25-Year concession to operate and upgrade mpanamana lodges in kruger national park

This Information Memorandum (Memorandum) has been produced by South African National Parks (SANParks), in connection with the tendering for the Mpanamana Concession in the Kruger National Park.

{"closingDate":"3 July 2026"}

{"name":null,"email":null,"phone":null,"department":"ies presented herein and in deciding whether to submit a","address":null}

Open to entities capable of forming an SPV that can meet: B-BBEE ownership targets for Black People, Black Women, and Youth within 100km of KNP; management control targets for Black People, Black Women, Youth, and local community members; employment targets prioritizing local communities (79% target referenced historically); skills development expenditure on Black People, Black Women, Youth from local communities; preferential procurement from B-BBEE recognized, Black Women/Youth-owned local SMMEs; enterprise/supplier development and socio-economic development contributions. Must have or obtain all required permits and licenses. No specific equity set-aside for indigenous landowner communities for this concession. Must comply with Competition Act and all environmental regulations.

1.1 This Information Memorandum is issued by South African National Parks

(“SANParks”) in accordance with the guidelines for Public Private Partnerships

(“PPPs”) contained in National Treasury's Tourism PPP Toolkit, and in compliance

with Treasury Regulation 16 issued in terms of the Public Finance Management

Act .

1.2 SANParks is tendering this PPP opportunity in which it gives a selected Private

Party the right to the Mpanamana concession.

1.3 SANParks makes no guarantees about and takes no responsibility for the

accuracy and completeness of this Information Memorandum and disclaims any

liability for any interested party’s use of the information.

1.4 This Information Memorandum is not intended to serve as the basis for an

investment decision. Each recipient is expected to make an independent

investigation or due diligence and to obtain the necessary independent advice

regarding the PPP opportunity.

1.5 SANParks may change or replace any information contained in this Information

Memorandum at any time, without giving any prior notice or providing any reason.

Any such changes will be communicated through official channels.

1.6 In a typical PPP agreement in this sector, the Private Party is granted rights at its

own risk to finance, refurbish, design, build, maintain and operate a tourism facility

on state conservation land for a period likely to provide a fair return on investment.

In return, the Private Party will meet agreed environmental, development,

operating and broad-based B-BBEE obligations, and pay a PPP fee to SANParks.

1.7 SANParks or the State will hold the title to the land and assets. At the end of the

agreement term, the facility reverts to SANParks. The incumbent concessionaires

will not have an option to renew at the end of the term. At the end of the concession

period, the concession may be put up for re-tender to interested bidders. The

incumbent concessionaires will be entitled to bid.

1.8 The Private Party will have exclusive traversing rights of the Concession Area.

These Areas will be off-limits to normal Parks visitors. The Concessionaire will be

entitled to limited access to the park, subject to normal Park operating rules and

hours. A maximum number of people are to be accommodated overnight, (guests

and staff), which is indicated in this Information Memorandum.

1.9 SANParks is following the PPP feasibility and procurement processes set out in

National Treasury’s PPP Toolkit for Tourism. The toolkit can be downloaded from

www.ppp.gov.za.

2. Sanparks’ vision, mission and key strategic objectives

2.1 Sanparks’ vision and mission

2.1.1 South African National Parks (SANParks) was established as a parastatal

through an Act of Parliament in 1927. As per the Public Finance

Management Act, Act (as amended by Act ), SANParks

is a Schedule 3(a) “public entity” that functions under the ambit of the NEMA:

Protected Areas Act, 2003 (Act ) read concurrently with the

Biodiversity Act of 2004 and the Protected Areas Act.

2.1.2 The primary mandate of SANParks is the conservation of South Africa’s

biodiversity, landscapes and associated cultural heritage assets through a

system of national parks. SANParks is also involved in the promotion and

management of nature-based tourism and delivers both conservation

management and tourism services through an authentic people centred

approach on all its programmes.

2.1.3 SANParks’ operations are totally guided by its vision statement and mission

statement. As a public entity, the SANParks is committed to act in pursuance

of transformation of South Africa’s society in support of entrenching South

Africa’s democracy. In this regard the organisation has adopted a

transformation mission to guide its efforts accordingly.

VISION – A World Class System of Sustainable National Parks Reconnecting and

Inspiring Society.

MANDATE – Delivery of Conservation Mandate by Excelling in the Management

of a National Park System.

MISSION – Develop, Expand, Manage and Promote a System of Sustainable

National Parks that Represents Biodiversity and Heritage Assets, through

Innovation, Excellence, Responsible Tourism and Best Practice for the Just Socio-

Economic and Equitable Benefit of Current and Future Generations.

2.2 Sanparks’ key strategic objectives

SANParks’ business operations are founded on the following important core

pillars:

2.2.1 Sustainable Conservation

The primary mandate of SANParks is the conservation of South Africa’s

biodiversity, landscapes and associated heritage assets through a system

of national parks.

2.2.2 The National Tourism Sector Strategy

The National Tourism Sector Strategy has as its objective to grow a

sustainable tourism economy in South Africa, with domestic, regional and

international components, based on innovation, service excellence,

meaningful participation and partnerships. SANParks supports this strategy

through its mandates and operations.

2.2.3 Diverse and Responsible Tourism

SANParks has a significant role in the promotion of South Africa’s nature-

based tourism or eco-tourism business, targeted at both international and

domestic tourism markets. The eco-tourism pillar of the business

architecture provides for the organisation’s self-generated revenues from

commercial operations that are necessary to supplement government

funding of conservation management. A significant element of the eco-

tourism pillar is the SANParks’ Strategic Objectives, which (through the

implementation of Public- Private Partnerships) SANParks has adopted to

expand tourism products and the generation of additional revenue for

funding of conservation and socio-economic development. SANParks

Responsible Tourism seeks to:

2.2.3.1 align SANParks’ tourism strategy with the national policy and strategy

on responsible tourism;

2.2.3.2 provide a clear framework that will ensure the integration of the nature-

based responsible tourism strategy and actions into management

plans for each national park in South Africa;

2.2.3.3 provide direction as to the sales and marketing focus and strategy of

SANParks;

2.2.3.4 provide guidance on the development and operation of relevant

tourism IT support and monitoring systems;

2.2.3.5 provide guidance as to the objectives and implementation of the Wild

Card loyalty programme; and

2.2.3.6 provide guidance on sound and sustainable financial management of

tourism in SANParks.

2.2.4 Socio-Economic Transformation

2.2.4.1 SANParks has taken a strategic decision to expand its role in the

developmental support provided to neighbouring communities as an

entity of the developmental state. In addition, SANParks is required to

build constituencies at international, national and local levels, in

support of conservation of the natural and cultural heritage of South

Africa through its corporate social investment. It must ensure that a

broad base of South Africans participate and get involved in

biodiversity initiatives, and further that all its operations have a

synergistic existence with neighbouring or surrounding communities

for their educational and socio-economic benefit, hence, enabling the

broader society to be connected to national parks.

2.2.4.2 SANParks’ Commercialisation Strategy or Strategic Plan for

Commercialisation (SPfC) has identified PPPs as a good vehicle for

promoting and developing its Broad- Based Black Economic

Empowerment (B-BBEE) and socio-economic transformation

objectives. Through the B-BBEE Scorecard developed for the project,

SANParks set targets for the Private Party to promote direct ownership

of substantial interests by black people, black women and black

enterprises, to achieve effective participation in the management

control of the Private Party and its subcontractors by black people and

black women, to ensure that the Private Party contracts a significant

proportion of its subcontracting and procurement to black people,

black women and black enterprises, and to promote positive local

socio-economic impact from the project to the benefit of SMMEs, the

disabled, the youth and non-governmental organisations within a

targeted area of the facility’s operations.

2.2.5 Nature-based tourism

2.2.5.1 The organisation has a significant role in the promotion of South

Africa’s nature-based tourism, or ecotourism business targeted at both

international and domestic tourism markets. The eco-tourism pillar of

the business architecture provides for the organisation’s self-

generated revenues from commercial operations that is necessary to

supplement government funding of conservation management.

2.2.5.2 A significant element of the ecotourism pillar is the SANParks

Commercialisation Strategy or Strategic Plan for Commercialisation

(SPfC) (which through the implementation of Public Private

Partnerships) has as its objective reducing the cost of delivery,

improving service levels by focusing on core business and leveraging

private capital and expertise as well as the objective of expansion of

tourism products and the generation of additional revenue for the

funding of conservation and constituency building.

2.3 Vision 2040 – Regenerative Tourism

2.3.1 SANParks’ long-term strategic direction is guided by Vision 2040, which

envisions a future where people and nature thrive together within

sustainable and resilient conservation landscapes. Central to this vision is

the positioning of national parks not only as protected ecological spaces, but

as living landscapes that contribute meaningfully to biodiversity

conservation, inclusive economic development, and societal well-being.

2.3.2 SANParks has adopted Regenerative Tourism as a key strategic focus

area. Regenerative Tourism represents an evolution from traditional

“responsible tourism” models. It requires that tourism activities within

national parks:

2.3.2.1 Actively contribute to the restoration and enhancement of

ecosystems;

2.3.2.2 Strengthen biodiversity conservation outcomes;

2.3.2.3 Support climate resilience and reduced environmental impact;

2.3.2.4 Promote inclusive economic participation and transformation;

2.3.2.5 Foster meaningful connections between visitors, local communities,

and conservation landscapes; and

2.3.2.6 Generate sustainable revenue to support SANParks’ core

conservation mandate.

2.3.3 Application to Public-Private Partnerships

2.3.3.1 Public-Private Partnerships (PPPs) within SANParks form a key

implementation mechanism for advancing regenerative

tourism objectives. Through carefully structured concession

agreements, SANParks seeks to:

2.3.3.1.1 Leverage private sector expertise and capital investment;

2.3.3.1.2 Upgrade and maintain tourism infrastructure to world-class

standards;

2.3.3.1.3 Ensure environmentally responsible operations aligned with

approved Environmental Management Plans;

2.3.3.1.4 Drive transformation, enterprise development and local

economic participation; and

2.3.3.1.5 Secure predictable and sustainable revenue streams to fund

conservation.

2.3.4 All commercial activities authorised within national parks

are required to operate in a manner that supports biodiversity protection,

minimises environmental impact, and contributes positively to the long-term

sustainability of the protected area system.

3. Articulation of sanpark’s commercialisation strategy

3.1 Motivation for Commercialisation of the Kruger National Parks

SANParks’ Commercialisation Strategy or Strategic Plan for Commercialisation

(SPfC) has identified PPPs as a good vehicle for promoting and developing its

Broad- Based Black Economic Empowerment (B-BBEE) and socio-economic

transformation objectives. Through the B-BBEE Scorecard developed for the

project, SANParks set targets for the Private Party to promote direct ownership of

substantial interests by black people, black women and black enterprises, to

achieve effective participation in the management control of the Private Party and

its subcontractors by black people and black women, to ensure that the Private

Party contracts a significant proportion of its subcontracting and procurement to

black people, black women and black enterprises, and to promote positive local

socio-economic impact from the project to the benefit of SMMEs, the disabled, the

youth and non-governmental organisations within a targeted area of the facility’s

operations.

3.2 SANParks STRATEGIC PLAN FOR COMMERCIALISATION (SPFC)

3.2.1 The SPfC is updated every five years. The following outlines the major

changes of the SPfC 2019 – 2024 (it is anticipated that this plan will be

updated in 2026 to align to Vision 2040):

3.2.1.1 The SPfC 2019 – 2024 reaffirmed that PPPs are envisioned to

continue playing a key role in executing on SANParks’ mandate and

achieving its strategic objectives, particularly in terms of revenue

generation and contributing towards socio-economic transformation.

3.2.1.2 The SPfC highlighted the importance of tourism as an engine for job

creation and a driver of sustainable socio-economic development. As

such, particular focus will be placed on using PPPs as a mechanism

to promote economic transformation in the industry.

3.2.1.3 The SPfC was updated to reflect a revised checklist for all commercial

opportunities identified.

3.2.1.4 Finally, the SPfC 2019 - 2024 addressed the need for additional

capacity in the Business Development Unit to accelerate the

implementation of PPPs.

3.2.2 Benefits of the SANParks Commercialisation Strategy

The achieved high level commercialisation objectives for SANParks include

the following; revenue generation; loss minimisation or savings on existing

operations; optimal use of under-performing assets; job creation and poverty

alleviation; B-BBEE; infrastructure upgrades; upgrade/development of

historical and/or cultural sites; tourism promotion and further biodiversity

protection and conservation. PPPs in SANParks have proved to be an

important service delivery mechanism. The SANParks Commercialisation

Strategy has yielded the following benefits to SANParks:

3.2.2.1 Strategic Value

3.2.2.1.1 Implementation of the Commercialisation Strategy has resulted

in increased market segmentation and product and price

differentiation with over 500 additional guest beds in the five-star

segment resulting in increased economic activity and foreign

exchange generation.

3.2.2.1.2 It has further resulted in improved efficiencies of the restaurant

and retail facilities, contributing to an enhanced visitor

experience for the guests of SANParks.

3.2.2.1.3 The strategy has also resulted in an increased contribution to the

broader economy through the tourism multiplier effect and

SANParks’ image has improved considering that national parks

are being put to responsible and sustainable use for the

economic development of the country.

3.2.2.2 Monetary Value

The Commercialisation Strategy has resulted in a total contribution of

over R1.5 billion since inception.

3.2.2.3 Increased Infrastructure

The Commercialisation Strategy roll out has resulted in increased

infrastructure in National Parks to the value of R958 million with the

assets ultimately reverting to SANParks. In addition, it has resulted in

the refurbishment of the aging infrastructure of both the restaurant and

retail facilities to the value of R20 million.

3.2.2.4 Risk Transfer

The strategy has resulted in significant commercial risk transfer to the

private sector including EIA risk, construction risk, availability risk,

insolvency risk, market demand or volume risk and operating risk.

However, SANParks is still exposed to the risks experienced by the

Private Party and hence effective contract management is essential.

3.2.2.5 Socio Economic Value

The strategy resulted in broadening the participation of B-BBEE

partners in the tourism industry thereby contributing to the

demographic restructuring of the industry and poverty alleviation.

Private Party agreements included the following contractual

commitments:

3.2.2.5.1 increased employment in the tourism industry with 2100 new

jobs excluding construction;

3.2.2.5.2 79% of employees recruited from local communities adjacent to

the Parks;

3.2.2.5.3 Reported spend of R75 million per annum with local community

SMME’s;

3.2.2.5.4 Considerable continuous skills transfer and training; and

3.2.2.5.5 The tourism multiplier effect to the broader economy.

3.2.2.6 Environmental Value

Regulations pertaining to environmental management that apply to the

commercial operators are in many instances superior creating a

benchmark in SANParks nature-based tourism operations and over

time, SANParks will be obliged to comply with these standards. This

can only be to the long-term benefit of our national parks.

4. Sanparks’ legal mandate

4.1 The environmental regulations that apply to the commercial operators or

concessionaires are in many instances superior, creating a benchmark in

SANParks nature-based tourism operations and over time, SANParks and the

commercial operators are obliged to comply with these standards.

4.2 The Kruger National Park is an area declared, or regarded as having been

declared, in terms of section 28 of NEMPAA as a protected environment. Section

92(1)(a) of the NEMPAA specifically states that SANParks is the management

authority for any protected area and is obliged in terms of section 92(2) to manage

all such protected areas according to the provisions of the NEMPAA and the

management plan to be prepared for the protected area concerned.

4.3 Any commercial operator should at all times be cognisant of and apply all of the

following regulations that are pertinent to SANParks, including all changes in these

and other regulations that may be implemented over the period of the Concession.

4.4 National Environmental Management: Protected Areas Act

4.4.1 National Environmental Management: Protected Areas Act 2003 (act no. ) (“NEMPAA”) as amended by the National Environmental

Management: Protected Areas Amendment Act (Act no ) provides

for:

4.4.1.1 the protection and conservation of ecologically viable areas

representative of South Africa’s biological diversity and its natural

landscapes and seascapes;

4.4.1.2 for the establishment of a national register of all national, provincial

and local protected areas;

4.4.1.3 for the management of those areas in accordance with national norms

and standards;

4.4.1.4 for intergovernmental co-operation and public consultation in matters

concerning protected areas;

4.4.1.5 for the continued existence, governance and functions of South

African National Parks; and

4.4.1.6 for matters in connection therewith.

4.5 NEM: PAA Section 50

4.5.1 Section 50 (1) of NEMPAA allows SANParks to:

(a) carry out or allow:

(i) a commercial activity in the park, reserve or site; or

(ii) an activity in the park, reserve or site aimed at raising

revenue;

(b) enter into a written agreement with a local community inside or

adjacent to the park, reserve or site to allow members of the

community to use in a sustainable manner biological resources in the

park, reserve or site; and

(c) set norms and standards for any activity allowed in terms of

paragraph (a) or (b).

4.5.2 Section 50 (2) provides than an activity allowed in terms of subsection (1)(a)

or (b) may not negatively affect the survival of any species in or significantly

disrupt the integrity of the ecological systems of the national park, nature

reserve or world heritage site.

4.5.3 Section 50 (3) provides that the management authority of the national park,

nature reserve or world heritage site must establish systems to monitor—

(a)the impact of activities allowed in terms of subsection (1)(a) or (b)

on the park, reserve or site and its biodiversity; and

(b) compliance with—

(i) any agreement entered into in terms of subsection (1)(b); and

(ii) any norms and standards set in terms of subsection (1)(c).

4.5.4 Section 50 (4) provides that any activity carried out lawfully in terms of any

agreement which exists when this section takes effect may continue until the

date of termination of such agreement, provided that the agreement may not

be extended or varied so as to expire after the original intended expiry date

without the consent of the Minister.

4.5.5 Section 50 (5) provides that no development, construction or farming may

be permitted in a national park, nature reserve or world heritage site without

the prior written approval of the management authority.

4.6 NEM: PAA Section 55 and 56

4.6.1 Section 55 sets out the functions of SANParks which functions include inter

alia responsibility to:

4.6.1.1 protect, conserve and control all protected areas under its

management including all biodiversity found therein (section 55(1)(b));

4.6.1.2 to carry out any development and construct or erect any works

necessary for the management of the area (section 55(2)(e));

4.6.1.3 take reasonable steps to ensure the security and well – being of

visitors and staff (section 55(2)(e));

4.6.1.4 provide accommodation and facilities for visitors and staff (section

55(2)(h));

4.6.1.5 to carry on any business or trade or provide other services for the

convenience of visitors and staff (section 55(2)(i));

4.6.1.6 determine and collect fees for entry or stay in the area or for any

services provided by it (section 55(2)(i)); and

4.6.1.7 authorise any person, subject to such conditions and the payment of

such fees as it may determine, to carry on any business or trade or

provide any service which SANParks may carry on or provide in the

area in terms of the NEMPAA ((section 55(2)(i)).

4.6.2 Section 55(2)(i) also authorises SANParks to authorise another person,

subject to such conditions and the payment of such fees as it may determine,

to provide any service which SANParks may otherwise provide in the Kruger

National Park.

4.6.3 Section 56 (c) also specifically allows SANParks to hire or let any property,

for the purpose of performing any of its functions in any protected area

placed under its management and control.

4.6.4 Accordingly, SANParks has the legal mandate in terms of the NEMPAA to

enter into PPP Agreements.

4.7 The Public Finance Management Act (“the PFMA”)

4.7.1 SANParks is a Schedule 3A public entity for the purpose of the PFMA. As

such, SANParks is bound to the provisions of the PFMA which regulates the

financial management of all national and provincial governments and

agencies; ensures that all revenue, expenditure, assets and liabilities of

those governments are managed efficiently and effectively; provides for the

responsibilities for those entrusted with financial management in those

governments, and governs all matters connected therewith.

4.8 PFMA Sections 50 and 51

4.8.1 Section 50 of the PFMA deals with a number of fiduciary duties placed on

the accounting authorities of public entities which are subjected to the

provisions of the PFMA, and inter alia requires the accounting authority for

a public entity to:

4.8.1.1 exercise the duty of utmost care to ensure reasonable protection of

assets and records of the public entity;

4.8.1.2 act with fidelity, honesty, integrity, and in the best interests of the public

entity in managing the financial affairs of the public entity;

4.8.1.3 seek, within the sphere of influence of that accounting authority, to

prevent any prejudice to the financial interests of the state.

4.8.2 Section 51 deals with a number of general responsibilities of accounting

authorities and provides that the accounting authority for a public entity must

ensure that a public entity has and maintains inter alia effective, efficient and

transparent systems of financial and risk management and internal control

as well as an appropriate procurement and provisioning system which is fair,

equitable, transparent, competitive and cost – effective.

4.9 Treasury Regulation 16

4.9.1 This last aspect is taken further in Regulations 16A7.4 and 16A7.5 of the

National Treasury Regulations promulgated in terms of section 76 of the

PFMA in Government Gazette Notice No. R 225, Government Gazette No.

27388 dated 15 March 2005, and amended by Government Gazette Notice

No. R 146, GG 29644 dated 20 February 2007, which Regulations state that:

4.9.1.1 Reg. 16A7.4 The letting of immovable state property must be at market

– related tariffs unless the relevant treasury approves otherwise. No

state property may be let free of charge without the prior approval of

the relevant treasury.

4.9.1.2 Reg. 16A7.5 The accounting officer or accounting authority must

review, at least annually when finalizing the budget, all fees, charges,

rates, tariffs or scales of fees or other charges relating to the letting of

state property to ensure sound financial planning and management.

4.9.2 These National Treasury Regulations first came into operation on 25 May

2002 and have applied to the business of SANParks since that date.

4.9.3 Hence there is sufficient responsibility placed on SANParks under the PFMA

to manage and to lease out all state assets placed under its management

and control in the Kruger National Park in a manner that is fair and equitable

to all, is transparent and competitive, and occurs on a basis that is market –

related and supports sound financial planning and management within

SANParks.

4.10 The National Minimum Standard for Responsible Tourism (SANS 1162)

The National Minimum Standard for Responsible Tourism (SANS 1162) was

developed with objective of establishing a common understanding of responsible

tourism by developing a single set of standards to be applied throughout South

Africa by harmonising the different sets of criteria that were used for certifying the

sustainability of tourism businesses. The National Minimum Standard for

Responsible Tourism consists of 41 criteria divided into four categories i.e.

sustainable operations and management, economic criteria, Social and cultural

criteria and environmental criteria.

4.11 The National Development Plan

4.11.1 The National Development Plan aims to eliminate poverty and reduce

inequality by 2030 by drawing on the energies of its people, growing an

inclusive economy, building capabilities, enhancing the capacity of the state,

and promoting leadership and partnerships through society. The plan

envisions a South Africa where everyone feels free yet bounded to others;

where everyone embraces their full potential, a country where opportunity is

determined not by birth, but by ability, education and hard work. Realising

such a society will require transformation of the economy and focussed

efforts to build the country’s capabilities. While the achievement of the

objectives of the National Development Plan requires progress on a broad

front, three priorities stand out:

4.11.1.1 raising employment through faster economic growth;

4.11.1.2 improving the quality of education, skills development and innovation;

and

4.11.1.3 building the capability of the state to play a developmental,

transformative role.

4.12 SANParks Beneficiation Scheme

4.12.1 SANParks has a mandate to promote and give priority to indigenous

landowner communities to participate in equity ownership interests in the

Concessions. To achieve this mandate and objective, SANParks shall

ensure that potential Concessionaires offer the indigenous landowner

communities the opportunity to secure shareholding on commercial terms

in PPP concessions.

4.12.2 Where SANParks has identified opportunities for participation for the

indigenous landowner communities, SANParks is required to specify the

equity set aside for participation of indigenous landowner communities in the

procurement documentation for that commercial activity. No equity set aside

is proposed for this Concession Opportunity.

4.13 Tourism B-BBEE Charter and Tourism PPP Toolkit

4.13.1 In 2004 the National Treasury published a Private Public Partnership (PPP)

Manual to serve as a guide in all PPP agreements between Government

Institutions and private parties.

4.13.2 In November 2005, the Tourism PPP Toolkit was published. The Toolkit as

well as the above-mentioned policy documents informed our analysis and

recommendations on the possible B-BBEE and socio-economic benefits of

this PPP.

4.13.3 In 2005, the Tourism B-BBEE Charter was published in the Government

Gazette to highlight the commitment of all the stakeholders in the Tourism

Sector for the empowerment and transformation of the sector, and to work

collectively to ensure that the opportunities and benefits of the Tourism

Sector are extended to Black People as well. In 2009, the Tourism B-BBEE

Sector Code was published in the Government Gazette in line with the

Generic Codes of Good Practice to advance the objectives of the B-BBEE

Act.

4.13.4 Arising from the Amended Generic Codes of Good Practice issued in

October 2013, the Amended Tourism B-BBEE Sector Code were published

in November 2015 which outlines the framework and principles for the

implementation of B-BBEE within the Tourism Industry.

4.13.5 SANParks has developed dedicated B-BBEE scorecards for the six KNP

commercial opportunities that form part of this Tender, identified to achieve

its socio-economic transformation objectives. The Specific Goals elements

identified in SANParks B-BBEE scorecards include the following elements:

4.13.5.1 Ownership – targets for ownership by Black People, Black Women and

Youth within a 100km radius of KNP in the private party SPV;

4.13.5.2 Management Control – targets for the involvement in management of

the SPV of Black People, Black Women and Youth and people from

local Communities;

4.13.5.3 Employment – targets for employment of Black People, Black Women,

Youth and people from Local Communities at all levels;

4.13.5.4 Skills Development – targets for skills development expenditure on

Black People and Black Women and Youth from Local Communities

and for the number of Black People participating in Learnerships,

Apprenticeships and Internships;

4.13.5.5 Preferential Procurement – targets for procuring goods and service

from B-BBEE recognised, and Black Women and Youth from Local

Community owned companies and SMMEs;

4.13.5.6 Enterprise and Supplier Development – targets for contributing

towards;

4.13.5.6.1 Enterprise and Supplier Development of local companies; and

4.13.5.6.2 Socio-economic Development – targets for contributing towards

Socio- economic Development of local communities and tourism

industry.

4.13.6 SANParks accordingly evaluates the bidders B-BBEE proposal and will

allocate scores according to the methodology and weightings in the B-BBEE

scorecard which is provided in the Request for Proposals (RFP).

4.14 Land Claims

4.14.1 SANParks concluded settlement agreements with successful KNP land

claimants in terms of the Restitution of Land Rights Act number ,

as amended. The Cabinet Memorandum of 2002 made it possible for the

settlement of land claims within Protected Areas, where restitution is

provided through ownership without settlement rights, but with

arrangements for compensatory beneficiation. Land claims within SANParks

were therefore settled within this 2002 framework, with the exception of

Knp.

4.14.2 In 2008, the cabinet made a decision that the only option of the settlement

for land claims within KNP is alternative redress, without restoration of land

rights. The Commission on Restitution of Land Rights (CRLR), DEA and

SANParks jointly informed the claimants of the Cabinet decision.

4.14.3 The government of the Republic of South Africa and the Dispossessed Land

Owner Communities have entered into settlement agreements in respect of

land previously owned by the Dispossessed Communities in KNP in terms

of section 42(D) of the Restitution of Land Rights Act, 1994. Pursuant to the

settlement agreements the parties agreed that restitution shall take the form

of equitable redress to ensure that the continuation of conservation,

protection and management of KNP is not adversely impacted by the

approval of land claims. In consequence thereof, the settlement comprises

two phases, namely, phase one which entails payment of financial

compensation for loss of improvements that were on the claimed land at the

time of dispossession and phase two which entails the development of a

beneficiation scheme by SANParks to ensure that the Dispossessed Land

Owner Communities benefit from commercial, job and other economic

opportunities deriving from KNP (“the Beneficiation Scheme”). Bidders must

refer to the Request for Proposal (“RFP”) for obligations of Settlement

Agreements on Concession Opportunities.

4.15 SANParks Park Management Plans

The National Environment Management: Protected Areas Act No.

(NEM: PAA) requires that South African National Parks produces management

plans for all national parks in consultations with stakeholders. The objective of a

management plan is to ensure the protection, conservation and management of

the protected area concerned in a manner which is consistent with the objectives

of the NEM: PAA and for the purpose it was declared. The Protected Areas Act

requires that a national park be managed exclusively for the purpose for which it

was declared. However, SANParks recognises that the environment is in constant

flux, is interlinked with the socio-economic and political spheres and could be

affected by societal values. Protected area management should therefore take

cognisance of the ever-changing environment and diversity of influences, and plan

accordingly. In consultation with stakeholders, SANParks revises the management

plan in accordance with its internal Commercialization Strategy.

4.16 Responsible Tourism Standards

4.16.1 Responsible Tourism

Responsible Tourism is a tourism management strategy embracing

planning, management, product development and marketing to bring about

positive economic, social, cultural and environmental impacts. Responsible

Tourism provides for the following:

4.16.1.1 generates economic benefits for local people and enhances the well-

being of host communities;

4.16.1.2 improves working conditions and access to the industry;

4.16.1.3 involves local people in decisions that affect their lives and life

chances;

4.16.1.4 makes positive contributions to the conservation of natural and cultural

heritage to the maintenance of the world's diversity;

4.16.1.5 provides more enjoyable experiences for tourists through more

meaningful connections with local people and a greater understanding

of local cultural, social and environmental issues;

4.16.1.6 minimises negative economic, environmental and social impacts; and

4.16.1.7 is culturally sensitive, engenders respect between tourists and hosts,

and builds local pride and confidence.

4.16.2 National Responsible Tourism Guidelines

4.16.2.1 In 2002, the then Department of Environmental Affairs and Tourism

(“DEAT”) published National Responsible Tourism Guidelines,

reflecting South Africa’s vision to manage tourism in a way that

contributes to the quality of life of all South Africans. The Guidelines

aim to set benchmark standards for accommodation and transport

operators, tourism associations and custodians of our cultural and

natural heritage. The objective is to ensure that our tourism sector

keeps pace with international trends towards responsible business

practice – and gains a market advantage in doing so. In 2003, DEAT

published the Responsible Tourism Handbook which took it one step

further by giving practical examples of how tourism operators can

improve their economic, social and environmental practices.

4.16.2.2 Various institutions/organisations offer environmental management

consulting and accreditation services to all business sectors interested

in implementing environmentally friendly business practices and

hence offer Environmental Rating Programmes. Such eco-labelling

schemes include:

4.16.2.3 Iso 14001;

4.16.2.4 Green Globe;

4.16.2.5 Blue Flag;

4.16.2.6 Neap;

4.16.2.7 Heritage;

4.16.2.8 Ecoquest; and

4.16.2.9 Fair Trade in Tourism.

4.16.3 National Responsible Tourism Standard and SANParks Responsible

Tourism Strategy

4.16.3.1 South African National Parks has also drafted a Responsible Tourism

Strategy. The purpose of this strategy is to consistently integrate the

principles of the national responsible tourism guidelines (DEAT, 2002)

into South African National Parks operations. The Private Party will be

obliged to comply and subscribe to the minimum standards of

Responsible Tourism – SANS 1162.

4.16.3.2 This strategy and plan will help to reduce fragmentation of responsible

tourism activities by SANParks and its business partners, by providing

a framework for a coordinated approach. It will also reduce the

disparity between levels of responsible tourism practiced, monitored

and reported between SANParks tourism operations and

concessionaires (who are contractually required to practice

responsible tourism). Implementation of strategy and plan will help

address potential future problems, such as mitigation and adaptation

to climate change. The strategy is also a response to the increased

market demand for responsible holidays from tourists and will enable

SANParks to put into place the conditions that are required to position

the national park systems as responsible destinations.

4.16.3.3 The responsible tourism strategy is divided into three sections:

4.16.3.3.1 The alignment of the principles of Responsible Tourism with

existing corporate values and actions, with amendments to

policies and procedures to accommodate Responsible Tourism

values and indicators;

4.16.3.3.2 Recommended additions to the SANParks scorecard to include

Responsible Tourism indicators; and

4.16.3.3.3 Processes required to embed awareness of and decision-

making and actions aligned with Responsible Tourism

throughout the organization.

4.16.4 Objectives of the Responsible Tourism Strategy

The objectives of the responsible tourism strategy and implementation plan

aim to provide a basis for decision making, and guidance for divisions to

develop action plans that comply with this policy. The objectives are:

4.16.4.1 Align SANParks operations with the national policy on responsible

tourism;

4.16.4.2 Enhance responsible tourism awareness and management skills

among protected area managers and tourism officers and business

partners within SANParks;

4.16.4.3 Enhance responsible tourism awareness and skills among SANParks’

external stakeholders, including communities, and suppliers;

4.16.4.4 Integrate responsible tourism principles and actions into management

plans for each national park in South Africa;

4.16.4.5 Establish a practical framework for monitoring, evaluation and

reporting in national park destinations; and

4.16.4.6 Integrate responsible tourism into the performance management

frameworks of the organisation, individual parks and individual staff

members.

4.16.5 Guiding Principles of the Responsible Tourism Strategy

The guiding principles of the responsible tourism strategy and

implementation plan are that they are:

4.16.5.1 based on the national responsible tourism guidelines (DEAT, 2002);

4.16.5.2 aligned with the national Minimum Standards for Responsible

Tourism;

4.16.5.3 aligned with SANParks Corporate Strategic Business Plan, and

cognisant of the Conservation Development Framework and Park

Management Plans;

4.16.5.4 easy to understand and implement;

4.16.5.5 adaptive and flexible;

4.16.5.6 monitored at both a corporate and operational level;

4.16.5.7 developed and implemented through a participatory process by a

broad range of SANParks stakeholders, including business partners;

4.16.5.8 initially focus on quick wins, which can be used to promote the

responsible tourism agenda throughout the organization; and

4.16.5.9 address initiatives that facilitate the achievement of SANParks core

objectives (e.g. better relations with local communities, reducing

poaching, helping park expansion).

4.17 Permits and Licences

The Private Party will be required to obtain the following permits and/or licences:

4.17.1.1 firearm permits by law and a SANParks permit to carry and utilize

within the KNP;

4.17.1.2 permits for game guides;

4.17.1.3 SANParks permits for all vehicles and drivers of Concessionaire

vehicles;

4.17.1.4 The Private Party shall ensure that all Guides operating in the KNP

and/or concession area on their behalf shall be suitably registered with

the DFFE through a training provider to ensure applicable CATHSETA

Accreditation is met. Note: THETA certification is still applicable if

obtained previously, with condition of current DFFE registration

however FGASA is not accepted by DFFE for registration. All guiding

activities on the concession or KNP areas shall be with CATHSETA

Accredited (Or previous THETA) guides with DFFE registration;

4.17.1.5 private Parties will have to apply for liquor licence (if applicable);

4.17.1.6 all developments are subject to an Environmental Impact Assessment

(EIA) and to obtain an environmental permit from DFFE. Current

Concessionaires have an EIA in place however it is linked to its SPV.

As no new additional structures are to be allowed within the footprint,

the EIA can be transferred from the existing concessionaires to the

Private Party SPV. The transfer period is a minimum of 30 days and a

maximum of 90 days. SANParks will use all reasonable endeavours in

assisting the future Concessionaire to acquire the appropriate

environmental permits; however, SANParks will bear no liability for any

failure of the Concessionaire to obtain such permits;

4.17.1.7 private Parties will be subject to the provisions of the Competition Act;

4.17.1.8 if a particular site is declared a national monument, any development

requires the approval by the Minister and will be subjected to a

Heritage Impact Assessment (HIA);

4.17.1.9 compliance with the certification and permits identified in ANNEXURE

A – technical specifications on private party

REQUIREMENTS; and

4.17.1.10 water licences are required for the Private Party SPV as issued by the

DWS as per ANNEXURE A – TECHNICAL SPECIFICATIONS ON

PRIVATE PARTY REQUIREMENTS. The licence is held by the

current Concessionaire SPV and should be transferred to the new

Private Party SPV. The minimum period for a transfer is 30 days.

SANParks will use all reasonable endeavours in assisting the future

Concessionaire to acquire the appropriate environmental permits;

however, SANParks will bear no liability for any failure of the

Concessionaire to obtain such permits.

5. Description of the PPP opportunity for the mpanamana

Concession development in the kruger national park

5.1 Introduction

5.1.1 The Mpanamana Concession is located in the KNP, Off S28, ±20 km from

Crocodile Bridge Gate.

5.1.2 The Concession currently comprises 3 camps with lodges, currently known

as Shishangeni Lodge, Camp Shonga, Camp Shawu.

5.1.3 The co-ordinates for the main lodge is: -25.38914993882095,

31.974830927115963 (G-Map).

compensation for loss of improvements that were on the claimed land at the

B-BBEE Minimum Level: 4

B-BBEE Details: URE A – TECHNICAL SPECIFICATIONS ON PRIVATE PARTY

Requirements ................................................................................................................. 1

9. Annexure b – environmental guidelines for private party’s

Operation within the south african national parks .................................... 1

10. Annexure c – SANS 1162:2016 – south african national standard

Responsible tourism requirements...................................................................... 1

Page i

Table of abbreviations

Abbreviation Description

AIPs Affected & Interested Parties

B-BBEE Broad-Based Black Economic Empowerment

CAPEX Capital Expenditure

CRLR Commission on Restitution of Land Rights

DEAT Department of Environmental Affairs & Tourism (Now NDT)

DFFE Department of Forestry, Fisheries and the Environment

DX Direct Expansion System

ECO Environmental Control Officer

EIA Environmental Impact Assessment

EME Exempted Micro Enterprise

EMS Environmental Management System

GBCSA Green Building Council South Africa

HVAC Heating, Ventilation and Air Conditioning

HCFC Hydrochlorofluorocarbons

HIA Heritage Impact Assessment

IM Information Memorandum

ISO International Organisation for Standardisation

IT Information Technology

KNP Kruger National Park

kva Kilovolt-amps

L Litre

LRA Labour Relations Act

mg Milligram

ml Millilitre

MPA Marine Protected Area

NDT National Department of Tourism

NEMA National Environmental Management Act

NEM:BA National Environmental Management Biodiversity Act

NEM:PAA National Environmental Management: Protected Areas Act 57 0f 2003

OHSA Occupational Health and Safety Act

OPEX Operational Expenditure

PFMA Public Finance Management Act

PMS Property Management System

PPP Public Private Partnership

PPPFA Preferential Procurement Poli

No representation or warranty, express or implied, is made, or responsibility of any kind is or will be accepted, by SANParks, with respect to the accuracy and completeness of this Information Memorandum, and any liability in connection with the use by any interested party of the information contained in this Memorandum is hereby disclaimed.

4.16.4.5 Establish a practical framework for monitoring, evaluation and

PPPFA Preferential Procurement Policy Framework Act

inequality by 2030 by drawing on the energies of its people, growing an

4.11.1.2 improving the quality of education, skills development and innovation;

4.13.5 SANParks has developed dedicated B-BBEE scorecards for the six KNP

its socio-economic transformation objectives. The Specific Goals elements

identified in SANParks B-BBEE scorecards include the following elements

allocate scores according to the methodology and weightings in the B-BBEE

scorecard which is provided in the Request for Proposals (RFP).