a bearer plant


162162


Notes to the Financial Statements

and include bearer plants within the scope of GRAP 17 or GRAP 110, while the produce growing on bearer plants will

remain within the scope of GRAP 27



The impact of this Standard has been assessed as follows:

SANBI is mandated by NEMBA to manage and maintain the living and non-resources within its control. The resources are

used for its provision of services, recreation, conservation, education and training, research, rehabilitation and breeding

purposes.

The non-living resources within its control are rivers, springs, boreholes, water reservoirs and biomaterials that are found

within its various national botanical gardens and the national zoological garden. There are no liabilities and contingent

liabilities arising from these non-living resources. There is restriction of access to the biomaterials, which follows an approval

process through the Animal Research Ethics & Scientific Committee. In line with the Standard these non-living resources

will not be recognised as assets.

The living resources are broadly grouped into insects, animals, plants, seeds, fibroblasts, sperm and ova samples. SANBI has

control over its animals that are maintained in appropriate enclosures at its national zoological garden. There are currently

31 mammals, 127 birds and 21 reptiles on loan from other entities to SANBI whilst there are 25 mammals, 11 birds and

7 reptiles on loan from SANBI to other entities. There are restrictions on the movement of animals which must adhere

to the requirements of the Export regulations, and Transportation permits, Cites requirements, Animal conditions and

Government regulations.

Excluding the animals maintained in enclosures, SANBI holds living resources to meet its mandate in acting as a custodian

to conserve the resources entrusted to it and it fulfils its mandate through managing and/or conserving the environment

as a whole; it does not manage the physical condition of each individual animal or plant within that environment. As a

result, SANBI does not control these living resources. Landscaped or cultivated areas are areas in the gardens that are

actively managed (ex situ conservation) and maintained by the gardens, where plants are planted (having been grown

either from seed or vegetatively in nurseries) for display in dedicated landscaped sections or garden beds and associated

lawns maintained. Some plants have been in the various landscaped areas for more than 100 years.

Natural areas of the gardens are generally regarded as in situ conservation areas comprising naturally occurring plants and

animals and their associated interactions that require less maintenance than the landscaped areas. These areas may be

subject to management actions such as controlled burns and invasive alien species removal, where resources allow. The

natural areas are also used by the public for walking trails/runs mostly on dedicated pathways and routes that have been

laid out since the garden was established. The natural areas differ in size, complexity, accessibility and exposure to natural

and/or man-made disturbance (such as fires, floods, invasive alien species), from one garden to another.

SANBI has no control over or ability to restrict the movement of living resources into and from the gardens under its

management. Plants, for example, may be dispersed by wind, water or animals, either into or from the gardens. SANBI is

also not able to control self-seeding plants. Animals may move over, through, or burrow under fences and fly over fences

(birds, insects, bats). A range of living resources may burrow and spend all, or part of, their lives underground and are not

visible, thereby not being able to be documented or recorded (e.g. moles, earthworms, mongooses, porcupines, aardvark,

foxes, rain frogs, various arthropods (insects, millipedes, centipedes, mites, spiders, scorpions and seeds). A range of animals

also spend part of their life cycles on land and part in water (e.g. dragonflies, frogs, mosquitoes, turtles).

SANBI does not have the ability to direct the use, including directing the disposal of living resources and restricting the

access of others to the resource (e.g. through predation, decomposition of one organism by other organisms).

2. new standards and interpretations (continued)


163163



While SANBI manages and conserves the environments in the landscaped and natural areas as a whole, it does not manage the physical condition of each individual animal and/or plant within the gardens, and therefore does not control these living resources, in both the landscaped and natural areas. On-going maintenance of the gardens as a whole is not intervening in the management of the physical condition of the plants and/or animals, but forms part of the gardens’ ongoing duties and responsibilities.

SANBI is also not able to reliably measure the diversity, extent, cost and fair value of living resources in the gardens. It is also not possible for SANBI to determine the age (applies to both plants and animals) and in many cases the sex of the animal. Genetic composition of the individual living resources in the national botanical gardens are unknown.

With regards to research activities, expenditure incurred on research and development is normally charged against operating income and not capitalised when the entity cannot demonstrate that an asset exists that will generate future economic benefits or service potential. However, development costs are capitalised in respect of unique projects that are deemed to be useful to the Institution. Costs thus capitalised are amortised over the estimated useful lives of the asset.

Looking at SANBI’s operations, the majority of the research conducted is related to the rendering of services and the fulfilment of its mandate as opposed to research with the intent to develop a new commodity.

Development costs are only capitalised when the following criteria are met:

• Theproject is clearlydefined and the costs attributable to theproject canbe separately identified andmeasuredreliably.

• Thetechnicalfeasibilityoftheprojectcanbedemonstrated.

• Theusefulnessoftheprojecttotheentitycanbedemonstrated.

• Adequateresourcesexist,ortheiravailabilitycanbedemonstrated,tocompletetheproject.

• Thecostoftheresearchanddevelopmentcandirectlybelinkedtoanassetorcategoryofassets.

These living resources will not be recognised as assets given that there is no reliable measurement on initial recognition.

Their fair value cannot be determined as there is no active market for these. Furthermore various factors such as genetics, sex, breeding status and age of the animal need to be taken into consideration when assigning an initial value to living animal collections within the enclosures at the national zoological gardens. These factors are complicated and challenging to determine and maintain.

2. new standards and interpretations (continued)


164164



3. cash and cash equivalentsCash and cash equivalents consist of:

Short-term deposits 441 846 993 367 378 730

Bank balances 17 772 403 17 848 590

Cash on hand 791 676 787 206

460 411 072 386 014 526

Applications has been made to National Treasury to retention the surplus of R13,9 million.

credit quality of cash at bank and short term deposits, excluding cash on hand

The credit quality of cash at bank and short term deposits, excluding cash on hand that are neither past due nor impaired can be assessed by reference to external credit ratings (if available) or historical information about counterparty default rates:

credit rating

South African Reserve Bank (Moody’s) 97 468 969 22 067 717

Nedbank Limited (Standards and Poors) 344 378 024 345 311 013

Nedbank Limited (Standards and Poors) 17 772 403 17 848 590

459 619 396 385 227 320

4. receivables from exchange transactions

Trade debtors (net of provisions for doubtful debts) 5 331 282 4 778 903

Accrued income 1 509 173 5 911 969

Sundry receivables (546 169) 478 444

Prepaid expenses 1 594 830 882 701

7 889 116 12 052 017

Trade receivables consist mainly of rental income from restaurants. Trade receivables are non-interest bearing and based on 30 days from invoice.

fair value of trade and other receivables

Trade and other receivables 7 889 116 12 052 017

Amounts neither past due nor impaired are considered fully recoverable. No credit quality issues are noted.

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 2020, R229 441 (2019: R 448 299) were past due but not impaired.

The ageing of amounts past due but not impaired is as follows:

2 months past due 14 754 204 413

3 months past due 223 060 243 886

2020 2019 restated*

* see note 40


165165


Notes to the Financial Statements2020 2019

restated*

4. receivables from exchange transactions (continued)trade and other receivables impaired

The amount of the provision was R (727 987) as of 31 March 2020 (2019: R (826 459)).

The ageing of this impairment is as follows:

Over 3 months 727 987 826 459

reconciliation of provision for impairment of trade and other receivables

Opening balance 826 458 367 549

Provision for impairment (98 471) 458 909

727 987 826 458

Due to unfavourable trading conditions at certain restaurants run on SANBI property, the collection for rental due became difficult and resulted in their debtors ageing being over 6 months. Some of these restaurants have since ceased trading.

5. biological assets

Plants for resale

Opening balance 2 355 874 1 891 882

Plus: Fair value adjustments 673 363 1 416 411

Less: Cost of sales (811 395) (952 419)

closing balance 2 217 842 2 355 874

Carrying value of inventories carried at fair value less costs to sell 2 217 842 2 355 874

Inventories recognised as an expense during the year 811 395 952 419

These biological assets consist of plants for sale in SANBI’s nurseries and are therefore consumable inventories.The fair value of these plants was determined using an estimated selling price based on marked prices at SANBI nurseries.Given that no additional staff is employed for selling the plants and very little time is actually spent by existing staff on selling plants, costs to sell are considered negligible, and are therefore not taken into consideration in determining the valuation of the plants. As these plants represent excess stock of plants actually grown for use in the gardens, the period between when the plants meet the definition of biological assets and actual sale is too short to result in changes in value either of a physical or market-related nature

Refer to note 1.4 for reasons why no financial values are attached to the animal collection.

specimens number of specimens number of specimens

Mammals 1251 1265

Birds 1036 1215

Reptiles 373 385

Fish 1681 1815

Amphibians 38 43

Invertebrates 246 263

4625 4986

* see note 40


166


166


6. inventories

Books 4 399 481 4 621 266

Chemicals 148 029 496 650

Consumable stores 787 530 322 239

Fuel (Diesel, Petrol, Oil) 184 840 40 484

Marketing materials 80 039 8 755

Small tools and consumables 956 349 724 506

Stationery 568 617 679 700

Food and beverage 536 291 706 701

Animal food 561 577 918 215

Animal medical supplies 160 673 155 891

Maintenance materials 936 397 704 467

9 319 823 9 378 874

7. receivables from non-exchange transactions

Receivables from project donors 11 837 585 727

Other receivables from non-exchange revenue 8 773 503 189 644

8 785 340 775 371

receivables from non-exchange transactions relate to amounts due from funders for projects at year end.

figures in rand 2020 2019 restated*

* see note 40



167

Notes to the Financial Statementsfigures in rand

8. Property, plant and equipment

2020 2019cost /

valuationaccumulated depreciation

and accumulated impairment

carrying value

cost / valuation

accumulated depreciation


carrying value

Buildings 222 520 667 (51 177 491) 171 343 176 218 838 283 (45 777 002) 173 061 281

Motor vehicles 49 389 392 (29 248 396) 20 140 996 49 317 713 (25 721 271) 23 596 442

Operational equipment

114 517 918 (67 190 422) 47 327 496 108 134 525 (52 599 520) 55 535 005

Infrastructure 93 926 278 (12 036 165) 81 890 113 75 639 707 (9 232 844) 66 406 863

total 480 354 255 (159 652 474) 320 701 781 451 930 228 (133 330 637) 318 599 591

reconciliation of property, plant and equipment – 2020

opening balance

additions disposals transfers fair value

depreciation impairment loss

total

Buildings 173 061 281 12 663 082 - (8 980 698) - (5 376 106) (24 383) 171 343 176

Motor vehicles

23 596 442 1 574 636 (411 530) - - (4 598 948) (19 604) 20 140 996

Operational equipment

55 535 005 7 408 374 (209 556) - 127 816 (15 328 363) (205 780) 47 327 496

Infra- structure

66 406 863 9 305 873 - 8 980 698 - (2 803 321) - 81 890 113

318 599 591 30 951 965 (621 086) - 127 816 (28 106 738) (249 767) 320 701 781

reconciliation of property, plant and equipment – 2019

opening balance

additions additions through

transfer of functions/

mergers

disposals transfers received

transfers depreciation

impairment loss

total

Buildings 165 251 724 18 343 556 - (203 105) - (2 751 883) (4 790 982) (2 788 029) 173 061 281

Motor vehicles

21 514 923 1 508 927 5 285 884 - - - (4 713 292) - 23 596 442

Oper- ational equipment

36 637 337 11 678 118 21 939 903 (1 131 859) 404 664 - (13 993 158) - 55 535 005

Infra- tructure

47 984 809 8 519 958 9 212 019 - - 2 751 883 (2 061 806) - 66 406 863

271 388 793 40 050 559 36 437 806 (1 334 964) 404 664 - (25 559 238) (2 788 029) 318 599 591

* see note 40


168168



8. 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 8 545 335 11 501 524

Infrastructure 7 327 471 -

15 872 806 11 501 524

In accordance with the mandate as envisaged in the National Environmental Management Biodiversity Act (NEMBA), SANBI is responsible for managing, controlling and maintaining all national botanical gardens and the National Zoological Garden. The majority of the land that is currently utilised as national botanical gardens and the National Zoological Garden in the Republic belongs to the different tiers of government, and the control of the land is vested in SANBI in accordance with its mandate.There are no restrictions, as no title/property, plant and equipment is pledged as security for any liabilities.

The construction of a new office building at the KwaZulu-Natal Herbarium has been halted due to a dispute with the service provider. The value of the construction to date is R 3 259 436 with an impairment value of R 2 788 029.

The construction of a hall at the KwaZulu-Natal National Botanical Garden has also been delayed due to non-performance of the contractor. The value of the construction to date is R4 281 768. The extent of the remedial work required and related costs could not be established due to the unavailability of professional services to perform the necessary work. Thus, there is no impairment recognised against the construction to date.

A register containing the details of property, plant and equipment is available for inspection at the registered office of the entity.

* see note 40



169169



9. investment property

2020 2019

cost / valuation



carrying value

cost / valuation



carrying value

Investment property 101 358 112 (31 256 533) 70 101 579 101 358 112 (28 722 579) 72 635 533

reconciliation of investment property – 2020

opening balance

additions depreciation total

Investment property 72 635 533 - (2 533 954) 70 101 579

reconciliation of investment property – 2019

opening balance

additions depreciation total

Investment property 75 058 247 109 528 (2 532 242) 72 635 533

A register containing the details of investment property is available for inspection at the registered office of the entity.

There are no restrictions, as no title/investment property is pledged as security for any liablities.

* see note 40


170170



10. intangible assets

2020 2019

cost / valuation

accumulated amortisation


carrying value

cost / valuation

accumulated amortisation


carrying value

Computer software 28 737 942 (25 195 761) 3 542 181 25 612 875 (21 898 200) 3 714 675

Biodiversity Information Management System

4 454 132 - 4 454 132 3 044 968 - 3 044 968

total 33 192 074 (25 195 761) 7 996 313 28 657 843 (21 898 200) 6 759 643

reconciliation of intangible assets – 2020

opening balance

additions amortisation total

Computer software 3 714 675 3 125 067 (3 297 561) 3 542 181

Biodiversity Information Management System 3 044 968 1 409 164 - 4 454 132

6 759 643 4 534 231 (3 297 561) 7 996 313

reconciliation of intangible assets – 2019

opening balance

additions additions through transfer

of functions/

mergers

amortisation total

Computer software 6 109 573 1 899 822 3 500 (4 298 220) 3 714 675

Biodiversity Information Management System 1 548 652 1 496 316 - - 3 044 968

7 658 225 3 396 138 3 500 (4 298 220) 6 759 643


171171


Notes to the financial statements

11. heritage assets

2020 2019

cost / valuation

accumulated impairment

losses

carrying value

cost / valuation

accumulated impairment

losses

carrying value

Historical monuments 224 062 - 224 062 224 062 - 224 062

Conservation areas 18 422 262 - 18 422 262 17 682 262 - 17 682 262

total 18 646 324 - 18 646 324 17 906 324 - 17 906 324

reconciliation of heritage assets 2020

opening balance

additions total

Historical monuments 224 062 - 224 062

Conservation areas 17 682 262 740 000 18 422 262

17 906 324 740 000 18 646 324

reconciliation of heritage assets 2019

opening balance

total

Historical monuments 224 062 224 062

Conservation areas 17 682 262 17 682 262

17 906 324 17 906 324

heritage assets which fair values cannot be reliably measured

The following heritage assets were not recognised due to a reliable measurement not being possible on initial recognition

as follows:

The Institute manages 10 proclaimed national botanical gardens, 1 botanical garden and the National Zoological Garden

which are protected as conservation areas in terms of its mandate. A significant portion of the land is owned by state

institutions. Due to the nature of the Institute’s activities, the Institute could not establish either a fair value/deemed cost nor

a replacement cost for these heritage assets. The entity is not the legal owner of most of the land and only the management

authority. The total size of the land is 9571 hectares, spread in 10 proclaimed national botanical gardens across the country,

one botanical garden in Limpopo and the National Zoological Garden in Gauteng and a centre in Limpopo, is being held

indefinitely for the benefit of present and future generations. The land is protected, kept unencumbered, cared for and

preserved for its natural heritage.

Other heritage assets, which are not held for sale are as follows:

SANBI has a rich and valuable collection of original watercolour plates and pen and ink drawings housed at herbaria in

Pretoria and Cape Town. The Pretoria collection was built up from around 1916, by the former Botanical Research Institute,

as the original artwork for its many journals and books. It continues to be added to as new papers and books are published.

Additional smaller collections of artwork were acquired by means of bequests to the nation or purchased by grants.



172172


SANBI herbaria house archived specimens of dried plant material mounted on cardboards or in packets, stored in cupboards arranged in an accessible system. These plant specimens are kept in modern steel cabinets with magnetic sealing doors (some are kept in older wooden cabinets made of different kinds of wood and now forming a valuable collection of examples of worked timber). The collection currently stands at approximately 2 million specimens of which 1.4 million are computerised.

Most specimens are from southern Africa, but the collection extends into the rest of Africa and surrounding islands and includes small collections from outside Africa. Vascular plants, bryophytes and lichens are represented.

The collection of the National Herbarium (PRE) was extended by several valuable collections over the years, including that of E.E. Galpin and, in 1952, the Transvaal Museum (TRV). More recently the Saasveld Herbarium and the Forestry Herbarium (PRF) were incorporated in the National Herbarium (PRE), currently making it by far the largest herbarium in Africa.

The oldest specimen in this collection is a specimen of Erica mammosa, collected by W.J. Burchell (1781–1863) on the Cape Flats near Salt River in January 1811. Other historically significant specimens in the collection includes: Dichrostachys

cinerea subsp. africana var. africana collected by Burke and Zeyher on their first trip to the Magaliesberg in 1841 and Ochna

pulchra, collected by General J.C. Smuts near the Pienaars River, 50 miles west of Warmbaths, in October 1932.

There are approximately 13 564 type specimens in the collections of the National Herbarium. Type specimens are scientifically significant specimens in the collection as they are acting as a reference for the plant name, upon which the name is based.

The cryptogrammic collection of the National Herbarium consists of more than 80 000 mounted specimens of bryophytes (hornworths, liverworts and mosses). It contains the largest and most representative collection of southern African cryptogams. The PRE cryptogrammic herbarium is the largest of its kind in Africa and one of the largest in the southern hemisphere.

SANBI has two main libraries – the Mary Gunn Library in Pretoria and the Harry Molteno Library in Cape Town. They rank amongst the biggest botanical libraries in the southern hemisphere and are a valuable resource for information on southern African flora and biodiversity. The Mary Gunn Library dates back to 1916 and is housed in the National Herbarium in Pretoria and is currently the most comprehensive botanical library of its kind in Africa and serves as one of the important botanical and biodiversity resources in Africa. The library houses a magnificent Africana and Rare Antiquarian Book Collection such as the 18 broadsheet edition of Redouté’s Les Liliacées (1807–1816) and the Xylotech Book Collection by Clementz H. Wehdemann (early 1800s).

The Harry Molteno Library at Kirstenbosch dates back to 1913 when the garden was founded but was officially started in 1921. Since that time it has grown considerably and has moved several times. It is presently housed in the Kirstenbosch Research Centre.

11. heritage assets (continued)

* see note 40


173173


12. Unspent conditional grants and receipts

Unspent conditional grants and receipts comprises of:

Unspent conditional grants and receipts

Unspent conditional grants and receipts 76 115 358 69 708 593

Debit balances transferred to receivables from non-exchange transactions 11 837 585 727

Unspent conditional grant deposits 4 200 000 4 200 000

80 327 195 74 494 320

movement during the year

Balance at the beginning of the year 74 494 319 65 620 645

Additions during the year 43 964 914 38 165 535

Income recognition during the year (38 143 875) (29 877 587)

Debit balances transfered to receivables from non-exchange 11 837 585 727

80 327 195 74 494 320

13. Payables from exchange transactions

Trade payables 28 864 482 24 586 929

Other payables 7 895 363 8 022 858

Income received in advance 209 608 200 497

Accrued expense 25 098 280 16 757 664

Accrued leave pay 20 655 268 17 051 483

Accrued service bonus 8 499 768 8 589 084

91 222 769 75 208 515


* see note 40


174174



14. Provisions

reconciliation of provisions – 2020

opening balance

additions Utilised during the

year

reversed during the

year

total

Performance and related incentives 8 391 067 5 738 731 - (8 391 067) 5 738 731

Capped leave provision 3 312 300 - (77 906) - 3 234 394

Long service awards 2 698 209 - (324 166) - 2 374 043

14 401 576 5 738 731 (402 072) (8 391 067) 11 347 168

reconciliation of provisions – 2019

opening balance

additions Utilised during the

year

reversed during the

year

total

Performance and related incentives 5 972 771 8 391 067 - (5 972 771) 8 391 067

Capped leave provision 3 548 790 - (236 490) - 3 312 300

Long service awards 1 177 000 1 521 209 - - 2 698 209

10 698 561 9 912 276 (236 490) (5 972 771) 14 401 576

Non-current liabilities 5 101 045 5 722 299

Current liabilities 6 246 123 8 679 277

11 347 168 14 401 576

Performance related incentives are based on assessment of the employee’s performance in terms of employment contracts. There is uncertainty as to the amount to be paid out.

Capped leave provision represents the value of leave credits accumulated prior to 01 July 2000. There is uncertainty as to the timing vesting of the leave.

The long service bonus awards are payable to employees who have completed uninterrupted milestone service with the SANBI. The value of the awards is determined by SANBI policy as reviewed from time to time. The timing of the payout is known but there is uncertainty if the employee will still be in service on these dates. The values have been calculated by independent actuaries, One Pangaea.

The provision for performance incentives is based on 1.5% or 1% of total budgeted employee remunerations for the national botanical gardens and National Zoological Garden respectively, and other related incentives is based on past cost with incremental percentage where deemed necessary.

* see note 40


175175



15. transfers payable (non-exchange)

Principal funds 23 266 508 2 871 916

Funds held for onward transfers to third parties on attainment of agreed objectives.

SANBI is classified as an agent in respect of its relationship with:

1. Adaptation Fund.

SANBI acts as the National Implementing Entity. Funds are disbursed as per contractual arrangements in the form of:

– The Small Grants Facility, which seeks to enable vulnerable communities to increase resilience to climate change.

– Building resilience in the greater uMngeni catchment, which aims to increase resilience of vulnerable communities through interventions such as early warning systems, climate smart agriculture and climate proofing settlements.

2. Global Environment Facility

– Biodiversity Land Use Project – to mainstream biodiversity into land use planning at the local government scale.

– Mainstream biodiversity and ecosystems values to unlock development finance and secure ecological infrastructure for water security in two critical water catchments, the Berg–Breede and the Greater uMngeni catchments.

revenue received for agency activities

Management fees 22 395 599 17 499 384

reconciliation of carrying amount of transfers payable 2019/2020

opening balance transfers from principal

disbursement closing balance

The Adaption Fund 5 827 346 33 766 719 (18 344 751) 21 249 314

Global Environmental Facility (2 955 430) 20 883 110 (15 910 486) 2 017 194

2 871 916 54 649 829 (34 255 237) 23 266 508

reconciliation of carrying amount of transfers payable 2018/2019

opening balance transfers from principal

disbursement closing balance

The Adaption Fund 21 651 219 2 311 999 (18 135 872) 5 827 346

Global Environmental Facility (245 388) 10 180 288 (12 890 330) (2 955 430)

21 405 831 12 492 287 (31 026 202) 2 871 916

* see note 40


176176


16. employee benefit obligations

Post-retirement benefits

The South African National Biodiversity Institute Retirement Funds consist of the South African National Biodiversity Institute Provident Fund and the South African National Biodiversity Institute Pension Fund. The values have been calculated by independent Actuaries, Old Mutual.

Membership of the funds are a prerequisite for all permanently employed staff employed as from the 1st of December 1994.

The policy is to provide retirement benefits for employees by means of separate Pension and Provident Funds to which both employee and employer respectively contribute in equal proportion.

The Provident Fund is a defined contribution fund, except for members in service on or before 30 November 1995 who qualify for a defined benefit from the fund. The Pension Fund is also a defined contribution fund. The employer contributes to the Provident Fund while the employees’ contribution is paid to the Pension Fund.

Retirement benefit income statements amounts are included in personnel costs.

Total employer’s contribution 20 481 670 18 814 824

fair value of the defined benefit obligation:

Opening balance (321 832 810) (324 887 419)

Interest cost (35 462 355) (29 878 516)

Current service cost (15 361 252) (14 157 438)

Benefits paid 29 843 170 34 374 032

Actuarial gain/(loss) on plan assets 57 128 620 12 716 531

Present value of obligation as at 31 march 2020 (285 684 627) (321 832 810)

fair value of Plan assets

Opening balance 323 595 844 325 907 335

Expected return on plan assets 35 650 648 29 970 970

Contribution 15 172 959 14 064 986

Benefits paid (29 843 170) (34 374 032)

Actuarial gain/(loss) on plan assets (33 536 075) (11 973 415)

fair value of plan assets as at 31 march 2020 311 040 206 323 595 844

amounts recognised in the statement of financial Position

Present value of funded obligation (285 684 628) (321 832 810)

Fair value of plan assets 311 040 206 323 595 844

Surplus (deficit) in plan 25 355 578 1 763 034

Unrecognised actuarial (gains)/losses (25 355 578) (1 763 034)

- -


* see note 40


177177



16. employee benefit obligations (continued)

Post-retirement benefits

In terms of GRAP 25 an asset should not be recognised in the entity’s statement of financial position unless the entity has control of the asset, the asset arises due to past events (e.g. excess contributions) and the entity has beneficial use of the assets (e.g. via a contribution holiday or cash refund). A liability must always be recognised. The values have been calculated by independent actuaries.

Current cost 20 481 670 18 814 824

Interest on obligation 35 462 355 29 878 516

Expected return on plan assets (35 650 648) (29 970 970)

Net acturial (gains)/losses recognised in the current year (23 592 545) (743 116)

(3 299 168) 17 979 254

key actuarial assumptions in determining the above positions

Discount rate annualised yield on R213 (2019: R213) 11,27 % 9,50 %

Inflation rate 5,61 % 5,40 %

Expected rate of salary increases (Inflation +1%) 6,61 % 6,40 %

Expected rate of return on plan assets (Actuarial valuation) 11,27 % 9,50 %

defined benefit pension plan

2016 2017 2018 2019 2020

Defined benefit obligation

(268 259 643) (299 537 080) (324 887 419) (321 832 810) (285 684 628)

Plan assets 304 436 502 318 336 832 325 907 335 323 595 844 311 040 206

Surplus (deficit) 36 176 859 18 799 752 1 019 917 1 763 034 25 355 578

Experience adjustments on plan liabilities

(6 360 293) (11 066 620) 14 054 157 (12 716 531) (57 128 620)

Experience adjustments on plan assets

11 405 541 (13 341 332) (5 511 655) (11 973 415) 33 536 075

* see note 40


178178



Post- retirement medical aid benefits

amounts recognised in the tatement of financial performance

Service cost 2 298 000 1 981 000

Interest cost 5 582 000 3 980 000

Acturial (gain)/loss recognised (7 759 000) 4 284 000

total included in employee benefits [(gain)/expense] 121 000 10 245 000

amounts recognised in the statement of financial Position

Post-employment medical obligation

Present value of funded obligation

– Members 35 794 000 38 655 000

– Non-members 17 324 000 15 907 000

53 118 000 54 562 000

movements in the net liability in the statement of financial position

Post-employment medical obligation

Net liability at start of year 54 562 000 45 627 000

Interest cost 5 582 000 3 980 000

Current service cost 2 298 000 1 981 000

Benefit payment (1 565 000) (1 310 000)

Projected accrued services liability at end of the year 60 877 000 50 278 000

Actuarial (gain) loss (7 759 000) 4 284 000

53 118 000 54 562 000

Principal actuarial assumptions at statement of reporting date

Discount rate 31 March (%) 12,59 % 10,38 %

General increases to medical aid subsidy (%) 8,25 % 7,86 %

Proportion continuing membership at retirement (%) 100,00 % 100,00 %

Proportion of retiring members who are married (%) 90,00 % 90,00 %

Retirement age (years) 65 65


* see note 40


179179




Projection of liability to 31 march 2021

The projection of the results from 01 April 2020 to 31 March 2021, assuming that the experience follows the assumptions exactly, is as follows:

Post-employment medical obligation:

Net liability at start of year 1 April 2020 53 118 000

Interest cost 6 565 000

Current service cost 2 072 000

Benefit payments (1 954 000)

Projected accrued service liability as at 31 march 2021 59 801 000

sensitivity analysis

The results are dependent on the assumptions used. In order to illustrate the sensitivity of the Actuarial results to changes in certain key variables, the Actuaries have recalculated the liabilities using the following assumptions:

– A 1% increase/decrease in the Medical Aid maxium cap inflation will result in the following amounts as disclosed below;

– A PA(90) and PA(90)-2 in the assumed level of mortality will result in the following amounts as disclosed below PA(90)-2 (PA(90) with a two-year adjustment) means that, to each beneficiary a mortality rate of an individual two years younger than that beneficiary was attached. A lighter mortality rate implies that the individual lives longer than expected in the valuation basis.

medical aid and maximum cap inflation -1% medical aid and

maximum cap inflation (rand)

valuation assumption

(rand)

+1% medical aid and

maximum cap inflation (rand)

Total accrued liability 47 993 000 53 118 000 59 154 000

Service cost 1 835 000 2 072 000 2 356 000

Interest cost 5 920 000 6 565 000 7 324 000

mortality valuation basis Pa (90) (rand)

Pa (90) - 2 (rand)

Employer’s accrued liability 53 118 000 55 252 000

Employer’s service cost 2 072 000 2 131 000

Employer’s interest cost 6 565 000 6 833 000

* see note 40


180180


17. other income

Sundry income 1 446 994 6 015 646

Guided tours 1 834 131 1 223 306

Insurance refund 1 086 174 378 871

Staff transport 155 308 154 306

Use of garden facilities 290 635 289 070

Professional services 7 389 714 8 454 428

Public functions 131 080 29 315

Commission received 62 500 62 500

Golf cart rentals 567 508 711 062

12 964 044 17 318 504

18. Government grants and subsidies

operating grants

Government operating grant 418 356 026 385 301 000

capital grants

Government capital grant 91 551 000 79 350 000

509 907 026 464 651 000

19. other grants, bequests, sponsorships and donations

Sponsorships 38 868 465 41 724 910

Bequests 30 880 30 932

Donations 1 397 586 392 899

Unspent conditional grants and receipts (1 997 419) (4 813 999)

Other grants 30 244 443 28 457 465

68 543 955 65 792 207


* see note 40


181181



20. employee related costs

Basic 247 393 635 252 788 190

Acting alllowances 1 066 043 477 861

Cellphone allowances 692 800 723 971

Housing benefits and allowances 9 422 006 7 760 837

Leave pay 2 538 855 846 700

Long-service awards 342 106 279 500

Medical aid – company contributions 23 238 585 19 731 310

Merit awards 53 006 997 999

Overtime payments 13 283 695 11 044 714

Pensioners annuities 9 196 8 360

Performance bonus (780 802) 6 593 900

Senior management services allowances 15 406 203 16 771 292

Service bonus 17 972 178 21 608 206

Standby allowance 465 866 465 233

Workmen’s compensation 1 983 098 1 395 337

Risk benefit contributions 7 092 845 6 232 198

Research assistants 1 534 659 1 169 675

Student stipends 3 541 381 1 341 514

Assistant education officers 291 162 497 791

Other short term costs 2 347 429 3 465 236

Contract employee remuneration 49 456 138 38 726 499

Retirement fund contributions 21 685 314 21 289 855

Unemployment Insurance Fund 1 810 384 1 755 937

420 845 782 415 972 115

remuneration of accounting authority and sub committee members

Meeting fees (Refer to Note 31) 838 040 1 431 138

* see note 40


182182



21. operating expensesAdvertising 40 341 1 015 867

Animal costs 6 765 476 7 224 021

Auditors remuneration (Note 24) 9 582 141 5 950 401

Bank charges 2 472 280 2 783 653

Biological asset costs 870 559 1 063 333

Bursaries 7 847 796 8 790 464

Cleaning 7 685 239 6 202 414

Concert – costs 4 646 159 4 185 646

Conferences and seminars 9 137 281 8 048 643

Consulting and professional fees 39 814 418 41 404 753

Consumables 6 408 495 8 983 962

Entertainment 35 228 27 504

Field trips 132 998 578 392

Hire of equipment 304 956 482 825

Cost of sales 3 724 618 5 261 021

Insurance 3 399 349 3 130 950

IT expenses 16 087 546 13 399 281

Marketing 2 589 053 2 980 567

Motor vehicle expenses 8 107 061 7 507 433

Municipal charges 20 626 429 18 345 568

Partnership fees - (92 717)

Postage and courier 684 105 779 402

Printing and stationery 4 048 647 5 030 205

Project implementer costs 5 225 541 2 531 422

Protective clothing 655 545 971 136

Recruitment costs 919 926 794 642

Refuse 164 689 408 878

Repairs and maintenance (Note 23) 5 723 883 9 444 473

Royalties 2 112 278 1 266 505

Security 20 799 417 17 662 968

Staff welfare 1 199 325 1 392 811

Subscriptions and membership fees 866 198 1 042 923

Sundry expenses 5 681 394 6 957 410

Sundry garden and operating expenses 2 093 913 11 215 483

Telephone and fax 1 968 466 4 121 698

Training 665 560 2 405 479

Travel expenses 26 534 059 25 920 246

Uniforms 353 446 575 470

Venue expenses 1 839 171 3 670 895

231 812 986 243 466 027

* see note 40


183183



22. debt impairmentProvision for impairment movement (Note 4) (98 471) 458 909

Bad debts written off 368 164 -

269 693 458 909

23. repairs and maintenanceExpenditure incurred to repair and maintain property, plant and equipment

24. auditors’ remunerationExternal audit fees 7 776 110 4 048 578

Internal audit fees 1 660 119 1 483 115

Expenses 145 912 418 708

9 582 141 5 950 401

25. cash generated from operationsSurplus 41 856 649 7 171 571

adjustments for: Depreciation and amortisation 33 938 226 32 389 698

Loss on sale of assets 612 986 917 518

Fair value adjustments (801 180) (1 416 410)

Impairment deficit 249 767 2 788 030

Debt impairment 269 693 458 909

Movements in operating lease assets (8 515) (61 820)

Movements in retirement benefit assets and liabilities (1 444 000) 8 935 000

Movements in provisions (3 054 408) 2 830 205

Fair value of donated assets (740 000) 404 664

Plants for resale cost 811 395 952 419

Foreign exchange loss/(gain) (474 026) (442 518)

changes in working capital:Inventories 59 051 (1 362 445)

Receivables from exchange transactions 3 893 208 4 465 224

Other receivables from non-exchange transactions (8 009 969) 1 418 713

Payables from exchange transactions 16 006 342 10 325 824

Transfers payable (non exchange) 20 394 592 (18 532 242)

Unspent conditional grants and receipts 5 832 875 9 038 065

109 392 686 60 280 405

5 723 883 9 444 473

* see note 40


184184


26. commitmentsauthorised capital expenditure

already contracted for but not provided for• Property, plant and equipment 89 477 365 55 706 436

• Intangible assets - 9 138 458

89 477 365 64 844 894

total capital commitmentsAlready contracted for but not provided for 89 477 365 64 844 894

The above commitments will be financed by retained surpluses, existing cash resources, funds internally generated and government grants.

operating leases - as lessee (expense)

minimum lease payments due – within one year 530 218 624 308

– in second to fifth year inclusive 171 395 369 270

701 613 993 578

Operating lease payments represent rentals payable by the entity for certain of its office equipment. Leases are negotiated for an average term of three years and rentals are fixed for an average of three years. No contingent rent is payable.

27. contingencies

Guarantees Staff housing guarantees, estimated maximum 53 030 53 030

Recoverable from retirement funds (53 030) (53 030)- -

SANBI assists qualifying officials partly for housing loans from financial institutions. For this purpose agreements have been entered into with approved financial institutions to the effect that SANBI will guarantee a maximum of 20% of the housing loan for which a person qualifies. The maximum amount is based on the official’s basic salary. SANBI guaranteed 3 loans in the current year (2019: 3). The guarantees are fully recoverable from the employees’ cash portion of their retirement fund.

retention of surplusNational Treasury has conditionally approved for SANBI to retain a surplus amount of R105 100 000.

claim submitted by third parties Claim totalling R nil (2019: R 19 202) has been submitted by third party for loss inflicted by SANBI property. The claim has been submitted to the insurers for assessment of liability. The claim is still under investigation

Claim totalling R nil (2019: R 630 890) has been submitted by third party for loss suffered on SANBI property. The claim has been submitted to the insurers for assessment of liability. The claim is still under investigation.

claim submitted by employee A former employee is in an arbitration case with SANBI. The possible outcomes of the litigation could be granted in the former employee’s favour and would result in an amount to be paid of R140 709.

contingent assetsAppointment of a contractor for the construction of new office building, repairs, renovations and upgrades at the KZN Herbarium. A dispute referred by contractor to arbitration. SANBI has a counter claim less estimated future costs including costs of experts, legal costs and arbitration to the value of R 7 146 030.


* see note 40


185185



28. reconciliation of budget and actual amounts

material differences between budget and actual amounts

Variances of 10% or more are provided for lines items that are budgeted for.

The variances between the approved budget and actual results are due to the following:

admission fees – Given the tough economic conditions, the increase in visitor numbers did not meet the projected anticipated visitor number increases.

rent received – Given the challenges with operators and tight economic conditions, the increase in visitor numbers did not translate into higher rentals.

interest received – long term project funds inflows enabled investment of excess cash at more advantageous rates.

Goverment grants – includes additional funding received for Groen Sebenza and infrastructure upgrades.

other grants, bequests, sponsorships and donations – project funds were not received as expected due to later commencement dates

employee related costs – critical posts were filled and project personnel appointed at varied expected dates. Overall there is underspending on the budget as a result of timing differences between the funds received and project plans.

operating expenditure – this budget includes both operating and capital expenditure. The actual capital expenditure is capitalised. In aggregate, the actual operating and capital expenditure is not materially different to the budget.

29. related parties

relationships

Controlling entity Department of Environment, Forestry and Fisheries

Entities under common control South African National Parks

South African Weather Services

iSimangaliso Wetland Park

Members of key management Refer to Note 31

related party balancestrade receivablesDepartment of Environment, Forestry and Fisheries - 84 649

South African National Parks 2 400 -

related party transactionsGovernment grantsDepartment of Environment, Forestry and Fisheries 509 904 055 464 651 000

other grants, bequests, sponsorships and donationsDepartment of Environment, Forestry and Fisheries 250 000 250 000

salesSouth African National Parks 3 360 -

* see note 40


186186


29. related parties (continued)compensation to members and other key managementBoard members remuneration 586 356 1 328 406

Board sub-committee members remuneration 84 387 102 732

Executive committee remuneration 14 717 877 16 222 464

15 388 620 17 653 602

30. risk managementfinancial risk management

The entity’s activities expose it to a variety of financial risks: market risk (including foreign exchange risk, fair value interest rate risk and cash flow interest rate risk), credit risk and liquidity risk.

In the course of SANBI’s operations it is exposed to credit, liquidity and market risk. SANBI has developed a comprehensive risk strategy in terms of Treasury Regulation 27.2 (require a public entity to have a comprehensive risk management strategy, which includes a fraud prevention plan) in order to monitor and control these risks. The risk management process relating to each of these risks is discussed under the headings below.

SANBI’s overall risk management programme focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on SANBI’s financial performance. SANBI does not use derivative financial instruments to hedge risk exposures. Risk management is performed by management under policies approved by the executive committee. Management identifies, evaluates and manages financial risks in close co-operation with SANBI’s operating units.

liquidity risk

The entity’s risk to liquidity is a result of the funds available to cover future commitments. The entity manages liquidity risk through an ongoing review of future commitments and credit facilities.

Cash flow forecasts are prepared.

Prudent liquidity risk management implies maintaining sufficient cash and obtaining the continued commitment from the Department of Environment, Forestry and Fisheries for the government grant and related project funding. Due to the nature of the business, management maintains flexibility in funding by maintaining expenses below budget. The table below analyses SANBI’s financial liabilities into relevant maturity groupings based on the remaining period at the statement of financial position date to the contractual maturity date. The amounts disclosed in the table are the contractual undiscounted cash flows. Carrying amounts equate to their fair values.

at 31 march 2019 less than 1 year

between 1 and 2 years


over 5 years

Trade and other payables 61 858 125 - - -

at 31 march 2018 less than 1 year



over 5 years

Trade and other payables 49 367 451 - - -


* see note 40


187187


30. risk management (continued)credit risk

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. Financial assets, which potentially subject SANBI to the risk of non performance by counter parties, consist mainly of cash and cash equivalents and accounts receivable. SANBI limits its treasury counter-party exposure by only dealing with well-established financial institutions approved by National Treasury through the approval of their cash management policy in terms of Treasury Regulation. SANBI’s exposure is continuously monitored by the Accounting Authority. SANBI does not have any material exposure to any individual or counter-party. SANBI’s largest concentration of credit risk is limited mainly to the sale of plants. No events occurred in the industry during the financial year that may have an impact on the accounts receivable that has not been adequately provided for. SANBI no longer assists qualifying employees to obtain 100% housing loans from financial institutions without a cash deposit, as the financial institution concentrate more on the affordability other than what the staff member qualifies for. However, these guarantees are fully recoverable from the employees’ cash portion of their retirement fund. Due to the nature of the Institute’s financial instruments it is highly unlikely that the Institute will encounter difficulty in raising funds to meet commitments associated with financial instruments.

maximum exposure to credit risk of financial assets at year-endTrade receivables 6 294 286 11 722 723

Cash and cash equivalents 459 619 396 385 227 320

465 913 682 396 950 043

fair value of financial assets at year-endTrade receivables 7 889 116 12 052 017


468 300 188 398 066 543

market riskinterest rate risk

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. SANBI obtains competitive rates from approved financial institutions on a monthly basis.

As SANBI has significant interest-bearing assets, hence SANBI’s income and operating cash flows are dependent on changes in market interest rates. SANBI reviews its interest rate exposure on a regular basis. Market rates are compared with stable and credit-rated financial institutions. Various institutional rates are simulated taking into consideration terms of deposits, availability of cash resources and any related risk factors. SANBI’s exposure to interest rate risk and the effective interest rates on financial instruments at the financial reporting date are as follows:

assetsCash deposits: 5% effective interest (2019: 6%) 459 619 396 385 227 320

sensitivity analysisInvestment income at a 1% deposit rate increase 4 596 193 3 852 273

sensitivity analysisInvestment income at a 1% deposit rate decrease (4 596 193) (3 852 273)

Based on these scenarios, the impact of a positive 1% shift in deposit interest rates will have a R 4 596 193 (2019: R 3 852 273) impact on income.


* see note 40


188188


30. risk management (continued)

foreign exchange risk

The entity does not operate internationally, but undertakes some transactions denominated in foreign currencies, and is thus exposed to foreign exchange risk arising from fluctuations in foreign currencies. The entity does not hedge itself against exposure to foreign exchange risk. Foreign currency exposure at financial year-end relates to trade payables and is disclosed in the note to the annual report.

At 31 March 2020, if the currency had strengthened by 11% against the US dollar with all other variables held constant,the surplus for the year would have been R 331 402 (2019: R 63 645) higher, mainly as a result of foreign exchange gains or losses on translation of US dollar.

foreign currency exposure at statement of financial position date

LiabilitiesUSD 168 750(2019: 36 890) 3 012 744 538 620

GBP Nil(2019: 1 325) - 25 172

AUD Nil(2019: 1 430) - 14 803

exchange rates used for conversion of foreign items were:

USD 17.8533 14.5968

GBP - 18.9977

AUD - 10.3519


* see note 40


189189



31. board and executive members’ emoluments

board and committee members fees fees Ms B.D. Ferguson (Board Chairperson 01/10/18 – 31/03/18) 69 096 146 360

C Mbizvo: Acting Chief Executive Officer (ex officio)

Dr L. Dziba* 7 338 18 345

Ms T. Godongwana 86 032 115 575

Mr S. Gounden* 25 683 82 173

Mr L.J. Makoro* 7 338 22 014

Prof. B.W. van Wilgen 77 100 77 049

Mr T. Zororo* 36 690 25 683

Dr L.T. Luthuli 104 369 77 172

Ms V.J. Klein 74 287 94 647

Ms P.N. Mngomezulu 87 677 108 237

Prof. M. Muthama* 14 676 7 338

Ms J. Hermans (Resigned 11/06/2019) 39 977 69 711

Dr C.G. Olver (Resigned 10/06/2019) 40 480 87 196

Dr Y. Seleti** - -

Ms L. Makotoko** - -

Ms M.E. Magomola (Board Chairperson 01/04/18 – 31/05/18) - 63 090

Dr J.M. Matjila [ 01/04/18 – 30/09/18 (Acting Board Chairperson 01/06/18 – 30/09/18)]

- 106 619

Prof. C.T. Chimimba* (01/04/18 –31/03/19) - 14 676

Dr S.T. Cornelius (01/04/18 – 30/09/18) - 112 741

Mr J.G. Dladla* (01/07/18 – 31/03/19) - 14 676

Ms S. Mancotywa** (01/04/18 – 30/09/18) - -

Ms N.N. Mnqeta (01/04/18 – 30/09/18) - 85 842

Ms B.D. Ngidi (01/04/18 – 30/09/18) - 101 994

670 743 1 431 138* Board sub-committee member

** No honoraria were paid – state employee

* see note 40


190190


2020executive members basic non

pensionable allowances

bonuses Pension and medical

benefits

total 2020

Executive Officer

C.H. Mbizvo – Head of Branch: Biodiversity Research, Policy and Knowledge Management (Acting Chief Executive Officer)

1 281 961 490 816 - 116 014 1 888 791

M. Rampedi – Chief Executive Officer (Resigned 11/08/2019)

654 061 249 146 - 74 208 977 415

L. Sithole – Chief Financial Officer 1 289 961 333 688 - 91 175 1 714 824

M.E. Khoahli – Chief Corporate Officer 65 257 82 578 - 5 043 152 878

M.J. Netshiombo – Chief Director: Human Resources

1 121 499 246 023 - 132 633 1 500 155

C.K. Willis – Chief Director: Conservation Gardens and Tourism

964 153 421 878 - 111 775 1 497 806

R.J. Sebola – Chief Director: Biosystematics and Collections

1 004 864 235 643 - 87 779 1 328 286

J.S. Donaldson – Chief Director: Biodiversity Research, Information and Monitoring

947 378 411 648 - 106 524 1 465 550

D. Pillay – Chief Director: Biodiversity Planning and Policy Advice

984 791 215 075 - 98 970 1 298 836

M. Barnett – Chief Director: Climate Change Adaptation

860 150 348 910 - 109 647 1 318 707

E.M. Mashile – Chief Operating Officer 269 610 71 411 - 20 667 361 688

C. Allenby – Acting Managing Director NZG (01-04-2019 to 31-07- 2019)

214 853 161 012 - 52 813 428 678

T. Mutshinyalo – Acting Managing Director NZG (01-08-2019 to 31-10- 2019)

193 487 89 097 - 14 865 297 449

L. Mudimeli – Managing Director NZG 299 268 164 357 - 23 189 486 814

10 151 293 3 521 282 - 1 045 302 14 717 877

2019executive members basic non

pensionable allowances

bonuses Pension and medical

benefits

total 2019

M. Rampedi – Chief Executive Officer (ex officio)

1 486 918 372 858 - 150 851 2 010 627

C.H. Mbizvo – Head of Branch: Biodiversity Research, Policy and Knowledge Management

1 179 353 568 699 - 119 205 1 867 257

L. Sithole – Chief Financial Officer 1 235 589 318 910 - 94 454 1 648 953

M.E. Khoahli – Chief Corporate Officer 924 308 399 869 - 117 440 1 441 617

M.J. Netshiombo – Chief Director: Human Resources

1 078 358 234 264 - 128 994 1 441 616

C.K. Willis – Chief Director: Conservation Gardens and Tourism

924 308 404 561 - 108 656 1 437 525


* see note 40

31. board and executive members’ emoluments (continued)


191191



R.J. Sebola – Chief Director: Biosystematics and Collections

929 187 224 529 - 85 850 1 239 566

J.S. Donaldson – Chief Director: Biodiversity Research, Information and Monitoring

897 193 391 994 - 106 622 1 395 809

K.E. Maze – Chief Director: Biodiversity Planning and Policy Advice

845 196 351 276 64 450 107 645 1 368 567

M. Barnett – Chief Director: Climate Change Adaptation

784 670 331 060 - 106 967 1 222 697

C. Allenby – Acting Managing Director NZG

738 833 183 137 - 226 260 1 148 230

11 023 913 3 781 157 64 450 1 352 944 16 222 464

32. operating lease – as lessorThe entity has entered into commercial property leases for the maximum duration of 5 years period. These leases arenegotiated for a term of between 1 year and 5 years and rentals are turnover based between 5% and 10% with a minimumrental amount payable.There are no contingent rents receivable.

minimum lease payments dueWithin 1 year 5 036 287 5 543 350

Between 2 to 5 years 7 698 773 11 691 400

12 735 060 17 234 750

33. financial instruments disclosurecategories of financial instruments

2020financial assets

at amortised cost

total


Trade and other receivables from exchange transactions 6 294 286 6 294 286

465 913 682 465 913 682

financial liabilitiesat amortised

costtotal

Trade and other payables from exchange transactions 61 858 125 61 858 125

2019financial assets

at amortised cost

total


Trade and other receivables from exchange transactions 11 722 723 11 722 723

31. board and executive members’ emoluments (continued)

* see note 40


192192


396 950 043 396 950 043financial liabilities

at amortised cost

total

Trade and other payables from exchange transactions 49 367 451 49 367 451

34. segment information

General information

identification of segments

The entity is organised and reports to management on the basis of mandated areas. The segments were organised around the type of service delivered and the target market. Management uses these same segments for determining strategic objectives. Segments were aggregated for the type of services and target market for reporting purposes.

The segmental information have been prepared in accordance with the Standards of Generally Recognised Accounting Practice (GRAP), issued by the Accounting Standards Board in accordance with Section 91(1) of the Public Finance Management Act (Act 1 of 1999).

The segment information 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.

Information reported about these segments is used by management as a basis for evaluating the segments’ performances and for making decisions about the allocation of resources. The disclosure of information about these segments is also considered appropriate for external reporting purposes.

types of goods and/or services by segment

These reportable segments as well as the goods and/or services for each segment are set out below:

reportable segment Goods and/or servicesConservation gardens and tourism National Botanical Gardens and related materials

Science policy and research Biodiversity research and policy advice

Zoological garden and tourism National Zoological Garden and related materials

Zoological research Zoological research and related materials

33. financial instruments disclosure (continued)


* see note 40


193193


34. segment information (continued)2020

conservation garden and

tourism

science policy and research

Zoological garden and

tourism

Zoological research

total

revenueRevenue from non-exchange transactions

121 073 920 222 530 362 1 316 070 2 975 579 347 895 931

Revenue from exchange transactions

88 283 524 6 924 152 31 727 723 2 042 378 128 977 777

Interest revenue 4 918 812 1 784 495 - - 6 703 307

total segment revenue 214 276 256 231 239 009 33 043 793 5 017 957 483 577 015Head office revenue 259 659 432

entity’s revenue 743 236 447

expenditureSalaries and wages 111 087 255 138 594 594 56 029 180 13 459 521 319 170 550

Other expenses 54 207 966 68 213 440 17 173 272 7 724 374 147 319 052

total segment expenditure 165 295 221 206 808 034 73 202 452 21 183 895 466 489 602

total segmental surplus/(deficit)

48 981 035 24 430 974 (40 158 659) (16 165 938) 17 087 413

Total revenue reconciling items

259 659 432

Head office expenditure (234 890 196)

Total segment surplus 17 087 413

entity’s surplus for the period

41 856 649

Additions to non-current assets, total assets and total liabilities of segments have not been disclosed as the amounts are not regularly provided to management for review.

figures in rand


194194


34. segment information (continued)2019

conservation garden and

tourism


Zoological garden and

tourism

Zoological research

total

revenueRevenue from non-exchange transactions

100 058 448 238 715 724 1 974 000 6 762 652 347 510 824

Revenue from exchange transactions

90 450 796 8 353 370 40 005 158 1 909 200 140 943 044

Interest revenue 4 782 670 1 264 777 - - 6 047 303

total segment revenue 195 516 290 248 333 871 41 979 158 8 671 852 494 501 171Head office revenue 223 739 357

entity’s revenue 718 240 528

expenditureSalaries and wages 107 146 868 126 679 070 55 193 024 13 212 352 302 231 314

Other expenses 47 023 173 69 816 518 23 253 713 6 747 067 146 840 471

total segment expenditure 154 170 041 196 495 588 78 446 737 19 959 419 449 071 785

total segmental surplus/(deficit)

41 346 249 51 838 282 (36 467 580) (11 287 568) 45 429 386

Total revenue reconciling items

223 739 357

Head office expenditure (261 997 172)

Total segment surplus 45 429 386

entity’s surplus for the period

7 171 571

Additions to non-current assets, total assets and total liabilities of segments have not been disclosed as the amounts are not regularly provided to management for review.

information about geographical areasScience policy and research segment is not defined to a specfic geograhical location.The entity’s conservation garden and tourism operations are in eight of the nine provinces.

figures in rand


195195


figures in rand

34. segment information (continued)The entity’s zoological garden operates in the Gauteng province.

The table below indicates their relevant geographical information after eliminating inter segmental transfers:

2020external revenues from non-

exchange transactionsexternal revenues from exchange transactions

total expenditure

Eastern Cape - (179) 810 753

Free State - 1 688 344 9 907 530

Gauteng 122 205 774 48 305 592 139 524 681

KwaZulu-Natal 100 1 050 660 9 112 136

Limpopo - 518 741 1 080 529

Mpumalanga - 1 994 210 16 310 884

Northern Cape - 206 490 2 204 202

Western Cape 3 159 695 73 208 579 80 730 853

total 125 365 569 126 972 437 259 681 568

Non-current assets are excluded from the above table as the necessary information is not available and the cost to develop it would be excessive.

2019external revenues from non-

exchange transactionsexternal revenues from exchange transactions

total expenditure

Eastern Cape - - 451 111

Free State 400 000 1 622 836 11 719 300

Gauteng 108 257 015 54 774 970 144 260 294

KwaZulu-Natal 200 957 466 8 679 826

Limpopo - - 997 292

Mpumalanga 80 1 693 285 14 718 340

Northern Cape 23 568 228 026 2 311 406

Western Cape 114 237 78 095 616 69 438 627

total 108 795 100 137 372 199 252 576 196

Non-current assets are excluded from the above table as the necessary information is not available and the cost to develop it would be excessive.

35. irregular expenditureOpening balance 17 437 931 29 528 835

Add: Irregular Expenditure – current year 17 823 686 5 327 700

Add: Irregular Expenditure – prior year 106 792 714 14 932 518

Less: Amounts condoned (11 514 507) (32 351 122)

130 539 824 17 437 931

analysis of expenditure awaiting condonation per age classification

Current year 17 713 854 1 284 414

Prior years 112 825 970 16 153 517

130 539 824 17 437 931

* see note 40


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35. irregular expenditure (continued)details of irregular expenditure Progress

Lack evidence of procurement processes followed – current year

Investigation and disciplinary processes in progress

12 589 199

Lack evidence of procurement processes followed – prior years

Investigation in progress 67 482 678

Local content and production percentage not stipulated on the SBD 6.2 form – current year


Local content and production percentage not stipulated on the SBD 6.2 form – prior years


Minimum CIDB grading not stipulated on the ToR although appointed service providers have the minimum CIDB grading – current year


Minimum CIDB grading not stipulated on the ToR although appointed service providers have the minimum CIDB grading – prior years


Non-procurement for banking services – current year Investigation in progress 430 109

Non-procurement for banking services – prior years Investigation in progress 1 416 972

124 616 399

details of irregular expenditure condonedcondoned by (condoning authority)

Lack evidence of procurement processes followed National Treasury 109 832

Condonations relating to prior years National Treasury, Accounting Authority, CEO

11 404 675

11 514 507

36. fruitless and wasteful expenditure

Interest on late payment (investigation in progress) 3 291 -

Damaged stock 28 758 -

32 049 -

There were no material losses through criminal conduct and any fruitless and wasteful expenditure that occurred during the financial year. Furthermore there were no losses recovered or written off in relation to fruitless and wasteful expenditure.

37. transfer of functions between entities under common control

transfer of functions between entities under common control occurring during the prior reporting period

Entities involved in the transfer of functions were:

Department of Science and Technology (DST) – National Research Foundation (NRF)

Department of Envirnomental Affairs (DEA) – South African National Biodiversity Institute (SANBI)

The following functions were transferred:

The National Zoological Garden (NZG)* see note 40


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37. transfer of functions between entities under common control (continued)The transfer was due to the NZG being a National Research Facility under the control and the management of NRF, a public entity reporting to the DST. In 2013, the DST proposed a transfer of the NZG from the NRF to SANBI, the DEA’s public entity. Following a due diligence exercise commissioned by a high level task team comprising officials of the national departments and the two public entities, it was determined that the transfer of the NZG to SANBI was both feasible and desirable.

The transfer of function took place during the 2018/2019 financial year.

The transfer was implemented on 01 April 2018.

value of the assets acquired and liabilities assumed

assets acquiredProperty plant and equipment - 36 441 306

Inventory - 1 915 560

Receivables from exchange transactions - 9 342 597

Cash and cash equivalents - 1 424 303

liabilities assumed - 49 123 766Trade and other payables - 6 679 277

Employee benefits - 872 810

- 7 552 087difference between the carrying amounts of the assets acquired, the liabilities assumed and adjustments required to the basis of accounting

- 41 571 679

difference between net assets and the consideration paid - 41 571 679

38. services in-kindThe NZG uses buildings and facilities situated at Boom Street, Pretoria and Mokopane, which belong to the Department of Public Works. These buildings and facilities are used in a variety of ways including offices, animal holding facilities, research, restaurants and entertainment. The value of the services in derived from their use is estimated at R 11 835 952 (2019: R 12 442 451). The size of the areas occupied are included as part of note 11.

The value of services derived from volunteers amounted to R 1 238 987 (2019: R1 164 686), being for the hours of work performed by the volunteers.

39. events after the reporting dateSubsequent to the year end SANBI has not been able to trade due to the lockdown that came into effect on 27 March 2020 and thus has lost significant amounts of revenue. Although this exposes the organisation to significant risks, measures have been put in place to manage the effects of the lockdown and to ensure the sustainability of the business operations.

* see note 40


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40. Prior period errors

These errors could not be split between the segments in the Institute.

The impact of the prior period errors on the 2019 figures are as follows:

figures in rand

* see note 40

as previously stated

Prior period error

adjustment

amount restated

statement of financial Position

Cash and cash equivalents 388 164 873 (2 150 347) 386 014 526

Receivables from exchange transactions 11 669 203 382 814 12 052 017

Property, plant and equipment 309 103 777 9 495 814 318 599 591

Unspent conditional grants and receipts (74 375 294) (119 026) (74 494 320)

Payables from exchange transactions (75 789 052) 580 537 (75 208 515)

Accumulated Surplus – prior year adjustments opening balance

- 22 526 22 526

Accumulated Surplus – gains on transfer of functions between entities under common control

(26 279 796) (15 291 883) (41 571 679)

Accumulated Surplus – net surplus (14 251 136) 7 079 565 (7 171 571)

statement of financial Performance

Admission fees 105 909 254 610 738 106 519 992

Rent received 16 402 871 (75 812) 16 327 059

Interest received 26 572 017 9 321 26 581 338

Other Income 26 682 489 (9 363 985) 17 318 504

Sales 5 581 685 2 677 5 584 362

Government operational grant 472 651 000 (8 000 000) 464 651 000

Other grants, bequests, sponsorships and donations 52 410 947 13 381 260 65 792 207

Employee related costs (415 336 580) (4 081 629) (419 418 209)

Operating expenses (242 922 694) 1 471 623 (241 451 071)

Depreciation (31 699 280) (690 418) (32 389 698)

Finance costs - (343 340) (343 340)

Net Surplus (14 251 136) 7 079 565 (7 171 571)


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figures in rand

cash flow statement

Receipts

Government operational grant 472 651 000 (8 000 000) 464 651 000

Other grants, bequests, sponsorships and donations 61 329 986 14 918 999 76 248 985

Commerical and other income 188 616 408 (13 266 200) 175 350 208

Payments

Employee costs (395 163 317) (4 277 008) (399 440 325)

Suppliers and other payments (265 003 325) 8 817 202 (256 186 123)

Finance costs - (343 340) (343 340)

note 26. commitments

authorised capital expenditurealready contracted for but not provided for

Property, plant and equipment 48 957 240 6 749 196 55 706 436

Intangible assets 5 173 048 3 965 410 9 138 458

54 130 288 10 714 606 64 844 894

note 30. risk management

Liquidity Risk

Trade and other payables 47 625 639 1 741 812 49 367 451

Credit Risk

Trade receivables 11 669 203 53 520 11 722 723

Cash and cash equivalents 387 209 492 (1 982 172) 385 227 320

Market Risk

Cash deposits 387 209 492 (1 982 172) 385 227 320

note 33. financial instruments disclosure

Financial assets 399 834 076 (2 884 033) 396 950 043

Financial liabilities 47 625 639 1 741 812 49 367 451

note 34. segment information

conservation gardens and tourism

Non exchange revenue (100 058 448) - (100 058 448)

Exchange revenue (90 450 796) (224 520) (90 675 316)

Interest (4 782 670) 144 (4 782 526)

Salaries & wages 107 146 867 1 107 146 868

Expenditure 47 310 060 (286 887) 47 023 173

Grand total (40 834 986) (511 263) (41 346 249)


Prior period error

adjustment

amount restated

40. Prior period errors (continued)


200200



Non exchange revenue (238 715 723) (1) (238 715 724)

Exchange revenue (7 188 683) (1 164 687) (8 353 370)

Interest (1 265 834) 1 057 (1 264 777)

Salaries & wages 126 217 426 461 644 126 679 070

Expenditure 69 877 301 (60 783) 69 816 518

Grand total (51 075 513) (762 769) (51 838 282)

Zoological garden and tourism

Non exchange revenue - (1 974 000) (1 974 000)

Exchange revenue (43 068 634) 3 063 476 (40 005 158)

Salaries & wages 55 193 024 - 55 193 024

Expenditure 23 003 316 250 397 23 253 713

Grand total 35 127 706 1 339 874 36 467 580

Zoological research

Non exchange revenue (3 890 000) (2 872 652) (6 762 652)

Exchange revenue (6 242 530) 4 333 330 (1 909 200)

Salaries & wages 13 212 352 - 13 212 352

Expenditure 6 706 345 40 722 6 747 067

Grand total 9 786 167 1 501 401 11 287 568

head office revenue and expenditure

Head office revenue (226 013 011) 2 273 654 (223 739 357)

Head office expenditure 258 758 503 2 238 669 260 997 172

Grand total 32 745 492 4 512 323 37 257 815

note 37. transfer of functions between entities under common control

Transfer of functions 26 279 796 15 291 883 41 571 679

note 38. services in kind

Services derived from volunteers - 1 164 686 1 164 686


Prior period error

adjustment

amount restated

40. Prior period errors (continued)

figures in rand


201201


Annexure A–donations, other grants and sponsorships

march 2020 march 2019GovernmentCouncil for Scientific and Industrial Research (CSIR) 634 052 622 758

Department of Environment, Forestry and Fisheries 250 000 250 000

Department of Science and Innovation 31 638 400 35 900 000

National Research Foundation (NRF) 9 589 672 12 699 212

Northern Cape Department of Agriculture, Land Reform and Rural Development 1 035 000 80 000

Rand Water - 160 000

South African Agency for Science and Technology Advancement (SAASTA) 1 444 603 489 244

South African National Energy Development Institute 77 811 80 190

Water Research Commission 2 000 000 400 000

46 669 538 50 681 404

foreignConservation Beyond Borders - 59 491

European Union (via United Nations Department of Economic & Social Affairs) 804 392 -

Global Biodiversity Information Facility (GBIF) 361 583 -

Global Environment Facility (via Development Bank of South Africa) 12 516 812 6 700 205

Green Climate Fund - 2 386 220

International Union for Conservation of Nature (IUCN) - 511 587

JRS Biodiversity Foundation 1 208 755 2 371 589

Mohamed Bin Zayed Foundation - 127 775

Royal Botanic Gardens Kew 1 415 585 1 059 232

Society for Wildlife Forensic services 24 773 -

The Adaptation Fund 36 725 848 3 066 508

Trace Wildlife Forensics - 77 000

Traffic International - 445 500

UN Environment–World Conservation Monitoring Centre 116 509 325 219

United Nations Development Programme (UNDP) 26 295 867 19 002 405

University of tel Aviv 24 000 24 90079 494 124 36 157 631

CorporateAppletiser 80 000 -

Cadbury - 80 000

Old Mutual 2 000 000 -2 080 000 80 000

*The supplementary information presented does not form part of the financial statements and is unaudited.


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trusts

BOE Trust Ltd 30 000 30 000

Botanical Education Trust 45 430 22 000

Estate Late Derek Fitzroy du Toit - 50 000

Estate Late Hugh F R Stewart - 932

Estate Late Pauline Marguerite Groves 880 -

Frances M Hawes Bequest 142 301 -

218 611 102 932

otherBench donations 27 000 -

Sundry donations 21 970 23 896

48 970 23 896

total donations, grants and sponsorships 131 900 566 89 005 057

Conditional donations, grants and sponsorships 38 868 464 41 724 910

Unconditional donations, grants and sponsorships 30 244 442 28 341 966

Bequests 30 880 30 932

Donations 1 397 586 392 899

Agency (excluded from Revenue) 54 649 831 12 492 287

Service provider 6 709 363 6 022 063

131 900 566 89 005 057

march 2020 march 2019Individuals and OrganisationsA24D24 Dot Com (Pty) Ltd - 47 058

Botanic Gardens Conversation International (BGCI) 103 407 -

DST-NRF via Stellenbosch University 54 941 -

Inqaba Biotech 16 000 -

Promolab (Pty) Ltd 8 000 -

AEC-Amersham Soc Ltd 2 000 -

LTC Tech South Africa (Pty) Ltd 10 500 -

MacGregor Family - 23 568

Tshwane University of Technology 30 000 -

PHASA Conservation and Empowerment Fund 100 000 -

Table Mountain Fund (TMF) 300 000 150 000

The Botanical Society of South Africa 1 794 928 1 738 567

World Wide Fund for Nature (WWF) 969 546 -

3 389 322 1 959 193

*The supplementary information presented does not form part of the financial statements and is unaudited.

Annexure A–donations, other grants and sponsorships


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