1
THE JOHANNESBURG ZOO NPC
COMPANY INFORMATION:
Registration number:
2000/022951/08
Registered Address:
Jan Smuts Avenue
Parkview
2193
Postal Address:
Private Bag X13
Parkview
2122
Telephone number
:
(011) 646 2000
Fax number
:
(011) 486 2866
Website
:
www.jhbzoo.org.za
Bankers
:
ABSA Bank of SA Limited
Auditors
:
Auditor-General
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TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION AND CORPORATE PROFILE
Section 1: Corporate Profile and Overview of the Entity
4
Section 2: Strategic Objectives
5
Section 3: Chairperson’s Foreword
6
Section 4: Chief Executive officer’s Report
7
CHAPTER TWO: PERFOMANCE HIGHLIGHTS
Section 1: Highlights and Achievements
9
Section 2: Performance against IDP and City Scorecard
21
Section 3: Assessment of Arrears on Municipal Taxes and Service Charges
26
Section 4: Statement on Amounts Owed by Government Departments and Public Entities
27
Section 5: Plans for the Next Six Months
27
CHAPTER THREE: DIRECTOR’S REPORT AND GOVERNANCE
Section 1: Corporate Governance Statement
31
Section 2: Board of Directors
31
Section 3: Board Committees
35
Section 4: Director’s Remuneration
38
Section 5: Company Secretarial Function
38
Section 6: Risk Management and Internal Controls
39
Section 7: Sustainability Report
39
CHAPTER FOUR: HUMAN RESOURCES AND ORGANISATIONAL MANAGEMENT
Section 1: Human Resource Management
45
Section 2: Employment Equity and Succession Plan
56
Section 3: Skills Development and Training
56
Section 4: Performance Management
57
Section 5: HIV/AIDS in the Workplace
57
Section 6: Employee Benefits
58
CHAPTER FIVE: FINANCIAL ASSESSMENT
Section 1: Capital Projects
61
Section 2: Statement of Financial Position
61
Section 3: Statement of Financial Performance
65
Section 4: Cash Flow Statements
70
Section 5: Supply Chain Management and Black Economic Empowerment
71
Section 6: Internal Audit and Auditor-General Management Letter Issues
72
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CHAPTER ONE: INTRODUCTION AND CORPORATE PROFILE
Section 1: Corporate Profile / Overview of the entity
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.
Over time, the nature and operation of the Zoo has changed dramatically.
The
Johannesburg Zoo places importance on four key pillars – conservation, education, research and
recreation. The Johannesburg Zoo operations all contribute to and are focussed on the overall
strategy of conservation.
The Zoo places emphasis on providing the best animal husbandry,
including their nutrition, accommodation, enrichment, and medical care.
The Zoo houses 1,822 animals on 54 hectares. The gardens and setting of the Zoo are critical to
visitor enjoyment and receive ongoing attention. The Zoo focuses on plants that are indigenous and
water wise.
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 to ensure that they enjoy the
many delights that await them at the Zoo.
The Companies Act, 71 of 2008 became effective on 1 May 2011, which had the compliance
implication of the Zoo now being a Non-Profit Company (NPC) instead of a Company incorporated
under Section 21.
Vision:
To be recognised 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:

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.

Creating a safe, accessible, family-orientated environment in which to explore nature in the
heart of Johannesburg.
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Section 2: Strategic Objectives
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.
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. Practice energy efficient and the use of renewable energy.
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.
As a Municipal Entity, the operations of the organisation are aligned to support the goals and
development of the City of Johannesburg.
.
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Section 3: Chairperson’s Foreword
Professor H C Kasan
I have pleasure in presenting the Chairperson’s foreword for the 2011 / 2012 mid-year report for the
Johannesburg Zoo.
The Board of Directors is happy to announce that once again, the entity achieved an Unqualified Audit
Opinion. I would like to thank the Audit Committee and the CEO and his team for the vigilant support
in preparation of the required documentation and management of the financial aspects of the
business.
There has been an increase in visitor numbers and to sustain this, the Board of Directors is aware
that parking is a challenge. The services of an architect have been engaged to identify possible areas
in and around the vicinity of the Zoo to identify suitable areas for additional parking.
Biodiversity Conservation, the core business of the Zoo, continues to strengthen both our own and
collaborative conservation projects. Additionally, our staff have been actively involved in assisting
animal institutions in Uganda, Egypt and Ghana, with laboratory, husbandry and operational
standards as well as veterinary medical care. There have also been trips to international Zoos to gain
further expertise in various fields. These developments and the Zoo’s commitment of the past years to
conservation are ensuring that the Johannesburg Zoo is well on track to become a centre of
conservation excellence.
One of our greatest challenges for the rest of the year is to complete the Temple of the Ancients
project. The project looks amazing to date, and will be “World Class”. To this end, the Zoo is
embarking on several strategies including an exciting fundraising strategy with a dynamic advertising
agency as our partner.
Our social media campaigns are proving to be extremely successful, particularly Facebook
and Twitter and we encourage everybody to participate in this exciting mode of
communication. The awareness drive of the plight of rhinos created positive media and public
interest and re-establishes the important role the Zoo plays in public education.
I would like to thank Clr Greeff, the Board of Directors, the Management team all the staff of the
Johannesburg Zoo for their dedication and passion. We look forward to the rest of the year under the
umbrella of the Community Development Cluster headed by the Member of the Mayoral Committee,
Clr Vondo and wish the Johannesburg Zoo well with all its endeavours.
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Section 4: Chief Executive Officer’s Report
Dr Stephen van der Spuy (BVSc)
We are pleased to be able to present the review of the Johannesburg Zoos performance for the first
half of 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.
Animals
The Johannesburg Zoo opened the newly renovated Chimpanzee enclosure in September 2011. The
new enclosure has provided additional space and a more interactive environment for the
Chimpanzees. An exciting visitor experience has also been created due to the ability of visitors to
have a close interaction with the Chimpanzees through the large glass panels. Further development
will include the creation of large climbing structures for the seven resident Chimpanzees.
People
As part of the City-wide 90 day activation plan initiated by the Mayor of Johannesburg, the
Johannesburg Zoo initiated a programme to bring 10,000 underprivileged people to the Zoo. This
included both transport and free entry to the Johannesburg Zoo. With the help o sponsors, the Zoo
managed with the help of its sponsors to bring 9,040 people from orphanages, places of safety, the
elderly, and people with physical and mental difficulties. Included in this programme was also a night
in the Zoo experience (Zoo snooze) for 200 orphaned children, which proved to be an exhilarating
experience for the children. It was through the work of dedicated staff at the Johannesburg Zoo that
these opportunities were made possible. A difference has been made in the lives of many citizens of
the City of Johannesburg.
The Zoo was featured in 41 print media articles, 17 television inserts and 10 radio programmes and
actively maintained its Facebook website. It is important to acknowledge the Marketing and Education
Department as they manage this extensive exposure on a very small budget.
In October 2011 the 'Howloween' event took place with the most visitors ever attending, totalling
2,830. This now annual event increases in popularity annually and is becoming a firm favourite at the
Zoo.
The Hospice Tree of Light event held at the Johannesburg Zoo was attended by 1,500 people. We
were please to have Councillor Vondo, MMC for Community Development, address the visitors as
part of a wonderful event.
The Johannesburg Zoo successfully hosted the Animal Keepers Association of Africa Conference in
October at the AngloGoldAshanti Conference Centre. The Animal Keepers Association is an
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important part of the growth and development of our Keepers in this country, and we are pleased with
their continued growth in Africa.
The customer service rating of the Johannesburg Zoo was 86.4% which exceeded the target of 85%.
Environment
One of our priorities is our compliance with sustainable environmental practices to reduce and limit
the impact that our operations have on the environment. We measure our compliance through audits
by the Heritage Environmental Company. The Zoo retained its Gold status in the most recent audit.
The biodigester and the solar panels receive a large amount of attention in the Zoo and have
contributed to our status as an environmentally concerned organization. A new separation at source
recycling station was also implemented, with the future view of expanding this project throughout the
Zoo.
African Association of Zoos and Aquaria re-accreditation
The African Association of Zoos and Aquaria (PAAZAB) re-accreditation inspection is due to take
place in the fourth quarter of the 2011 / 2012 financial year. The Johannesburg Zoo is currently only
one of four Zoos and/or Aquaria in Africa to be accredited. The re-accreditation inspection is required
every five years and requires intensive preparation.
Institutional Review
During the next few months the Johannesburg Zoo will be joining Johannesburg City Parks as part of
the institutional review process. This process will be completed by the end of March 2012 and
combined business plans are to come into effect from 1 July 2012. The Johannesburg Zoo and
Johannesburg City Parks will retain their strong brands and systems will be put in place to ensure that
these brands become even stronger as a result of the partnership.
Conclusion
I would like to thank Councillor Vondo, MMC for Community Development, the Johannesburg Zoo
Board of Directors, the Executive Management Team and the Zoo Staff for their commitment to the
success of the Johannesburg Zoo.
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CHAPTER TWO: PERFORMANCE HIGHLIGHTS
Section 1: Highlights and Achievements
1.1
Animal Department

One African Hippopotamus was successfully bred. According to our Zoo records this is
the first successfully bred Hippopotamus in the Johannesburg Zoo since 1973.

The Animal Department received a male Pygmy Hippo from the National Zoological
Gardens of South Africa as part of a Breeding Loan Agreement entered into between the
Johannesburg Zoo and the National Zoo.

A proposal to form a collaborative agreement with Sun City to start a breeding programme
for Nguni Sheep was accepted. A pair of Nguni Sheep was sent to Sun City to initiate the
breeding programme.

The 23 Nile Crocodiles that were moved from the large outdoor dam at Crocodile Country
into their night rooms for winter were released to their outdoor enclosure. During the initial
capture, blood was drawn and the crocodiles were weighed and measured. The
measurements and the blood results will be collated and compared to the information
gathered from the same group last spring, in order to provide a blood parameter and
growth baseline upon which to base future husbandry and medical care.

The Animal Department has played an important role in the recovery of Phila the Black
Rhino who was placed in the Zoo to recover after being shot several times in a poaching
incident. Positive media coverage has been received regarding the care Phila is receiving
at the Johannesburg Zoo.

Ms Alice Masombuka, a Keeper from Animal Department was afforded the opportunity to
attend an Elephant Management Training Course held in the Hamburg Zoo in Germany
from 14 – 23 November 2011. The Johannesburg Zoo was approached by the African
Association of Zoos and Aquaria (PAAZAB) advising that Hamburg Zoo had offered to
sponsor the Elephant Training.

One of the Nguni Cows that was sent to the Zoo’s Conservation and Research Farm for
breeding purposes tested positive for pregnancy and will be returning to the Zoo in
January 2012. Another Nguni Cow will be transferred to the Conservation and Research
Farm for breeding purposes.
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1.2
Conservation and Research Department

The Conservation and Research Department and Conservation Projects received the City
of Joburg, ‘We Make Joburg Great’ - Excellence Award. We also conducted a tour for the
Adjudication Committee for the grand final for all the City’s winning projects.

Second (extra egg/non-viable/alternative) egg collection from in situ Wattled Cranes was a
success. Six eggs were collected, successfully hatched and are being raised by Zoo staff.

Maintained healthy frog and toad populations for the Zoo’s Amphibian Conservation
Project, and initiated the Research and ex situ breeding project for Pickersgill’s Reed Frog
(Hyperolius pickersgilli) together with the Animal Department.

Assisted the Vulture Programme of the Rhino and Lion Conservation NPO with treatment
of injured wild vultures, and forged ahead with the establishment of the Cape Vulture
Recovery Plan (Namibia).

Sr Pittman, Hospital Supervisor, won the Best Paper and Presenter Award at the
Association of Zoo Veterinary Technicians Conference which she attended in the United
States, for her presentation on the training that she conducted in Ghana.

A successful Animal Keepers Association of Africa (AKAA) Conference was hosted by the
Zoo from 4 - 7 October. Ms Alice Masombuka, (Keeper, Delta Section) and Mr Ian Visser
(Curator, Tango Section) won awards for their presentations.

Mr Dominic Moss conducted a PAAZAB Operational Standards Trial Audit together with Mr
Michael Farquar (Two Oceans Aquarium) at East London Zoo and East London Aquarium.

The Johannesburg Zoo Veterinarians attended the Rhino Critical Care Symposium at the
Veterinary Faculty, Onderstpoort.

Mr Dominic Moss presented a lecture at the Photo and Film Expo at the Coca-Cola Dome
together with Mr David Oosthuizen and Mr Mike Tippett and spoke about the
Johannesburg Zoo’s conservation agenda.
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1.3
1.4
Finance Department

The highlights for the quarter included:

Operating surplus of R1,3 million;

Revenue reflected a 0% growth rate as compared to the same period last year;

Admission income fell by 2%;

Operational expenditure was under budget at 49% of the total operational budget;

BEE target was exceeded by 11.32%;

Unqualified audit for 2010/11 financial year.
Horticulture Department

Landscaping development projects
The team has been actively involved in identifying areas which are looking untidy and
embarked on a strategy to improve them through a number of landscaping development
projects.
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Over fifteen projects were completed during the six month mid-year period.
Before and after picture of the main entrance at the AngloGoldAshanti
Conference Centre
Before and after picture of the Lemur Lane Project
Improved display garden at Crocodile Country
12
Before and after picture of the Upper Park Entrance project
Before and after picture of Upper Park Parking project
Annual Topdressing project to various strategic areas in the park
13
Upgrading of the irrigation infrastructure project
Improved indoor plant greenhouse
Improved area where indigenous trees are grown
14

Partnership with City Parks
A brewing facility was donated to the Johannesburg zoo by City Parks to produce Effective
Microorganisms (EM). EM is a natural probiotic that is currently being used by Joburg City
Parks at Zoo Lake and other water bodies throughout the City to improve water quality. A
workshop was organized in the Zoo and various stakeholders from other departments in
the City participated. EM will assist the Zoo in cleaning animal enclosures, improving water
bodies and to enhance growing of plants in the nursery.
The two 5,000 litre tanks inside the propagation house at the Zoo.

Nursery Activities
The Nursery team continues to propagate plants that are subsequently used in the Zoo
gardens, animal enclosure flower beds or as display and office plants. A total of
2,747 plants were taken from the nursery and planted in various sections of the Zoo as
part of landscaping development strategy.
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
Waste Management and Minimization Programme
The recycling has been formalised through the construction of a recycling area.
The newly installed recycling station and eco-bin at the Zoo to promote and educate
visitors to recycle at source
Recycle at source initiative at the staff eating area at the Zoo.
1.5
Human Resources Department

Twenty four internship students from the University of South Africa (UNISA) completed
their internship programme and a second intake will commence in the 3rd Quarter
2011/2012.

Sixty employees participated in the World Aids Day Fun Run which was coordinated and
organised by the Zoo’s HIV/AIDS Committee, while 104 employees participated in the
health check which was coordinated by the HIV/AIDS Committee and Old Mutual.
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1.6
Marketing and Education Department

The Johannesburg Zoo participated in the 90 day Activation Plan for Service Delivery
Improvement, implemented by the Mayor of Johannesburg, Councillor Parks Tau. The aim
was to sponsor 10,000 underprivileged people to visit the Zoo. The Zoo managed to
sponsor 9,040 people from orphanages, places of safety, the elderly and people with
physical and mental disabilities. For many it was their visit to the Zoo. The programme was
initiated on Mr Mandela’s birthday on 18 July and ended at the end of September with a
sleep-over in the Zoo for children from different orphanages. Other highlights included
Woman’s Day and the Mayor’s Children’s Day at the Zoo

Ms Louise Gordon, Executive Manger Marketing and Education, was nominated as a
finalist in the CEO Magazine’s ‘South Africa’s most influential woman in business and
government of the Year’ 2011 awards.

The Johannesburg Zoo retained its Gold Status in the Heritage Environmental Assessment
Audit grading process.

Customer Service surveys conducted in the Zoo on a quarterly basis have been on target
with a score of 86,4 % achieved during the last survey. Responses to customer complaints
have a turn-around time of one day.

Biodiversity events continue to be a main focus area for the Education team of the Zoo.
The Zoo is celebrating the 2011/2012: ‘The Year of the Bat’ and focussed on increasing
awareness of bats and alleviating fear of these amazing animals.


The Zoo presented six biodiversity events from July to December 2011.
-
Arbor Week
-
Carnivore and Endangered Species Week
-
Primate and Animal Diversity Week
-
World Animal Day
-
Bat Month
-
Marine Week (was replaced by Rhinoceros Month)
The awareness drive on the plight of rhinos created positive media and public interest and
re-establishes the important role the Zoo plays in public education. Various stakeholders
participate in these events with the Zoo and these include:
-
Rand Water
-
Miss Earth Organisation
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
-
Joburg Water
-
The Environment Department, City of Johannesburg
-
City Parks
-
Kids Co with Boo the Orang-utan cartoon character
-
Scibona
-
Food and Trees for Africa, and
-
Plant a Tree.
Staff at the Johannesburg Zoo are representatives of various education and awareness
initiatives such as the South African Sustainable Seafood Initiative (SASSI), the
Biomimicry Institute of South Africa and the Gauteng Environmental Education Forum
where they contribute to Conservation Education. A SASSI workshop was held in this
period with the Culinary School and two Biomimicry workshops were held at the Zoo.

Media exposure continues to be highly successful due to conservation education, the
‘green’ initiatives implemented at the Zoo, additional events hosted by the Zoo, general
interesting Zoo news such as new births of animals; the Zoo’s participating in the Mayor’s
90-day activation plan for service delivery improvement, and staff development.

The housing of Phila, the Black Rhinoceros shot by poachers, still continues to draw
attention from the media and the Zoo is often approached for footage for news
programmes on rhino poaching.

On an international level the Zoo received the following exposure:
o
An educational article was published in the International Zoo Educator’s Journal.
o
Two articles on bat education appeared in the World Zoo and Aquarium’s newsletter as
well as the Conservation Department’s City award received earlier this year.
o
Education resource material has been published for international use on the
International Zoo Educator’s website.
o
The Zoo featured in 41 print media articles, 17 television inserts and 10 radio
programmes.

Events continue to generate additional media exposure, income and increased visitor
numbers. Social media (Facebook) and the Zoo and City websites continue to inform the
public of the Zoo’s achievements.
The following events took place from July 2011 to December 2011:

Monthly Zoo Trots were attended by a total of 1,385 people.

A number of smaller walks were held in the Zoo with schools, NGO’s and medical
organizations where a total of 1,483 took part.
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
The Angels Walk for Cancer was held in August with 2,700 participants.

Arts Alive arranged a ballet, ‘Shakespeare’s Dreams’, at the Zoo. It was attended by 800
people over 2 nights on 10 and 11 September.

The annual Rocky Road Runner’s race was held in September and attracted 5,000 people.

The launch of the renovated Chimpanzee Enclosure was held in September with positive
appreciation expressed by visitors.

The green initiatives in the Zoo were well received and the installation of solar panels, the
biodigester and recycling bins were featured in quality magazines and on television
programmes.

The ever popular ‘Howloween’ evening took place in October and attracted 2,830 people.

The Tree of Light event attracted 1500 people in November. This event was attended by
Councillor Vondo, Member of the Mayoral Committee for Community Development. This is
an entry free event.

Carols by Candlelight in December was sponsored by Kaya FM and Spar Supermarket
and attracted 738 people.

From 14 to 24 December, the Zoo hosted an evening programme on each night.
The programme included the viewing of the Tree of Light and the Wild Lights in the Zoo.

Fundraising for cash donations has proved challenging in our present economic climate.

The Animal Adoption programme generated an income of R60,038.00. This is against a
target of R40,500.00.

The Annual Pass programme generated an income of R53,600.00 against a target of
R55,000.00.
A special discount deal was activated in September to increase
memberships.

Cash donations received totalled R29,409.00. The target set for donations is R241,500.00
for the period under review. Companies do not easily donate cash and are more inclined to
donate gifts, sometimes for specific projects or initiatives. Donations in kind received were
valued at R357347.00.

A film premiere for the re-launched Lion King in 3D was arranged and raised R9,000.00.

Conservation walks in the Zoo continue to grow and the number of walks have been
increased from 4 to 6 per year.
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1.7
Technical Department
The department experienced a successful half year period with the following having been
completed.

The construction of the Wattled Crane Clinic at the Zoo Conservation and Research Farm
in Parys was completed.

Subsurface drainage was installed at the tortoise camp.

A retaining wall was constructed at the restaurant gas holding area.

Installation of steel plates on elephant enclosure gates.

The African Aviary was refurbished.

Modifications were done to the Hippo enclosure.

A new water filtration pump was installed at Crocodile Country.

The Brown Bear enclosure roof was waterproofed.
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Section 2: Performance against IDP and City Scorecard
2.1
75% compliance to environmental management legislation and practices and
monitor incinerator emissions
The targets for the first and second quarters were to monitor emissions and to refurbish the
incinerator in the Zoo Hospital. This target was not achieved as the Zoo is in discussion with
the Environmental Management Department of the City of Johannesburg and they are also
awaiting legislative requirements for the incinerator from the Provincial Administration
authorities who have taken over the legislative process.
2.2
Retain Gold Heritage Status at the Zoo
The Zoo has met this target and the Gold Heritage Status at the Zoo was retained when
undergoing the Environmental Heritage Assessment Audit.
2.3
PAAZAB Accreditation
Preparation for the next PAAZAB Accreditation Audit planned for April 2012 is ongoing.
2.4
Completion of Greenhouse Gas Inventory by developing a Greenhouse Gas Plan
75% of the plan is completed against an annual target of 100%
2.5
Implement Plan for Waste Separation at Source
The target is to develop and implement a plan to separate waste at source. The
implementation plan commenced in the first quarter where two recycling stations were
installed and an additional two recycling stations were installed in the second quarter to
promote recycling at source.
2.6
Reduction of Waste from Landfill
19% of waste generated was diverted from landfill against a target of 20% in the first quarter.
22% of waste generated was diverted from landfill against a target of 20% in the second
quarter.
2.7
Management of urban water impoundments by analysing the quality of the water
entering and exiting the Zoo Wetlands.
Water was analysed three times in the first quarter and three times in the second quarter
against a target of once per quarter.
2.8
Promote re-use of rain water
Rain water collection at the nursery was not achieved due to budgetary constraints. Two
rainwater tanks will be purchased once budget is available.
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2.9
Maintain support for seven Conservation Projects in the Zoo
The Zoo participated in seven conservations projects throughout the Quarter.
The target is to participate in seven projects in the 2011/ 2012 year.

The Wattled Crane Recovery Programme (WCRP).

The Johannesburg Zoo Amphibian Conservation and Research Project

Chimpanzee Medical Assistance and Rescue with the Jane Goodall Institute.

The Ground Hornbill Project.

The Vulture Conservation Project for the purposes of raising awareness of the plight of
vultures, including a new project, The Cape Vulture Recovery Plan (Namibia).
2.10

Indigenous Sheep Breeding Project (ISBP).

Rhino Conservation: the Black Rhino ‘Phila’ intervention.
Increase animal breeding programmes
Our target for the year is to increase the breeding programmes by three. During the first
Quarter, two breeding programmes were identified i.e. Pickergill’ s Reed Frog and the Bapedi
Sheep. During the second quarter the Vulture Breeding Programme was identified.
2.11
Conservation and Research Publications
Our target for the year is twelve publications and a total of eleven articles and publications
were undertaken this quarter. Details of each publication are available on request.
2.12
Preventative Medicine Programmes
The Zoo produced nine preventative Medicine Programmes for the quarter under review and
we are on track to maintain this momentum in the next quarter.
Our target is to produce five preventative medicine programmes per quarter.
Preventative Medicine Protocols were written for:

Black Winged Jardine

Red Bellied Lemurs

Gila Monsters

Lion

Rhea

West African Dwarf Crocodile

Toco Toucans

Black Rhino
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
2.13
Sporotrichosis disease information sheet
Species Reviews
The target for the 2011/2012 year is to compile 20 species reviews.
All Keepers and Animal Attendants with formal qualifications have selected 20 species to
review in 2011/12 financial year. All species reviews to be completed by the end of the
financial year.
2.14
Celebration of Days of Environmental Importance
The midyear target is six events. The Zoo celebrated Arbor Day, Carnivore and Endangered
Species Week, World Animal Day, Bat Month, Primate and Animal Diversity Week.
Marine Week was replaced by Rhinoceros Month. These days are well supported by
schools and members of the public.
2.15
Number of learners visiting Zoo
114,230 Learners visited the Zoo in this period. The mid-year target for learners is 97,165.
2.16
Month
2010/11
2011/12
July
4,957
9,275
August
7,519
11,789
September
6,678
45,307
October
26,267
19,766
November
15,612
17,905
December
10,043
10,188
TOTAL
71,076
114,230
Create environmental awareness amongst all staff by holding four Environmental
workshops per year
The target for the quarter was to hold two environmental workshops.
To enable staff development and staff who ‘walk the talk’ workshops are held to increase the
knowledge of various conservation subjects. To date three workshops have been held on the
following subjects:
Arbor Day
Rhino Facts, and
Endangered Species.
23
2.17
Total number of jobs created under the EPWP Programme
Sixty Job opportunities were created in the first quarter against a target of thirty and forty nine
job opportunities were created in the second quarter against a target of thirty.
2.18
Environmentally related positions within the Johannesburg Zoo including
learnerships, internships and environmentally related EPWP jobs.
The number of environmentally related positions within the Zoo, which includes the
Animal Department, Horticulture Department and Conservation and Research Department
as well as environmentally related temporary positions, totals 144 positions against a target of
109 positions.
2.19
Number of visitors
Visitor numbers totalled 312,214 against the target of 298,750. The same period in the
previous financial year saw 311,148 visitors. There was a slight increase of 1,066 people for
the first half of this financial year. Most weekends in December were very busy with Christmas
Day seeing 5,308 people and 4,183 on 26 January 2012.
2.20
Month
2010/11
2011/12
July
33,698
36,388
August
45,833
37,798
September
67,678
68,495
October
55,744
54,500
November
36,479
43,332
December
71,716
71,701
TOTAL
311,148
312,214
Number of disadvantaged visitors offered reduced rates
The Zoo increased this annual target to 35,000 as it includes sponsored and reduced rates.
The midyear target is 17,500 and the Zoo managed to sponsor 16,344 to date.
A number of special programmes were held including Mr Mandela’s Birthday, Woman’s Day,
Mayoral Children’s Day and Youth Day.
24
.
3.1 Assessment of Municipal Taxes and Service Charges owed to Johannesburg Zoo
Detail
0-30 days
31-60 days
61-90 days
91-180 days
181& over
Total
Debtor’s Age
R 304,215
R 103,827
R 42,924
R 3,854,629
Nil
R
4,305,595
Analysis by
income
source
The total debtor’s amount of R4,305,595 of which 79% relate to Municipal Entity transactions. The
related party transactions consist of capex claims of approximately R3,4 million.
3.2 Amounts owed by the Johannesburg Zoo for service charges
Name of Entity
Amount Owed
Status
Comments
CoJ Revenue
R4,355,938
Amount provided for in the
Payment arrangement to
company’s books
be concluded with CoJ for
settlement
Johannesburg
Fresh Produce
R44,393
Amount provided for in the
Amount to be settled
company’s books
Market
25
3.3. Assessment of Directors’ and Senior Managers’ Municipal Accounts
Name of
Director/
Executive
Manager
Dr Stephen van
der Spuy
Designation
Name of
Municipality
Municipal Account
Name/ Number
Chief
Executive
Officer
City of
Johannesburg
Prof. H Kasan
Non-executive
Director
Non-executive
Director
Non-executive
Director
Non-executive
Director
City of
Johannesburg
City of
Johannesburg
Ekhurleni
The Johannesburg
Zoo 220069640 (up
to 31st July 2011)
and
S.D. van der Spuy
550722465 (opened
December 2011)
HC Kasan
500065574
RH Morojele
0116156164
N Naidu
Non-executive
Director
Non-executive
Director
City of
Johannesburg
City of
Johannesburg
Ms R Morojele
Ms N Naidu
Mr R Tshikovhi
Mr CD Kneale
Dr J Ledger
Mr S Snell
Ms L Gordon
Ms Ndabi
Thanjekwayo
Mr S Maphumulo
Mr R Mokalapa
Mr DG Moss
Mr. T Makganye
Executive
Ekuhurleni
Manager:
Marketing and
Education
Chief Financial
Officer
Not responsible for
an account with a
Municipal Entity
Kneale CD & DA
303188464
Dr JA Ledger
501409154
Not responsible for
an account with a
Municipal Entity
BR & L Gordon
2100049875
Account
Status
550722465
awaiting
first
statement
Comments
New
account;
awaiting
first
statement
In order
In order
In order
In order
In order
In order
Not responsible for
an account with a
Municipal Entity
404253374
In order
Ekurhuleni
2604206652
In order
Executive
Manager:
Horticulture
Executive
Manager:
Technical
Department
Executive
Manager:
Conservation
and Research
City of
Johannesburg
City of
Johannesburg
DG Moss
302364893
In order
Executive
ManagerAnimal
Department
City of
Tshwane
Tshepang
Makganye
1044440108
In order
26
Name of
Director/
Executive
Manager
Ms HJ
Feuerbach
Designation
Name of
Municipality
Municipal Account
Name/ Number
Account
Status
Company
Secretary
City of
Johannesburg
Dr MD Feuerbach
403783386
In order
Comments
Section 4: Statement on amounts owed by Government Departments and Public Entities
Not applicable.
Section 5: Plans for the next six months
5.1
Animal Department

Acquire a female Sitatunga from Lubumbashi Zoo (DRC). This animal will provide a new
genetic pool in the Zoo collection and will assist in maintaining a healthy viable population.

The Department will prepare for the completion and opening of the Temple of the Ancients
which will house amphibians, reptiles, small primates and fish from South America.

The Zoo Hospital and Sections will continue to implement and monitor Preventative
Medicine Programmes to ensure the highest standards of health and welfare for the animal
collection.

Perform enclosure inspections to prepare for the African Association of Zoos and Aquaria
(PAAZAB) accreditation inspection.

Complete the bird introductions for the Sasol Walk-through Aviary

Acquire a Theileria-free Sable Antelope bull to increase genetic diversity and maintain a
healthy viable population in the Zoo collection.

Acquire Ring Tailed Lemurs to supplement Zoo stock.

Send one male and several female Red Pandas to Singapore Zoo.

Participate in the hand rearing of Southern Ground Hornbill chicks as part of the Mabula
Ground Hornbill Project.

Continue with Lion introductions with the aim of breeding to supplement our ageing
population.

Continue to participate in the Vulture Captive Breeding Programme with VULPRO

Prepare for the Pickersgill’s Reed Frog collection trip to KwaZulu Natal as the permits have
been received.

5.2
Prepare for Phila’s (Black Rhonosorus) introduction back into the wild.
Conservation and Research Department
27

Finalise plans and source potential funding for a major upgrade of the Zoo’s hospital
facility.

Perfect techniques to extract semen and artificially inseminate captive Wattled Cranes.

Maintain a good working relationship with
Ezemvelo KZN Wildlife Department of
Conservation and continue to be granted permission for second Wattled Crane egg
collection.

Maintain a healthy viable population of ex situ frogs and toads in the Zoos breeding facility
and to forge ahead with research and ex situ breeding project for Pickersgill’s Reed frog
(Hyperolius pickersgilli).

Facilitation of the Johannesburg Zoo to manage the hand-raising of Ground Hornbills from
second egg collections from approved sites in South Africa together with the Mabula
Ground Hornbill Project.

Maintain a healthy viable population of Wattled Cranes at the Zoo’s Conservation and
Research Farm.

Completion of the Hans Hoheisen Charitable Trust Veterinary Clinic for the Wattled Crane
Breeding Centre on the Zoo’s Conservation and Research Farm.

5.3
Further develop the Cape Vulture Recovery Plan together with VULPRO.
Finance Department

The company’s business plan was reviewed to determine whether or not the
Johannesburg Zoo is on track in achieving its set objectives. The mid year review looked
at status quo, achievements, challenges and plans for the next six months.

The mid year processes are unfolding during the implementation phase of the Joburg 2040
strategy. This has an impact on the next financial year’s business planning and budgeting
processes. The next six month period is affected as the company is preparing itself for the
implementation of the institutional review process.

The focus for the next six months would be to improve cash management practices to
increase revenue.

On the expenditure side, the entity shall continue to closely monitor expenditure and
improve on cashflow management practises in order to remain within budget and to
gradually build the reserves.

The following interventions will be put in place in order to achieve the plans for the next six
months:
28
o
Manage cashflow on a daily basis to avoid an overdraft position and increase
interest income;
o
Closely monitor gate takings processes and upgrade admission and access control
system
o
Continue to improve supply chain management practises by ensuring compliance
to legislative requirements
o
5.4
Reduce operational inefficiencies.
Horticulture Department

Expand separation of waste at source initiatives.

Continue the monitoring and upgrading of the irrigation system as part of the Water Saving
Project.

Develop the Production Plan for the Zoo Nursery.

Continue to upgrade and develop gardens to maintain high standards.

Enhance perma-culture garden at the farmyard as part of a Poverty Alleviation Training
Programme.
5.5

Continue to optimise indoor plantscapes.

Create job opportunities by increasing the amount of compost for sale.
Human Resources and Remuneration Department

Coordinate the implementation of the Task Job Grading System in compliance to South
African Local Bargaining Council Agreement.

Coordinate, in conjunction with the Zoo Clinic, the implementation of a Preventative Health
Programme involving Tuberculosis testing and innoculations against zoonotic diseases.

Co-ordinate and analyse results of the Employee Climate Survey.

Coordinate and facilitate the intake of 23 new students for internships in the Technical,
Horticulture, Animal, Animal Health, Marketing Public Relations, Human Resources and
Remuneration and Finance Departments.
5.6
Marketing and Education Department

Establishment of a SMS fundraising system in the Zoo.
o
Implementation of a ‘donate online’ system and a SMS fundraising campaign will
be advertised on the species information boards throughout the Zoo. The SMS
campaign design is completed – implementation date targeted for February 2012.

Improvement of the service offered in the Information Office:
29
o
An animal checklist to be implemented to guide people to all the animals available
in the Zoo. The checklist will be distributed with the sale of maps leaflets.
o


Information boards to be revamped with more relevant information.
Events which will be hosted at the Zoo in the next six months: include:
o
Monthly Zoo Trots
o
World Wetland’s Day - February
o
Water Week in March
o
Earth Hour in April
o
Valentine’s Day on 14 February 2012
o
The 702 Mothers’ Day Concert in May 2012
o
Sasol Bird Fair in May 2012
Investigate and implement a system which allows clients to book on line. The ground work
for this system has already been done.

Preparations for the implementation of the Growth and Development Strategy (GDS) of the
City of Johannesburg. The Marketing and Education department has set exciting goals to
participate in the GDS which include:

o
Conservation Education programmes for communities
o
The planning of a Training Academy in the Zoo
o
Landmark signage to enhance the visitor experience
The revamping of the Education Centre, the Old Elephant House and the entrance to the
Zoo at Upper Park Drive.
5.7
Technical Department

Ensure completion of the approved capital projects

Ensure operational efficiency with regards to the maintenance of infrastructure, utility
consumption management, security and cleaning contract management.

Contribute to the implementation of environmentally sustainable practices.

Finalize the preparation for the PAAZAB accreditation
30
CHAPTER THREE: DIRECTORS’S REPORT AND GOVERNANCE
Section 1: Corporate Governance Statement
The Johannesburg Zoo strives at all times to operate according to the characteristics of good
corporate governance as set out in the King Report on Corporate Governance 2009 (King III). In an
environment which is undergoing change processes, it is imperative that the company’s governance
processes and practices are reviewed on a regular basis to ensure alignment to best practices.
A number of new governance practices were introduced in the new Companies Act, 71 of 2008 which
became effective on 1 May 2011 and the company is striving towards compliance with all legislative
requirements.
The Johannesburg Zoo recognises that Corporate Governance is essentially the practice by which
companies are managed and controlled and encompasses:

The creation and ongoing monitoring of a system of checks and balances to ensure a balanced
exercise of power within a company;

The implementation of a system to ensure compliance by the company with its legal and
regulatory obligations;

The implementation of a process whereby risks to the sustainability of a company’s business are
being identified and managed with agreed parameters; and

The development of practices which make and keep the company accountable to the broader
society in which it operates and to its stakeholders.
Section 2: Board of Directors
The Board of Directors and Executive Management recognise and are committed to the principles of
openness, integrity and accountability advocated by the King III Code on Corporate Governance
which adopts the ‘apply or explain’ principle Through this process, shareholders and other
stakeholders may derive assurance that the entity is being ethically managed according to prudently
31
determined risk parameters, in compliance with generally accepted corporate practices. Monitoring
the entity’s compliance with King III forms part of the mandate of the Zoo Audit Committee.
Corporate Governance within the Johannesburg Zoo is managed by the Board of Directors, six
standing Board Committees and the Executive Management team.
The Board of Directors has adopted the Charter in the City of Johannesburg’s Corporate Governance
Protocol (the Protocol) as its Board Charter, which inter alia regulates its relationship with the City of
Johannesburg as its sole member and parent municipality in the interest of good corporate
governance and good ethics.
The Board of Directors of the Johannesburg Zoo comprises seven Non-executive Directors and one
Executive Director (Chief Executive Officer).
The Board is chaired by a Non-executive Director, Professor H C Kasan.
The Board meets at least
quarterly and retains full control over the company. 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 SDA is currently being reviewed
by the City of Johannesburg for the municipal entities.
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.
An annual director and peer review is undertaken, as well as a Board evaluation.
32
33
Attendance at meetings held from 1 July 2011 to 31 December 2012 in the 2011/12
Financial Year
Board Members and
Independent Audit
Committee Members
Kasan Professor H C
Board
Audit
Risk
(4)
(3)
(2)
11/08
30/08
19/09
20/12
19/07
30/08
09/11
22/07
25/10
4
Human
Resources
and
Remuneration
(6)
Marketing
and
Education
Conservation
and
Operations
Chairperson’s
Quarterly
Planning and
Oversight
(2)
(2)
(2)
(3)
04/07
23/08
28/08
01/09
15/09
18/10
13/07
18/10
15/07
25/11
25/07
27/07
25/10
09/01
2
3
2
3
1
(Chairperson)1
van der Spuy Dr S D2
(Chief Executive
4
3
2
6
2
2
Officer)
Dunnington Mr G3
3
Kneale Mr C D1
4
1
2
Ledger Dr J A1
4
2
2
Morojele Ms R1
4
1
Naidu Ms N1
3
Snell Mr S P
1
3
3
1
3
6
2
2
5
2
2
2
34
Board Members and
Independent Audit
Committee Members
Board
Audit
Risk
(4)
(3)
(2)
11/08
30/08
19/09
20/12
19/07
30/08
09/11
22/07
25/10
Torres Mr A3
Tshikovhi Mr R1
Human
Resources
and
Remuneration
(6)
Marketing
and
Education
Conservation
and
Operations
Chairperson’s
Quarterly
Planning and
Oversight
(2)
(2)
(2)
(3)
04/07
23/08
28/08
01/09
15/09
18/10
13/07
18/10
15/07
25/11
25/07
27/07
25/10
09/01
3
4
Mr B Zungu3
1
Non Executive Director
2
Executive Director
3
Independent Audit Committee Member
3
2
3
35
Section 3: 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
3.1
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

Ms R Tshikovhi – Non-executive Director

Mr G Dunnington – Independent Audit Committee Member

Mr A Torres – Independent Audit Committee Member

Mr B Zungu – Independent Audit Committee Member
The Audit Committee operates in accordance with a written charter authorised by the Board,
and provides assistance to the Board with regard to:

Responsibility for the oversight of integrated reporting, internal audit and external audit
and determines annually whether the expertise, resources and experience of the finance
function is appropriate.

Responsibility for the oversight of risk management, the committee gives the assurance
that internal financial controls and fraud as they relate to financial reporting have been
appropriately addressed.

The evaluation of the nature and extent of a formal documented review of internal
financial controls to be performed by internal audit.
The audit committee reports
annually to the board and stakeholders on the effectiveness of the company’s internal
controls.
36

Recommends the approval of the integrated Annual Report for adoption by the Board of
Directors.
3.2
Risk Committee
The Risk Committee comprises three Non-Executive Directors:

Mr C D Kneale (Chairperson) and Non-executive Director

Dr JA Ledger – Non-executive Director

Ms N Naidu – Non-executive Director
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 strategic risk register was workshopped with the City of Johannesburg’s Risk and Audit
Services Department (JRAS) and strategic risks and mitigating actions are reviewed and
mitigating progress in monitored on a quarterly basis.
3.3
Human Resources and Remuneration Committee
The Human Resources and Remuneration Committee comprises two Non-executive
Directors:

Ms N Naidu (Chairperson) and Non-executive Director

Ms R Morojele – Non-executive Director
The Human Resources and Remuneration Committee advises the board on remuneration
policies, remuneration packages and other terms of employment for all Senior Executives.
Its specific terms of reference also include recommendations to the Board on matters
relating to general staff policy remuneration, executive remuneration and service contracts.
3.4
Marketing and Education Committee
The Marketing and Education Committee comprises three non-executive directors:

Ms R Morojele (Chairperson) and Non-executive Director

Ms N Naidu – Non-executive Director

Mr R Tshikovhi - Non-executive Director
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.
37
3.5
Conservation and Operations Committee
The Conservation and Operations Committee comprises two Non-executive Directors:

Dr JA Ledger (Chairperson) and Non-executive Director

Mr CD Kneale – Non-executive Director
The Conservation and Operations Committee reports to the Board on aspects of animal
husbandry, animal welfare and planning of the animal collection, conservation and research
projects and initiatives.
3.6
Planning and Oversight Committee
The Planning and Oversight Committee comprises Non-executive Directors who chair the
various Board Committees. The Chairperson of the Board of Directors chairs the Planning
and Oversight Committee.

Professor HC Kasan (Board Chairperson)

Dr JA Ledger – Conservation and Operations Committee

Ms R Morojele – Marketing and Education Committee

Ms N Naidu – Human Resources and remuneration Committee

Mr C D Kneale – Risk Committee

Mr S P Snell – Audit Committee
The role of the Planning and Oversight Committee is to provide feedback from the
Chairpersons and address challenges which impact the performance of the Board
Committees.
To monitor the implementation of the Zoo strategy as approved by the Board and identify the
key challenges which impact the execution of the strategy.
To provide strategic guidance to the Board in forward planning for the entity and setting the
direction and objectives to be achieved.
38
Section 4: Director’s Remuneration
NON-EXECUTIVE DIRECTORS REMUNERATION
FINANCIAL YTD
No
Name
40045055
40045083
40045106
40066670
40067071
40096231
40096234
40098768
40098769
4006689
Dr JA Ledger
R Morojele
SP Snell
R Tshikovhi
N Naidu
C Kneale
Prof H Kasan
GP Dunnington
A Torres
B Zungu
TOTAL
Meeting
Fee
16864
37704
40672
28770
66466
8930
93252
19840
14880
19840
Other
Retainer
TOTAL
482
702
573
639
682
502
658
323
372
323
19840
19840
19840
19840
19840
19840
39675
19840
19840
19840
37186
58246
61085
49249
86988
29272
133585
40003
35092
40003
347218
5256
218235
570709
SENIOR MANAGEMENT REMUNERATION
FINANCIAL YTD
No
Name
40045038
40056242
40045065
30018043
30037973
40066247
40066832
30038031
TOTAL
Dr S D van der Spuy
N Thanjekwayo
R Mokalapa
L Gordon
D Moss
S Maphumulo
T Makganye
H Feuerbach
TOTAL
Basic
Allow &
Salary
Contrib. Bonus
525362
413031
4649
107682
275930
229473
4649
41808
305792
238255
4649
62888
317401
252933
4649
59819
201720
165647
4649
31424
187699
154273
4649
28777
235802
212436
4649
18717
220207
205053
4649
10505
1871101
37192
361620 2269913
Section 5: Company Secretarial Function
The primary function of the Company Secretary is to act as the link between the board and
management and to facilitate good relationships with the Shareholder. The Company
Secretary is responsible for the general administration, more specifically to ensure
compliance to good corporate governance practices and to provide guidance to the directors
on corporate governance principles and applicable legislation.
Ms H Feuerbach is the
Company Secretary for the Johannesburg Zoo.
39
Section 6: Risk Management and Internal Controls
The effective management of risk is integral to the company’s objective of consistently
adding value to the business. Management is continuously developing and enhancing its
risk and control procedures to improve the mechanisms for identifying and monitoring risks.
The Zoo is a high-risk environment. Simple uncontrollable elements like excessive 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 animals. 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.
In order to meet its responsibility with respect to providing reliable financial information, The
Johannesburg Zoo maintains financial and operational systems of internal controls. These
controls are designed to provide reasonable assurance that the transactions are concluded
in accordance with management authority, that the assets are adequately protected against
material loss or unauthorised acquisition, use or disposal and that transactions are properly
authorised and recorded.
The management and staff of the Zoo are aware of the risks and strive at all times to reduce
the risk to the Zoo operation and ensure that risk is managed.
The current Risk Register follows:
Section 7: 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.
40
7.1
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 resulted in 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 have established a ‘green team’ to increase both visitor and staff awareness
around environmental issues.
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.
The largest school groups are
invited to celebrate Arbor Day,
World Wetlands Week and World
Environment Day.
Example of a litter poster
41
1,379 children were sponsored to attend the Wattled Crane Conservation Day in the Zoo
and 3,186 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.
Arbor Day in the Zoo
There are many smaller events during the year, focusing on biodiversity threats and the
environment.
SASSI, 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.
Biomimicry SA has its 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 three-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.
42
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.
7.2
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 (Wildlife and Environment 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 educational 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, Rand Water and the University of the Witwatersrand who have a joint research
programme for third year students with the Zoo. Professor Neville Pillay arranges animal
observations for behavioural studies with groups of students over a period of six weeks.
Zookeepers indicate which animals they need to have observed and the research findings
are shared with the Zoo.
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.
7.3
IT Governance
The Johannesburg Zoo has published an IT Acceptable Use Policy which is in line with
Johannesburg Zoo’s goal to establish a culture of openness, trust and integrity.
43
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.
The IT infrastructure is used for conducting Johannesburg Zoo’s core business and is not
intended for private use by users.
Effective IT security is a team effort involving the participation and support of every
Johannesburg Zoo employee and affiliate who deals with Johannesburg Zoo information
and/or information systems. It is the responsibility of every employee with access to a
Johannesburg Zoo IT infrastructure to know these guidelines, and to conduct their activities
accordingly.
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 companies 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 Centre Act.
o
Promotion of Access to Information Act.
o
The Labour relations Act.
o
Basic Conditions of Employment Act.
44
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).
The policy is also in line with corporate governance set out in the King Report for Corporate
Governance (King III) report and the Companies Act 71 of 2008.
45
CHAPTER FOUR: HUMAN RESOURCESS AND ORGANISATIONAL MANAGEMENT
Johannesburg Zoo’s staff development key strategic priority is “to develop and manage the
Johannesburg Zoo to become a world-class facility driven by competent motivated and customer
focused people". To this end, we have ensured that our human resources policies, procedures,
systems and processes are regularly benchmarked against best practice and legally compliant to
prevailing labour legislation.
Our recruitment and selection policies are designed to attract talented and motivated individuals to the
Zoo who will be fully utilized and developed to ensure that they contribute to the organisation’s
continued success. Retention and talent management strategies will be put in place to ensure that
individuals who contribute to the continued positive image of the Zoo are retained.
The current Zoo staff complement is 178. A total of five vacancies were filled from July to December
2011. There are 13 vacancies remaining to be filled.
Number of total positions per function
Office of the CEO
Human Resources
Marketing & Education
Vacant
Filled
Vacant
Filled
Vacant
Filled
0
6
2
2
1
17
Animal Collection
Technical Department
Horticulture
Vacant
Filled
Vacant
Filled
Vacant
Filled
1
57
1
21
1
42
Conservation and Research
Finance
Department
Vacant
4
Filled
20
Vacant
2
Filled
10
Staff Movements- Midyear 2011/2012
African
Race
Gender
Male
Appointments
2
Female
Coloured
Male
1
Promotions
Female
Indian
Male
White
Femal
e
Male
Female
2
1
Resignations
3
1
Retirements
3
1
1
Death
46
Conditions of Opportunities for Previously Disadvantaged Individuals (PDI’s)
The Zoo has begun to reap the success of the Learner and Internship Programmes which over a
period will continue to become a feeder for Basic Level, Semi- Skilled and Skilled level positions
within the Zoo. The Zoo offered internship programmes to Nature Conservation students studying with
UNISA. Such initiatives will serve to address the Zoo’s objective to professionalise lower levels over a
period of time. An intern was appointed to the position of Animal Attendant during this period.
Programme
Males
Female
Total
4
10
13
Internships
Internships
The interns received cross cutting experience in all of the following Departments: Horticulture, Animal,
Human Resources and Remuneration, Marketing and Conservation and Research Departments.
The Zoo’s seasonal requirements are met through contract labour some of whom are eventually
absorbed into full-time employment as and when vacancies arise as a result of retirements and
resignations.
Age of employees
The average age within the Johannesburg Zoo is 41 years and the following is the breakdown:
Age Range
Male
Female
TOTAL
20-29
21
12
33
30-39
31
26
57
40-49
31
16
47
51-60
30
6
36
61-63
4
1
5
117 (66,85%)
61 (34,26%)
178
TOTAL
Trends on personnel expenditure
Personnel expenditure has increased due to the payment of benefits and the increase in recruitment
of professional staff.
Year
2007/2008
2008/2009
2009/2010
2010/2011
2011/2012
Budget Mid-Year
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
27520000
28101283
31509075
31428000
35362000
3692735
19419500
18766718
20969000
20094405
47
Medical Aid and Pension Fund Schemes
The Zoo currently offers four medical aid schemes to the employees and those include Bonitas, LA
Health, SAMWUMED and Sizwe.
Sizwe Medical Aid Scheme is not accredited by the City of
Johannesburg and this could pose future risks for the Zoo. Mitigating plans will be put in place to
minimize and eventually address the identified risk.
The pension fund schemes include: Johannesburg Zoo Pension Fund underwritten by Liberty Life, EJoburg Retirement Fund and City of Joburg Pension 1 and Pension 2. The risk identified is the
different employer contributions made to the funds viz. 7.5% and 22% Budgetary imperatives will
determine the period within which these discrepancies can be addressed.
Arrears owed
There are no outstanding monies owed by staff and Non-executive Directors of the Johannesburg
Zoo.
Section 1: Human Resource Management
The Johannesburg Zoo is committed to the continued monitoring of the implementation of the
Employment Equity Act and has therefore sought to attract suitably qualified candidates who are
members of designated groups as per the Employment Equity Act.
Our recruitment and selection strategies are designed to attract and retain a diverse selection of
qualified and talented individuals. All aspects of our recruitment and selection processes are nondiscriminatory and therefore afford applicants equal opportunity to compete for a position.
A recruitment and selection panel is always convened for interviews. Objective and transparent
processes are adopted to determine the suitability of candidates. These measures have sought to
eliminate any bias in selection decisions.
48
WORKFORCE PROFILE
Total number of employees (including employees with disabilities in the following
occupational levels:
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
1
0
0
0
0
0
0
1
3
0
0
1
1
0
0
3
0
0
8
7
0
0
3
4
0
0
1
0
2
17
12
2
1
4
11
0
1
5
0
1
36
26
0
0
14
1
1
1
0
0
43
57
0
0
1
14
1
1
1
0
0
73
105
2
1
10
44
2
3
11
0
3
178
0
0
0
0
0
0
0
0
0
0
0
105
2
1
10
44
2
3
11
0
3
178
Senior
management
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
49
Total number of employees with disabilities in the following occupational levels:
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
1
1
0
0
1
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
2
Senior
management
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
50
WORKFORCE MOVEMENT
Recruitment
New appointments including people with disabilities
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
2
0
0
4
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
2
1
0
0`
0
0
0
2
0
0
5
0
0
0
0
0
0
0
0
0
0
0
2
1
0
0
0
0
0
2
0
0
5
Senior
management
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
51
Promotion
Total number of promotions into occupational levels including people with disabilities:
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
Senior
management
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
52
Terminations
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
2
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
2
3
0
0
0
1
0
0
0
0
0
4
6
0
0
0
2
0
0
1
0
0
9
0
0
0
0
0
0
0
0
0
0
0
6
0
0
0
2
0
0
1
0
0
9
Senior
management
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical
and academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
53
Terminations, including people with disabilities:
Male
Terminations
Female
Foreign Nationals
Total
A
C
I
W
A
C
I
W
Male
Female
2
0
0
0
1
0
0
1
0
0
4
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Retirement
4
0
0
0
1
0
0
0
0
0
5
Death
0
0
0
0
0
0
0
0
0
0
0
6
0
0
0
2
0
0
1
0
0
9
Resignation
Non-renewal of
contract
retrenchment –
Operational
requirements
Dismissal –
misconduct
Dismissal –
incapacity
TOTAL
Skills Development and Training
Total number of people from the designated groups, including people with disabilities; who
received training solely for the purpose of achieving the numerical goals, and not the number
of training courses attended by individuals. Note: A=Africans, C=Coloureds, I=Indians and
W=Whites
Male
Occupational Levels
Female
Total
A
C
I
W
A
C
I
W
Top management
0
0
0
0
0
0
0
0
0
Senior management
3
0
0
2
0
0
0
2
7
3
0
0
0
1
0
0
1
5
4
0
0
1
3
0
0
1
9
7
0
0
0
7
0
0
0
14
3
0
0
0
2
0
0
0
5
TOTAL PERMANENT
20
0
0
3
13
0
0
4
40
Temporary employees
2
0
0
0
2
0
0
0
4
GRAND TOTAL
22
0
0
3
15
0
0
4
44
Professionally qualified and
experienced specialists and midmanagement
Skilled technical and academically
qualified workers, junior
management, supervisors, foremen,
and superintendents
Semi-skilled and discretionary
decision making
Unskilled and defined decision
making
54
Total number of people with disabilities only; who received training solely for the purpose of
achieving the numerical goals, and not the number of training courses attended by
individuals. Note: A=Africans, C=Coloureds, I=Indians and W=Whites
No training was provided for people with disabilities during the first and second quarters 2011/2012
Numerical Goals and Targets
Male
Female
Foreign Nationals
Occupational
Levels
A
C
I
W
A
C
I
W
Male
Female
Top management
0
0
0
0
0
0
0
0
0
0
Senior management
0
0
0
0
1
0
0
0
0
0
1
2
1
0
0
2
0
0
0
0
0
5
0
0
0
0
2
0
0
0
0
0
2
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
2
1
0
0
6
0
0
0
0
0
9
0
0
0
0
0
0
0
0
0
0
2
1
0
0
6
0
0
0
0
0
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical and
academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Total
9
55
Total number of employees with disabilities at the end of current employment equity plan in
terms of occupational levels.
Occupational
Levels
Male
Female
A
C
I
Top management
0
0
0
Senior management
0
0
0
Professionally
qualified and
experienced
specialists and midmanagement
Skilled technical and
academically
qualified workers,
junior management,
supervisors,
foremen, and
superintendents
Semi-skilled and
discretionary
decision making
Unskilled and
defined decision
making
TOTAL
PERMANENT
Temporary
employees
GRAND TOTAL
Foreign Nationals
Total
A
C
I
W
Male
Female
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
2
W
56
Section 2: Employment Equity and Succession Plan
Employment Equity status
The table below demonstrates the progress made in relation to the EE targets:
EMPLOYMENT EQUITY TARGETS FOR THE PERIOD ENDING SEPTEMBER 2013
Gender
African
Coloured
Indian
White
TOTALS
Male
50%
1.5%
1.5%
7.5%
60.5%
Female
27%
2.5%
1.5%
8.5%
39.5%
Total
77%
4%
3%
16%
100%
Comparison of EE targets against actual employment figures
Gender/
Race
African
Coloured
Indian
White
Total
Target Actual Target Actual Target Actual Target Actual Target Actual
MALE
50%
57,5%
1.5%
0.5%
1.5%
0.5%
8.5%
7.8%
60.5%
66.8%
FEMALE 27%
26,8%
2.5%
0.5%
1.5%
0.5%
8.5%
6.7%
39.5%
34.2%
TOTAL
84.3%
4%
1%
3%
1%
17%
14.5%
100%
100%
77.5%
A Learning and Employment Equity Committee is in place and regular monthly meetings are held to
determine progress made and to set further objectives. The committee is concentrating its efforts in
ensuring the appointment of females towards the target of 39.5%
Efforts are being made to target disabled people and it is in that sense that the Zoo is continuing its
partnership with The Living Link, an organisation that provides training for individuals with disabilities.
The partnership involves the Zoo providing opportunities for on-the-job training for the students.
Students were provided with the opportunity to acquire skills in the Horticulture and Stores
Departments during this period.
Section 3: Skills Development and Training
The Johannesburg Zoo values the personal development of all its employees as key to the
accomplishment of business objectives. Employees are therefore encouraged to share responsibility
for personal development with their managers and in such a manner that maximizes each employee’s
potential. The Learning and Employment Equity Committee is in place to ensure that the Zoo stays on
course in employee development.
57
Our training interventions are informed by the annual training and the workplace skills plans which are
as a result of consultations between Departmental Heads, the LEEF committee (Learning,
Employment Equity Forum) and HR, conducting skills audits to determine developmental gaps.
Due to the uniqueness of the operations of the Zoo and budgetary constraints, we have sought to
concentrate our efforts in providing opportunities for our employees to acquire skills in a cost efficient
manner.
To ensure consistent legislative compliance, a Workplace Skills Plan for the following financial year
was adopted by all stakeholders and submitted to the LGSETA during this financial year where it was
approved.
Section 4: Performance Management
Succession Planning
A performance management system is in place and its guidelines will inform the Zoo’s succession
planning programme. A draft succession planning policy document is the subject of discussions at the
Labour Forum. At the centre of the discussion is that performance outcomes must inform succession
plans, an issue which labour is still debating. Although the policy has yet to be agreed to, in practice,
through the learnership and internship programmes, individuals will be identified on the basis of
above average performance to move into vacant permanent positions.
Employee Retention Scheme
To comply with the agreement at the South African Local Government Bargaining Council (SALGBC),
we will be implementing the TASK job grading system in the next six months. Employees who
complete an NQF level in Adult Basic Education (ABET) are recognised at a special ceremony and
are receive monetary incentives. The Zoo has contributed to and will align its employee retention
strategy with the City’s Group Retention Strategy.
Section 5: HIV/AIDS in the Workplace
The Johannesburg Zoo recognizes the seriousness of HIV/AIDS and related illnesses. In view of the
implications of the disease both in the workplace and the wider society, we are committed to
protecting and promoting the health of our staff members and the prosperity of the business.
We have therefore sought to align our HIV/AIDS policy with the City’s Workplace Wellness, HIV and
AIDS policy to ensure a consistent and equitable approach to the prevention and management of HIV
and AIDS amongst all City employees. All our HIV/AIDS programmes are aligned with those of the
City of Johannesburg.
58
Our policy seeks to:

Demonstrate management commitment to fighting HIV/AIDS in the workplace

Educate and raise awareness to Zoo employees and stakeholders on how to manage employees
who are infected and/or affected by the epidemic.
A Wellness Centre is fully operational and is manned by a Health Care professional. Regular
incidence reports are submitted to Zoo management to inform them of the impact and assist them in
mitigating risks associated with some of the employee health conditions.
HIV/AIDS Structures
The HIV/AIDS committee is active and collaborates with the resident Health Care professional to
manage cases within the Zoo. The committee’s programmes are fully aligned to those of the City.
Committee members continue to undergo training in HIV/AIDS related courses. HIV/AIDS workshops
and information sessions are conducted by committee members on a regular basis.
The Johannesburg Zoo was again issued with a Certificate of Compliance by the City of
Johannesburg.
Participation Rate
The Johannesburg Zoo participated in the 2011/2012 Health Survey. A total of 112 employees
participated.
Awareness of the disease and education
An HIV/AIDS awareness campaign was held this period and was fully supported by Zoo staff. The
awareness campaign programme included a fun run, condom distribution and general HIV/AIDS talks
led by committee members.
Section 6: Employee Benefits
Pension Fund
The Zoo as an employer participates in various retirement benefits and the following funds provide
pension benefits for the employees:
Pension Fund Name
Membership
%Employee
%Employer
Contribution
Contribution
E- Jo’burg Retirement
32
33,3
66,6
Pension 1
2
32
68
Pension 2
36
32
68
Jhb Zoo Pension Fund
96
50%
50%
59
Current values accrued to members include both employee and employer contributions
Other Benefits
Cellphone Allowance: 37 employees currently enjoy this benefit. The allowance is taxable and the
breakdown is as follows:
Senior Managers: R650
Middle Managers: R550
Driver, Foreman, Cashier Supervisor and Foremen: R400
Study Assistance
Employees of all levels, who have been in the employ of the Zoo for more than one year, were invited
to apply for study assistance and a total of 26 employees applied for study assistance for 2011/2012
the process is still ongoing
All qualified applicants will be obliged to work off their obligation for a duration equivalent to their
period of study. Should they leave beforehand, they would be obliged to refund the Zoo part or whole
of the amount. The maximum that an employee can receive is R15,000,00 and the benefit is tax
deductible.
Housing Subsidy
Twenty-two employees receive this benefit and the subsidy amount ranges from R420.00 - R686.00.
Family Housing
Sixteen employees receive this benefit. The employer contributes R440 while the employee
contributes R686.00 Hostels are now upgraded to family housing and the rates differ according to
number of rooms.
Medical Aid
There are currently four (4) Medical Aid Companies serving the Zoo employees viz.:

Sizwe- 29 members

Bonitas- 33 members

L.A. Health- 48 members

SAMWUMED- 34 members
The Zoo contributes 60% to a maximum determined by SALGA agreements and the employee
contributes 40%
60
Bonus Payment and Performance Management
Zoo employees receive a bonus equivalent to a 13th cheque and management requires Board
approval. Senior management bonuses are based on performance determined by the Performance
Management System. The Bonuses need to be approved by the Board of Directors before being paid.
A streamlined performance management system has been put in place for all employees.
61
CHAPTER FIVE: FINANCIAL ASSESSMENT
Section 1: Capital Projects
The Capital allocation has not been spent due to the Zoo’s intention to reallocate the funding to
complete the Temple of the Ancients Project. This submission has been sent to the City for approval
during the mid-term budget cycle to be concluded in January 2012. Management have completed the
necessary preparations to ensure that the approved projects will be undertaken, should the
reallocation not be approved.
Approved projects
Project
New Seal
Capex
Capex
% Of
Budget
Actual
Completion
R’000
R’000
3,000
0
Explanation Notes
Project will be deferred to the following
enclosure-
year
design
Pigmy Hippo
1,100
0
Project will be deferred to the following
filtration
year
systems
Regulatory
500
0
Project will be deferred to the following
compliance
Wattled
year
500
500
400
0
100
Project completed
Crane Clinic
Zoo Farm
construction
Zoo Kitchen
Cold room
Project will be deferred to the following
year
upgrade
Section 5.2 – Statement of Financial Position
The mid year report is prepared during the implementation of the Joburg 2040 strategy which was
launched by Council in October 2011. The vision of Joburg 2040 is for Johannesburg to be a liveable,
sustainable and resilient City, the front-line of a developmental state within the Gauteng City-region
(GCR).
In term of section 88 (1) of the MFMA, the accounting officer of the municipal entity must by 20
January of each year –
62
a)
assess the performance of the entity during the first half of the financial year, taking into
account –
(i)
the monthly statements referred to in section 87 of the first half of the financial year and the
targets set in the service delivery , business plan or other agreement with the entity’s parent
municipality, and
(ii)
the entity’s annual report for the past year, and progress on resolving problems identified in
the annual report…
An analysis of statement of financial position and statement of financial performance is given below.
JOHANNESBURG ZOO
R’000
R’000
Actual
Actual
2011 Dec
2011
June
Non-current assets
5,423
6,369
Property, plant and
equipment
5,423
6,369
18,435
19,234
1,356
1,901
13,355
16,495
668
668
Current assets
Trade and other
receivables
Loan to shareholder
Inventory
Vat Receivable
Prepayment
Cash and cash
equivalents
Total assets
-
148
58
-
2,998
22
23,858
25,603
3,461
2,201
EQUITY AND
LIABILITIES
Capital and Reserves
63
R’000
R’000
Actual
Actual
2011 Dec
2011
June
Accumulated funds
1,601
341
Contribution from
shareholder
1,860
1,860
Non-current liabilities
8,862
9,326
Finance lease
obligation
Loan from member
2,171
2,171
6
-
Employee benefit
obligations
6,685
7,155
Current liabilities
11,534
14,076
Trade and other
payables
Finance lease
obligation
VAT payable
8,859
10,908
308
356
275
-
2,092
2,740
-
72
Accruals
Provisions
Bank overdraft
Total equity and
liabilities
23,857
25,603
Reserves and equity
The Johannesburg Zoo’s reserves were under pressure at the beginning of the financial year and we
are proud to report that the reserves were increased from R341,000 (July 2011) to R1,601,000 at the
end of the reporting period. The increase in reserves is attributable to improved cash management
practises and tight expenditure controls.
The company’s total assets exceed its liabilities by R3,461,000 and this gives an indication that funds
will be available to finance future operations and that the realization of assets and settlement of
liabilities will occur in the ordinary course of business.
64
Assets
Total assets decreased from R25,603,000 at the beginning of the financial year to R23,858,000 at the
end of the reporting period. The decrease was largely due to the decrease in the sweeping account
balance. The sweeping account balance decreased from R11,954,000 at the beginning of the year to
R9,957,000 at the end of the reporting period.
Liabilities
Current liabilities decreased by 18% from R14,076,000 to R11,534,000 and the decrease was largely
due to the decrease in trade payables and other payables.
Financial ratios
Liquidity continues to be a priority to the company’s management. The liquidity position improved from
1.37 at the beginning of the financial year to 1.60 at the end of the reporting period. The current
assets (R18,435,000) exceeded current liabilities (R11,534,000) by R6,901,000. Therefore the
company’s position to meet its short term financial obligations has improved.
65
Section 5.3 – Statement of Financial Performance
Statement of Financial Performance (Johannesburg Zoo)
For the first half of the year ended 31 December 2011
2011
2011
2011
Actual
Budget
Forecast
R’000
R’000
Variance
R’000
Next 6 months
Gross revenue
32,517
65,352
-32,835
65,034
Operating costs
31,501
64,852
33,351
63,002
Gross Profit
1,016
500
516
2,032
Operating
(deficit)/surplus
Interest Expense
1,016
500
516
2,032
-
-
-
-
Interest Income
244
-
244
488
1,260
500
760
2,520
Surplus before tax
Taxation
Surplus after tax
-
-
-
-
1,260
500
760
2,520
Overall Financial Performance
The highlights for the period included the following:
 Operating surplus of R1,3 million;
 Revenue remained flat as compared to the same period last year;
 Admission income fell by 2%;
 Operational expenditure was under budget at 49% of the total operational budget
 BEE target was exceeded by 11.32%
65
Revenue
Revenue was recorded at R32,761,335 at the end of the reporting period, translating into a 0%
growth as compared to the same period last year (R32,911,961). The table below shows year-on-year
comparison of revenue.
Year-on-year revenue comparisons for the period ending December 2011
Source
Subsidy
Admission
Rental
Other income
Interest received
Totals
Dec 2012
R
21,146,500
8,747,308
910,159
1,713,210
Dec 2011
R
20,185,000
8,895,961
711,414
2,989,317
Variance
R
961,500
-148,653
198,745
-1,276,107
%
5%
-2%
28%
-43%
244,158
130,270
113,888
87%
32,761,335
32,911,961
-150,627
0%
Admission income fell by 2% despite the fact that visitor numbers remained unchanged at the end of the period.
The figure below provides the current visitor profile at the end of the reporting period.
66
The table below gives an analysis of visitor profile and provides contributing factors to a drop in admission
income.
Visitor profile
2011/12
July
Aug
Sep
Oct
Nov
Dec
Percentage split
Visitor profile
2010/11
July
Aug
Sep
Oct
Nov
Dec
Percentage split
Growth
Gates
Venue
Education Total
Paying
Non paying
28,613
6,450
463
862
36,388
29,946
2,620
3,213
2,019
37,798
55,204
9,360
2,250
1,681
68,495
45,059
4,963
2,978
1,920
54,920
32,225
3,297
5,442
1,948
42,912
61,275
5,189
2,249
2,234
70,947
252,322
31,879
16,595
10,664
311,460
81%
10%
5%
3%
100%
Gates
Venue
Education Total
Paying
Non paying
29,743
1,630
1,086
1,239
33,698
42,438
1,647
466
1,282
45,833
53,181
79
8,061
6,357
67,678
47,693
4,369
2,000
1,682
55,744
31,646
1,586
1,102
2,145
36,479
62,546
7,090
865
1,215
71,716
267,247
16,401
13,580
13,920
311,148
86%
5%
4%
4%
100%
-6%
94%
22%
-23%
0%
The figure below gives a graphic illustration of year-on-year comparison of visitor numbers and profile.
67
The paying visitors dropped by 6% and non-paying increased by 94% as compared to the same
period last year. The other contributing factors to the drop in admission income are the impact of the
Zoo roads construction on visitor numbers and limited parking.
Other income fell by 43% due to a drop in sponsorship and donations. The Zoo received the donation
of R600,000 from Hans Hoheisen Trust and R200,000 for Masibambisane project in the previous
financial year. No major sponsorships were recorded at the end of the reporting period. The other
contributing factors are no insurance and SDL recoveries of approximately R476,000 were reported at
the end of the reporting period as compared to same period last year.
Rental income grew by 28% as compared to the same period last year. Increased usage of Zoo
facilities contributed to the positive growth.
Interest income grew by 87% as compared to the same period last year. The entity recorded more
cash than anticipated at the end of the reporting period and the actual rate of interest earned on cash
balances was favourable.
Figure 1. Year-on-year revenue comparison for the period ending 31st December 2011
Results of operations - Expenditure
Operational expenditure was recorded at R31,501,279 against the total budget of R64,852,000 and
this translated into 49% of the total budget. Eight percent of the total actual expenditure consists of
commitments. Opex was under budget by 1% as a result of lower spending on employee costs,
repairs and maintenance. Vacancies contributed to lower spending on salaries.
68
The table below reflects expenditure analysis for the period ending 31st December 2011.
Budget
Actual
Variance
R’000
R’000
R’000
%
expenditure
Forecast
for the
next 6
months
Salaries & Wages
41,938
20,094
21,844
48%
40,189
Repairs & Maint.
2,004
793
1,211
40%
1,586
Contracted Services
5,471
2,759
2,712
50%
5,518
General Expenses
13,470
6,909
6,561
51%
13,817
Depreciation
1,716
946
770
55%
1,891
253
0%
253
33,351
49%
63,254
Expenditure Item
Loss on asset disposal
Total expenses
253
64,852
31,501
The six months extrapolation indicates that, should the spending pattern continue as is, the entity will
record a saving of R1,596,000 which can be earmarked for unforeseen year end adjustments. There
were commitments R2,6 million at the end of the reporting period.
69
5.4 Cash Flow Statement
CASH FLOW
STATEMENT
For the year ended 31
December 2011
Cash flows from
operating activities
Receipts
Sale of goods and
services
Government grant
Interest received
Payments to
employees and
suppliers
2011
Actual
R’000
2011
Budget
R’000
50
2012
Forecast
Variance
-127
R’000
Next 6 Months
-2,022
77
7,065
8,753
-1,688
14,130
21,146
244
-28,505
20,184
610
-29,470
962
-366
965
40,370
488
-57,010
Cash flows from
investing activities
-
-
-
-
Property, plant and
equipment acquired
-
-
-
-
Property, plant and
equipment disposed
-
-
-
-
Cash flows from
financing activities
3,098
1,023
1,787
6,196
Short term financing
3,146
1,215
1,931
6,292
-
-
-
-48
-192
-144
-96
Cash and cash
equivalents at
beginning of the year
-50
-
-50
-
Cash and cash
equivalents at the end
of the year
2,998
1,100
1,610
4,174
Expenditure to maintain
operating capacity
Employee benefit
liability
Repayment of other
financial liabilities
70
The major source of cash is the subsidy from the City. Other sources included gate takings, rental,
sponsorship and donations. In addition to alternative sources of cash, the Zoo also has access to
short term financing through the funds in the sweeping account. The Zoo recorded a net cash balance
of R2,998,000 at the end of the reporting period. The entity received interest income of R244,000 was
as a result of a positive bank balance on the sweeping account.
5.5 Supply Chain Management and BEE
Supply Chain Management Policy
The Johannesburg Zoo has in the first half of fiscal year 2011/2012 applied the supply chain
management policy in all its dealings with suppliers and contractors. Our supply chain management
policy is adopted in terms of section 111 of the municipal finance management Act no 56 of 2003. Our
Supply chain management policy covers all pillars within the context of supply chain management
framework including ,but not limited to supply chain management systems, demand management, ,
systems of Acquisition management, procurement mechanisms, General conditions applicable to the
consideration of written quotations, supplier management and development, Inventory management,
assets disposal management and risk management etc.
Adjudication Processes
The Johannesburg Zoo makes use of bid committee systems to ensure that the adjudication process
for goods and services is open, fair and transparent.
The Committee system ensures that objectivity, value for money and cost effective principles are
espouse in all phases of the adjudication process.
The Zoo makes use of the following bid committees

Bid Specification Committee whose function is to compile the technical specifications and
terms of reference for each requirement

Bid Evaluation Committee is responsible for the evaluation of bids, compilation of reports and
making recommendation to the bid adjudication committee, this committee is composed by the
user department and/or external specialist advisors and supply chain management
representative

Bid adjudication/awarding Committee whose main function is to consider the appropriateness
of the tender specifications and fairness of the evaluation, recommendations and award, this
committee is composed of the CEO/chairperson, CFO, Employment Equity Committee
representative, Supply Chain Manager and Secretariat.
71
BEE Calculations
BEE PROCUREMENT FOR THE PERIOD 01 JULY TO 31 DECEMBER 2011
Procurement from BEE Vendors
R 9 822 757
Procurement From Non-BEE Vendors
R 2 256 204
R 12 078 961
Total Procurement
% of BEE Procurement in relation to total
procurement
81.32%
Note. Figures exclude total spend on International Companies, Sole & Government
Contracts awarded in the period 01 July 2011 to 31 December 2011
No
Contractor Name
Period
R,000
1.
Elephante Trading cc
Two years
R408,000.00
% Equity
Holding
100%
5.6-Internal Audit and the Auditor-General Management Letter Issues
The Johannesburg Zoo received an unqualified audit for the 2010 / 2011 financial year. All control
issues have been identified and strengthened.
72