8 December 2011
1
THE JOHANNESBURG ZOO NPC
COMPANY INFORMATION:
Registration number
2000/022951/08
Registered Address
Jan Smuts Avenue
Parkview
2122
Postal Address
Private Bag X13
Parkview
2122
Telephone number
(011) 646 2000
Fax number
(011) 646 4782
Website
www.jhbzoo.org.za
Bankers
ABSA Bank of SA Limited
Auditors
Auditor-General of South Africa
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CHAPTER 1: PROFILE
Scope of the report ...…..…………………………………………………………………………...4
Company Profile ... ...………………………………………………………………………………..4
Vision . ………………………………………………………………………………………………..5
Mission ….……………………………………………………………………………………………5
Values ……………………………………………………………………………...…………………6
Strategic Statement …..……………………………………………………………………………..5
CHAPTER 2: LEADERSHIP PROFILE
Member of the Mayoral Committee’s Review ..…………………………………………………12
Chairperson’s Review …..…………………………………………………………………………14
Board of Directors ….……………………………………………………………………………...15
Chief Executive Officer’s Review ………………………………………………………………...18
Chief Financial Officer’s Review ..………………………………………………………………..22
CHAPTER 3: PERFORMANCE REVIEW
Highlights and Achievements …..………………………………………………………………...32
Performance against IDP and City Scorecard …..……………………………………………...51
Assessment of arrears on service charges …..…………………………………………………64
Statement of amounts owed by Government Departments and Public Entities ….………...64
Recommendations and Plans for the next financial year ….. .……………………………….67
CHAPTER 4: CORPORATE GOVERNANCE
Statement of Compliance …………………………………………………………………………70
Governance Structure ………………………………………………………………………….....70
-
Board of Directors …………………………………………………………………………70
Board Committees …………………………………………………………………………………72
-
Remuneration ……………………………………………………………………………..75
CHAPTER 5: SUSTAINABILITY REPORT …………………………………………………….81
CHAPTER 6: FINANCIAL STATEMENTS ……………………………………………………...90
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SCOPE OF THE REPORT
This annual report covers the entity’s governance, financial, social responsibility,
environmental, broader economic and overall sustainability performance for the 2010/2011
financial year.
It provides an account of the Company’s progress to date and offers a
forward-looking perspective in terms of future plans and value generating strategies.
COMPANY PROFILE
The Johannesburg Zoo has served the citizens of Johannesburg for 107 years. In 1904
Herman Eckstein donated the land in Saxonwold, together with a small animal collection
donated by Sir Percy FitzPatrick. The original animal collection consisted of 1 Lion, 1
Leopard, 1 Giraffe, 2 Sable Antelope bulls, 1 Baboon, 1 Genet, a pair of Rhesus Monkeys, a
pair of Porcupines and 1 Golden Eagle. Over time, the nature and operation of the Zoo has
changed dramatically. The Johannesburg Zoo now houses 1818 animals comprising 318
species in 54 hectares.
The Johannesburg Zoo philosophy places importance on four key pillars

Conservation

Education

Research

and Recreation
The Johannesburg Zoo is also constantly guided by the City of Johannesburg’s

Growth and Development Strategy (GDS)

Integrated Development Plan (IDP)

Mayoral Priorities and the

Environmental Management Department
Underpinning all the undertakings of the Johannesburg Zoo is the need to conserve wild
animals in their natural habitats.
The Johannesburg Zoo supports the World Zoo and
Aquarium Conservation Strategy, 2005, and will strive to meet the goals of this strategy.
Daily Zoo activities will be integrated to support our conservation activities and all
departments will strive to integrate conservation into their strategic plans.
4
Vision:
To be recognized as Gauteng’s environmental and wildlife destination of choice through
conservation, recreation, education and research.
Mission:
To successfully develop and manage the Johannesburg Zoo as a World-Class African Zoo
by:

Creating a safe, accessible, family-orientated environment in which to explore nature in
the heart of Johannesburg.

Providing the highest standards of animal care.

Inspiring people to appreciate wildlife.

Developing competent, motivated and customer-focused staff.

Integrating all aspects of operations with conservation efforts and responsible
environmental management.
Values:
Our values are:

Service Excellence

Ubuntu

People Development

Teamwork and Accountability

Information Transparency

Recognition and Reward

Health and Safety

Wildlife and Environmental Care and Responsibility
Strategic Statement:
The core business of the Johannesburg Zoo is the preservation and management of
biodiversity through direct conservation action, education, research and recreation. Our
fundamental values are those of sustainability and social and environmental responsibility.
1. Ex situ conservation – participate in cooperative breeding programmes and develop
our collection plan to ensure each species has a defined role within the Zoo of
conservation or educational significance.
2. Conservation education and communication – provide relevant and high quality
education to enhance people’s understanding of biodiversity conservation.
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3. In situ conservation – increase our support of in situ conservation projects to benefit
endangered species, their habitats and local communities.
4. Veterinary care – provide excellent clinical care and preventative medicine. Provide
training and expertise in conservation and zoological medicine
5. Research – increase our research capability and contribute to research of
conservation significance. Initiate our own research projects including education and
marketing research projects.
6. Environmental responsibility – advocate and implement the sustainable use of all
natural resources.
7. Social responsibility – create increased opportunities for previously disadvantaged
people to visit the zoo and experience the educational opportunities the Zoo
provides.
8. Sustainable financial support – strengthen the financial position of the Zoo for
enhanced service delivery.
9. Staff development – a team of highly competent and committed people who are
performance driven and customer focused and will do whatever it takes to achieve
the objectives of the Johannesburg Zoo strategy.
10. Recreation – Enjoy a “day out” in a safe, accessible, family orientated environment in
which to explore nature.
11. Assessment of impact – Review annually the impact of the strategy of the
Johannesburg Zoo to ensure progress and optimal use of resources.
The Zoo has placed an emphasis on providing the best animal husbandry including nutrition,
accommodation, enrichment, and medical care. The gardens and setting of the Zoo are
critical to visitor enjoyment and receive ongoing attention. Going forward, the Zoo focuses
on plants that are indigenous and water wise.
The Zoo has an important role in implementing and educating the public on biodiversity
conservation. Strong educational projects reach thousands of visitors annually.
Alignment with the Department of Education and the school curriculum ensures that Zoo
educational programmes remain relevant.
Research projects are undertaken in the Zoo and by staff in specific fields with the goal of
initiating our own research projects across all fields.
6
The Johannesburg Zoo is one of the premier tourism and recreation destinations in
Johannesburg. As such, the focus and the strategic direction of the Zoo is to grow and
develop in a way that will capture the hearts and minds of the residents of Johannesburg
and ensure that they enjoy the many delights that await them at the Zoo.
The Johannesburg has 180 employees. One of our major strengths is the dedication,
commitment and technical expertise of our staff. We recognize that to maintain our status as
a world-class Zoo, we would need to provide opportunities for training, mentoring and
exposure to Best Practice for the staff.
We are committed to the maintenance and the implementation of the Employment Equity
and Skills Development Acts and our target will continue to be PDIs and the disabled. A
system of performance, reward and development will be put in place to ensure that
consistently exceptional performance is rewarded.
Protecting and promoting the health of our staff is of primary importance particularly in light
of HIV/AIDS. We will continue to support our dynamic HIV/AIDS committee to ensure that
they can effectively continue their HIV/AIDS programme within the Johannesburg Zoo.
We will continue to ensure a healthy, nurturing and safe environment that will allow for
continued exceptional performance and personal growth of our staff.
Strategic Objectives
The Operational Plan of the Johannesburg Zoo is aligned with the Integrated Development
Plan (IDP) of the City of Johannesburg, as well as the Business Plan and the Key
Performance Indicated as set out in this KPI schedule on page 63. As a Municipal Entity,
the operations of the organisation are aligned to support the goals and development of the
city.
Environmental Sector Plan:
5-Year Strategic Objective
IDP Programmes and Key
Johannesburg
Programme Achievements
Zoo Operational
Plan
10 % improvement in integrity
of water sources

Develop and implement a storm-
Storm-water
water management plan and
Management
associated regulatory measures to
Plan
reduce the negative impact of
storm-water on river systems.
7
5-Year Strategic Objective
IDP Programmes and Key
Johannesburg
Programme Achievements
Zoo Operational
Plan

Implement a rehabilitation
programme to promote identified
water bodies for ecological and
recreational purposes.
Implement programmes to

Increase the Johannesburg Zoo
Animal
enhance the City’s
collection to 2,700 animals and
Department Plan
biodiversity through Zoo,
active participation in a breeding
Botanical Gardens and nature
programme for release.
reserves (green belts).

Contribute to the preservation of
Conservation
endangered species by expanding
Plan
the collection of animals and
through breeding of animals for
release, at the Johannesburg Zoo.

Develop and market awareness
Education and
programmes to increase the
Marketing Plan
number of learners visiting the Zoo
annually.

To establish a network of
open spaces that contribute to

social and environmental
Create a Discovery Centre to
Discovery Centre
contribute to the Biodiversity
and Visitor
education of citizens and scholars.
Services
Maintain parks and open spaces to
Safety for
ensure safety for recreational
Visitors
purposes,
opportunities
To increase the number of

City greening programme.
trees on sidewalks and in

Plant 200,000 indigenous trees in
parks and private properties
by 200,000.
City Greening
Programme
parks along streets and other
capital projects where possible
over the next five years, using
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5-Year Strategic Objective
IDP Programmes and Key
Johannesburg
Programme Achievements
Zoo Operational
Plan
EPWP/job creation and skills
development supported delivery
mechanisms.
Ensure that at least 5% of

support the indigenous tree
buildings in the city have
planting programme and
green cover.
Maintenance of the integrity of
Development of nurseries to
propagation.

Maintenance and Management of
Urban Forest.
the urban forest.

Implement an alien invasive
species/vegetation management
programme in targeted areas.
5% Reduction in air pollution

levels from a baseline index
Completed licensing and permitting
Compliance with
strategy for hospital incinerator.
legislation
Waste
of (2005), within specific
pollution categories.
15 % reduction in tonnages of

Waste Minimisation programme
waste disposed to landfill.

Ensure reduction through waste
separation

Facilitate recycling programmes
2% reduction in Green House

Mitigation programme
Gas emissions through

Promote green buildings (i.e.
flagship projects.
energy efficient) in future
Minimisation
Programme
Reduce Green
House Gas
emissions
developments.

Promoting green initiatives during
big events hosted at the City as a
response to climate change
mitigation e.g. green goal initiative
during 2010.
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5-Year Strategic Objective
IDP Programmes and Key
Johannesburg
Programme Achievements
Zoo Operational
Plan

Installation of solar water heaters.

Participate in city-wide awareness
Participate in city
institutional mechanisms to
forums with Municipal entities and
wide forums
implement environmental
other departments.
To improve City’s resilience to
climate change impacts.
Establish and strengthening
strategies within the City.
To integrate environmental

Formulating our environmental
Heritage
best practices and principles
management plan in line with the
Programme
in key City plans and
generic environmental plan.
programmes.

Incorporate environmental policies
into the operations.

Implement educational
environmental programmes for the
workforce.
Enhance growth in the
EPWP
Expanded Public Work
Programme
Programmes (EPWP).
These key programmes form the basis of the operational plan for the Johannesburg Zoo.
In addition to the Environmental sector thrusts, the Johannesburg Zoo is operated as a stand
alone Municipal Entity and as such there are programmes that are important to the efficient
running of the entity.
While not included in the IDP these goals and programmes are
important for the sustainable operation of the entity.
The costs associated with these
activities have been spread over the 5 key programmes; however a more detailed
examination of these areas is important.
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5-Year Strategic Objective
IDP Programmes and Key
Johannesburg
Programme Achievements
Zoo
Operational
Plan
Sustainable operation of the

Johannesburg Zoo.

Facilitate staff development to
Staff
ensure that staff is competent,
Development
safe and skilled.
Plan
Ensure good governance through
Governance
effective administration.

Maintain infrastructure in
accordance with the use
Maintenance
Plan
agreement.
11
JOHANNESBURG ZOO HIGH LEVEL ORGANOGRAM: 2010/2011
Note: Positions in green depict vacant positions
11
LEADERSHIP OVERVIEW
Member of the Mayoral Committee’s review
Councillor Rosslyn Greeff: Member of the Mayoral Committee for Infrastructure, Services and
the Environment.
The Johannesburg Zoo is a world-class facility that has graced our city now for more than a
century. It remains one of our city’s top tourism destinations attracting a growing number of
both local and international visitors every year.
In addition to its well-known collection of animals the Zoo has acquired a global reputation for
its innovative conservation projects. Through the years we have entered into very productive
partnerships with organisations of international repute – such as the Endangered Wildlife
Trust, the World Wildlife Fund and the Jane Goodall Institute, best known for its pioneering
work with chimpanzees and other primates.
The Zoo’s breeding centre in Parys has also been singled out for the significant contribution it
is making in the conservation of endangered bird species - most notably the Wattled Crane
that features prominently on the Red Data list.
Within the City the Zoo this year received an award for excellence in the “We Make Joburg
Great” campaign. It was due recognition for the excellent work it is doing in the conservation
of endangered species such as the Wattled Crane, the Cape Vulture, a wide range of
indigenous amphibians and our unique population of indigenous sheep.
In support of the global efforts to combat climate change and reduce our carbon footprint the
Johannesburg Zoo did some pioneering work during the past year. It recently opened a
biogas installation to convert organic waste into renewable energy. It is also leading the way
in the City with the introduction of recycling bins and the retrofitting of its buildings to make it
more energy efficient.
The education centre offers a wide range of programmes to teach the youth of our city about
the basic issues of conservation and the environment. Through initiatives such as the “Zoo to
You” programme we bring the Zoo into the classrooms of Joburg schools.
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In the process the Zoo is also succeeding in our broader objectives to make the Zoo
increasingly more accessible to all communities within Johannesburg.
I want to thank the sponsors and the people of Johannesburg for their continued support of
our Zoo. The Board, Chief Executive, senior management and all staff members of the Zoo
and its affiliated institutions must be commended for their commitment to make this a truly
world class, African Zoo.
13
Chairperson’s Review
Professor Hamanth Kasan
On behalf of the Johannesburg Zoo Board of Directors I am delighted to present our annual
report for the 2010 / 2011 financial year.
Ms Pinki Mosupye and Ms Irene Jacobs were retired from their roles on the Board. We thank
them sincerely for the contributions during their tenure on the Board of Directors.
We also bade farewell to Councillor Matshidiso Mfikoe as our MMC and thank her for the
support received by the Zoo. Under her guidance, many collaborative projects have been
undertaken with City Parks.
The Zoo currently falls under the leadership of Clr Greeff, MMC for Infrastructure, Services
and Environment who monitors the service delivery of the Zoo together with co-operative
governance and financial sustainability, with the office of the City Manager and the
Shareholder Unit. We look forward to working with Clr Greeff who shows great passion and
support for the Zoo.
The Conservation projects continue to prosper with our Wattled Crane Recovery Programme
Flagship project taking the fore. Considering the wild population is only 235 birds, this is a
meaningful contribution to the conservation of this very special species.
Biodiversity is simply defined as keeping nature in balance to keep it healthy, especially as
we are all so closely linked. This year the focus on biodiversity was drawing attention to the
fragile web of life and trying to instil in visitors and staff that by making small changes in
mindset and behaviour, their lives can make a significant difference to improving the
biodiversity of their community and even globally.
More and more families are visiting the Zoo and treating their children to an adventure with
animals. Visitor satisfaction is at an all time high and our support from the media, neighbours
and stakeholders is fantastic.
I thank the Board of Directors for their ongoing leadership direction and support. The board
functions at a high level of participation and passion. The direction of the Board and the
focus on strategy, governance, conformance and performance is critical toward ensuring that
the Zoo continues to prosper and add value on a sustainable basis.
Without a Shareholder and funding the Zoo could not exist.
We thank the City of
Johannesburg for all its support and assistance. The City has agreed with the vision of the
Zoo and demonstrated commitment by investing heavily. Without this support we would not
see the amazing enclosures and could never have delivered superior service to the City.
Finally, I would like to thank the management and staff of the Johannesburg Zoo for their
commitment, dedication and effort. We are very proud of all that you have achieved. I hope
that the progress of this financial year will inspire you to even greater heights.
14
THE BOARD OF DIRECTORS
Professor Hamanth Choto Kasan (49)
BScHons, MSc, GDE, PhD
Non-executive Director – Chairperson of the Board of
Directors
Hamanth is the Director of the following companies: Biological
Control Products (Pty) Ltd, Khanyisele Consulting Services, Jyoti
Human Development.
His experience includes: Operations, Finance, Risk, Audit,
Human Resources, Strategy, and Corporate Governance. He has chaired and served on
many boards and committees locally and globally.
Dr Stephen Dennis van der Spuy (39)
BVSc (Bachelor of Veterinary Science) Onderstepoort Veterinary
Faculty, University of Pretoria, SA.
Executive Director and Chief Executive Officer
Stephen is a strategic thinker with excellent leadership and people
and business management skills. With a strong interest in
conservation projects, and a long-standing participation in national
and global conservation strategies. Stephen is a member of the
Executive Committee of the African Association of Zoos and
Aquaria (PAAZAB) and a registered Veterinarian with the South African Veterinary Council
(SAVA). A Board member of the Jane Goodall Institute of South Africa and the Mabula
Ground Hornbill Conservation Project.
Mr Clive Douglas Kneale (66)
FCIS
Non-executive Director – Conservation and Operations
Committee (Member)
Clive is currently a part time lecturer at the University of the
Witwatersrand in Corporate Governance, Chairman of the
Audit Committee of the Financial Intelligence Centre
(widely referred to as FICA). Company Secretary of three companies which are listed on the
Johannesburg Stock Exchange, Company Secretary of several large subsidiaries of USA and
UK based companies.
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Dr John Alexander Ledger (67)
BSc, BScHons, PhD
Non-executive Director: Conservation and Operations
Committee (Chair); Risk Committee (Member).
Associate Professor of Energy Studies, University of
Johannesburg, Visiting Associate Professor, University of the
Witwatersrand. Experience: former Head, Department of
Medical Entomology, South African Institute for Medical
Research (18 years); former Director, Endangered Wildlife Trust (17 years); consultant to
Lesotho Highlands Water Project (23 years). Areas of expertise: Zoology (registered
Professional Natural Scientist); Conservation; Ecology; Environmental Management; Energy;
Education, Writing and Editing.
Ms Rebone Morojele (46)
MSc Tourism (University of Strathclyde (Glasgow), Certificate in
Economics (University of Cape Town) and BComm (University of
the North West SA)
Non-executive Director - Education and Marketing
(Chairperson)
Rebone is a Director of M and R Badiri Consultants and has over
ten years experience in policy development and legislation, research and process facilitationprimarily within the tourism environment.
Mr Shawn Phillip Snell (46)
BComm, MBA and completed several Executive Management
Programmes.
Non-Executive director Risk Committee (Chairperson) Audit
Committee (Chairperson)
Shawn currently holds the position of Manager: Finance and
Administration for the South Africa Region at AngloGoldAshanti
Limited. His area of expertise includes Financial Management,
Budgeting and Planning and Strategic Management.
16
Mr Rofhiwa Tshikovhi (40)
MBL
Non Executive Director – Marketing and Education
Rofihiwa’s extensive experience includes: Operations,
Marketing, Audit, Project Management, Property Development
and Asset Management.
Ms Nalanie Naidu (38)
BProc (Law) Advanced Labour Law
Non Executive Director – Human Resources Committee
(Chairperson)
Nalanie holds a directorship in HR with 15 years of HR experience,
Company Secretarial experience and 9 years of management
experience.
17
Chief Executive Officer’s Review
Dr Stephen van der Spuy (BVSc)
I am pleased to be able to present the review of the Johannesburg Zoo’s performance for the
2010 / 2011 financial year. The Operational and Development Plan of the Zoo is aligned with
the Growth and Development Strategy (GDS), Integrated Development Plan (IDP) and
Mayoral Priorities for the City of Johannesburg and follows the World Zoo and Aquarium
Conservation Strategy. Additionally the Zoo supports the World Zoo and Aquarium
Conservation Strategy and strives to meet the goals of this strategy.
The Zoo is one of the premier tourism, recreational and educational attractions in the City of
Johannesburg. This has been highlighted by 552,782 visitors to the Johannesburg Zoo. This
is a dramatic increase from when the Zoo was registered as a Section 21 Company in 2000
where the Zoo saw 289,570 visitors. This increase is as a result of the financial support given
to us by the City of Johannesburg resulting in the initiation of the Zoo’s Development Plan, a
new strategy, improved visitor services and committed staff.
The Johannesburg Zoo achieved the ‘Best Kids Day Outing’ award from the Caxton Best of
Joburg Awards initiative and the Conservation and Research Department won the City of
Joburg ‘ We Make Joburg Great’ award for Excellence.
The Zoo was able to reduce its carbon footprint with the generous donation of solar panels, a
biogas digester to provide gas for cooking at the Zoo restaurant and a battery operated golf
cart with solar panels on the roof for charging the batteries. These donations were made
possible by Project 90 by 2030.
Education
The Zoo was instrumental in the education of the citizens of Johannesburg by hosting
biodiversity conservation events. A total of 12 events were held namely; Wetlands Day, Water
Week, Earth Hour, Day of Biological Diversity, World Environment Day, Water Monitoring
Programme, Sasol Bird Fair, Arbor Day, Marine Week, Primate Week, Carnivore Week and
World Animal Day. Education activities continued throughout the year. The education
department need to increase the educational component of every visitors experience at the
Zoo. Additional resources will be required to ensure we meet our target of ensuring people
become involved in biodiversity conservation.
Marketing
The Marketing Department was very active during the year, with exposure achieved for the
Zoo in the various forms of media. We also became actively involved in social media which
has added a new and exciting dimension to our marketing activities.
18
The marketing team were also involved in ensuring the message of biodiversity conservation,
and the progress of our conservation projects received extensive media coverage. Our
annual events such as the Sasol Bird Fair, Angels walking for cancer, Tree of Light,
Howlo’ween and the 702 Mothers Day concert were well attended and remain firm favourites.
Animals
The Animal Department excelled this year with the hand-rearing all of the four Ground
Hornbill chicks for the Mabula Ground Hornbill Project. It is well known that these birds are
difficult to hand-rear. Additionally, rearing of Wattled Crane chicks has started with the first
three chicks arriving in June. Other significant movements in our conservation species is the
completion of the project proposal for the conservation of the Pickersgill’s Reed Frog.
The Zoo continues to participate in forums such as Threatened or Protected Species
Workshop, Ground Hornbill Workshop, Wattled Crane AGM and Crane Workshops, Vulture
Workshops etc.
The acquisition of animals for the Temple of the Ancients capital project is continuing, but
significant funding is still required to ensure that the Temple is opened with all the animals
listed. We are currently still requiring approximately R5,5 million to complete the project and
purchase and transport the remaining animals.
Various outreach projects were conducted by the Zoo staff. Training was conducted at the
Uganda Wildlife and Education Centre (UWEC), Giza Zoo in Egypt and Accra Zoo, Kumasi
Zoo and Accra Endangered Primate Centre in Ghana. Training and veterinary work was
conducted at the Lubumbashi Zoo in the Democratic Republic of the Congo (DRC). A
Chimpanzee rescue was conducted in the Central African Republic. Assistance was also
given to the National Society for the Prevention of Cruelty for Animals – Wildlife Unit and
Johannesburg City Parks – Environmental Conservation Development. This forms part of the
Zoo’s strategy to form partnerships with governmental and non-governmental conservation
organizations both locally and internationally.
Our involvement in research projects that will make a positive contribution to biodiversity
conservation is increasing. The Zoo contributed to a total of 20 research projects.
Conservation and Research Farm
The Zoo farm continues to operate well. The continued development is ensuring that the farm
remains a focal point of conservation. The Wattled Crane Recovery Programme Crane Clinic
is currently under construction. Numerous significant animal births were recorded. The future
plan of accommodating additional antelope species is on hold until funding becomes
available.
19
Technical and Horticultural Operations
A boost to our Capital expenditure came from the Expanded Public Works Programme of
approximately R1 million received from the Department of Economic Development of City of
Johannesburg Metropolitan Council which was used for the refurbishment of some of the Zoo
internal paved roads. The EPWP programme at the Zoo exceeded its targets in support of the
National programme. We provided income relief through temporary work, and hope to make
the lives better for some of those who live in poverty.
Multiple capital projects were embarked on this year, and a summary can be found on page
28 of the report.
The Gardens of the Zoo continue to rate well in the quarterly visitor survey. The introduction
of the waste separation and recycling initiative has resulted in a significant reduction in waste
going to landfill. Additional programmes in the 2011/2012 financial year will assist in
increasing the amount of waste available for recycling.
Finance
Financially the Johannesburg Zoo improved its performance, and is in a sound financial and
liquidity position going into the 2011 / 2012 financial year. The greatest revenue improvement
was seen in the admissions revenue which grew by 38% as compared to the previous
financial year. This was as result of the tariff adjustment strategy and the increased visitor
numbers. Though operational expenditure was increased by just over half a R1m, the
company continued to reduce operational inefficiencies. Overtime and leave costs were also
dramatically reduced. Looking ahead to the 2011 / 2012 financial year, the operational spend
will need to increase to ensure the maintenance of infrastructure, and being able to afford the
increase in electricity costs which is not covered in our current subsidy allocation or the
revenue generated by the Zoo.
Capital expenditure was a challenge this year due to the complexities around finding a
supplier to complete the Acrylics of the Temple of the Ancients. R3,3m was to be spent on
the Acrylics, but this was not possible due to supply chain management processes which
could not be met before the end of the financial year. This funding for the Acrylics will be
sought from the 2011 / 2012 capital allocation. The completion of this project is anxiously
awaited by all as it is considered our most complex and exciting project for many years.
Going forward into 2011 / 2012 our limited financial resources are of concern, and additional
sources of revenue will have to be sought to ensure the Johannesburg Zoo functions
optimally.
20
Conclusion
The 2011 / 2012 financial year brings the challenge of the African Association of Zoos and
Aquaria accreditation renewal. We will work tirelessly to ensure we receive the accreditation,
but additional financial support will be required to achieve this target with excellence. The
support of the City of Johannesburg, the Board of Directors and all staff is critical to achieving
this target. We look forward to the challenge!
I would like to thank Councillor Greeff, Councillor Mfikoe, the Johannesburg Zoo Board of
Directors, the Executive Management Team and the Zoo Staff for their commitment to the
success of the Johannesburg Zoo.
21
Chief Financial Officer’s Report
Ms Ndabi Thanjekwayo
This report is intended to provide additional insight into the financial performance of the
Johannesburg Zoo for the 2010/11 financial year under review. This report should be read in
conjunction with annual financial statements in chapter 6 of the annual report.
The Johannesburg Zoo started the 2010/11 financial year with a shortfall of approximately
R5,9 million and the challenge was for the company to rebuild the almost depleted reserves
during the period under review. We are pleased to announce an improved financial
performance and sound financial position at the end of the reporting period.
Results of operations
The highlights for the period are as follows:

Recorded a surplus of R171,400;

Recorded revenue growth of 12%;

Admission income grew by 38%;

Recorded a positive sweeping bank balance of R11,9 million; and

Sound financial and liquidity position.
Revenue
Revenue grew by 12% as compared to the same period last year and exceeded the revenue
growth target (target 6%) by 6%.
The table below shows comparative figures at the end of the reporting period.
Table 1. Comparative analysis of revenue
2011
2010
% increase/
Revenue
R’000
R’000
(decrease)
Subsidy
Admissions
Rental
Interest
received
Other income
40,370
16,917
1,476
36,779
12,279
2,582
10%
38%
-43%
418
3,500
453
3,991
-8%
-12%
Total
62,681
56,084
12%
22
The figure below gives a graphic illustration of year-on-year revenue comparative analysis.
Figure 1. Year-on-year revenue comparison
Subsidy grew by 10%, admission income by 38%. Rental income fell by 43%, interest
received by 8% and other income by 12%.
The tariff adjustment strategy implemented during the period under review as well as
increased visitor numbers contributed to the positive growth in revenue.
Performance on other revenue streams was lower than anticipated due to decreased usage
or rental of the company’s facilities.
Other income was also lower because the company had lower insurance claims as compared
to the same period last year. The grant funding received for the Wattled Crane Recovery
Programme was also ringfenced to be spent in 2011/12 financial year.
Operational expenditure
Operational expenditure was recorded at R62,509,094, an increase of 1% as compared to
the same period last year (2010: R62,007,336).
The table below shows a comparative analysis of operational expenditure for the period
ending 30 June 2011.
23
Table 2. Comparative analysis of opex as at 30 June 2011
Expenses
Salaries & Wages
Repairs & Maint.
Contracted Serv.
General expenses
Depreciation
Bad debts
Interest
2011
R'000
40,588
1,717
5,129
12,731
2,079
-26
291
2010
R'000
40,441
1,805
4,420
14,074
1,059
30
178
Increase/(decrease)
0%
-5%
16%
-10%
96%
-187%
63%
Total expenses
62,509
62,007
1%
An increase in operational expenditure was largely due to new operational lease that was
needed to improve Information Technology (IT) and telecommunication efficiencies. This saw
the depreciation increase by approximately 96%.
The company already started to record the benefits of upgrading the IT and
telecommunication systems and this was evident in reduced telecommunication and printing
costs. In its effort to rebuild the reserves, the company continued to reduce operational
inefficiencies thus resulting in dramatically reduced overtime and leave costs.
The company was also successful in containing costs on stationery and other consumables.
The rebate of approximately 2,9 million received on sewerage bill also reduced utilities costs.
Figure 2. Graphic illustration of comparative analysis of opex as at 30 June 2011
24
Performance against budget
The company posted on an over recovery on revenue of 1% against the budget. Operational
expenditure was over budget by 1%. An over recovery on revenue and an overspending of
1% on operational expenditure resulted into a surplus of approximately R171,400.
The variances were attributable to higher than anticipated performance on revenue and an
increased operational expenditure.
Revenue
Higher than expected performance on other income resulting from increased parking revenue
due to continuous improving of controls, successful hosting of small and flagship events,
increased recoveries from the LG SETA, improved usage of ferries and tours and other
marketing related activities
Opex
Upgrading of operational leases largely and actuarial valuation costs largely contributed to
the overspending on operational expenditure.
The table below shows a summarized performance against budget at the end of the reporting
period.
Table 3. Actual vs. Budget as at 30 June 2011
Budget
Actual
R'000
R'000
R'000
Revenue
61,769
62,681
-912
-1%
Expenditure
61,769
62,509
-740
-1%
-
172
-172
Surplus/(deficit)
Variance (Over)/Under
Statement of financial position
Net assets
The financial position of the company remained sound at the end of the reporting period. Net
assets remained positive at R2,200,892 i.e. an increase of 8% as compared to the same
period last year (2010: R2,029,492).
Accumulated surplus increased from R169,778 at the beginning of the year to R341,178 at
the end of the reporting period.
25
Current and non current assets
Total assets increased by 32% from R19,468,102 at the beginning of the year to R25,603,235
at the end of the reporting period. The increase was largely as a result of an upward
movement in the sweeping account balance and increase in related party debtors.
The related party debtors included a claim of just over a R1 million to City of Joburg
Economic Development Department for Expanded Public Works Programme work done. The
balance on the sweeping account increased from R6,269,802 to R11,953,778 at the end of
the reporting period.
Current and non current liabilities
Total liabilities (2011: R23,402,343) increased by 34% as compared to the same period last
year (2010: R17,438,610). Current liabilities increased by 36% from R10,317,397 to
R14,075,963 due to increased trade and other payables at the end of the reporting period.
Trade and other payables consisted largely of related party transactions with utilities and
capital project suppliers being the highest.
Cash flow position
Liquidity
The liquidity position of the company strengthened and was recorded at 1.4 at the end of the
reporting period. This was largely due to an increase of the sweeping bank account of
approximately R5,7 million at the end of the reporting period.
Major capital projects
The Johannesburg Zoo was allocated R10 million for infrastructure development in 2010/11
financial year. The implementation of capital projects plans remained a challenge during the
period under review, thus resulting in lower capex spent than anticipated.
The actual capex spent at the end of the reporting period was recorded at approximately R6,7
million. This constituted 67% of the total budget with a variance of 33%. Procurement
challenges faced by the company on the Temple of Ancient project (flagship project) largely
contributed to the variance.
Despite the challenges faced by the company on its flagship project, the company invested
approximately R100 million on infrastructure development over the period of six years.
26
Capital projects are funded from the external loans received from the City of Johannesburg
Metropolitan Municipality and are capitalized in the books of the City of Johannesburg
Metropolitan Municipality.
The following table provides a high level budget perfomance of capex projects that were
funded and undertaken in the period under review.
Sources of
funding
Projects
Original
Budget
CoJ
external
loans
internal
funds
Revised
Budget
Actual
Variance
R'000
R'000
R'000
R'000
R'000
R'000
2,600
2,600
-
3,060
2,967
93
3%
3,300
3,300
-
2,970
0
2,970
100%
800
800
-
720
703
17
2%
2,800
2,800
-
2,800
2,800
0
0%
500
500
-
450
258
192
43%
500
-
500
0
0
0
0%
10,500
10,000
500
10,000
6,728
3,272
33%
Upgrade of
infrastructure
Temple of
Ancients
Elephant night
room
Chimpanzee moat
Museum parking
Wattled Crane
Recovery
Total
%
Variance
Funding to construct the Wattled Crane Recovery Programme’s clinic was ringfenced to be
utilized in the next financial year. Funding was received from Hans Hoheisen Trust as a grant
to construct a clininc for the Wattled Cranes.
Company four year review
The table below provides a four year review of the Johannesburg Zoo.
Key
figures
financial Units
2011
R’000
2010
R’000
2009
R’000
2008
R’000
Total assets
Rm
25,603
19,468
27,294
35,310
Total equity
Rm
2,201
2,029
9,036
7,149
Total liabilities
Rm
23,402
17,439
18,375
28,160
Bank balance
Rm
-50
-8
115
224
Capital expenditure
Rm
6,728
9,676
5,500
13,600
Funding Rm
6,728
9,676
5,500
13,600
Revenue
Rm
22,311
19,305
19,213
16,059
Grant and Subsidies
Rm
40,370
36,779
34,714
35,878
External
Loans
27
Key
figures
financial Units
Direct
cost
applicable)
(If Rm
2011
R’000
2010
R’000
2009
R’000
2008
R’000
-
-
-
-
Employee costs
Rm
40,588
40,441
31,094
28,101
Discounting
Rm
-26
3
-66
-278
Finance costs
Rm
286
191
181
(deficit) Rm
171
-5,923
811
239
Income tax expense- Rm
current
-
-
-
-
Income
tax Rm
expense–deferred
-
-
-
-
Surplus (deficit) for Rm
the year
171
-5,923
811
239
Cash generated from Rm
operations
61,503
55,185
8,292
-2,835
Net
cash
from Rm
operating activities
6,714
769
7,872
-4,165
Net cash used in Rm
investing activities
-1,894
-926
-972
-296
Net cash from/(used Rm
in)
financing
activities
-4,863
35
7,010
4,674
Surplus
before tax
Financial ratios
Liquidity
Ratio
1.4
1.3
0.97
1.99
Total operating
expenditure/ revenue
%
100
108
96
96
Conclusion
The Johannebsurg Zoo’s executive management continued to play its role in ensuring that
the company continued to operate as a going concern. The tariff asdjustment strategy
implemented during the period under review assisted management to gradually rebuild the
reserves that were almost depleted at the beginning of the financial year.
The challenge is to fast track sustainable growth in reserves and continuously reduce
operational inefficiencies for the company to continue as a going concern.
Many thanks go to all Finance staff for their efforts throughout the financial year and in
particular, for their hard work in delivering these financial results with limited resources.
28
EXECUTIVE MANAGEMENT COMMITTEE
Dr Stephen Dennis van der Spuy (39)
Chief Executive Officer
BVSc
With strong leadership skills and as an experienced negotiator,
Stephen leads the Executive Management Team of the
Johannesburg Zoo. Stephen has extensive professional
networking experience both nationally and internationally and a strong interest in
conservation and research programmes.
Ms Ndabi Thanjekwayo (42)
Chief Financial Officer
Ndabi holds a BComHons in Economics (specialising in Public
Finance, Monetary Economics, International Economics, Micro and
Macro Economics) with the University of South Africa. She has
extensive experience in the Public, Private and the Development
sector. She has 15 year experience in financial management.
Expertise in project management, strategic business support, and
financial reporting. She has served the Johannesburg Zoo since
2007 as the Chief Financial Officer.
Mr Tshepang Makganye (40)
Executive Manager: Animal Department
BTech Nature Conservation: Tshwane University of
Technology, National Diploma in Nature Conservation:
Pretoria Technikon. Management Programme Certificate:
University of Pretoria. One year Certificate of Dedication
to making Magic at The Disney World Resort (Orlando-Florida- USA). Certificate in managing
poor performance and incapacity (Bruniquel and Associates (Pty) Limited).
Leadership skills: Human skills, Conceptualizing skills, Technical skills and computer skills.
29
Ms Louise Gordon (47)
Executive Manager: Marketing and Education
Bsc.Ed; Bsc Hon; M.Ed, Certificate in Public Relations;
Finalist in 2011 SA’s most influential woman in Business and
Government, CEO magazine.
Louise’s skills and expertise include: Management; Strategy; Operations
– marketing; education, events, crisis management, media liaison,
presentations, fundraising, communications, public relations, customer services and
relationship. Louise’s experience includes high school teaching and 23 Years with the
Johannesburg Zoo where she has managed the Marketing and Education Departments since
2006. Louise serves as marketing representative for the African Association of Zoos and
Aquariums (PAAZAB).
Mr Dominic Moss (40)
Executive Manager: Conservation and Research
BSc Nature Conservation
National Diploma Nature Conservation
Dominic’s skills and experience include research
Development, Conservation Project Co-ordinating,
Consultancy/Extension Services, Training.
Dominic is the co-founder and Vice Chair of the Animal
Keepers Association of Africa, a Committee Member of the PAAZAB Research Committee
and serves on the Executive Management Committee of the International Congress of
ZooKeeping (ICZ).
Mr Sakhile Maphumulo (30)
Executive Manager: Horticulture Department
National Diploma in Horticulture
Sakhile’s field of expertise and experience includes:
Horticulturist, Leadership, Landscaping, Strategising,
Programme and Project management, Financial
Management, Operations Management, Waste
Management, Client orientation and customer focus.
30
Ms Sannie Kungoane (48)
Executive Manager: Human Resources
BCom (Accounting and Management); Postgraduate Diploma
in HR, Diploma in Labour Law. Accounting and Finance,
Human Resource Management, IR Management, Training and
Executive Coaching.
Mr Reg Mokalapa (35)
Executive Manager: Technical Services
Reg holds a National Diploma in Civil Engineering and a
BTech degree majoring in Construction Management. He
has also qualified for a Certificate in Management Advance
Programme from Wits Business School. He currently is
studying towards a Postgraduate Diploma in Property
Development and Management.
He has extensive experience in both the Public and Private sector having been employed by
the Department of Transport and Public Works and an earthworks construction company.
31
PERFORMANCE REVIEW
ANIMAL DEPARTMENT
The Animal Department participates in cooperative breeding programmes and develops our
collection plan to ensure each species has a defined role within the Zoo of conservation and
educational significance.
The two Cape Buffalos that were sent to the Conservation and Research Farm have been
successfully introduced to the group on the Zoo farm and form part of the Cape Buffalo
breeding programme at the farm.
Our male Giraffe was transferred to National Zoological Gardens of South Africa on a
breeding/display loan agreement. This was done to prevent inbreeding and aggression in the
enclosure. ‘Bangkok’ was successfully introduced to the female at the National Zoo.
Four Ground Hornbill chicks were hand reared by the Bird Section as part of the Mabula
Ground Hornbill conservation project. One of the chicks was collected at the Copenhagen
farm in the Limpopo Province and the other three were collected in the Kruger National Park.
The Zoo acquired reptiles, spiders, amphibians and fish for the Temple of the Ancients. The
building is designed to resemble a ruined Mayan temple in the ancient South America
architecture and will house South American species such as Poison Dart Frogs.
The Executive Managers of the Animal Department and the Conservation and Research
Department attended a Threatened or Protected Species Regulations (TOPS) Workshop in
Pretoria. The Department of Environment invited stakeholders to make input into the
amendments to the TOPS Regulations.
The Johannesburg Zoo has struggled to find a Bongo bull for the female Bongo at the Zoo. A
bull was finally sourced on loan. The transfer of the bull from National Zoological Gardens of
South Africa to the Johannesburg Zoo took place and the male has been successfully
introduced.
32
Two year old male Bongo (Tragelaphus euryceros)
The Animal Department staff attended various conferences viz. AKAA (Animal Keepers
Association of Africa) PAAZAB Annual Conference, Ground Hornbill PHVA (Population
Habitat Viability Assessment) Workshop and Wattled Crane Recovery Programme AGM. The
Animal Department Executive Manager attended the American Zoos and Aquaria Annual
Conference which was hosted by Houston Zoo in Houston Texas.
Curator of Primates, Ms Katherine Visser and Dr Katja Koeppel assisted Lubumbashi Zoo in
Democratic Republic of Congo by advising them on animal husbandry and behaviour
enrichment. Dr Koeppel assisted with veterinary procedures as part of the Johannesburg
Zoo’s outreach programme.
Mr Ian Visser attended a meeting in Pietermaritzburg with Mr Adrian Armstrong of the
Conservation Planning Division of Ezemvelo KZN Wildlife. The final Pickersgill’s Reed Frog
project proposal was presented and approved by Ezemvelo KZN Wildlife. This species is
critically endangered and forms part of the Johannesburg Zoo’s Amphibian Conservation and
Research Project.
33
Pickersgills’s Reed Frog (Hyperolius pickersgilli)
A 12m refrigerated shipping container was purchased to be used as a “Frog Pod” for the self
contained and bio-secure housing of the Pickersgill’s Reed frog ex situ Conservation Project.
The container is housed near the Research House.
Below are some pictures of a Frog Pod overseas
Animal Department staff received training on the hand rearing of wild and exotic animals, owl
handling and also firearm training coordinated by Johannesburg Metro Police Department.
The Lord Derby Elands housed at the Johannesburg Zoo have new owners: Mr. Cyril
Ramaphosa and Mr. Jacques Malan from Lumarte Farm in Bela Bela. A contract regarding
these animals has been developed stating terms and conditions for housing these animals.
34
The Johannesburg Zoo welcomed delegates from the PAAZAB Conference which was
hosted by The National Zoological Gardens in Pretoria. Animal Department staff participated
in the Zoo cleaning campaign in preparation of this visit. Enclosures, water bodies, animal
enrichment and general cleaning were conducted by Staff Members.
The Zoo has agreed to provide shelter and care for the Black Rhinoceros “Phila”, so that it
can recuperate without being under threat of further attack. Phila has been at the Zoo for ten
months and she has fully recovered from her wounds. Phila was shot by poachers on a farm
in Limpopo Province.
“Phila” the Black Rhinoceros

Significant animal births
o
A Buff Cheeked Gibbon was born on 10 May 2011. Buff Cheeked Gibbons are listed
as Threatened according to the IUCN Red List Guideline 2009. They are also on a
studbook.

o
A disease free male African Buffalo was born at the Johannesburg Zoo.
o
One of our female Giraffe gave birth to a healthy male calf.
Significant animal acquisitions
o
The Johannesburg Zoo acquired a male Bongo from the National Zoo which will form
part of breeding programme.
o
The Department received 86 Poison Dart Frogs from Canada into our International
Quarantine for the Temple of the Ancients Exhibit as follows:
35
-
Twenty two Dyeing Poison Frog( Dendrobates tinctorius)
-
Ten Yellow-banded Poison Frog (D. leucomelas)
-
Ten Mimic Poison Frog ( D.imitator)
-
Thirty four Green and Black Poison Dart Frog(D. auratus)
-
Ten Amazonia Poison Dart Frogs ( D. ventrimaculatus)
o
A female Cape Buffalo from Bloemfontein Zoo.
o
The Department received a donation of Zulu ram sheep from the University of
Zululand.
o
Male and female Green Iguana (donation) which will form part of the Temple of the
Ancients collection.
o
The Zoo acquired Seba’s Bats from West Midlands Safari Park (UK). These animals
will form part of Temple of the Ancients collection.

Significant animal dispositions
o
A male and female African Buffalos were moved to Johannesburg Conservation and
Research Farm as part of breeding programme.
o
Two Red Pandas were moved from Johannesburg Zoo to Reepark Ebeltoft Safari in
Denmark.
o
A male Giraffe was transferred to National Zoological Gardens of South Africa on a
display/breeding loan agreement.

Pest Control and Hygiene
Pest Control and Hygiene inspections are conducted weekly. All animal pests, including
vermin and flies are controlled on a regular basis to ensure the best possible care and
welfare for all Animals.
36
CONSERVATION AND RESEARCH DEPARTMENT
The Conservation and Research Department and Conservation Projects won the City of
Joburg, ‘We Make Joburg Great’ - Excellence Award.
Our MMC, Councillor Greeff and Dr van der Spuy made special mention of the Award to the
Mayor, City Manager and Councillors at a Mayoral Committee Meeting.
City of Joburg - Excellence Winners, Award Ceremony
Front row (L to R): Jeanne Marie Pittman, Thoko Masina, Dr Stephen van der Spuy, Dominic Moss, Matshidiso
Mlaba (Joburg City), Dr Katja Koeppel
Back row (L to R): Lara Jordan, Timothy Netsianda, Ian Visser, Divy Mavasa

The Executive Manager: Research and Conservation conducted training at the Uganda
Wildlife and Education Centre (UWEC) from 18 to 31 July 2010.
This forms part of the Zoo’s strategy of increased inter-institutional cooperation to
enhance the use of limited resources and act globally as well as to prioritise partnerships
with governmental and non-governmental conservation agencies and local and
international Zoos.
37
Uganda Training Team and UWEC Staff

Dr Brett Gardner was appointed as the Zoo’s Associate Veterinarian to replace Dr
Koeppel who was appointed as Senior Veterinarian. Dr Gardner has been a Locum at the
Zoo for a number of years.

The Executive Manager: Research and Conservation and the Executive Manager: Animal
Department attended a two day Auditor Accreditation Training Programme at the National
Zoological Gardens. After passing the Course they are accredited to conduct Institutional
Audits as part of the New Operational Standards for PAAZAB (African Association of
Zoos and Aquaria) Member Institutions.

Executive Manager: Research and Conservation assisted a company in Turkmenistan
who were appointed by the Turkmeni Government to construct a Zoo for the people of
Ashkhabad.

The breeding enclosures for the Wattled Crane Breeding Centre on the Zoo’s
Conservation and Research Farm were completed.

Securing of approximately R744,000.00 in direct and in-kind donations to the Wattled
Crane Recovery Programme including a R600,000.00 grant from The Hans Hoheisen
Charitable Trust for the creation of a veterinary clinic at the Zoo’s Conservation and
Research Farm.

The Department provided veterinary assistance to the National Society for the Prevention
of Cruelty to Animals (NSPCA) - Wildlife Unit.

Provided veterinary and conservation assistance to Johannesburg City Parks Environmental Conservation Development.
38

Dr Koeppel and Katherine Visser assisted the Lubumbashi Zoo, Katanga Province,
Democratic Republic of Congo with veterinary care as well as husbandry and nutrition
advice and training.
Dr Koeppel and Katherine Visser with Lubumbashi Staff

The Executive Manager: Research and Conservation and Sr. Jeanne Marie Pittman
assisted with laboratory, husbandry and operational standards training as well as medical
care as part of the Zoo’s Conservation Strategy to become a centre of conservation
excellence, following best practice guidelines and participating in skills transfer initiatives
within Africa. Institutions within the following countries were assisted: Uganda, Egypt and
Ghana.

The Department took over supervision of the Nutrition and Environmental Department
during the third quarter of the year. Ms Lorna Fuller, the Section Manager will remain in
charge of these areas.

The Executive Manager: Research and Conservation was invited as a PAAZAB
representative and sanctioned by the Johannesburg Zoo to go to Giza Zoo in Egypt to
assist with resolving issues relating to a chimpanzee called ‘Mouza’ that has been the
focus of attention by international welfare groups and media due to suspected welfare
issues. A full report was made available to PAAZAB Executives. The trip also gave an
opportunity to see progress following the PAAZAB Delegation Mission in the previous
financial year.
39

We had a very successful trip to the C & R Farm in March 2011 following a request from
Councillor Mfikoe. The trip was attended by: The MMC’s Office, Environment and
Corporate Services, Development Planning and Urban Management, City Parks,
Environmental Management Directorate and Zoo Staff.
Conservation and Research Farm Visit

A series of lectures for Latin students on: Taxonomy and Binomial Nomenclature were
conducted by the Executive Manager: Research and Conservation.

The following Zoo Staff attended the 2011 PAAZAB (African Association of Zoos and
Aquaria) Conference in Pretoria:
o
Dr Stephen van der Spuy
o
Mr Dominic Moss
o
Sr Jeanne-Marie Pittman
o
Ms Louise Gordon
o
Ms Louise Matschke
o
Mr Ian Visser
o
Ms Lara Jordan
o
Mr Nathi Mvula
o
Ms Imelda Matlala
o
Mr Tshepang Makganye
40
o
Mr Ian Visser won an award for the Best Presentation in the Technical Sessions for his
paper entitled: An ex situ conservation and research project for the Pickersgill’s Reed
frog (Hyperolius pickersgilli)
Throughout the year
 The Department held a number of conservation talks and conducted training for the
Learnership Students.
 Presented a number of talks to outside organizations including: Rotary Clubs, Bird Clubs,
University Students, Primary and Secondary School Learners and Journalists.
Enrichment Section
The aim of the Section is to maintain a high standard of animal enrichment at the Johannesburg
Zoo while working with Learner Keepers, Animal Attendants, Keepers and Curators to facilitate
the implement the enrichment program by building enrichment devices, stocking enrichment
devices and collecting needed supplies.
A number of enclosure inspections were conducted to determine whether they meet the
necessary behavioral / psychological needs of their occupants. Ratings were then given and
enrichment ideas initiated with time frames for completion.
41
Conservation and Research Farm
The Wattled Crane recovery Programme Crane Clinic on the Farm is under construction thanks
to a generous donation from the Hans Hoheisen Charitable Trust. There was an initial delay in
construction implementation due to having to run the tender process twice as no suitable
construction companies tendered on the first tender.
Crane Clinic Floor Plan
Location on Conservation & Research Farm
42
A number of babies were born on the Farm, including numerous Sable Antelope and Nyala, we
also had the birth of Cape Buffalo.
VETERINARY SECTION
The Veterinary Section was involved in the following conservation projects the year:
The Jane Goodall Institute (JGI), Southern Ground Hornbills, Wattled Crane Recovery
Programme, Veterinary Vulture Assistance and Oribi Conservation.

Dr Koeppel assisted with the capture and relocation of an orphaned rhino calf due to
poaching at the Krugersdorp Nature Reserve.

Sr Anderson won the prize for the Zoo’s Women’s day competition for the driving force
behind projects and sponsorships benefiting the Zoo and Veterinary Hospital.

Dr Barrows carried out pre-release health assessments on a group of rescued Blue Cranes
on the Conservation and Research Farm and was interviewed by 50/50 when they were
released into a wild flock in the Free State Province.

Dr Katja Koeppel and Sr Pittman attended the 2nd African Symposium on Zoological
Medicine at the National Zoo. Dr Koeppel presented a paper on: Iron storage disease in
black and white lemurs at the Jhb Zoo and Sr Pittman presented a paper on: A practical
guide to basic avian haematology.

Dr Koeppel assisted the Jane Goodall Institute Chimp Eden twice with movements of
chimpanzee and veterinary issues.

Dr Gardner and Dr Koeppel published an article for Health and Hygiene Issue 14, 2011 titled
“F10 used in the nucleation and exenteration in exotic animals”.

Article on “Introduction to Amphibian Medicine” was published by Dr Gardner in the March
edition of PAWS Magazine.

Article on “hand-raising of exotic animals: birds” was published by Sr Anderson in March
edition of PAWS Magazine.
43
NUTRITION AND ENVIRONMENT SECTION
The Nutrition and Environment Section is responsible for purchasing and preparing all animal
food in accordance to the relevant Diets formulated for each species. The Section also oversees
the Environmental Management Plan for the Zoo and projects related to Climate Change.

An article was submitted to the Vet Nurses magazine on the correct feeding of tortoises in
captivity.

A student from Tshwane University of Technology has started a nutrition project on the use
of browse silage in the Zoo as part of a BTech in Animal Production.

The Animal Management Team from Lions Rock, Bethlehem visited the Zoo for one day to
view the kitchen and carnivore enclosures.
Johannesburg Zoo Nutrition Team and Lion’s Rock Team

The Heritage audit will be undertaken in the 2011-2012 financial year.

Project 90 by 2030 installations
o
Solar panels on the lawn near the suricates were erected and are generating energy
fed back into the Zoo grid. The amount of energy produced will be measured exactly
but is estimated as 4KwH.
44
o
A biogas digester was installed on the grass area near the Seal Toilets opposite
Café Fino. This digester will be fed with kitchen and animal waste, and will generate
gas for a stove inside the restaurant.
o
A solar panel was installed to power the electric fence at the cheetah camp. It also
has a battery backup for 4 days.
The official launch was hosted at the Zoo on the 8 June.
o
The Project also kindly donated a solar powered buggy to the Zoo. The buggy is
charged by solar panels mounted on its roof and can also be charged using the solar
panel array outside the Education Centre.
A second Green event was hosted for Zoo staff on the 8th June for World Environment week,
where the industrial theatre group from Eskom provided a very entertaining and enlightening
show for staff.
The topic was around saving costs on electricity bills for winter and reducing consumption.
Prizes of CFL’s were awarded to some of the luckily participants. Eskom also handed out
booklets in the Zoo at some of the events – providing information to visitors and staff on
reducing power consumption during winter.

World Environment Day Celebration was held for all Zoo Staff during which time talks were
given and a number of prizes presented to Staff.

Project 90 by 2030 and the Johannesburg Zoo held the official launch of the Renewable
Energy Demonstration site at the Zoo. This is a demonstration site which aims to showcase
the many clean energy technology and energy efficiency options available in South Africa.

An event was organized by the Zoo’s Green Team and held in conjunction with the City,
where staff were requested to switch off non essential appliances for one hour on 25 March.
The event was well attended and many staff signed the pledge and received some prizes
such as energy saving globes and solar outdoor lights.
45
The Green Team
EDUCATION DEPARTMENT
The ‘Year of the Biological Diversity’ was commemorated in 2010. In 2011 ‘The Year of the Bat”
was initiated. These global campaigns offer the Zoo opportunities to raise awareness in general
about endangered and misunderstood species as well as an opportunity for international
exposure in the International Zoo and aquarium publications and electronic media. The Zoo
joined this global conservation awareness programme as a member of the African Association
of Zoos and Aquaria (PAAZAB) and as part of the international efforts of the World Association
of Zoos and Aquaria (WAZA). Three conservation walks and two conservation talks were well
attended. Four conservation signage boards were erected to continue with making the public
aware of the Zoo’s conservation role as well as its international connections.
The Zoo continues with public education as its mandate and presented the following
Biodiversity events for general public and school learners to attend: Wetlands day, Water Week,
Earth Hour, Day of Biological Diversity, World Environment Day, Water monitoring programme,
Sasol Bird Fair, Arbor Day, Marine Week, Primate week, Carnivore week and World Animal
Day. The message of each Biodiversity event is to persuade the public to take conservation
home, to make it a lifestyle choice and a consumer choice.
The AngloGoldAshanti conference centre has retained a 4-star rating from the Tourism Grading
Council of South Africa.
46
The Education Department continued with their liaisons with the Gauteng Department of
Education and presented 3 workshops on Biodiversity of species. The workshops were attended
by 300 educators.
MARKETING DEPARTMENT
The visitor numbers have increased substantially since the registration of the Johannesburg Zoo
in 2000. The visitor numbers in 2000 was 289,570. In this financial year a target was set to
reach 540,000 people and the excellent news is that the Zoo had 552,782 people. The numbers
have nearly doubled in the last 10 years.
The Johannesburg Zoo remains sensitive to the poor communities within the greater
Johannesburg Area and offers free sponsored visits to residents from orphanages, Places of
Safety and schools that belong to feedings schemes. The target was 10,000 and the Zoo is
happy to report it was able to sponsor 10,402 people. The highlights of this programme included
two Johannesburg Zoo Children Days as well as the National Youth Day that hosted youth from
Places of Safety. These events were attended by various Members of the Mayoral Committee,
Board members of the Zoo and media.
Marketing activities were mainly focused on public awareness of the conservation and
education work of the Zoo. Phila the black rhino, shot 9 times by poachers arrived in October
2010 amidst much media focus and interest. She continued to be a media highlight throughout
the year with the emphasis on the plight of rhinos. Zoo babies stayed as popular features,
especially the arrival of a honey badger that was hand-raised.
Events sponsored by media partners created much awareness in the media. The events that
had media partners were the Sasol Bird Fair, 702 Mother’s Day concert and the Angels walking
for cancer – the PR value of exposure was just over 7 million rand. This keeps the Zoo as a top
of mind brand without expenditure on media from the Zoo’s budget.
The above mentioned events as well as Howlo’ween, the monthly Zoo trots, big family days
such as those sponsored by Nedbank not only create awareness but contribute to the visitor
numbers of the Zoo. The positive aspect of this is that many of the visitors may not have chosen
the Zoo as a destination but were attracted by the events. Internal Zoo campaigns such as the
seasonal festivities over the Christmas period and Easter attract many families.
47
The festive period had an additional attraction in the form of ‘Dora, the explorer’ – a children
television character.
To cope with the lack of parking challenges and to create an improved stakeholder relationship
with the residents associations, the Zoo restructured its entrance fees as it encouraged schools
and welfare groups to visit during the week and not during weekends (prime time) as reduced
rates were offered during weekdays. A bus lane was also implemented on Jan Smuts Avenue to
accommodate buses on public holidays and weekends to alleviate congestion at the entrance in
Upper Park Drive.
The Zoo launched its social media campaign in the form of facebook and a well-known author,
Dr. Sarah Britten who tweets on behalf of the Zoo. The Facebook page has grown quite
considerably since its launch and all events, a weekly animal photo, staff profiles and zoo
babies are featured.
HORTICULTURE DEPARTMENT
The Horticulture Department team works hard in ensuring that the quality and standard of the
Zoo gardens are kept at highest level.
The service delivery survey which is conducted quarterly indicates that our customers are happy
with the gardens and cleanliness of the Zoo.
Acquisition of new equipment
Top of the range machines to mow lawn areas were acquired in December 2010, which
includes a John Deer “ride on mower”; 2 x Rittles “walk behind mower” and four brush cutters.
Tiger pool: newly revamped water system
The newly revamped natural water system at the Tiger enclosure was successfully completed.
The system works well and a great improvement in the water quality has been observed. All
water plants in the system are establishing well.
48
Waste Management
Since the introduction of the Zoos recycling programme in November 2008, the Zoo now
maintains an accurate record of all waste recycled and waste going to landfill. We are tracking a
significant reduction in waste going to landfill site which contributes positively to our waste
minimization programme.
HUMAN RESOURCES AND REMUNERATION DEPARTMENT
Of all the new appointments made in this period, 88% are PDIs. A White Female was promoted
to a Senior Vet thereby reaffirming the Zoo’s commitment to achieving our Employment Equity
targets. We have also reached the target of 27% in the appointment of African Females.
Twenty four (24) internship students from UNISA completed their internship programme and 23
completed their learnerships in Horticulture and Tour Guiding. The second intake, which
commenced in April 2011, has seen the Zoo offer learnerships to 26 students in various
disciplines. We have also received provisional accreditation from the LGSETA for 20 internships
in 4 disciplines which will commence in the 4th quarter.
160 employees participated in the World Aids Day fun run which was coordinated organised and
coordinated by HIV/AIDS Committee. 104 employees participated in the health check which was
coordinated by HIV/AIDS Committee and Old Mutual.
TECHNICAL SERVICES DEPARTMENT
The department received a grant to the value of R1m from the Expanded Public Works Program
office towards the refurbishment of some of the Zoo internal roads.
Maintenance
The department continued to ensure that service delivery prevails through the implementation of
the maintenance program which focuses on preventative maintenance of infrastructure and also
attending to emergency breakdowns to minimize downtime.
49
Utilities management
The department continued to manage the Zoo utilities to ensure continued supply despite the
challenge regarding incorrect water and electricity billing after the billing was taken over by the
City of Johannesburg Revenue department. The issue has since been resolved and a rebate
has been effected on the Zoo account.
Security
The Zoo appointed MCC Security and Projects as a security service provider in July 2010. The
company has so far proven successful given that the Zoo did not experience the spate of
break-ins and theft that was experienced in the busy period of October to December 2010.
Cleaning
The department took over the management of the cleaning contract currently done by Masana
Hygienic Services.
The Department ensured that the handover was smooth and that the
service levels remained consistent.
50
PERFORMANCE AGAINST THE IDP AND THE CITY SCORECARD
KEY PERFORMANCE AREA: STORM-WATER MANAGEMENT PLAN
KPI Servicing and Cleaning of Wetland
The servicing and cleaning of the wetland was conducted 3 times against the target of 4.
The high rainfall experienced during the second quarter, contributed to the target not being
achieved. The cleaning was shifted to the storm water channel leading to the wetland. The
cutting of reeds commenced in winter and this is done annually.
KPI Measure e-coli levels at water entry and exit points
E-coli tests are conducted by the City of Johannesburg on a monthly basis at the Zoo
wetland. The target was achieved. It has been ascertained that the e-coli levels drop
between entry and exit from the wetland.
KEY PERFORMANCE AREA: ANIMAL DEPARTMENT PLAN
KPI Number of programmes initiated to improve and ensure animal well-being
The target was exceeded. The number of Preventative Medicine Programmes initiated for
the year was 24, against a target of 20. These include: Prevost Squirrel, Green Iguana,
Chinchilla, White Rhino, Pygmy Hippo, Spectacled Bear, Polar Bear, Brown Bear, Capybara,
Hornbill, Arabian Oryx, Surricate, Neonatal Hoofstock, Arabian Oryx – update, Wattled
Crane (hand-rearing and incubation Protocols), Poison Arrow Frogs, Ornate Frogs, L’Hoest
Monkeys, Antelope neonates – update, Caracal, Mongoose Lemurs, Vultures, Hartmanns
Zebra, Andean Condors.
KPI Number of animals recorded in asset register
2010 / 2011
a) Number of individual animals owned by the Zoo, on and off site, (excluding
1,147
GROUP ARKS)
b) Number of individual animals in the Zoo (excluding GROUP ARKS)
1,160
c) Number of individual animals owned by the Zoo but recorded under GROUP
671
ARKS
d) Total number of individual animals owned by the Zoo (a+c)
1,818
51
The KPI of 2700 animals has not been achieved due to the fact that the Temple of the
Ancient Exhibit is not at a point where it can accommodate all the species for which it was
intended due to a contractor failing to complete an essential element of the Temple of the
Ancients. A new contractor will be sourced to complete the work.
KPI Participation in Research Projects
This target was exceeded. The number of Research Projects that were conducted or took
part in the year was 20, against a target of 8. These include the following:
 Blood samples were collected for the collaborative National Research Foundation Project
to produce an Atlas of Animal Haemoglobins.
 Cheetah and Wilddog Feeding Study with the Bernard Price Institute for Palaeontological
Research at WITS to look at the tooth marks that animals make on bones to compare
them to the stone tool marks that early hominids made to the same sorts of bones.
 Johannesburg Zoo Mega-Database for all Zoo species - Including: class, order, family,
common name, number and sexes of Zoo specimens, conservation status, cites status,
natural occurrence, male/female and young of spp. naming, collective nouns, longevity,
gestation periods, litter sizes, diets, sizes, weights, speed, etc.
 Study with the UNISA Department of Environmental Sciences to look at social behaviour
of indigenous South African Mammals at the Zoo.
 Blood samples were collected from Lechwe Antelope for a research project entitled “Host
genetic factors determine susceptibility to mycobacterial disease in cattle and African
Buffalos”.
 Ground Hornbill Paramyxovirus vaccination trial: Dr Perrin vaccinated two hornbills at
Madikwe National Park and collected blood samples to determine their pre-vaccination
immunity status.
 Collecting blood, tissue and hair samples for bio-banking by Wildlife Biological Resource
Centre / BioBankSA of the National Zoo.
 Avian haematology and iron storage disease in lemurs - papers presented by Sr Pittman
and Dr Koeppel respectively at the 2nd Symposium on Zoological Medicine at The
National Zoological Gardens in Pretoria.
 Collaborative research project on hybridization in wild Robins with Dr Brett Gardner and
Wits University.
 In situ biological samples were collected for the Wattled Crane Disease Survey.
 72 students from Wits University; School of Animal, Plant & Environmental Sciences
began compiling information for behavioural studies on a wide range of different Zoo
animals.
52
 A study is ongoing to look at the effects of a product called F10 in the treatment of chytrid
fungus in Guttural Toads. The chytrid fungus is a major reason for the global decline
which sees one third of amphibians facing extinction. Dr Gardner and Dr Koeppel
published an article in Health and Hygiene Issue 14, 2011 titled “F10 used in the
enucleation and exenteration in exotic animals”.
 Accumulation behaviours and taphonomic signatures for extant black eagle nests, Aquila
verreauxii, in southern Africa, with a student from Wits University.
 Impact of invasive parasites on the biology and conservation of indigenous terrapins in
France and South Africa with the University of the North West. Study conducted with the
assistance of Zoo Conservation and Research Department Staff.
 Actualistic investigation of bone modification on mesomammals by carnivores and birds
of prey: A contribution to understanding the Taphonomy of mesomammals from Cooper’s
Cave, with a Student from Wits University.
 Dr. Gardner collected blood and faecal collection for a study of transmission of parasites
from invasive red eared slider terrapins to indigenous terrapins. University of North West
 Project to investigate the endoparasitic status of carnivorous mammals kept at the
Johannesburg Zoological Gardens based on coprological examination. In conjunction
with Ms Cassandra A Ramos - Department of Veterinary Tropical Diseases, University of
Pretoria
 Wildlife forensics study to determine the genetic traceability of wildlife animal products by
Dr Maria Eugenia D’Amato -Department of Bioetchnology, Forensic DNA Laboratory,
University of the Western Cape. Zoo Staff are collecting samples on an ongoing basis for
this project and assisting in analysis.
 Study to assess the methane production potential of mesophilic, anaerobic termite gut
and mammal herbivore dung consortia using cellulose as a substrate in a vitamindeprived media in conjunction with Ms Winnie Mpumelelo Mahlangu, School of Molecular
and cell Biology, University of the Witwatersrand. Zoo Staff are collecting faecal samples
for this project and were instrumental in determining which species to use for the project.
 Actualistic feeding experiment with carnivores and birds of prey at the Johannesburg Zoo
with Ms Brigette Cohen, Palaeoscience Centre, University of the Witwatersrand.
Procurement of the different feed species was undertaken by Zoo Staff as well as the
provision and collection of the bone fragments prior to feeding.
53
KPI Species Reviews
A total of 20 Animal Husbandry Manuals were submitted against a target of 20 as listed
below:

Common Iguana

Giant Bullfrog

The Hartmanns Zebra Husbandry

Mongoose Lemur

Scimitar Horned Oryx

Black Winged Jardine Parrot

Caracal

White Headed Vulture

Andean Condor

Bongo

Capture Husbandry of discuss fish

Burchells Zebra

Margay

Pygmy Goats

Banded Gila Monster

Red Bellied Lemur

Dyeing Poison Dart Frog

LeHoest Monkey

Fennec Fox

Wild Dog
KPI Number of practice animal emergency drills
This target was exceeded. A total of 9 emergency drills were performed during 2010/11
financial year; important issues regarding risk, safety and equipment required were
discussed during the debriefing sessions. Risk issues such as the shortage of two-way
radios and staff training were addressed.
KEY PERFORMANCE AREA CONSERVATION
KPI Projects resulting in the reduction of the amount of water consumption
This target was exceeded. 6 Projects were undertaken against a target of 2 and projects that
were undertaken are as follows:

Leaking toilets and urinals were serviced to minimize loss of water.

Major burst pipes were attended to at the Memorial boulevard, farmyard and
Madagascar.

An old leaking waterline was replaced between Brown Bears and Creature feature
enclosures.

A major leak was found and repaired at the Gorilla enclosure.

Water meters have been installed at all boreholes to measure and optimize borehole
consumption.

All leaking push button drinking fountains were repaired & replaced.
54
KPI Participation in Conservation Projects
This target was exceeded. 7 conservation projects were participated in against a target of 6.

Wattled Crane Recovery Programme (WCRP)
The Wattled Crane Recovery Programme aims to prevent the local extinction of the
Wattled Crane in South Africa by breeding Wattled Cranes in captivity and releasing their
offspring into existing wild flocks. A captive breeding population of Wattled Cranes was
created by collecting abandoned eggs from the wild and costume rearing the resultant
chicks to prevent human imprinting. The first aim of the Wattled Crane Recovery
Programme, the creation and maintenance of an ex situ breeding flock to produce chicks
for release into the wild is nearly complete and the programme is now moving into the
next phase, the supplementation of the wild population through the release of captivereared fledglings into existing wild Wattled Crane flocks in an effort to bolster the wild
population.
o
The Wattled Crane Recovery Programme AGM and Supplementation Workshop was
held on August 17 & 18 at Glengarry in Kamburg, KwaZulu Natal.
o
An episode featuring the WCRP was air on the television program, 50/50 and an
article on the WCRP was published in the Killarney Gazette. An episode of Baby
Animal Planet aired in the USA and Canada in late October.
o
The WCRP had a visit from Dr. George Archibald (Founder of the International Crane
Foundation, USA) and two of ICF’s board members for an update on the progress of
the Wattled Crane Recovery Programme. Dr. Archibald made recommendations with
regard to pair management, overseas training opportunities for Zoo Staff and
potential fund raising opportunities.
o
The ToPS (Threatened or Protected Species) Permit application to Ezemvelo KZN
Wildlife for the development and utilization of the Wattled Crane Isolation-rearing Site
at the Bill Barnes Crane and Oribi Nature Reserve (BBCONR) was approved.
o
The WCRP’s application for participation in the BirdLife International Species
Guardian Programme has been approved by BirdLife. A Memorandum of
Understanding (MoA) was created and sent out to all partners for approval.
o
Three Wattled Crane eggs were collected from the wild in the last financial year. The
first egg was collected on Saturday 25 June. The chick was transported from KZN to
the Zoo on the 27 June. The second and third egg were collected on 26 and 27 June
respectively. Both chicks were transported the Zoo on 30 June. All three chicks have
been collected from previously unrepresented nests which will significantly increase
the hetergzygosity of the breeding flock.
55

Chimpanzee Medical Assistance and Rescue with the Jane Goodall Institute (JGI)
We have had ongoing contact with The Jane Goodall Institute as well as Chimp Eden in
Nelspruit.
Dr Stephen van der Spuy was the attending Veterinarian on a Chimp Rescue Mission to
the Central African Republic (CAR) in November 2010.
The CAR Team
Dr Katja Koeppel also assisted the Institute with blood collection from Claude a
seven year old chimp for the continuation of quarantine.
Health exam of chimpanzee “Mary”
56

Southern Ground Hornbills
The Johannesburg Zoo is part of a breeding program for Southern Ground Hornbills. The
Veterinary Department assisted the Ground Hornbill Project by providing veterinary care
for injured birds.
The Ground Hornbill Task Team is currently working on the Southern Ground Hornbill
Recovery Plan.
The first Hornbill chick came into the Zoo on 30 December from Mpumalanga. Three
more chicks arrived on 8 January from the Association of Private Nature Reserves and
The Kruger National Park.
All four of the Ground Hornbill chicks that were hand raised by Zoo Staff for the Project
are now in the Ground Hornbill exhibit. They are learning from the adult birds and are
doing well.
Ground Hornbill chicks interacting with our adult bird during introduction

Amphibian Conservation and Research Project
The Amphibian Conservation Project was started in March 2006 with the initial aims to
successfully keep common species of indigenous amphibians in captivity with the goal of
eventually moving on to keeping and breeding endangered analogue species of
indigenous amphibians, to compile husbandry guidelines and protocols on how to keep
and breed the species being kept in the collection, to successfully breed each species of
frog to an F3 generation and to conduct research on the breeding, enclosure design and
husbandry of each species of amphibian.
o
Major headway was made with improving husbandry techniques and increasing
routine observations of the frogs.
57
o
A proposal was submitted to Mr Dominic Moss, Professor Ché Weldon and Mr Ian
Visser regarding establishing an In situ conservation research project on the
Cascade Frog (Hadromophryne natalensis), in order to increase the possibility of the
Johannesburg Zoo successfully breeding this species. The project will provide more
insight into the breeding biology and proper housing requirements of the species.
o
The new Guttural Toad (Amietrophryne gutturalis) rearing systems have been
obtained and are up and running and currently house Guttural Toad Eggs, Tadpoles,
Toadlets and Toads in the systems. The exhibit has been well received by the public
as the entire lifecycle of the Toads is on display.

VULPRO – Vulture Conservation Project
o
The Hospital continued offering services in the form of treatment for injured and sick
wild vultures for VULPRO. In addition health examination and pre-release
assessments were carried out on a number of captive vultures.
o
Department Staff participated in a two week project with VULPRO and the
Biodiversity Research Institute based in the United States to assist with

Assisted with blood and feather samples collection.

Conducted avian haematology for
vulture
health assessment
research
(publications pending).
o
We have also begun a new component of the Vulture Conservation Programme
called The Cape Vulture Recovery Plan, Namibia. Zoo staff attended meetings in
Windhoek and Otjiwarongo in Namibia with relevant role players to discuss a
possible Cape Vulture Reintroduction Project. The Meetings were a resounding
success and the positive reception and response from Namibian Government as well
as NGO’s from Namibia and South Africa were a good indication of the commitment
of various groups to the success of the initiative.
58

Indigenous Sheep Breeding Project (ISBP)
South Africa has variety of indigenous breeds of farm animals that have played a major
role in the social, cultural and economic history of the country. Most of these animals had
their origins in Eastern and Northern Africa and moved southwards with migrating tribes
to reach and enter South Africa between 200 and 700 AD. In the process, they travelled
through areas rife with animal diseases and parasites and adapted to and settled in a
variety of biomes.
Breeding is going well and we currently have 6.7 (13) Zulu Sheep and 5.9 (14) Bapedi
Sheep in our flocks.
KEY PERFORMANCE AREA SERVICE DELIVERY
KPI Number of school learners visiting the Zoo
The target was 190,000 and the Zoo reached 135,241 through its combined education
programmes. This target was not achieved. The decline is attributed to extended school
holidays, the public strike in 2010 and an increase in transport fees. Schools were also put
under a lot of pressure to catch up on lost time, to improve on their performance and the
preparation of a visit has become more intensive requiring permission from the Department
in advance as well as signed indemnities from parents.
KPI Number of previously disadvantaged groups sponsored to visit the Zoo
The target was 10,000 and through the generous sponsorship of one Trust foundation we
managed to receive 10,402 learners for education programmes. All groups participate in
education programmes such as the Biodiversity events celebrated on World Environment
Day, Arbor Day and the Sasol Birdfair. Additional Zoo events such as the Johannesburg
Zoo children days and the Johannesburg Zoo Youth day were arranged to accommodate
this target.
KPI Number of Visitors
This target was exceeded. The target was 540,000 and 552, 782 people visited the Zoo.
KPI % Customer satisfaction index
The customer satisfaction survey for the fourth quarter showed an overall satisfaction rating
for the Johannesburg Zoo of 85.5%. This was set against a target of 85%.
59
KEY PERFORMANCE AREA CITY GREENING AREA
KPI Indigenous trees grown in nursery
641 indigenous trees were grown in the Nursery against the target of 600.
KPI Indigenous trees planted in the Zoo
50 indigenous trees were planted against the target of 40.
KPI Waste separation in the Zoo
80% of generated waste was separated for recycling against the target of 80%.
KPI Energy saving initiatives
5 energy saving initiatives were undertaken against a target of 4.

Energy saving LED lights were installed at the Education Centre.

Installed a sensor light at Main office block replacing the normal light.

Installed Solar panels at the Education centre.

installed a biodigester.

Installed timers for the fan heaters at the staff canteen.
KPI Independent environmental assessment
The Zoo retained its Gold status from the Heritage Environmental Rating Program.
KEY PERFORMANCE AREA: FINANCE
KPI Revenue growth
Revenue grew by 12% as compared to the same period last year. The performance was 6%
above target mainly as a result of tariff adjustment strategy implemented by management
during the period under review. Increase in visitor numbers also contributed to the positive
growth.
KPI Opex and capex spent against approved budget
The Zoo recorded an opex spend of 101% against the total approved budget. The variance
was as a result of upgrading of systems in support management’s effort to reduce
operational inefficiencies.
60
67% of capex budget was spent in the 2010/11 financial year. The supply chain
management challenges largely contributed to the variance.
BEE spend against budget
The Black Economic Empowerment spend for the 2010/11 financial year was recorded at
75% of total annual procurement, thus exceeding the target by 5%. The total annual
procurement R27,857,495 and BEE spend was R20,861,331.
Maintain 100% listing of assets
The Zoo successfully completed the asset register. The assets’ depreciable lives and
residual values were reviewed and the residual values and useful lives remained
unchanged.
KPI Clean audit report
Unqualified audit achieved.
KEY PERFORMANCE AREA HUMAN RESOURCES
KPI Manage the implementation of Occupational Health and Safety strategies
This target was achieved. A new Safety Manager was appointed in this financial year. The
Committee was strengthened by the addition of extra members and training in Occupational
Health and Safety.
The committee continued to identify hazards and developed strategies to address them. The
campaign to compel construction companies to put up of indemnity notices in all our
construction sites is one of the Committee’s achievements this financial year.
KPI Implement Annual Training Plan
This target was not achieved. The cumulative number of training interventions year- to-date
is 147 against an annual target of 174 due to budgetary constraints.
A total of 19 employees are continuing with ABET training.
Twenty four (24) internship students from UNISA completed their internship programme and
23 completed their learnerships in Horticulture and Tour Guiding. The second intake, which
commenced in April 2011, has seen the Zoo offer learner ships to 26 students in various
disciplines. We have also received provisional accreditation from the LGSETA for 20
internships in 4 disciplines which commenced in the 4th quarter.
61
KPI Maintenance of Employee Wellness, HIV & AIDS
This target was achieved. The Wellness Clinic is up and running and monthly incidence
reports are made available to the Human Resources and Remuneration committee and
Management.
The Occupational Healthcare professional is continuing to collate information relating to
trends identified in sick notes and will provide a report upon a sizeable sample being
received. The current challenge is the high turnover of occupational healthcare professionals
making continuity of processes difficult.
Quotations for Tuberculosis tests have been sourced and the tests will be conducted in the
2011/2012 financial year due to budgetary constraints. Tetanus and Rabies inoculations
were administered to 18 employees in the Animal Department
KPI Maintenance of the performance management system
This target was not achieved. Negotiations between Labour and management around
performance management are continuing. Labour is amenable to management considering
a percentage over and above the 13th cheque being paid. The HR Committee will
recommend to the Board to approve the implementation of the performance- based bonus
which will see the performance management system being implemented fully.
KEY PERFORMANCE AREA: INFRASTURCTURE MAINTENANCE
KPI Number of preventative maintenance programmes
10 preventative maintenance programs were conducted quarterly against a target of 10
except for Quarter 1 when only 8 programs were done.
KPI Number of infrastructure refurbishments completed
30 infrastructure refurbishment projects were undertaken against a target of 12. The
refurbishment projects that were undertaken were:

Vet house renovations.

AngloGoldAshanti Conference Centre
renovations.

A sheltered recycling area was
constructed.

A section of the new perimeter

Discovery Centre renovations.

Bandstand renovations.

A generator room was constructed.

Old Elephant House renovations.

An access control system was put in

Sasol Wing renovations.
concrete palisade fence was installed.
place.
62

Research house renovations.

The Lucerne shed gate was replaced.

Replacement of safety net at the Polar

The African hippo enclosure was split


bear enclosure.
into two and a new pool was
New waterline from Brown Bears to
constructed with new electric fencing
Creature feature enclosure.
on the public barrier fence.
New waste waterline from the Temple of

Various thatch roofs were refurbished.
Ancients building.

New Air-conditioners were installed at

Finance office partitioning
the AngloGoldAshanti and Old

Installed a fire hydrant at the Lucerne
Elephant House conference centres.
shed area.

A new filtration system was installed at

Small cats renovations.

Railing installation at the African hippo

A new Amphibian pod was installed.
enclosure.

New motorized gates were installed at


the Elephant enclosure
A safety cage and shift doors were
installed at the Tamarins enclosure

the Crocodile enclosure.

A new public barrier wall was
The Quarantine building roof was
constructed at the Chimpanzee
waterproofed
enclosure
The earth retaining wall at the Temple of

The internal roads were rehabilitated
Ancients enclosure was waterproofed
KEY PERFORMANCE AREA: EXPANDED PUBLIC WORKS PROGRAMME
KPI EPWP jobs created for youth
This target was achieved. 40 job opportunities for youth were created against the target of
24.
KPI EPWP jobs created for women
This target was achieved. 22 job opportunities for women were created against the target of
8.
The following table gives a summarised annual scorecard of the Johannesburg Zoo.
63
Assessment of Municipal Taxes and Service Charges owed to the Johannesburg Zoo
Detail
0-30 days
31-60 days
61-90
91-180 days
days
Debtor’s Age
R6,251,616
R2,070
R4,352
181 &
Total
over
R184,994
-
R6,443,032
Analysis by
income
source
The total debtor’s amount of R6,443,032 and 87% of the total debtors consists of amounts
owed to the Johannesburg Zoo by the City of Johannesburg Metropolitan Municipality and
other municipal owned entities.
Amounts owed by the Johannesburg Zoo for service charges
Name of Entity
City of
Johannesburg
Amount Owed
Status
R3,378,242 Amount provided for in
the entity’s books
Metropolitan
Comments
Awaiting supporting
documents from the
service provider
Municipality
Johannesburg
Fresh Produce
R93,320 Amount provided for in
the entity’s books
Market
City Power
Johannesburg (Pty)
Parks
documents from the
service provider
R3,800 Amount provided for in
the entity’s books
Ltd
Johannesburg City
Awaiting supporting
Awaiting supporting
documents from the
service provider
R11,875 Amount provided for in
the entity’s books
Awaiting supporting
documents from the
service provider
64
Assessment of Directors’ and Senior Managers’ municipal accounts
Name of
Designation
Director/
Name of
Municipal
Account
Municipality
Account
Status as
Name/ Number
at June
Executive
Manager
Prof. H Kasan
Comments
2011
Non-executive
City of
HC Kasan
Director
Johannesburg
500065574
Dr Stephen van
Chief Executive
City of
The
der Spuy
Officer
Johannesburg
Johannesburg
In order
In order
Falls under
Zoo property
Zoo 220069640
Ms L Fuller
Senior
City of
LH Fuller
Manager
Johannesburg
206938686
Ekuhurleni
BR & L Gordon
In order
Stores
Ms L Gordon
Executive
Manager:
In order
2100049875
Marketing and
Education
Mr CD Kneale
Non-executive
City of
Kneale CD &
Director
Johannesburg
DA
In order
303188464
Ms S Kungoane
Executive
City of
Rosewalk
In order
Property
Manager
Johannesburg
Manor Body
Managers
Human
Corporate
Rosewalk
Resources
202188411
Manor Body
Corporate
Dr J Ledger
Non-executive
City of
Dr JA Ledger
Director
Johannesburg
501409154
Tshwane
1044440108
Mr T. Makganye
In order
In order
Municipality
Mr R Mokalapa
Executive
Private
Property
Ekurhuleni
2604206652
In order
Non-executive
City of
RH Morojele
In order
Director
Johannesburg
0116156164
Mr S
Executive
City of
S.B.
Maphumulo
Manager:
Johannesburg
Maphumulo
Managers:-
404253374
Whitfield
manager;
Technical
Ms R Morojele
Horticulture
In order
The property
Twin Oaks
65
Name of
Designation
Director/
Name of
Municipal
Account
Municipality
Account
Status as
Name/ Number
at June
Executive
Manager
Mr DG Moss
Comments
2011
Executive
City of
DG Moss
Manager:
Johannesburg
302364893
Ekhurleni
N Naidu
In order
Conservation
and Research
Ms N Naidu
Non-executive
In order
Director
Mr S Snell
Not responsible
for an account
with a
Municipal entity
Ms N
Chief Financial
Not responsible
Thanjekwayo
Officer
for an account
with a
Municipal entity
Mr R Tshikovhi
Non-executive
Not responsible
Director
for an account
with a
municipality.
Mr T. Makganye
Tshwane
Municipality
1044440108
In order
Private
Property
66
RECOMMENDATIONS FOR CONSIDERATION IN 2011/2012
ANIMAL DEPARTMENT
The department will prepare the exhibit for the opening of the Temple of the Ancients which
will be home to various amphibians, reptiles, small primates, bats and fish from South
America.
Continue to implement and monitor Preventative Medicine Programmes to ensure the
highest standard of health and care.
Perform enclosure inspections to maintain the African Association of Zoos and Aquaria
(PAAZAB), the World Association of Zoos and Aquaria (WAZA) and the South African
National Standards. We aim to ensure that the Johannesburg Zoo is ready for the next
PAAZAB Accreditation Audit process in 2012.
Redesign winter quarters for the Crocodiles with a view to increasing the area available to
the animals during winter and refit and repair the night rooms.
Improve water circulation and filtration system of the large lake at Crocodile Country.
Move all animals from the Boma to start with the demolition process of the old Boma night
rooms.
Refurbish reptile exhibits at the Madagascar region so that they can be opened to the public
again.
CONSERVATION AND RESEARCH DEPARTMENT
The Department will endeavour to support staff undertaking conservation and research
projects and to develop formal relationships with various academic institutions, whereby
such organisations can participate in approved conservation and research activities
undertaken by the Johannesburg Zoo.
Preventative Medicine protocols will continue to be written to improve and ensure animal
well-being.
The Department will also be ensuring the development and support of the new Cape Vulture
Release Project together with various NGO’s and the Namibian Government.
We will also be advancing The Pickersgill’s Reed Frog (Hyperolius pickersgilli) Project as
part of the Amphibian Conservation and Research Project.
In the 2011/2012 Financial Year the Department will endeavour to ensure that attention is
given to the Conservation and Research Farm with the aim of making it more financially
sustainable. In the light of this we are progressing with a full Business Plan for the farm.
67
FINANCE DEPARTMENT
The Johannesburg Zoo continues to face limited funding challenges as we saw the
operational subsidy increase cut from 10% (2010/11) to 4.8% in 2011/12 financial year. The
challenge for the next financial year is to absorb all additional costs within the reduced
budget allocation and improve efficiencies.
HORTICULTURE DEPARTMENT
The Horticulture department will ensure continuation and improvement in the following
areas:

Nursery expansion and development to continue producing plants that subsequently get
distributed to the gardens, office buildings, and to animal enclosures as a cost saving
initiative to the organisation.

Waste minimization programme through recycling activity that is sustainable and
contributes to job creation.

Attractive gardens that provide pleasant experiences for our visitors.

Increase focus in building relationships with other stakeholders in the industry as part of
skills exchange programme.
Due to age of infrastructure, maintaining water bodies in the Zoo proves to be a challenge
and there is a capital requirement to upgrade pumps and filtration systems in order to meet
the international standards expected.
HUMAN RESOURCES AND REMUNERATION DEPARTMENT
The department will continue to ensure that our Human Resources policies, procedures and
systems are benchmarked against best practice and are compliant with prevailing labour and
municipal legislation. We will continue to utilise the internships and Learnerships as pipelines
to address the Zoo’s Human Resources needs. The envisaged payment of a performancebased bonus over and above the traditional 13th cheque will contribute to employee retention
measures under development.
Of consideration is Staff expenditure that is likely to skyrocket in this financial year because
of Implementation of the Task Job Grading System in compliance to SALGBC agreement.
Preliminary reports indicate that 43% of Zoo employees’ salaries would have to be adjusted
and back payments made.
68
MARKETING AND EDUCATION DEPARTMENT
The launch of the Temple of the Ancients continues to be the next exciting project planned
by the department. It will be an extensive launch with programmes planned to highlight this
excellent development for duration of three months.
Customer services remain a focus area for the Zoo. The restaurant services need to expand
to cater for large groups on weekends, public holidays and festive seasons. The second
restaurant will be at the main entrance in Upper Park Drive and will cater for public holidays,
weekends and school holiday periods.
The marketing strategy places focus on repackaging current offers such as venue hire,
additional tours and conservation activities. Fundraising will play a prominent role in the
activities of the department and each sector has been given a target for fundraising in cash
and in kind.
TECHNICAL DEPARTMENT
The 2011/12 budget for maintenance of the Johannesburg Zoo has been dramatically
reduced to R700,000.00. An increased maintenance budget will be motivated for in the midyear adjustment budget.
The department will

Re-prioritize maintenance to ensure that the Zoo’s operations are minimally affected as a
result of the budget cuts.

Complete the Facility Condition Assessments.

Enter into negotiations with City Power to enter into a Memorandum of Understanding in
order to service MV and LV cablings and respond to Power breakdowns.

Repair all night room heaters in preparation for winter.
69
CORPORATE GOVERNANCE
Corporate Governance Statement
The core concepts that underlie Corporate Governance are:
Transparency – Transparency refers to the ease with which an outsider is able to
understand the information available about a company. This includes financial and nonfinancial information such as the strategic objectives of the Company.
Independence – Independence refers to the extent to which procedures and structures are
in place to minimise potential conflicts of interest. This is particularly important in the case of
non-executive directors.
Accountability – The principle that decision-makers within a company, or those who take
actions on behalf of a company should be accountable for what they do. It follows that
shareholders should be able to assess the actions of their board and query them if
necessary. The performance of directors individually and the board collectively should be
evaluated annually.
Social Responsibility – A well-managed company should be aware of and respond to
issues of social concern and matters of health and welfare.
Environment – The Company should take every possible step to ensure that it does not
damage the environment, in which its stakeholders live.
Board of Directors
The Board is of the opinion that the Company currently complies with the principles
incorporated and enunciated in the Code of Corporate Practices and Conduct as set out in
the King Report III and recognises the progress made in complying with the King III Code.
Board Composition and Leadership
The Board of Directors of the Johannesburg Zoo comprises seven Non-executive Directors
and one Executive Director. Board members are appointed by the City of Johannesburg and
an Induction Programme is implemented for all new Directors and Independent Audit
Committee Members.
70
The Board is chaired by a Non-executive Director, Professor HC Kasan. The Board meets at
least quarterly. The Board remains accountable to City of Johannesburg Metropolitan
Municipality, the sole member and its stakeholders, the citizens of Johannesburg. A Service
Delivery Agreement (SDA) concluded in accordance with the provisions of the MSA governs
the entity’s relationship with the City of Johannesburg. The Board provides quarterly reports
on its performance and service delivery to the parent municipality as prescribed in the SDA,
the MFMA and the MSA.
Non-executive Directors contribute an independent view to matters under consideration and
add to the depth of experience of the Board. The roles of Chairperson and Chief Executive
Officer are separate, with responsibilities divided between them. The Chairperson has no
executive functions.
Board Induction and Evaluation
An annual director and peer review is undertaken, as well as a Board evaluation. The Board
evaluation is conducted annually by the City of Johannesburg and feedback provided by the
Shareholder Unit.
Attendance at meetings during the 2010 / 2011 financial year
Attendance
Main
at meetings
Audit
HR and
Marketing
Conser-
Planning
Board
Remu-
and
vation and
and
held during
Meeting
neration
Education
Operations
Oversight
the
(6)
(6)
(4)
(4)
Committee
(5)
Risk
(5)
2010/2011
(2)
Year
Ms CP
1
Mosupye *
Prof. H
6
2
3
6
5
5
Ms I Jacobs
2
2
Mr C D
6
3
2
Kasan#
Dr SD van der
6
4
4
2
Spuy
4
Kneale
Dr JA Ledger
6
Ms RH
6
5
3
2
6
4
2
6
3
2
Morojele
Ms N Naidu
4
5
71
Attendance
Main
at meetings
Audit
HR and
Marketing
Conser-
Planning
Board
Remu-
and
vation and
and
held during
Meeting
neration
Education
Operations
Oversight
the
(6)
(6)
(4)
(4)
Committee
(5)
Risk
(5)
2010/2011
(2)
Year
Mr SP Snell
5
5
Mr RB
6
2
4
2
4
Tshikovhi
Mr G
4
Dunnington+
Mr B Zungu +
4
Mr MW
5
Torres+
Note:
#Professor HC Kasan was appointed as Chairperson of the Board of Directors in March
2011.
*Ms CP Mosupye and Ms I Jacobs resigned in March 2011.
+ Mr G Dunnington, Mr B Zungu and Mr A Torres - Independent Audit Committee Members
The Board of Directors has adopted the Board Charter, which encapsulates the City of
Johannesburg’s Governance Protocol and includes matters of ethics, procedure and the
conduct of committee members.
Registers are kept and updated on the disclosure and declaration of interests of Directors
and Senior Management. The Board and Senior Management ensure that there is full
material compliance to all relevant legislation.
BOARD COMMITTEES
The following committees have been formed, each of which is chaired by a Non-executive
Director.

Audit Committee

Risk Committee

Human Resources and Remuneration Committee

Marketing and Education Committee

Conservation and Operations Committee

Planning and Oversight Committee (Formed in June 2011)
72
Audit Committee
The Audit Committee comprises two non-executive Directors and three independent
members appointed by the City of Johannesburg.

Mr SP Snell (Chairperson) - Non-executive Director

Mr R Tshikovhi Non-executive Director

Mr B Zungu – Independent Audit Member

Mr G Dunnington – Independent Audit Member

Mr A Torres – Independent Audit Member
The Audit Committee operates in accordance with a written charter authorised by the
Board, and provides assistance to the Board with regard to:

Ensuring compliance with applicable legislation and the requirements of regulatory
authorities;

Matters relating to financial accounting, accounting policies, reporting and
disclosures;

Internal and external audit policy;

Activities, scope, adequacy and effectiveness of the internal audit function and audit
plans;

Review/ approval of external audit plans, findings, problems, reports and fees;

Compliance with the Code of Corporate Practices and Conduct; and

Compliance with code of ethics.
The Audit Committee met five times during the year under review.
Risk Committee
The overall objectives of the Committee are to assist the Board of Directors in the
discharge of its duties relating to corporate accountability and the associated Risk in
terms of management, assurance and reporting.
The Risk Committee comprises three Non-Executive Directors.

Mr SP Snell – Chairperson

Dr JA Ledger – Non-executive Director

Ms N Naidu – Non-executive Director
73
The Risk Committee has been delegated the task of overseeing the quality, integrity and
reliability of the company’s risk management function. In terms of its mandate, it reviews
and assesses the integrity and the quality of risk control systems and ensures that risk
policies and strategies are effectively managed.
The Committee provides an independent and objective oversight and accountability and
specifically associated Risk, also taking account of reports by management and the Audit
Committee to the Board on financial, business and strategic Risk.
The Risk Committee met five times during the year under review
Human Resources and Remuneration Committee
The Human Resources and Remuneration Committee comprises two Non-executive
Directors:

Ms Nalanie Naidu (Chairperson)

Ms Rebone Morojele
The Human Resources and Remuneration Committee advises the board on
remuneration policies, remuneration packages and other terms of employment for all
Directors and Senior Executives. Its specific terms of reference also include
recommendations to the Board on matters relating to general staff policy remuneration,
profit bonuses, executive remuneration, directors’ remuneration fees and service
contracts.
The Human Resources Committee met six times during the year under review.
Marketing and Education Committee
The Marketing and Education Committee comprises three non-executive directors:

Ms Rebone Morojele (Chairperson)

Ms Nalanie Naidu

Mr R Tshikovhi
The Marketing and Education Committee advises the Board on all marketing and
educational activities, tenant services, branding, venues, events, tours, schools, signage
and internal transport systems.
The Committee met six times during the year under review.
74
Conservation and Operations Committee
The Conservation and Operations Committee comprises two Non-executive Directors:

Dr J A Ledger (Chairperson)

Mr CD Kneale
The Conservation and Operations Committee reports to the Board on aspects of animal
husbandry, animal welfare, the planning of the animal collection, conservation and
research projects and other initiatives.
The Conservation and Operations Committee met four times during the year under
review.
Director’s Remuneration
Name
Kasan Prof
H
Jacobs I
Designation
Non-executive Director
Kneale CD
Non-executive Director Retired in March 2011
Non-executive Director
Ledger Dr J
Non-executive Director
Morojele R
Mosupye P
Naidu N
Snell S
Tshikovhi R
Total
Meeting
Fee
Other
Retainer
Total
R
R (UIF)
R
R
171,602
932
9,920 182,454
14,880
224
9,920
25,024
58,534
646
19,840
79,020
90,220
890
19,840 110,950
114,854
985
19,840 135,679
19,605
198
95,210
741
19,840 115,791
128,932
1,022
19,840 149,794
66,283
724
760,120
6,362
Non-Executive Director
Non-executive Director and
Chairperson Retired in March
2011
Non executive Director
9,920
20,038
Non-executive Director
Non Executive Director
19,840
86,847
148,800 915,282
75
Independent Audit Committee Members Remuneration
Meeting
Fee
Other
Retainer
Total
Designation
R
R
R
R
Dunnington G
Independent Audit
Committee Member
19,840
298
9,920
30,058
Torres MW
Independent Audit
Committee Member
29,760
397
9,920
40,077
Zungu B
Independent Audit
Committee Member
19,840
932
19,840
40,612
Name
Total
69,440
1,627
39,680
110,747
76
SENIOR MANAGEMENT REMUNERATION
Name
Van der Spuy Dr
SD
Designation
Chief
Executive
Officer
Thanjekwayo N
Chief Financial
Officer
Gordon L
Executive
ManagerMarketing and
Education
Kungoane S
Executive
ManagerHuman
Resources
Makganye T
Mokalapa R
Maphumulo S
Executive
Manager:
Animal
Department
Executive
ManagerTechnical
Senior
ManagerHorticulture
Salary
Pension
Medical
Aid
Travel
Insurance
Skills
Bonus
Total
978,057
156,581
21,669
-
1,497
10,266
-
1,168,070
528,449
85,933
-
-
1,497
9,315
-
625,194
535,927
85,017
-
-
1,497
5,279
-
627,720
532,930
83,186
-
1,497
5,646
-
634,099
442,664
70,114
-
1,497
4,406
-
518,681
466,386
80,478
40,754
-
1,497
4,789
-
593,904
351,439
59,199
28,997
-
1,497
3,640
-
444,772
10,840
-
77
Name
Moss D
Designation
Executive
Manager:
Conservation
and Research
Feuerbach H
Company
secretary
Salary
Pension
Medical
Aid
Travel
Insurance
Skills
Bonus
Total
391,636
63,561
19,985
-
1,497
3,964
-
480,643
396,833
63,744
1,497
4,023
-
28,974
495,071
78
COMPANY SECRETARIAL FUNCTION
The primary function of the Company Secretary is to guide the Board of Directors collectively
and individually as to their duties and responsibilities, raise awareness on all legislation and
regulations relevant to the municipal entity and report non-compliance.
The Company
Secretary should ensure that proper procedure is carried out in the Board appointments and
assist in the induction and orientation, including assessing specific training needs for them.
The role is also to be available to provide comprehensive practical support and guidance to
directors and ensure unhindered access to information by all board and committee
members.
Lastly the Company Secretary should raise matters that may warrant the
attention of the Board as per the duties set out in Section 268G of the Companies Act.
The Johannesburg Zoo has complied with the companies Act and other applicable
legislation for the year under review. Mrs HJ Feuerbach was appointed as the Company
Secretary in August 2010.
RISK MANAGEMENT AND INTERNAL CONTROLS
The Board of the Johannesburg Zoo approved the risk management framework in 2004.
The framework allows for the identification of business and operational risk, the
implementation of mitigating actions and the ongoing monitoring of risk. The Risk Register
is work shopped annually with the City of Johannesburg and updated on a quarterly basis.
The process that is followed is to confirm strategic objectives and identify strategic and major
risk areas threatening the achievement of strategic objectives. As the Zoo does not have a
dedicated Risk Officer, the executive managers take responsibility for risks under their
jurisdiction.
The Zoo is a high-risk environment. At a commercial level the operation is marginal and
heavily reliant on a large subsidy from the City. Simple uncontrollable elements like rain can
have a dramatic impact on visitor numbers, the health of the animals and the overall state of
horticulture.
A large portion of the budget is expended on staff, thus highlighting the
dependence on high quality, motivated staff. The core business of the Zoo is based around
animals and their care, thus a large portion of operational risk is due to the size and
complexity of the animal collection. Finally, the number and type of visitors to the Zoo, along
with their interaction with wild animals, creates an unpredictable and high-risk environment.
The management and staff of the Zoo are aware of the risks and strive at all times to reduce
the risks to the Zoo operation and ensure that risk is managed.
79
The Company has developed and implemented appropriate policies and procedures which
provide a guide for employees in executing their daily activities. Financial risk is managed
through the development of delegations of authority and proper processes are in place,
which ensure that transactions are accurate, complete and valid before further processing.
DISASTER MANAGEMENT
A Disaster Management Plan for the Zoo is in place. The plan deals with major disasters
such as escaped animals and consequent danger to staff and visitors. All staff members
have been trained on the plan and emergency drills are conducted regularly. Emergency
drills are carried out quarterly.
INTERNAL AUDIT FUNCTION
Johannesburg Risk and Audit Services (JRAS) were appointed to provide internal audit
services to the Johannesburg Zoo and operate with the full authority of the Audit and Risk
Committee. JRAS is charged with examining and evaluating the effectiveness of the
Johannesburg Zoo’s operational activities, the attendant business risks and the system of
internal, operational and financial controls. Major weaknesses are brought to the attention of
the Audit and Risk Committee, the external auditors and members of senior executive
management for their consideration and remedial action.
80
SUSTAINABILITY REPORT
The World Zoo and Aquarium Conservation Strategy (WAZA, 2005) includes a chapter on
sustainability which highlights the vision for zoos to work towards sustainability by reducing
their environmental footprint and by leading by example in “Green” practices. Demonstrating
these methods to visitors and encouraging them to adopt sustainable lifestyles is also part of
the chapter.
The Johannesburg Zoo has embarked on this path and is working towards sustainability and
reducing our 'environmental footprint', by using natural resources in a way that does not lead
to their further decline.
Environmental sustainability vision for Johannesburg Zoo:
We recognise that our business has an important role to play in protecting and enhancing
the environment for future generations’
To this end our company is committed in taking action:
•
To achieve sound environmental practices across our entire organisation by
minimising our use of resources and reducing our amounts of waste and pollution
generated.
•
To encourage our stakeholders to participate in our efforts to protect the environment
and provide employees with the training and resources required to meet these
objectives.
•
To monitor and record our environmental impacts on a regular basis and compare
our performance with our policies, objectives and targets to further reduce our carbon
footprint every year.
•
To instil and support a behavioural change in our staff and visitors regarding local
environmental issues and ways to take action.
The Johannesburg Zoo has retained the Gold Status for the Heritage Environmental
Programme and the Environmental Management Plan has been finalised to describe the
best practices for the company for the years ahead. The partnership with the NGO Project
90 by 2030 has assisted the organisation with the installation of three new renewable energy
projects to assist with reducing the carbon footprint of the Zoo. These projects received a
large amount of publicity prior to COP 17 and are a highlight for the Zoo.
The staff has established a “Green Team” to increase both visitor and staff awareness
around environmental issues.
81
New litter campaign
posters were designed
with the assistance of
Young & Rubicam, and
highlight the impact of
litter on animals.
Biodiversity events have
been well attended.
School groups are invited
to celebrate Arbor Day,
World Wetlands Week
and World Environment Day.
1379 children were sponsored to attend the Wattled Crane Conservation Day in the Zoo and
3186 learners attended Water Week and joint activities with Rand Water included water
testing and water wise games. Children’s Day was hosted at the Zoo on two days, where
1000 children were treated to water-wise messages, games and puppet shows from Rand
Water, as well as receiving gifts, food and opportunities to interact with some of the Zoo
animals.
There are many smaller
events during the year,
focusing on biodiversity
threats and the environment.
SASSI (South African
Sustainable Seafood
Initiative), one of the
Johannesburg Zoo partners
has conducted training on
sustainable seafood use for
restaurant owners and
managers, with the Cafe Fino
Restaurant manager from the Zoo also attending. The Zoo kitchen has installed posters on
sustainable seafood use and we have ensured that we comply when purchasing fish for the
animals. These posters in the kitchen are of interest to both staff and visitors on the behind
the scenes tours.
82
Biomimicry SA has the Johannesburg Network Hub based at the Zoo. Bi-monthly talks are
scheduled and the group has grown substantially since last year. Two of the Zoo staff
assisted with the 3 day Professional Pathways workshop in the beginning of July, presented
by Claire Janisch. The Zoo is developing a Biomimicry Tour and some signage opportunities
for the future.
The Zoo continues to sort all the waste behind the scenes. All waste from the property is
sent to the sorting area, where items are recycled, composted or sent to landfill. The amount
of waste being sent to landfill has reduced significantly.
The recycling stations in the Zoo that were implemented many years ago are still being
utilised, but an initiative is underway to install many more bins to encourage sorting at
source. The Zoo is currently looking for a sponsor to assist with the project.
The conversion of some water bodies into natural bio-filters to create habitats for smaller
species of insects and amphibians was also initiated. The tiger pond is a great example of
the bio-filter in action, whereby no chemicals are used anymore and the water is suitable
clear and less harmful for the animals. The large number of invertebrates are also easily
seen in the water and can be identified for the water testing programmes in the zoo for
learners.
The Zoo “Green Team” was revived and they planned a more integral role this year, having
organized two large events for staff awareness. The first event was for Earth Hour and the
second event held during the World Environment Week, provided an industrial theatre group
highlighting energy savings areas to all staff. Both events were well attended and are
essential to increasing staff involvement and in the challenge of reducing the environmental
footprint of the company.
There were still some challenges in measuring some resource consumption, but all areas
should be fully quantifiable by next year. The Wetlands are still functioning to assist with the
recycling of water, and the amounts will be measured in the future to determine the amount
of savings on municipal water.
Project 90 by 2030 provided the Zoo with the first sustainable energy installations as part of
a project showcasing renewable energy products in action. The Zoo was fortunate to receive
a large 4 Kw solar photovoltaic installation near the Education centre, a biogas digester near
the restaurant, a small solar panel for the electric fence at the cheetah enclosure and a solar
powered golf cart. All of these installations will assist in reducing our carbon footprint and
the exact figures will be calculated now that they are fully operational.
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Amounts of waste sent to landfill from 2009/2010 and last financial year
2009/2010
Amount in Kg
to landfill
2010/2011
Recycled
to landfill
Recycled
Jul
24,600
14,107
11,000
14,107
Aug
34,940
5,864
14,500
5,864
Sept
7,900
5,198
12,000
5,198
Oct
30,000
3,266
17,500
3,266
Nov
8,420
3,050
13,500
3,050
Dec
15,000
2,940
21,000
2,940
Jan
16,500
4,011
12,000
1,701
Feb
19,660
3,597
10,500
1,367
Mar
13,500
3,912
10,000
5,210
Apr
21,000
4,626
13,500
3,630
May
12,000
6,399
12,000
3,281
June
16,500
4,543
3,115
3,281
220,020
61,513
150,615
52,895
TOTAL
The wetland system continues to assist with the recycling of some of the Zoo water,
reducing our reliance on municipal water alone and also ensuring that runoff from the stormwater system is cleaned before entering Zoo Lake. The wetland system also provides unique
educational and awareness activities for learners and researchers.
The Expanded Public Works Programme has afforded the Zoo an opportunity to assist with
employing and training PDIs as well as employing staff in temporary positions as required.
The future strategy for the Johannesburg Zoo will incorporate sustainability in all its
operations, using the framework from King III to ensure better sustainability governance and
to follow the ideals of “Knowingly, do no harm”.
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Stakeholder engagement:
The Zoo has many environmental stakeholders and partners who participate in education
programmes on a quarterly basis. These include Rand Water, Food and Trees for Africa,
Sci-bona, Birdlife Africa, the Biomimicry Association of South Africa, Project 90 by 2030, City
Parks, Joburg Water and the Environmental Department of Johannesburg City. Others
included are WESSA (Wild Life Society of South Africa), Animal Keepers Association of
Africa, The Endangered Wildlife Trust, Jane Goodall Institute, the Mabula Ground Hornbill
project and Enviroworld. The Zoo also has a good relationship with Rotary who sponsored
the Dinosaur Recycling Project.
The stakeholders are engaged with education programmes, demonstration sites for
renewable energy resources, staff training and conservation projects throughout the year.
Education resources are provided by many of the stakeholders including Birdlife South Africa
and Rand Water.
The Zoo and the stakeholders have benefitted both from the association as the Zoo has
been established as a centre for Biodiversity and conservation education and action.
The Zoo participates in the Gauteng Environmental Education Forum and in many cases, is
the main partner in presenting and attracting schools for environmental education.
IT Governance
The Johannesburg Zoo has published an IT Acceptable Use Policy are in line with
Johannesburg Zoo’s goal to establish a culture of openness, trust and integrity. The policy
aims to guide Johannesburg Zoo’s users in the use and best practice relating to the IT
infrastructure within the organization.
Johannesburg Zoo is committed to protecting its
employees, partners and the organization from illegal and/or damaging actions by
individuals, either knowingly or unknowingly.
Internet/LAN/WAN-related systems, including but not limited to computer equipment,
software, storage media, network accounts providing electronic mail, WWW browsing, and
FTP, are the sole property of Johannesburg Zoo. The policy is further intended to protect
Johannesburg Zoo information, proprietarily software developments, domain name and/or
reputation to ensure that Johannesburg Zoo Information technology and systems operate at
an acceptable/optimal and inoffensive working environment.
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The dependence and reliance on e-mail and the growth in the use of IT systems in the
recent years has made it essential for the company to mitigate risks and keep users
informed and updated on general IT rules, regulations, financial risks and the specifically the
legal implications for both employees (users) and IT manager. It is with this in mind that the
IT acceptable use policy embarks to set clear standards and educate users on acceptable
use and legal implications that have a direct bearing on the employee. The IT department
requires employees to read and understand the document for their own sake and the
sustainable progress of the organization as a whole.
This policy is in line with the following National Acts o
The Electronic Communications and Transactions Act
o
The Regulation of Interception of Communications Act.
o
The Financial Intelligence Center Act.
o
Promotion of Access to Information Act.
o
The Labour relations Act.
o
Basic Conditions of Employment Act.
o
Copyright Act
o
Trade Mark Act.
o
The Telecommunications Act
o
The Constitution of the Republic of South Africa Act.
o
Common Law (data protection and Privacy)
Corporate governance set out in the King 3.
Employee Development: (Marketing and Education Learnerships)
The Marketing and Education Department received 10 tourism learnerships in June 2010.
The intended starting date was latest March to prepare the students for the 2010 Soccer
World Cup but the Seta was unable to accommodate the timeline.
The students were trained to present tours, present interest talks and to assist with the Zoo’s
information kiosk. The training was focused on dealing with the public and engaging the
visitors in different activities within the Zoo.
After their training was completed end of February 2011, a number of the students indicated
an interest in continuing their association with the Zoo – they still man exhibits, present tours
and talks.
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CORPORATE SOCIAL RESPONSIBILITY
The Johannesburg Zoo strives to make life more meaningful for a number of disadvantaged
citizens by organizing or facilitating programmes to assist them to visit the Johannesburg
Zoo free of charge.
A Corporate Social Investment project with sponsorships from trust foundations enables the
Zoo to invite learners to the Zoo for education programmes. The transport and Zoo entrance
fees are sponsored and the education programme is free of charge.
The programme is known as the Masibambisane programme, which means let’s
stand / work / club together.
Church groups, welfare groups, children’s homes, hospice associations and many similar
registered organisations enter the Zoo at reduced rates of R22 per person. The Zoo catered
for approximately 35,000 reduced entry rates for these groups.
Learners from all school groups are afforded a reduced rate of R22 per person. The
educators are included in these groups.
The Zoo-to-You outreach programme has visited a number of disadvantaged schools and
institutions at reduced rates, or free of charge. In 2010/2011 the Zoo-to-you visited an
average of 3 schools per week.
High school learners mainly from independent schools are required to do community service
during their school holidays. The intention is to instil a culture of volunteerism and goodwill to
communities in need. This programme is free of charge to these learners. Each year the Zoo
receives approximately 160 learners to do their community service. Some high school
learners are required to do job shadowing to learn more about their chosen future careers.
The Zoo accommodates 30 learners per year for this programme.
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Biodiversity Events for Financial Year 2010/2011
Date
Event Name
05-Jul
Carnivore Week
14 - 22 August
Primate Week
03-Sep
Arbor Day
04-Oct
World Animal Day
8 - 10 February
World Wetlands Week
23 - 25 March
Water Week
26-Mar
Earth Hour
12-Apr
Primate Day
11-May
27-May
Water Monitoring
Celebration
SASOL Bird Fair School
Day
02-Jun
Biodiversity Sleepover
21 & 23 June
World Environment Day
Total number of learners
attending Biodiversity events
Venue
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Johannesburg
Zoo
Beneficiaries
Learners and general
public
Learners and general
public
Description
Different carnivore adaptations for hunting
and feeding
Learners
Trees and their uses, ecosystems
448
Learners and general
public
Importance of animals
100
Learners
Wetlands and their conservation status
1345
Learners
Conservation of water bodies
2184
Learners and general
public
Learners and general
public
Switching off lights and renewable energy
resources
Primate adaptations
240
Learners
Monitoring of water use and pollution
420
Learners and general
public
Birds and their adaptations, ecosystems
701
Public
Biodiversity and conservation
Learners
Biodiversity, ecosystems and conservation
Primates and their adaptations
Attendance
1918
1108
92
72
242
8870
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ABBREVIATIONS AND ACRONYMS
The Zoo is a member of both PAAZAB (African association of Zoos and Aquaria), and WAZA
(World Association of Zoos and Aquariums) and is bound by a code of ethics to both
organisations. The Johannesburg Zoo gained PAAZAB Accreditation status in June 2007 as
a World Class Zoo.
Other Memberships
The Johannesburg Zoo is a member of:
IZE (International Zoo Educators’ Association).
AKAA (The Animal Keepers Association of Africa).
ICZ (Congress of Zoo Keepers).
GEEF (Gauteng Environmental Education Forum).
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