2020 MAP INTRODUCTION INSIDE

Ol Pejeta Conservancy is home to ­academics, researchers and close to 140 rhinos, the largest black ­volunteers from around the world to THE BIG PICTURE rhino sanctuary in East Africa, and work in support of our vision. contains hundreds of species of flora What we do 8 and fauna. It is in the DNA of Ol Pejeta to explore and innovate. We are Who we are 10 The communities surrounding Ol always looking for new and How we operate 12 ­Pejeta are home to over 50,000 better ways of delivering effective Our land use plan 14 people who are assisted by the ­conservation. There will be trial ­conservancy for employment, trade and error, success­ and failure. It is and security. our job to learn and to share for the benefit of ­conservation as a whole, OUR PURPOSE Since the formation of ­Sweetwaters worldwide. in 1988, we have spent 26 years Conservation 18 ­conserving the land, providing To fund the Ol Pejeta model, we Community development 22 ­sanctuary to the wildlife, and split our needs into two areas. The ­supporting livelihoods in the 18 first covers the delivery of day different communities in and around to day operations. The second our 90,000 acres. covers geographical expansion and such a role model is that we are able innovation in the ways we work. to invest initial grants and donations This handbook was developed by into projects that we can make self- It costs US $6m annually to fund our our staff in consultation with a range sustainable over the long-term. FUNDING of stakeholders, and sets out our day to day operations and Ol Pejeta is almost unique in sourcing 100% On a final note, we are delighted vision for the next six years to 2020, Day to day operations: outlining the major projects that will of this from our own commercial­ that every year Ol Pejeta welcomes Tourism help us to deliver our vision. activities, ­primarily ­tourism and many thousands of visitors, and 26 agriculture. every month we reach between 1m Agriculture 28 The ambition of this handbook is to and 2m people with our conservation Expansion and innovation: act as a flexible map to plan out the Of course we are clear that we must news. We have 25,000 student Fundraising 30 next six years. It is a fair wind plan always prioritise our conservation visitors a year who we inspire and that will have to be flexible to change and ­community goals and will never educate. Engaging people goes as we learn what works and as allow our commercial activities to far beyond bringing in revenue - it ­external circumstances change. ­compromise the values that you will is an important part of our aims and DELIVERY see laid down in this handbook. one of the ways that we extend our Human capital 34 At its heart, our work will remain influence far beyond our acres. unchanged - Ol Pejeta exists to Within this document you will also Logistics 36 conserve the environment and the see a renewed focus on expanding If you have any questions at all on Sales and marketing 38 wildlife and to equally benefit the the size of the conservancy and the plans contained in this handbook, Security 40 seeking new and better ways to people and communities that are an please do not hesitate to get in touch Finance 42 indivisible part of our efforts. deliver conservation and community with us. development. This will place Financial summary 44 We will continue to base our financial demands on Ol Pejeta Conservancy map 46 approaches on sound scientific significantly over and above our Richard Vigne research and understanding. We will basic operations, and to assist with CEO, Ol Pejeta Conservancy continue to be a centre of learning­ financing this we will be placing great [email protected] for conservation and ­community emphasis over the coming years on ­development and ­welcome fundraising. What makes Ol Pejeta

INTRO - 2 INTRO - 3 HOW THIS HAND HOW WE WILL MAKE BOOK WAS OUR 2020 VISION CREATED COME TO LIFE

6. TRACK & ACT 5. LAUNCH • The idea of the layout of the handbook is that 4. REVISIT each individual strategy or • Upon final board approval, management action for a the plans will be shared department can be treated like 3. SUMMARISING a ‘Card’ (imagine a stack of • Up to the summarising stage, throughout the organisation, playing cards) each department had spent starting with a ‘Quiz’ afternoon • Departments will have a ‘traffic 2. BOTTOM UP PLANS time diving primarily into the with the winning department • We don’t want our strategies light board’ in their offices, detail of their own department winning a sheep! and plans to end up gathering split by green, yellow, and red 1. BIG PICTURE • The department heads only. • We want people to enjoy the dust in a drawer or acting as a (completed/on-track, watch organised brainstorming • Now we went back to each of planning and implementation door stop. carefully, fix) to review their sessions with their teams, the departments and asked process, understand it and • This handbook has been cards. • Back in October 2013, we and ensured that all levels of them to spend time looking at want to get involved. developed together with the • Every quarter, the senior presented a series of one- management were involved in other departments, and looking • We will then link individuals management staff. management team will get page strategic overviews to developing actions and ideas. at what direction the Ol Pejeta key performance indicators • The three guiding principles together and assess the the board. • Over a period of months, Conservancy should be taking. within our performance of the handbook have been progress of each department. • Whilst these had been done the staff in each department to be: CONCISE (the sort • The people in each management system. by the senior management presented their ideas back to of length you don’t mind department brainstormed team, we sought opportunity the other departments and the reading), VISUAL (the sort of together and then fed back to COMPLETED/ON TRACK to get much more involvement SMT for peer review. document that draws you in) the wider SMT. A critical note: throughout the organisation. • Land Use Plan: In line and ACTIONABLE (something • At the same time, the plans • The secret to success will be • We also developed a clear with our principle to people would go back to again were presented to the Ol to retain flexibility. understanding of what we outsource to experts where and again). Pejeta Board for leadership, • We must be prepared to wanted the Ol Pejeta brand to appropriate, we brought in input and guidance. remove some of our strategies stand for. expert scientific counsel to The summarised plans are • We will also be seeking and plans if circumstances review and recommend land just the start of the journey. feedback externally from our change, and to also add in use management on the The real work comes next in key stakeholders, including new ones as opportunities WATCH CAREFULLY conservancy. making it live and work. tourism, conservation and local arise government partners (e.g. • We have to be open and ­data- KWS, the Governor) based in appraising results every quarter, to establish what is working and what is not working and so determine how the plans must adapt. FIX

INTRO - 4 INTRO - 5 This is the big picture we use to The second is the new Land guide all our decisions. Use Plan. This provides a sound THE BIG PICTURE ­scientific basis to all the thinking in In this section we want to ­reaffirm this document, both in terms of the what we do (our vision and conservation we wish to achieve mission), who we are (our values and in terms of guiding the way in Did you know? and personality) and how we do it which we fund our goals without Ol Pejeta covers 90,000 acres containing four different key habitats (guiding principles and overall goals). compromising them. (plains, riverine, wetlands and mixed acacia ­bushland), hundreds of species These are for the long term and and thousands of animals, and is ­surrounded by a population of more whilst there is some evolution, we The section finishes with an than 50,000 people. have only strengthened and clarified, ­overview of the guiding principles not fundamentally changed direction. for the next six years to ensure that we achieve our conservation and There are two new areas of thinking community development goals. This that will help us to achieve our vision is the framework under which all the and mission. following ten sections sit.

First is a clarification of the values we believe in and the way in which we communicate them. We have always had a visual style guide for the Ol Pejeta brand, but we have not had clarity on how the brand links into our vision and mission. This is clearly laid out in this section.

BIG PICTURE - 6 BIG PICTURE - 7 WHAT WE DO A ROLE MODEL FOR CONSERVATION

OUR VISION OUR MISSION

TO BECOME AN INNOVATIVE AND Ol Pejeta Conservancy works to SUSTAINABLE DEVELOPMENT MODEL conserve wildlife, provide a THAT CONSERVES BIODIVERSITY sanctuary for great apes, and to (PARTICULARLY ENDANGERED SPECIES) generate income through wildlife AND CONTRIBUTES TO ECONOMIC tourism and complementary GROWTH AND THE IMPROVEMENT OF THE enterprise for reinvestment in LIVELIHOODS OF RURAL COMMUNITIES. conservation and communities.

BIG PICTURE - 8 BIG PICTURE - 9 WHO WE ARE KEEPING CURIOSITY WILD

OUR VALUES - What we believe in OUR PERSONALITY - How we communicate

GUARDIANSHIP INNOVATION AUTHENTICITY RESPONSIBLE INSPIRATIONAL PASSIONATE

• We are about protecting • We use insights into • We celebrate the joy of • We believe that wilderness • We are caretakers of • An innovative attitude is the wildlife and the wild, the wilderness conservation, and the must be true and natural the land and all that it part of our make-up and environment for the long- and human-wilderness wilderness and wildlife as wilderness contains, both flora and has been throughout our term and will not make interactions to inspire our something that everyone fauna history short-term decisions that visitors and partners should enjoy and take • We bring a sound scientific compromise this. We use pleasure from understanding to our work • We safeguard endangered • We discover and we data to make measured • We are a leader on to ensure scientifically species (with black rhino experiment, making the decisions the world-stage with • We all passionately believe credible conservation as our flagship, signature most of both the successes a recognised voice of in the importance and species) and the set-backs, to • We engage and embrace experience, knowledge value of the work that • We believe that all consistently improve local government and and wisdom with respect we do (scientifically and interactions with wildlife, • We ensure the openness neighbouring communities to conservation inspirationally) and want whether with staff or and accessibility of • We look for and apply as indispensable long-term to share that passion with tourists, should be genuine conservation for everyone, new approaches and partners in conservation • We provide experiences those around us and not artificial local and international, technologies to improve - Ol Pejeta is a sum of its for our visitors that are scientist, student and conservation and parts life-changing, creating • We provide real wilderness layperson community development ambassadors out of experiences that provoke locally and share worldwide • We support and develop everyone a strong intensity of feeling our people as the most from all that take part important asset to conservation and Ol Pejeta

BIG PICTURE - 10 BIG PICTURE - 11 HOW WE OPERATE

WE STICK TO WHAT WE DO BEST

We are about conservation and CONSERVATION community development - we seek partners to help us with the rest. 130 black rhino by 2020. WE TRUST AND DEVELOP PEOPLE QUALITY IS EVERYTHING FOR US • We outsource where possible and • Significant majority of rangelands rated We give people both the room and cost effective to experts (e.g. Serena It is better to do a few things very as healthy and not-stressed the support to drive the conservancy running Sweetwaters) well than to compromise on quality in • Addition of 37,000 acres of contiguous forward. • We bring in outside experts to what we do. conservation land under Ol Pejeta help where capacity or technical COMMUNITY DEVELOPMENT OUR CUSTOMERS management • We encourage innovation and knowledge is needed • A no compromise attitude to creativity - people should feel free to • We use Joint Ventures where possible everything $6.5m invested in next six years. 3.5 in annual satisfaction survey. try better ways of doing things to develop our commercial plans • We share successes and set backs • We have a data-based, learning across the conservation world • Bi-annual perception survey shows • Annual certificate of excellence from culture - we learn from successes and • We work to be a trusted partner of increasing level of satisfaction TripAdvisor from tourism set-backs conservation, local government and • Human wildlife conflict incidences • Exit surveys score 3.5+ for experience • Through appraisals, coaching and community based organisations down 10% year on year • Awards in annual Boran competition training we help people to get better • We want to be the organisation of • Beef customer survey satisfaction and better choice to run/manage contiguous land increasing year on year • We expect accountability and areas • Donors, partners and conservation responsibility GUIDING BALANCING organisations rate OPC highly.

we believe in independence developing OUR PEOPLE OL PEJETA’s WE EXPECT THE BEST BUT PLAN PRINCIPLES SYSTEMS and processes FOR THE WORST We don’t think that Ol Pejeta or its Average 105 in annual appraisals. Zero headcount increase, underlying communities should be beholden SCORECARD operating costs in line with inflation. We minimise debt, diversify revenue to institutions or individuals. • 100% of people appraised bi-annually and always have a plan B. • New bonus system into place • Up to date, integrated data • Wealth not handouts • Job satisfaction survey av 3.5 out of 5 management systems (e.g. SUN) in • We invest in protecting our principal • Sustainability place across the organisation sources of profitable revenue • Donor support where appropriate • New 2020 strategy and plans review • We plan for and experiment with but without compromising long-term FINANCIALS process on a quarterly basis future sources of revenue WE ARE A RESPONSIBLE CITIZEN self-sufficiency and self-governance • Use of online tools to reduce costs in • We assume the worst and work to • Debt only as a way to invest in all departments (e.g. CattleMax, Rezdy be pleasantly surprised when things We do what is right both morally $11m annual revenue by 2020. delivering returns for commercial or equivalent) are better than expected and so over and statutorily. We believe in equal projects • Profit margin up from 5% to 23% deliver opportunities for all. (inclusive of fundraising) so as to be • We expect people to be accountable available for re-investment for their own delivery of the plans • We have world-class governance structures • Fundraising up from $0.2m per annum • We follow the rule of law to $2m per annum • We are accountable • $1.8m MKWE loan invested and • We are transparent repayment commenced • We create equal opportunities for all our staff and help them to achieve

BIG PICTURE - 12 BIG PICTURE - 13 OUR LAND USE PLAN

Developed Zone - 8 km² Intensive Use Zone - 67 km² Extensive Use Zone - 227 km² HQ’s, Gates and MKWE Eastern Section Central and Western Section

Administrative HQ’s with all Intensive tourism with appropriate Extensive tourism with an necessary infrastructure and facilities network of all weather roads, areas appropriate wilderness character, established and centralised of special interest and good game activities, track infrastructure viewing developed and maintained developed and maintained • Administrative facilities to be centralised and developed with • Conserve vegetation mosaic • Low intensity tourism with appropriate appropriate infrastructure (OPC HQ’s) for species diversity, game vehicle numbers and tourism activities • The Mount Kenya Wildlife Estate viewing,ecological health in line with a wilderness experience (MKWE) to be constructed and • Increase and conserve free ranging • Livestock integrated with wildlife developed in an environmentally black and southern white rhino and adapted to rangeland carrying appropriate way and with an area • Expand number beds and continue to capacity and grazing condition set aside for the conservation of key lease out to third party operators • Design an appropriate road/track species (see special conservation • Livestock integrated with wildlife network for low intensity tourism zone) and adapted to rangeland carrying • Design watering points for both • Solar parks financed and constructed capacity and grazing condition cattle and wildlife which fit into the to generate electricity for OPC HQ’s, • Implement all weather road network landscape MKWE and national grid appropriate for high density tourism • Ngobit pump converted from diesel to • To be confirmed: relocate and expand • Disguised watering points for cattle solar electricity abattoir facility to HQ site and wildlife • Increase and conserve free ranging • Landscape and rehabilitate existing black and southern white rhino dams, eroded areas, quarries and • Additional camp (or in special Special Conservation Zone Buffer Zone - 605 km² roads bordering old fence lines conservation zone to be confirmed) Corridor Zone - 15 km² • Additional dams and wetlands created • Additional dams and wetlands created 42 km² - Throughout OPC Adjacent to OPC Boundary Adjacent to Mutara Boundary

Safe breeding areas for endangered A community outreach and Corridors as well as additional species as well as chimpanzee development programme initiated conservation areas for key species in Livestock Zone - 26 km² Agricultural Zone - 20 km² Multiple Use Zone - 20 km² sanctuary developed and managed and maintained within SAPA neighbouring wildlife areas created Sirima Section Loidien Section Loidien Section demarcated areas surrounding Ol and maintained Degraded areas rehabilitated as well Pejeta and associated watersheds Intensive and extensive livestock Intensive crop production with Several land use options with as new habitats created • Maintain existing and initiate areas, with appropriate stocking appropriate soil conservation compatible uses, conservation areas • Maintain community social services additional wildlife corridors and rates, supplemental feeding, methods, crop rotation and and infrastructure developed • Develop the world renowned and schooling activities within a conservation areas for black rhino and quality beef production and special infrastructure developed and chimpanzee sanctuary with prescribed area and in accordance other key species conservation (e.g. Jackson’s maintained • Identify and develop ecologically educational facilities as per with Ol Pejeta community plans • Investigate the possibility of creating hartebeest) appropriate and compatible land uses management plan • Assess the possibility of creating a a corridor to the south of Ol Pejeta to • Grow wheat in an ecologically (agriculture, livestock, forestry etc.) • Increase and conserve northern white community tourism project within the Solio and in the west to the Aberdare • An integrated, sustainable Boran sustainable way by implementing • Identify conservation areas and rhino in the Morani rhino sanctuary boundary of Ol Pejeta (Githera hill) Forest Reserve livestock production system with a a system of no till agriculture, crop wildlife corridors along the Ewaso • Establish and increase populations of • Expand the school conservation • Monitor corridor use regularly and high annual off-take and first grade rotation Nyiro River boundary (see special Grevy’s zebra, Jackson’s hartebeest programme backed up by educational identify any long term seasonal and quality • Minimize crop losses through wildlife conservation zone) and Beisa oryx (key species) for trips to Ol Pejeta species specific movements • Exclude large predators in the damage and in accordance with • Evaluate the feasibility of building translocation and restocking • Provide structured short courses in livestock zone for stress free grazing wildlife conservation objectives additional tourist camp sites as well as • Identify and rehabilitate degraded wildlife/livestock management for and special conservation • Produce additional sources of fodder cottages for rental Acacia riverine woodland areas and conservancy managers/members • Fodder production including irrigation for the OPC livestock operation create additional wildlife habitats such • Take all appropriate measures to from dams for high grade pastures • Retain areas of natural vegetation as wetlands to increase biodiversity minimise human wildlife conflict (Lucerne) along rivers, drainage lines and steep and game/bird viewing opportunities • Revitalise the global market for Boran slopes genetics and embryo transfers

BIG PICTURE - 14 BIG PICTURE - 15 This section is about what we want Community Development to achieve by 2020. In community development we will look at how we enable the communities In the Big Picture section we ­detailed around us and ­support the six key what Ol Pejeta is all about. We areas that we have chosen to drive: re-affirmed that we are here to ­education, health, energy and conserve the ­environment and wildlife, agriculture, water and enterprise. and to drive community development. In both sections we will look at the In this Purpose section we go into flagship projects we want to put in detail on the goals and plans we are place and the numbers we want to OUR PURPOSE setting ourselves for these two areas - achieve by 2020. what it is that we want to achieve.

Conservation Did you know? In conservation we will explore exactly Ol Pejeta is the largest rhino sanctuary in East Africa with an IUCN how we intend to ­improve biodiversity, Key 1 Black Rhino population (one of only nine in Africa). how we plan to ­further expand our The conservancy also has one of the highest recorded predator black rhino population as our flagship densities north of Nairobi. ­species and how we plan to ­develop our own internal capabilities with more scientific decision making and investment in the ­conservation department and team.

PURPOSE - 16 PURPOSE - 17 Expand CHIMPANZEE sanctuary EDUCATE and influence REDUCE Human wildlife CONSERVATION and advocate against Illegal PEOPLE through the value of conflict (HWC) on OUR borders trade CONSERVATION PLANS Reports of conflict from Ol Pejeta wildlife down -50% +36 new chimpanzees with a global Educate 100% visitors per year and media drive play an active lobbying role • Management of HWC informed by sound data collection and analysis • Enhanced welfare and nursery • Play an active role in national and • Update problem animal database, and care (routine examinations, finish local lobbying map conflict hot spots quarantine area, new nursery with 2x • Ensure active presence on key NGOs, • Use database findings to drive caregivers) bodies, government panels decision-making and actions (e.g. • Create a new basic clinic (water, drug • Provide recommendations and early warning, short fences, netting, storage, fencing) feedback on legislation translocations) • Lead the chimpanzee advocacy • Become a rallying point for Laikipia • Enhance skills of Ol Pejeta problem programme against illegal trade conservation animal control unit with KWS (investigation of trade, identification • Work with other departments to • Involve local communities, where of specific chimps for rescue, global develop interpretative materials on appropriate, in HWC interventions VISION OBJECTIVES GOALS communication and engagement, importance of conservation for display (especially non dangerous animals) Enhanced ecological integrity and • Conserve wildlife and their habitats - • Populations significant and diverse official/legal engagement) • Deliver conservation talks on request • Work with County Conservation and biodiversity, conservation of endangered particularly endangered species with • Black rhino population up to 130 to visitors undertaking conservation Compensation Committee to enhance species on a landscape scale, and care specific emphasis on black rhino • Grevy’s, Jackson’s, oryx, ostrich prog’s activities decision making on problem animals for orphaned chimpanzees including a • Secure contiguous habitats for wildlife • Active role in key conservation bodies • Work with other departments to • Regular presentation to the Committee strong advocacy programme. connectivity with Laikipia ecosystem • Maintain ecological connection with support conservation education on status of HWC around Ol Pejeta • Best chimpanzee sanctuary in Africa greater Laikipia ecosystem programmes and recommended options • If funding available consider MISSION with strong advocacy campaign against • 75 adult chimps: +36 new orphans trade • Global reach of advocacy campaign assistance to County for Mutara HWC We maintain a dynamic wildlife population mitigation on suitable contiguous habitat, sufficient • Gain support via education & lobbying • School program engaging 32,500 kids for a black rhino population of 150, whilst • Human Wildlife Conflict minimised • Human Wildlife Conflict cases declining retaining connectivity to the greater • Sustain a skilled workforce • Average 105 in appraisals Laikipia ecosystem and managing a world Seek external best practice A RENEWED FOCUS ON THE Create a skilled and highly class refuge and advocacy programme for to fuel innovation IMPORTANCE OF MANAGING motivated workforce chimpanzees. VEGETATION AND HABITAT 3x major studies/visits per year Appraisal scores above 105 VALUES Quarterly habitat reports to SMT • Collaboration with stake/land holders • Learn from other conservancies and • Provide high quality (externally • Decisions based on good science, national parks by conducting home • Develop thresholds for potential benchmarked) terms and conditions of effective monitoring and global best and away tours with equivalent staff concern for key vegetation and habitat employment to all conservation staff practices • dShared documentation on key issues variables • Continuously strive to identify, develop • Protect critically endangered species with other conservancies • Regular monitoring of all key variables and nurture talent across the Ol • Our enclosures protect not exploit • Quarterly presentation to SMT of • Quarterly report to SMT with clear Pejeta workforce • We believe in educating the young, external learnings minuting of management actions • Work with Human Capital to especially young Kenyans • Leverage the Research Centre to • Close monitoring of how the undertake training needs assessment bring in the best external expertise development of Tourism and Livestock and follow up with appropriate possible - if new HQ site goes ahead, numbers are influencing habitat programme relocate and construct (ideally in variables • Work with Human Capital to partnership e.g. with Princeton) • Creation of exclusion zones (see implement a staff in-service training Make ecological monitoring Increase connectivity to • Create an annual ‘request for habitat management plan on following programme including exchange unit a key decision tool wider Laikipia ecosystem research proposals’ needs calendar page) programmes • Explore potential for formation of a • Work with Human Capital to conservation advisory committee implement performance based reward Quarterly statistical report to SMT Add 37,000 acres, expand corridors programmes for staff • Develop thresholds for potential • Establish, maintain and analyse concern for key variables (including movement across existing corridors vegetation), and manage based on these and expand where possible • Maintain a GIS based rhino monitoring • Work with land owners/managers to information management system ensure contiguous areas fully functional • Enhanced monitoring of other locally and secure additional habitat (esp. for endangered species, including Grevy’s Black rhinos) CONSERVATION building blocks: Please note these are total cash impacts that combine P&L and CAPEX. zebra, Beisa oryx, Jackson’s hartebeest • Secure relationships with other Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. and ostrich stakeholders, e.g. Mutara, KWS, donors, USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 • Lion population dynamics monitored investors, NGOs etc. Ecological monitoring -4,000 -26,000 -28,000 -29,000 -30,000 -32,000 through radio-tracking and sightings • Active members of key organizations Increase connectivity -9,000 -9,000 -9,000 -2,382,000 -202,000 -211,000 • Regular population estimations of working in Laikipia (e.g. LWF APLRS, Expand chimp sanctuary -9,000 -70,000 -97,000 -102,000 -105,000 -109,000 other predators (hyena, cheetah, leopard, KWCA, PASA, CCCC) Educate and influence -4,000 -5,000 -5,000 -5,000 -5,000 -5,000 wild dog, jackal) via camera traps • Examine possibility of developing the Reduce HWC -14,000 -226,000 -62,000 -19,000 -19,000 -19,000 • Annual summary report of large Aberdare-Solio-Laikipia corridor Seek best practice 0.0 0.0 0.0 0.0 0.0 0.0 mammals status • Work with local stakeholders to secure Manage vegetation 0.0 0.0 -50,000 -40,000 -40,000 -40,000 • Habitat monitoring programmes Laikipia National Park (Eland Downs) Create skilled workforce 0.0 0.0 0.0 0.0 0.0 0.0 reviewed to address management • Explore potential for expansion of needs and emerging challenges conservation activity across Mutara in Underlying base -777,000 -808,000 -780,000 -861,000 -894,000 -878,000 -913,000 -949,000 • Investigate gyrocopter purchase its entirety TOTAL INVESTMENT -777,000 -808,000 -820,000 -1,197,000 -1,145,000 -3,453,000 -1,314,000 -1,365,000 PURPOSE - 18 PURPOSE - 19 KEY PREDATORS CONSERVATION TARGETS LION CHEETAH LEOPARD WILD DOGS spotted HYENA 2014 Pop’n: 59 2014 Pop’n: 25 2014 Pop’n: unknown 2014 Pop’n: 42 2014 Pop’n: 100 approx. 2020 Target: 30 approx. 2020 Target: tbc

Management Management Management Management Management objective: objective: objective: objective: objective: • Hold numbers • Grow • Establish • Hold numbers • Hold numbers • Track prides monitoring mechanism

HABITATS ENDANGERED SPECIES

GRASSLANDS WOODLAND RIVERINE WETLANDS BLACK RHINO NORTHERN WHITE JACKSON’S BEISA ORYX GREVY’s ZEBRA Acacia Acacia xanthoploea Acacia xanthoploea RHINO HARTEBEEST Biomass: drepanalobium 2,000-3,500kg/ha Euclea divinorum By the creation of Existing Sweetwaters 2014 Pop’n: 104 2014 Pop’n: 3 2014 Pop’n: 172 2014 Pop’n: 10 2014 Pop’n: 27 4x, 10-yr, 200 acre marshland: create 2020 Target: 130 2020 Target: 7 2020 Target: 50 2020 Target: 70 Management plan 4x, 5-yr, 2,000 acre 2020 Target: 300 exclusion zones in 10-year browser • Protect and graze exclusion zones to rotation to increase exclusion zone Management Management Management Management Management • Limit invasive aid A.d. rehabilitation seedling survival and objective: objective: objective: objective: objective: species Explore management rehabilitate degraded Establish 5x new • Grow • Grow (hybridisation) • Grow • Grow (relocate) • Grow • Maximise palatable techniques eg burning areas marshland/wetland • Breed with SWR • Dedicated boma species to manage E.d for areas • Selective burning enhanced productivity

OTHER KEY SPECIES AND GROUPS OF SPECIES

CHIMPS SOUTHERN WHITE ELEPHANTS GIRAFFE OSTRICH COMMON ZEBRA BUFFALO OTHER GRAZERS BIRDS please note: RHINO Estimate more than There are hundreds 2014 Pop’n: 39 2014 Pop’n: 19 2014 Pop’n: 200 2014 Pop’n: 180 2014 Pop’n: 12 2014 Pop’n: ≈ 3500 2014 Pop’n: ≈ 1700 2014 Pop’n: n/a 250 species on the of species on Ol 2020 Target: 75 2020 Estimate: 30 variable 2020 Estimate: 225 2020 Target: 50 2020 Target: 4500 2020 Target: n/a conservancy Pejeta. These targets lay out the Management Management Management Management Management Management Management Management Management key species and objective: objective: objective: objective: objective: objective: objective: objective: objectives: habitats we aim to • Grow • Grow • Hold • Grow • Grow through nest • Grow and stabilise • Hold • Maximise diversity • Maximise diversity actively manage. • Advocate • Including new • Reduce human/ protection once target • Significant stable through habitat introductions wildlife conflict reached populations management All population counts are subject to a margin of error and all population mangement must be adaptively managed based on dynamics at any given time.

PURPOSE - 20 PURPOSE - 21 Concentrate on 6 core areas Continuously strengthen Seek demand-led involvement COMMUNITY community relationships built on a base of DEVELOPMENT 100% of projects focused on six through capacity building human wildlife conflict areas management 400 people trained per annum • Education: wildlife and environmental 100% of projects community led education, bursaries, school • Capacity building and outreach infrastructure and ICT amongst community groups to • Work closely with Conservation to • Agriculture: Artificial insemination strengthen their relationship with Ol actively reduce human wildlife conflict, services, conservation agriculture, Pejeta with special emphasis on baboon and drip irrigation and marketing • Capacity building to include vocational bush pig control • Water: drip irrigation, catchment training, Ol Pejeta awareness training, • Aim to support projects and initiatives management, potable water supplies - enterprise development support that are demand led where possible in close collaboration with WRUAs (including assisting with sources of • Capacity building amongst local • Health: provide infrastructure, funding) community groups to establish donor amenities and support community • Enlist community involvement and linkages and enable identification of health workers and health groups local government in development new opportunities • Enterprise: micro-enterprise, guides, VISION OBJECTIVES GOALS programs • Assist with micro-loan scheme (e.g. capacity building and agricultural To become a key stakeholder in the • Sustainable economic and social • Education: support to 30 schools and • Involve communities wherever Kiva) production creation of a vibrant local economy development amongst Ol Pejeta 300 bursary students possible in the operations of Ol • Enhance local security, road • Energy: energy-saving stoves, LPG, that provides economic opportunity communities • Agriculture: dynamic extension service Pejeta to build a valued relationship improvements biogas and solar in a manner that is socially just and • A spirit of partnership and trust improves small-farm productivity – economic opportunity, employment, • Support of youth groups wherever environmentally sustainable. between Ol Pejeta and its neighbouring • Water: communities access potable wildlife protection possible communities water whilst securing Ol Pejeta • Continue to seek ways of bringing MISSION • Neighbouring communities to view catchments community representation to the Ol We work closely with local communities, Ol Pejeta as most valued partner in • Health: meaningful support to five Pejeta Board the county government and donors development dispensaries on an on-going basis to create opportunities for equitable, • Efficient monitoring and evaluation • Energy: provision of clean, sustainable, systems to provide objective regular affordable and secure energy socially and environmentally sustainable monitoring and evaluation Integrate local communities Employ high quality economic development and wealth updates to management and donors • Enterprise: support for micro-enterprise creation amongst local communities. of projects with in OL PEJETA’s financial and motivated staff appropriate feed-back operational success VALUES mechanisms Appraisal scores above 105 average • We see community development as New 2020 revenue sharing scheme • Create a team staffed by high quality an integral part of our work Annual feedback on all projects professionals with appropriate skills • We listen to what communities need • Maximize conservation compatible Ol and development and properly led and respond to that demand • Develop and implement quality Pejeta profits to support community by a senior community development • We work in partnership with local monitoring and evaluation systems development practitioner government and donor bodies for all programs to provide meaningful • Investigate ring fenced revenue feedback regularly sharing mechanisms for Ol Pejeta • Find ways to continuously motivate • Use feed-back to inform and improve support staff in support of community programs where required • Develop a strong department for fund development programs • Supplement monitoring and raising and grant administration evaluation process with 3rd party • Encourage sustainability through conducted socio-economic and micro-finance schemes that are community perception surveys (e.g. delivered through Ol Pejeta Close relationships with Work alongside local and SAPA) • All communities to contribute goods DEMARCATED community groups senior government, donors and services in kind to support any Ol and other stakeholders Pejeta and/or donor funds Bi-annual perception survey shows increasing level of satisfaction All projects aligned to county development objectives • Work directly through a system of regularly elected community • Work closely with the local representatives working on a government structures within the new voluntary basis constitution • Be flexible to engage further afield if in • Collaborate with senior government the interests of Ol Pejeta – e.g. water and other arms of government, COMMUNITY building blocks: catchment Please note these are total cash impacts that combine P&L and CAPEX. particularly in the area of security, Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. • Expansion of SMS system to establish wildlife management and constituency regular communication with wider development USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 group of individuals • Link local and international donors Close relationships 0.0 -10,000 -11,000 -11,000 -12,000 -13,000 • Move to include flyers in the with programs and directly with Work alongside stakeholders 0.0 0.0 0.0 0.0 0.0 0.0 communications mix to allow for more community groups 6 core areas -95,000 -599,000 -731,000 -863,000 -995,000 -1,127,000 frequent communication in addition to • Explore collaboration with Ol Jogi/ Capacity building -9,000 -9,000 -9,000 -10,000 -10,000 -11,000 the larger newsletter Zeitz Foundation regarding joint Demand led involvement -9,000 -9,000 -9,000 -10,000 -10,000 -11,000 • Re-balance mix of messages to community development projects communities that covers both Monitoring and evaluation 0.0 -9,000 0.0 -9,000 0.0 -9,000 infrastructure investments and matters Community integration 0.0 0.0 0.0 0.0 0.0 0.0 such as human wildlife conflict High quality staff 0.0 0.0 0.0 0.0 0.0 0.0 Underlying base -67,000 -154,000 -154,000 -197,000 -203,000 -180,000 -181,000 -188,000 TOTAL INVESTMENT -67,000 -168,000 -267,000 -833,000 -963,000 -1,083,000 -1,208,000 -1,359,000 PURPOSE - 22 PURPOSE - 23 This section is about where we Tourism will find the funding that will In conjunction with our new enable us to achieve our goals. branding we plan to grow our tourism in a way that inspires It costs more than $6m per and educates visitors about the ­annum to fund the basic importance of conservation. ­operations of Ol Pejeta for a single year. Agriculture We will be driving productivity FUNDING We are one of the few and value addition across our ­l­ocations in the world to ­unlock 7,500 head herd of Boran and the ­commercial value of will be exploring new avenues Did you know? Ol Pejeta is one of the few conservancies in the world to be able to ­conservation. Demonstrating in fodder production. cover 100% of its basic operating costs through its own sustainable, the viability of this model has commercially generated revenues - tourism and agriculture. far-reaching ­implications for Fundraising conservation around the world. We will be looking to ­retain some balance in how we The key is to ensure that our fund the ­conservancy by goals are not compromised ­significantly increasing grants when pursuing commercial and individual ­sponsorships revenues. and donations, with an ­emphasis on funding CAPEX.

FUNDING - 24 FUNDING - 25 INSPIRE VISITORS TO LEARN MAKE TOURISM A DEPARTMENT INFRASTRUCTURE THAT AIDS TOURISM CONSERVATION BY DOING EVERYONE WANTS TO WORK IN TRAFFIC FLOW and improves THE wilderness experience Get +$100,000 pa from activities Average 105 in annual appraisals KSh 50m of investment completed 2014-2015 2014-2015 • Further develop activities that involve • Differentiated uniforms for the 2014-2015 and educate (Bush/Bird walks, NWR, department • Chimps walk, platform, adoptions and Night Drives, Lion Tracking, Chimps). • Enhanced housing washrooms • Add vehicle and guide capacity. • External trainers to upskill • Morani platform, pathways, info centre • Add equipment: binoculars, guide • Regular mentoring, coaching and • Scott’s Hide tidy up books, extra lion tracking kit training • Kamok Airstrip commercial licence • School group curriculum overhaul. • New performance based bonus/ incentive scheme 2016-2017 2016-2017 • Rongai and MKWE Gates & • Expand portfolio of activities to include 2016-2017 Washroom e.g. community tourism/culture and • Creation of internal training function • Hippo Hide washroom, walk VISION OBJECTIVES GOALS agrotourism. for all guides • 25km Roads - all weather and wriggly To be a destination of choice in • Increased value per visitor • Increase from 70/- to 1,000/- per visitor • Integrate Princeton Hotspotter • Develop southern circuit and campsite East Africa with unmatched wildlife • Increase advance cash receipts over and above fees/bednights • Development of Ol Pejeta App (led by 2018-2020 conservation experiences that inspire • Educated and inspired visitors • 10% of bookings paid 1mth+ in PR & Marketing) • Investigate guide school launch 2018-2020 and educate people for the long-term. • Better manage visitor flows over time and advance together with a third party • Chimps overhaul including info centre space plus more off peak locals • 115,000 visitors pa (65% overnight) - 2018-2020 • Further 25km Roads • Expanded communications internally, MISSION distributed across hours/weeks/months • Expand activities into holiday • Hippo Hide platforms We are customer-oriented, providing with partners and with agents/operators • Increase available bed nights to 250 packages: e.g. work in conservation both quality and timely service, and • Support scientifically credible • Increase stay from 1.9 nights av. to 2.5 for a week delivering experiences that inspire and conservation • One major eco-tourism award per year involve people with real, scientifically • Re-wild the wilderness experience credible conservation. • Create new Ol Pejeta Escapes overnight offering ZONE AND CAP VEHICLES TO NEW PORTFOLIO OF Build STRONGER partnerships VALUES PROTECT THE WILDERNESS OFF-THE-SHELF PURCHASES with AGENTS AND OPERATORS • Real wilderness and conservation • Visitor (customer) comes first 115,000 visitors per annum, 80 cars $100,000 retail income per annum Consistent improvement in new • Consistent, appropriate, innovation per day maximum annual survey • We integrate the local community 2014-2015 with tourism 2014-2015 • Expand chimp adoptions at chimps 2014-2015 • Profitable in support of conservation • Collect and measure visitor feedback • Launch rhino adoptions at Baraka • Strengthen Serena relationship via • We work as a team both within to check on their experience • New merchandise items list linked to quarterly dedicated meetings tourism and connecting with other • Eastern-Wilderness manned new branding work • Introduce driver/operator commissions departments and our partners crossings that avoid control • Golf 2 Retail outlet from October ‘14 • Commissions for OPC for • Explore Timed visits e.g. sundowners/ • MKWE annual cashless pass accommodation bookings taken lunch programme (as test for wider roll out) • Establish linkages with MKWE • Firmly establish Mutara conservation • Launch of merchandise online homeowners (incl. OPC Escapes) area as a new zone • Chimps retail outlet • Joint promotions with partners • Marketing support for Morani 2016-2017 2016-2017 Restaurant DISPROPORTIONATE DEVELOP SEAMLESS SYSTEMS • End 2016 at 75,000 per annum • Morani retail outlet • Serena Conference JV for OP House INVESTMENT IN OVERNIGHT TOURISTS DON’T EVEN NOTICE • End 2017 at 86,000 per annum • National launch of an annual VISITORS • 2016 start monitoring (and charging) membership scheme 2016-2017 for entry into the western wilderness • JV approach to Ol Pejeta Escapes Get +$100,000 in advance bookings zone brand Add +30,000 bednights per annum 2018-2020 2014-2015 • Experiment with retail outside 2014-2017 • Reinforce basic back office systems 2018-2020 including selling merchandise items 2018-2020 • SWTC: 112 beds + 18 new beds • Launch of online booking system • End 2020 at 115,000 per annum e.g. at UK Zoo shops • Driver-guide accreditation and training • Porini Camp: 12 beds + 4 new beds • Launch Earthview Cashless Card programme • Safari cottages: +12 new beds • Takeover of Gates from Earthview • MKWE Ol Pejeta Escapes (+ beds • New sales data reporting to improve tbc) management decisions tourism building blocks: Please note these are total cash impacts that combine P&L and CAPEX. Where • Renovation of Pelican House • Take commissions from bookings on zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. partners’ behalf 2016-2017 USD ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 • New Camp: +36 new beds 2016-2017 Overnight visitors 12,000 18,000 51,000 56,000 212,000 254,000 • Longer itineraries for visitors to • Improved traffic management and Seamless systems 35,000 77,000 82,000 87,000 92,000 98,000 increase av. stay from 1.8 to 2.5 visitor timings Learn by doing 15,000 17,000 24,000 -40,000 34,000 38,000 nights Department to work in 0.0 -9,000 -9,000 -10,000 -11,000 -11,000 Infrastructure for traffic flow -5,000 -21,000 -120,000 -230,000 -150,000 0.0 2018-2020 Zone and cap vehicles 0.0 209,000 471,000 786,000 1,162,000 1,607,000 • Kicheche: 12 beds + 4 new beds • OPH: 12 beds +10 new beds Off-the-shelf purchases 23,000 26,000 30,000 34,000 39,000 44,000 • Bush Camp: 12 beds +4 new beds Agent/operator partnerships 0.0 0.0 0.0 0.0 -657,000 0.0 • Rehabilitation and launch of Spoonbill Underlying base 2,424,000 2,331,000 2,370,000 2,466,000 2,587,000 2,713,000 2,846,000 2,985,000 under an Ol Pejeta Escapes branding NET CONTRIBUTION 2,424,000 2,331,000 2,452,000 2,783,000 3,116,000 3,396,000 3,567,000 5,015,000 FUNDING - 26 together with Pelican and MKWE FUNDING - 27 establish new abattoir SCIENTIFIC MANAGEMENT OF WORK WITH NRT TO ENABLE AGRICULTURE facility RANGELANDS UNDER GRAZING COMMUNITIES TO MARKET LIVESTOCK Facility for up to 20,000 head pa Biomass Kg/acre in line land use plan 1,500 external cattle at any one time 2015+ 2014-2020 • Due diligence conducted on full • Quarterly reviews with Ecological 2014-2015 commercial case for construction, Monitoring Unit • Build up to 1,500 external steers at including exploring all potential • Action list for high risk degraded areas any one time avenues for funding and partnership • Accelerate drought reserve programme • Trial sausage/burger products that • Fund a 50% sales person to release pressure on rangelands could utilise lower quality beef • Explore using manure to fertilise the • Make spare truck available for Nairobi 2016 Rhodes hay production (and potentially sales circuit • Construction and commissioning of support Loidien) • Joint sales person in Nairobi the facility • Dam building programme to ensure • Assist communities on immediate • Operationalisation with appropriate continuity of water supply boundaries with purchase schemes management capacity in place OBJECTIVES VISION GOALS 2016-2017 Integrated land management that • Biggest Boran herd in the world • 6,000 home cattle with a 28% off take 2017-2020 • Assist communities in reducing keep permits productive, profitable and • Reputation as a producer of top quality • 2,000-3,500kg/ha average rangeland • Operate abattoir to support Ol time for steers - quicker turnover by ecologically beneficial use of livestock in • Ecological improvements to rangeland biomass Pejeta, NRT, and surrounding local getting them to 10kg gain per month wildlife areas, and makes maximum use through the use of cattle • 140 prime carcasses per year aged communities • Work to set up a world class slaughter of rain-fed crop production, to finance • Enlarge linking livestock markets to • 10,000 round bales of hay in stock, with • Support and educate local facility to deal with 20,000 carcasses, conservation. wildlife conservation programmes surplus sold communities in partnership with NRT cold store facilities to handle • Expand rain-fed crops to enhance • 1,500 non-OPC steers on Ol Pejeta at increased demand in aged beef MISSION income and feed the nation any time carcasses • New fodder production to counter • 4,000 arable acres profitably, We integrate a top quality, profitable and drought, and reduce steer finishing age ecologically beneficial herd of Boran sustainably cattle with wildlife, link livestock markets, and grow wheat and fodder, reinvesting RAIN-FED ARABLE PRODUCTIVITY NEW TECH SYSTEMS TO IMPROVE REWARD MORE RESPONSIBILITY the surplus into conservation and GAINS FROM ROTATION & FODDER ACCURACY OF REPORTING TAKEN BY TALENTED HERDERS communities. 4,000 acres of arable, 900 of fodder 100% of home cattle in CattleMax 5 supervisors into KPA system VALUES 2014-2015 2014-2015 • Cattle and wildlife are managed in an 2014-2015 • Continued partnership with Lengetia • Better utilise technology for record • Increase home team employee integrated manner Ltd. to produce wheat in Loidien (4,000 keeping and reducing human reliance responsibilities and effectiveness • Slaughter for market must be world acres). in returns and analysis • Better training and appraisals for high class and humane • Develop a profitable rotational system performing herders • Livestock and agriculture profit is with legumes and other crops to break there to support conservation 2016-2017 continuous grain cycle • We aim for sustainability in land • Use CattleMax to generate reports 2016-2017 • 900 acres of Rhodes grass into management and keep track of financials • First two batches of high performers production with fertilizer and/or manure • Integration with Sun Systems to be given wildlife ranger inputs - aim for 300 bales per acre or responsibilities and pay increments to 15 round bales per acre/crop drive wildlife staff efficiencies • Keeping 10,000 round bales as LOWER FINISHING AGE TO AGEING AND BRANDING OF BEEF drought reserve and using 5,000 every 2018-2020 INCREASE PRODUCTIVITY TO INCREASE PRICE PER KILO normal year as supplement. All bales • Reduction of home team numbers rotated on a 3 year max basis to coincide with increase of herder 28% offtake, 400kg steers at 30 mths Add KSh 160/Kg to 120 steers per yr responsibilities 2016-2017 • Herders to run spray races and hand 2014-2015 2014-2015 • Investigate growing Lucerne at the spraying. • Intensify cattle in Sirima (500 steers) • New ‘Wild Beef’ brand Sirima Dam • Dip attendants take on more and Loidien (500 heifers) • 14 days ageing refrigeration facility • Explore hay provision to communities challenging work or become • 500 acres Rhodes grass for within a 40ft container redundant supplements • Sales to supply end-users direct • Improve grazing quality in Loidien • Actively explore production and through fire and bush control investment partners for processing, AGRICULTURE building blocks: Please note these are total cash impacts that combine P&L and CAPEX. • Provide incentives to herders to packaging and distributing beef Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. achieve better gains products USD ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 2016-2017 2016-2017 Lower finishing age -329,000 49,000 102,000 165,000 208,000 327,000 • Increase breeding cows to 2,300 • Expand refrigeration capacity to 90% Ageing and branding beef -12,000 17,000 30,000 23,000 65,000 78,000 • Reduce mortality in calves to 8% steers per year New abattoir facility 0.0 -1,320,000 42,000 47,000 52,000 61,000 (overall herd mortality to 3%) • Renewed emphasis on leveraging the Scientific grazing management 0.0 0.0 0.0 0.0 0.0 0.0 • +400 acres Rhodes grass for Ol Pejeta brand to sell Boran Genetics Community livestock markets 0.0 0.0 0.0 0.0 0.0 0.0 supplements Rain-fed arable productivity 0.0 0.0 0.0 0.0 0.0 0.0 New tech systems 0.0 -12,000 -2,000 -15,000 -2,000 -2,000 Reward herder responsibility 0.0 0.0 0.0 0.0 0.0 0.0 Underlying base 363,000 988,000 849,000 872,000 830,000 866,000 891,000 930,000 NET CONTRIBUTION 363,000 988,000 508,000 -394,000 1,002,000 1,086,000 1,214,000 1,394,000 FUNDING - 28 FUNDING - 29 incubate and lead a new recRUIt, empower and put the resources in place FUNDRAISING laikipia partneRship resource A fundraising to guarantee accountability leader New organisation in place 2015 Department people and systems established by mid-2016 • Formalise partnership with the Zeitz Leadership position filled by 2015 Foundation • Create the financial support and • Bring in an expert with existing • Create an umbrella body and identity systems to be able to accurately connections and relationships that becomes of the face of these report on finances into large donor and grant making partnerships with the Ol Pejeta name • Link into existing systems in the field organisations at the forefront (e.g. SAPA) and create new systems • Allow for significant travel (to aid • Should LWF be successfully where needed so as to monitor project relationship building) invigorated, then ensure that any new progress and results. • Establish the fundraising department body is properly integrated with LWF • Provide timely updates to all donors as a critical department within from a development perspective on finances, progress and results - Ol Pejeta with a Senior Management • Locate the new body and role within . position make communication a top priority Ol Pejeta HQ in the same way as NRT • Explore sharing the role with the new came from within Lewa VISION OBJECTIVES GOALS Laikipia partnership For Ol Pejeta to be seen as regional • Establish a development programme • To average $2m income per annum • Task the role to ensuring that our force for developing and delivering integrating OPC with Laikipia • To generate multiple streams of 2020 plans are integrated with wider effective donor led community and • Strong relationships where appropriate donations and grants landscape level plans conservation programmes. with individual donors and partners • Ensure 100% on-time accountability to • Effective and timely financial reporting donors and grant making institutions MISSION • OPC resources are used to bring in • Full departmental capacity in place We partner with others to fund and matching donation support • Deliver real conservation and implement conservation and community • Enable OPC expansion and innovation development gains across the Laikipia projects both cost-effectively and at programme over and above day to day landscape significant scale. operations ESTABLISH strategic WORK WITH Local government MAINTAIN our SMALL-SCALE VALUES • Needs based - conservation and partnerships for example AND communities PROGRAMMES community needs (we don’t find with ffi and TNC money and then tell people what they Local government investment Raise $100,000 per annum need) Fundraising reps established UK/US • We build personal relationships and • Monthly meetings with County • Continue with adoption and name a partnerships • Create country head positions on Government reps rhino schemes • Data-based retainer and commission basis • Country Government field trips to • Explore innovative small scale • Transparent and accountable - reporting to the new head of Ol Pejeta fundraising schemes such as virtual • Timely fundraising • Joint opening ceremonies for recently challenge and crowd sourcing. • We aim for independent sustainability • Leverage partnerships to aid completed projects • Make the most of tourists whilst in the from funded projects in developing programmes for • Local community members to lodges through ‘A little change for a big • We prioritise projects that benefit the fundraising goals that do not yet have be involved fully during project change’ envelope scheme wider Laikipia ecosystem detailed, specified programmes (e.g. conceptualisation, planning/design within community development) and implementation stages • Take advantage of tax breaks in • Key areas of community contribution appropriate countries via partnerships will be the provision of labour, ESTABLISH SCALE as the basis REFINE and package ALL our e.g. FFI procurement of materials, land for for our conservation and plans to meet donor needs projects, provision of local/indigenous community programmes knowledge as well as moral support Integrated plan ready by end-2015 • Checked via visits by Ol Pejeta community representatives and Create Laikipia level partnerships • Continue to be demand led, but captured in community minutes ensure plans are matched to donors • Build a partnership with the Zeitz and their expectations Foundation • Ensure that all Ol Pejeta 2020 • Integrate and partner with the newly plans are correctly packaged and energised Laikipia Wildilfe Forum presented: (a) integrated with the (LWF) wider Laikipia picture, (b) meeting the • Build on existing LWF conservation needs expectations of donor bodies FUNDRAISING building blocks: Please note these are total cash impacts that combine P&L and CAPEX. strategy in partnership with other • Get assistance with developing Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. stakeholders (CG, landowners programmes for as yet unspecified USD ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 and NGOs) to create a clear ‘story’ fundraising targets (esp. community) Establish scale 0.0 0.0 0.0 0.0 0.0 0.0 underpinning all our proposals. • Create a targeting plan that matches the specific projects to appropriate Package plans to target donors 683,000 2,813,000 1,964,000 3,684,000 1,599,000 1,733,000 donor and grant making bodies. New Laikipia partnership 0.0 0.0 0.0 0.0 0.0 0.0 • Leverage Ol Pejeta’s non-for-profit Recruit fundraising leader 0.0 -138,000 -143,000 -149,000 -155,000 -161,000 status and competency as an Guarantee accountability 0.0 0.0 -20,000 -21,000 -22,000 -22,000 attractive destination for funds Strategic partnerships 0.0 0.0 0.0 0.0 0.0 -24,000 • Distinguish where needed between Local Gov’t and communities 0.0 0.0 0.0 0.0 0.0 0.0 conservation and social projects, and Maintain small-scale prog’s 4,000 4,000 5,000 5,000 5,000 5,000 where there is an interface between Underlying base 132,000 162,000 113,000 0.0 0.0 0.0 0.0 0.0 the two. NET CONTRIBUTION 132,000 162,000 800,000 2,679,000 1,806,000 3,519,000 1,427,000 1,531,000 FUNDING - 30 FUNDING - 31 This section is about the ­people and the departments Security Coordinating the patrols, KPR, that will make our goals dogs, intelligence gathering and ­possible. communications system, ­security benefits all aspects of the ­conservancy Human Capital and surrounding communities. A number one top priority for us in the coming years - we want to have and Finance to develop the best ­people who take We have to make sure that we are responsibility and are accountable for accountable, well governed and DELIVERY their work. financially sustainable. Thefinance ­ department will deliver this. Logistics The engine of the conservancy, we aim Did you know? to streamline and improve both efficacy Ol Pejeta has more than 650 employees all working to achieve and efficiency. conservation and community development. The average length of service is nearly 10 years. Sales and marketing We have always had a strong PR & Marketing department and ­going forwards we want to keep our strength in communications. For the first time though we want to add a sales capability to ­support both tourism and ­ranching, and place greater emphasis on ­f­undraising.

DELIVERY - 32 DELIVERY - 33 MATCH employee pay to MAKE OL PEJETA A HOME AND Educate employees to be HUMAN CAPITAL equivalent work outside opc NOT JUST A PLACE TO WORK able to help themselves

Pay by level in line with external Fix the housing issue for good Quarterly personal development classes 2014-2016 2014-2015 • Be an equal opportunities employer at • New dedicated compound teams to 2014-2015 all times improve sanitary conditions • Classes to curb alcoholism • Conduct a salaries bench marking • Provide viable staff transport to and • Classes to provide HIV/Aids process with other conservancies from the conservancy awareness • Revisit and restructure an effective • New recreational facilities, e.g. soccer • Ensure proper financial management bonus systems pitches, games equipment among all staff by introduction of • All staff NSSF Tier II reinvested in • Investigate opportunities for certain financial management and pension company pension scheme by 2018 employees to live outside the talks conservancy 2016-2020 2016-2017 • Continuous re-appraisal of terms and 2016-2017 • Integrate employees with micro-loan VISION OBJECTIVES GOALS conditions to ensure OPC remains • Upgrade 20% housing stock schemes developed by community To be a role model of excellence, • Develop two-way communication • Qtrly training programme competitive to other conservancies development (e.g. Kiva) professionalism and integrity within and between staff and management • 99% annual performance reviews • All staff have adequate medical cover 2018-2020 beyond the conservancy. • Build morale, infusing work with fun • Staff annual turnover at <3% for families by 2020 • Abolish all metal uniports • Increase staff participation in decision • Monthly/annual team building • Acquisition of an ambulance MISSION making at all levels • More decisions made at junior levels • New health clinics at Site We promote communication and • Be knowledge (data and info) based • HR Master reports for SMT monthly • Upgrade 30% housing stock teamwork while acting as a strategic • Unlock max potential of each employee • Management appraisals all above 105 partner with all our stakeholders. We • Meet the constantly changing CBA, • Zero increase in headcount but ensure that Ol Pejeta has a motivated, legal, regulatory & constitutional improved efficiency and efficacy empowered workforce that will result in requirements • Weekly communication with all the effective use of human, financial, • Share best practices across departments employees technical and physical resources. • Consistent equal opportunities employer Performance management and ACT AS mediators to avoid DELIVER 100% regulatory training as our future conflicts COMPLIANCE VALUES • We believe in teamwork Clear annual training programme Zero litigation 100% compliance • We have a learning culture where people are encouraged to try new 2014-2015 2014-2020 2014-2015 ways to improve how we work • Identify training gaps and develop • Strengthen employee relationship • Research the constantly changing HR • We value communication a calendar for people to sign up by continuously resolving workplace requirements and provide a monthly • We believe that everyone can develop to - amalgamated as an ‘Ol Pejeta conflicts, negotiating equitable updates to the SMT summarising them both through training and on the job Institute of Learning’ collective bargaining agreements and • Continuously update our • Everyone is held accountable • Databased sharing across rendering interpretations to all staff understanding of labour related law • We support employment from local departments of employee • Improve communication across and achieve 100% compliance communities where appropriate performance all levels with regards to rules and • Bring in external HR audit on a 2-year • Develop proper staff induction and regulations rolling basis exit plans • Secure dedicated transport to support • Adhere to all legislations that govern Human Capital functions and activities performance of Human Capital 2015-2020 functions MORE COMMUNICATION TO BOOST All employees to participate • Roll out the performance management STAFF MORALE AND TEAMWORK in decision making system to all staff. • Encourage collation and even Weekly communication without fail Decision making a KPA for all publication of best practices

2014-2016 2014-2020 • New SMS system, used bi-weekly • In appraisals reward employees for • Notice boards and suggestion boxes taking decisions and learning from at key office sites their outcomes • Monthly departmental days with ‘meet • Train Senior Management on how to the people’ actually out in the field empower their employees to take their • Get all management out into the field own decisions human capital building blocks: bi-annually • Not penalising people for trying Please note these are total cash impacts that combine P&L and CAPEX. Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. • Shop stewards meetings monthly something new and different and • Top Performers Club meetings getting it wrong, provided that they USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 monthly did it for the right reasons and that More communication -2,000 -2,000 -2,000 -2,000 -2,000 -2,000 • Consultation with union officials/FKE they learn from and share their Employee decision making 0.0 0.0 0.0 0.0 0.0 0.0 bi-annually experiences with the organisation Match pay externally 0.0 0.0 0.0 0.0 0.0 -70,000 • Endeavour to have at least two team Make Ol Pejeta a home -4,000 -354,000 -274,000 -274,000 -374,000 -274,000 building activities per year amongst Educate employees -3,000 -3,000 -3,000 -3,000 -3,000 -3,000 management staff • Make the annual ‘party’ more of Performance management 0.0 0.0 0.0 0.0 0.0 0.0 a team building opportunity with Mediation to avoid conflict 0.0 -15,000 0.0 0.0 0.0 0.0 teamwork games/sports games. 100% regulatory compliance 0.0 0.0 0.0 0.0 0.0 0.0 • Get feedback from the staff in a Underlying base -571,000 -723,000 -665,000 -692,000 -720,000 -748,000 -778,000 -810,000 bi-annual basis (survey including via TOTAL INVESTMENT -571,000 -723,000 -674,000 -1,066,000 -999,000 -1,027,000 -1,157,000 -1,159,000 DELIVERY - 34 SMS). DELIVERY - 35 STAKEHOLDER COLLABORATION Creation of strong local Incentivise OPC staff to act SECURITY at a landscape level intelligence networks AS eyes and ears

Network locally and nationally Local information network in place Zero staff collaboration with gangs

• Nurture relationship with Space for • Work with senior security and • Staff housing significantly improved by Giants to monitor elephant poaching community development staff 2020 and provide funds for Laikipia to create strong linkages with • All staff have adequate medical cover • Work closely with Lewa Wildlife communities in a mutually beneficial for families by 2020 Conservancy and the Northern partnership • All staff NSSF Tier II reinvested in Rangelands Trust to secure funding • Survey local communities bi-annually company pension scheme by 2018 for anti-poaching and to share • Actively and promptly address • Seek innovative ways to incentivise experience community concerns about issues all staff to act as eyes and ears both • Membership of Association of Private (e.g.. over-aggressive policing, human inside and outside Ol Pejeta land Rhino Sanctuaries (APLRS) to wildlife conflict) that arise which may • Levels of remuneration across all ensure representation to the national compromise support for Ol Pejeta cadres remain highly competitive when rhino steering committees (KWS) • Develop a system of paid informers bench-marked against other similar VISION OBJECTIVES Train & equip A Kenya Police • Maintain relationships with other rhino at a local level as a means to cross- organizations For the illegal killing of wildlife, in • Prevent the poaching of wildlife, in Reserve force of 40 men sanctuaries (esp. Ol Jogi, Borana check information provided from other • Innovative and equitable bonus particular rhino and elephant, to be particular rhinos on Ol Pejeta and and Lewa) to share experience and sources schemes to incentivise staff in place minimised across both Ol Pejeta and elephants across Laikipia No less than 40 men on payroll information, and to collectively lobby • Create an anonymous whistle-blowing by 2015 the wider Laikipia landscape, creating a • Assist OPC to secure rhino habitat on • Become a member of the Kenya hotline/SMS number safe environment for conservation and Private Sector Alliance (KEPSA) as a ADC Mutara and Eland Downs • Quality equipment for night and means to lobby government effectively community development. • Assist the Ol Pejeta wildlife day operations to be supplied and • Maintain good working relationships department in rhino monitoring replaced annually where required with the KWS and the Kenya Police MISSION • Support the Kenya Police in the and two reliable vehicles available to To work in partnership with civilian and provision of security services to teams on permanent basis government stakeholders to create an neighbouring communities • All personnel to be adequately housed agile, well trained and well equipped GOALS in tidy well maintained camp security team that can be deployed • All personnel provided with rations Make use of emerging tech Develop a canine section to Secure Mutara concession & • Rhino population growth is not within OPC and across neighbouring that deliver a balanced diet procured to protect wildlife further deter poaching LAIKIPIA NATIONAL PARK for curtailed by poaching areas in order to prevent the illegal by Ol Pejeta and prepared on site • Laikipia elephant poaching max of rhino killing of wildlife and to safeguard • Provide high quality field conditions – 45% PIKE (measured independently) Cost effective learning and sharing Team of 20 dogs in place communities. accommodation and rations • Identification and interdiction of • Work with the African Wildlife • Terms of employment benchmarked poaching gangs, and firearm recovery • Work with LWC to explore, develop • Develop a K9 school of excellence Foundation (AWF), the Monarch to compare favourably with other VALUES • Surveys show that provision of and implement cost-effective new to provide dogs for use in a deterrent group and the Agricultural equivalent units, the Kenya Police and • We are partners with the Kenya Police security is valued by neighbouring technology that may assist to prevent and offensive role against poaching Development Company (ADC) to the Kenya Wildlife Services and Government communities poaching of rhinos in particular (e.g. • Dogs actively used across Ol Pejeta secure Mutara as a black rhino • We are here to safeguard and protect • OPC remains connected ecologically drones, remote cameras and GPS in an offensive (KPR) and deterrent sanctuary (20,000 acres), managed • We work with local communities to the wider Laikipia ecosystem linked horn transmitters) role (non KPR – sniffer, tracker and contiguously with OPC after an • We are data-based in measuring the • Strong working relationships with the • Develop relationships with other patrol) investment of approx. USD 2.5m with outcomes of our work Kenya Police and the Kenya Wildlife stakeholders (e.g. the Zoological recurrent expenditure funded through Service Society of London) to apply other a vibrant tourism operation tested technology to prevent poaching • Work with AWF and other (e.g. remotely linked listening devices stakeholders (including the county etc.) government) to secure Laikipia Develop a non-KPR security Nurture collaboration with • Continued collaboration with other National Park as a future sanctuary team of up to 10 ARMED men 51 Degrees LTD organizations to explore and for rhinos implement other cost effective • Laikipia National Park (Eland Downs) technology to prevent poaching tenure resolved, Ol Pejeta managing 15 trained men, 10 firearms Strong relationship & timely pay in collaboration with either KWS or the County Government • Train up to 15 patrol staff in the safe • Ensure relationship with 51 Degrees use of firearms - at any one time Ltd. to provide actionable intelligence • 10 private firearms to be deployed in and quality training remains strong support of security operations on a • From an intelligence perspective 51 regular basis Degrees Ltd. continue to work actively in support of Ol Pejeta and the wider Laikipia landscape, are promptly SECURITY building blocks: Please note these are total cash impacts that combine P&L and CAPEX. Where paid and provide four KPR training zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. sessions per annum – 2 x basic USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 refresher, 1 x commanders refresher, 40-Man KPR reserve force -80,000 -10,000 -24,000 -11,000 -11,000 -12,000 1 x medic refresher 10-Man non-KPR armed team 0.0 0.0 0.0 0.0 0.0 0.0 Collaboration with 51o 0.0 0.0 0.0 0.0 0.0 0.0 Stakeholder collaboration 0.0 0.0 0.0 0.0 0.0 0.0 Local intelligence networks -3,000 -3,000 -3,000 -3,000 -4,000 -4,000 OPC staff as eyes and ears 0.0 0.0 0.0 0.0 0.0 0.0 Use emerging tech -70,000 -73,000 -76,000 -79,000 -82,000 -85,000 Develop a K9 section -122,000 -101,000 -39,000 4,000 35,000 49,000 Secure Mutara concession 0.0 0.0 0.0 0.0 0.0 0.0 Underlying base -342,000 -388,000 -396,000 -412,000 -429,000 -446,000 -464,000 -482,000 TOTAL INVESTMENT -342,000 -388,000 -671,000 -599,000 -571,000 -535,000 -526,000 -534,000 DELIVERY - 36 DELIVERY - 37 WIN THE GAME OF NUMBERS BUILD ONLINE RELATIONSHIPS TAILOR PROMOTIONS FOR SALES AND THROUGH OUR DATABASES WITH OUR FOLLOWERS BEDNIGHTS AND PARTNERS MARKETING Emails and Followers to 100,000 Opening/engagement above 30% One promo per qtr per partner

• Finish cleaning up of our database to • Put in place an e-marketing strategy • Work directly with the Tourism remove obsolete addresses utilizing the growing database. department to create joint advertising • Link Salesforce and Campaign This should include a calendar of messages with our partners to be sent Monitor seamlessly messages going out for the entire out on a quarterly basis. • Improve salesforce and continue year both through email and social • Treat MKWE as a tourism (and training so that it can be used for media fundraising partner) with dedicated sales • Intensify use of social media. Rethink promotions, activities and • Drive 98% compliance of GateApp and re-evaluate our strategies on a communications programmes • Training of marketing staff on use of monthly basis. New social media tools database. might be used as technology evolves • Take an integrated view of email • Automatic “thank you” and emails to database and social media followers new clients engaging them and asking VISION OBJECTIVES GOALS • Linkages into other databases in the for support For the Ol Pejeta brand to be famous • Produce effective tools to communicate • Recognized and respected worldwide conservation world for key topics • Focus on engagement not just for sustainable, scientifically credible Ol Pejeta’s work • Synonymous with quality conservation • Linkage into the Nakumatt Global spamming but actually generating conservation in line with the values and • Remain on cutting edge of technology, • Global PR in major news outlets Cardholders database as a interactions with people personality defined by Keeping Curiosity sales and advertising techniques • Cutting edge relationship systems redemption partner • Aim to connect with people from Wild, inspiring and educating people and • Implement consistent communications • Ol Pejeta’s database grows research to booking to arrival to driving revenues for conservation and to grow visits to the Conservancy, exponentially departure to return home - follow and community development. fundraising and brand awareness • Online systems for fundraising be a part of the journey with them • Strive to improve our individual abilities • Beef is sold at a higher price. MISSION by seeking professional development • A communications and marketing plan To develop PR, marketing, sales and researching best practices that for community outreach is in place and communications strategies and help us meet quickly evolving needs materials in cooperation with all the ONLINE AND OFFLINE Become a sales & marketing CONTINUE OUR SUCCESSFUL various departments on Ol Pejeta to FUNDRAISING SERVICE department APPROACH TO PR increase visits to the conservancy, sales, fundraising, brand awareness and Grow donations +$100,000 33% of time working for other dept. 4x major publications per month providing education and inspiration. 2014-2015 • Create a new sales capability in • Reinforce journalist relations VALUES • Streamline and finalize systems for Nairobi for the first time, especially to • Continuous press releases on • Guardianship: We seek to inspire online fundraising and online adoption support tourism and beef important topics people to protect wildlife • Revamped adoption programme and • Develop shop merchandise • Biannual press days • Innovation: we look for new ways of centre • Develop education materials at • Presence at major travel and reaching our audiences • Baraka adoption programme and destinations such as Morani centre conservation shows/events • Authentic: We always link back to centre • Develop marketing materials for • Supporting lobbying efforts scientifically credible conservation • Donation mechanism created and put activities and promotions • Assist in driving Laikipia as a in place for community programmes in • New branded beef marketing destination all the lodges • Community development • Launch the Ol Pejeta passport communications programme • Human capital internal Bring the new branding to RELAUNCH WEBSITE INTEGRATED communications life in everything we do WITH ONLINE BOOKINGS • Supporting fundraising and grant materials • Support crisis management wherever 100% of materials carry new brand Increase to 1,000 visitor per day necessary 2014-2015 2014-2015 • Follow through on brand launch plan • New website to launch January 2015, • Implement new branding across based on new branding work the entire spectrum of materials, • Website to integrate with online publications, etc.… booking system • Create a new style guide which • Website to provide balance includes messaging’ between conservation, community SALES & MARKETING building blocks: Please note these are total cash impacts combining P&L & CAPEX. • ‘Police’ materials from both a design development, agriculture, tourism and Where zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. and a messaging point of view fundraising. • Outstanding social connectivity to the USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 2016-2017 website using existing market social Bring new branding to life 0.0 0.0 0.0 0.0 0.0 0.0 • Old branding should be completely media sites Relaunch website -8,000 0.0 0.0 0.0 0.0 0.0 gone including outdoors signs Win the game of numbers -5,000 0.0 0.0 0.0 0.0 0.0 Build online relationships -5,000 -3,000 -3,000 -4,000 -4,000 -4,000 Tailor promotions for partners 0.0 0.0 0.0 0.0 0.0 0.0 Online and offline fundraising -2,000 -2,000 -2,000 -2,000 -2,000 -2,000 Sales & marketing service dep’t 0.0 -48,000 -50,000 -52,000 -54,000 -56,000 Continue successful PR approach 0.0 0.0 0.0 0.0 0.0 0.0 Underlying base -84,000 -114,000 -77,000 -80,000 -83,000 -86,000 -90,000 -93,000 TOTAL INVESTMENT -84,000 -114,000 -97,000 -133,000 -138,000 -144,000 -150,000 -155,000 DELIVERY - 38 DELIVERY - 39 LOGISTICS FENCING CONSTRUCTION FABRICATION 2014-2015 • Upgrade fence lines in Eastern 2014-2015 2014-2015 section • Ngerinye - Lodru road murraming • Upgrade of existing tools and • New exclusion zones in accordance • Drainage works Golf 5 - Golf 1 road machines with conservation requirements (to • Construct Loidien bridge • Replacement of herder’s huts at rate 2020) • Completion of all fence line roads of 40 per year • Support Mutara roads infrastructure 2016-2017 2016-2017 2016-2017 • Continue to upgrade fence lines in • Upgrade existing Airstrip • 3 new welding machines Eastern section • 25km of all weather roads & one dam • Continue replacement of herder’s huts • Upgrade fence lines in Sirima Section 2018-2020 at rate of 40 per year 2018-2020 • 25km of all weather roads & two dams • Continue upgrade of old fence lines in Sirima Section

VISION OBJECTIVES GOALS To be the go to model of how to design, • To be the best Service Department in • 75% of projects completed on time and develop and service conservation the world of Conservation in budget, 20% completed max +1wk LOGISTICS ADMIN WATER ELECTRICAL infrastructure and equipment. • Have good working relationships with • 20% reduction of store inventory held 2014-2015 ALL our customers • 95% right first time achieved 2015-2018 • Upgrade switch gear for WS • Have efficient Fleet Management • New, properly equipped workshop 2014-2017 MISSION • Purchase of 4 new borehole pumps generators Systems • Departmental feedback mechanisms • Upgrade existing computer equipment Applying modern technologies (solar) • Install Sirima 2 borehole pumps/genset • Development Projects delivered show year on year progress • Upgrade existing building/metal stores whilst seeking innovation and using • Replacement of Maitai pipeline • 3 standby energizers B600, 1200,1800 externally • At least 3 reliable external building highly trained staff in their areas of • Employ trained/skilled and innovative • +1 motorbike for Electric section • Effective vehicle and equipment contractors available and tested specialisation in order to ensure we are 2018-2020 staff personnel • Employ 1 electronics technician replacement plan to ensure availability • At least 50 community members pass • Upgrade fleet management system at the cutting edge at the lowest cost. • Establish higher quality leadership 2016-2017 of reliable resources at ALL times through vocational training by 2020 • Ongoing replacement of obsolete • Community vocational training VALUES generators (solar where possible) • Service Mentality • Electrical installation at Debatas camp • Cost conscious • Control Genset from 46kva to 60 kva • Accountability • Staff development • Co-operation • Communication

BUILDINGS WORKSHOP TRANSPORT 2014-2015 2014-2015 2014-2015 • Staff transport: 4x more • Begin replacing/upgrading staff • Employ a Transport Manager workhorses/5x new motorcycles houses • Improved vehicle tracking system • Body shop shade and equipment/tools • Build new tourist gates Golf 3. • Implement a fuel management system 2016-2017 • Folding Engine crane, 2 tonne • Improve vehicle radio communication • Build new Tourist Gates Golf 2 2016-2017 specialise in operations, IMPROVEMENT OF EFFICIENCY systems move to MORE EFFICIENT, • Continue upgrading staff houses • Ongoing replacement and upgrade of greener, cheaper energy outsource projects OF WORKSHOP SERVICES 2018-2020 vehicles & equipment sources • Recreational hall at Control & Debatas • Purchase new heavy duty compressor 85% infrastructure building Kaizen integrated into all parts of • Build new gate at Golf 1 30% of energy supplied by solar outsourced operations by 2020 • Continue upgrading staff houses

• New solar park project at MKWE • Identify pool of at least three • New fully equipped workshop (funding dependent) contractors we can reliably draw on established by 2020 • Move pumps to individual solar • Ensure that all three have • Replacement policy in place for including Ngobit demonstrated their capability on at vehicles and plants to ensure • Move generators to individual solar least one example project on OPC reliability and low cost operations • Explore electric vehicles • Develop long term relationships • Measure and enforce that 90% of LOGISTICS building blocks: Please note these are total cash impacts combining P&L & CAPEX. Where zero • Investigate potential for biogas linked with contractors for infrastructure projects should be completed in full investments are recorded this is because we can achieve that strategy from within our underlying base costs. to our ranching operations development plan (and on budget) first time USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 • Ensure we have the right staff in Fencing 0.0 0.0 -14,000 -14,000 0.0 0.0 place employed under correctly Construction 0.0 -50,000 -50,000 -50,000 -50,000 0.0 benchmarked terms and conditions Fabrication 0.0 -3,000 0.0 -10,000 0.0 0.0 Logistics admin 0.0 0.0 0.0 -5,000 0.0 0.0 Water 0.0 -20,000 -40,000 -50,000 0.0 0.0 Electrical 0.0 -73,000 -11,000 -61,000 -8,000 -8,000 Buildings 0.0 0.0 0.0 0.0 -20,000 -60,000 Workshop -18,000 -68,000 -318,000 -375,000 0.0 0.0 Transport -15,000 -16,000 -16,000 -17,000 -18,000 -18,000 More efficient, cheaper energy 0.0 -20,000 -578,000 82,000 85,000 89,000 Specialise ops, outsource projects 0.0 0.0 0.0 0.0 0.0 0.0 Improve workshop efficiency 0.0 0.0 0.0 0.0 0.0 0.0 Underlying base -853,000 -867,000 -924,000 -961,000 -999,000 -1,039,000 -1,081,000 -1,124,000 TOTAL INVESTMENT -853,000 -867,000 -957,000 -1,211,000 -2,026,000 -1,539,000 -1,092,000 -1,121,000 DELIVERY - 40 DELIVERY - 41 IMPROVE OUR INTERNAL DELIVER HIGH STATUTORY ESTABLISH STRONG, innovative FINANCE CONTROL ENVIRONMENT COMPLIANCE FINANCE, IT and TECH SYSTEMS

Perfect score from external review 100% compliance on tax and law Monthly management reports

• Periodic review of financial • All requirements are fulfilled in a • Ensure appropriate software and procedures and manuals and update timely manner hardware is in place as necessary to provide assurance • Ongoing quest to secure savings in • Provide clear, transparent and timely and address shortcomings taxation liabilities through employment accountability to stakeholders and • Undertake annual internal audit of appropriate policies donors assessments on a rotational basis • Keep abreast of developments in • Manage risk through regular review of with emphasis on areas of high risk industry and adopt best practice – all systems, using third parties where and year on year comparison of legal, tax , local government necessary scores • Undertake regular tax health checks • Ensure cost effective audit annually • Look externally to understand best to ensure zero exposure with top quality audit house practice in the conservation world and • Continue lobbying to create ‘Rhino • Develop and structure the annual re-apply appropriately within Ol Pejeta Sanctuary’ tax free status with KRA budgeting process to encourage VISION OBJECTIVES • Share Ol Pejeta best practice with individual ownership To be a model of financial sustainability • Self-finance operations through other conservancies • Regular reliable financial information and provide significant financial commercial revenues as an aid to planning and decision resources to invest into community • Finance expansion and innovation making: Management accounts, development and to support through donor and grant funding Annual Financial statements, conservation at a landscape level within • Maximize sustainable profit and Projections and Forecasts Laikipia and beyond. provide surplus for capital investment • Explore tech innovation opportunities, • Manage finances in a risk averse both software and hardware, and MISSION manner, minimising debt and potential sources of grant funding maximizing revenue streams We use world-class financial systems • World class financial reporting to to maximise the generation of financial donors and supporters surplus through conservation compatible • 100% tax & financial compliance commercial activity and support from CREATE A MKWE VENTURE development of A NEW CREATE A COST-CONSCIOUS • Create a reserve fund through MKWE donors for reinvestment into community CAPITAL RESERVE FUND COMMUNITY REVENUE SHARING CULTURE ACROSS DEPARTMENTS income development and conservation. MECHANISM • Investigate a revenue sharing Fund of $6m in place by 2020 Hold costs below inflation yr-on-yr mechanism to support communities VALUES Scenarios for review by 2015 • Our revenue must always be • Use MKWE proceeds from remaining • Fixed: Strict focus on payroll and sustainable and conservation friendly GOALS 33 houses plus existing surplus to • Develop possible mechanisms to transport, incentivising departments to • We provide complete transparency • Revenue: $15m pa by 2020 establish a $6m reserve fund to cover identify and segregate a percentage find savings and accountability • EBITDA: $3.8m pa (5% -25% margin) 12 mths of operations (determined and reviewed by Board) • Variable: Tighter annual tender process • We aim to be self-reliant • Fundraising: $2.3m pa • Seek high quality advice to prudently of top line revenues for use to support with the purchasing department • We aim for the best but plan for the • Debt: Zero by 2016 (excl. MKWE) manage the reserve fund to provide community development work • Working with suppliers to ensure 30 worst to ‘weather any storms’ • Community spend: $1.6m pa by 2020 support to communities without • If implemented, work with the day creditors situation that we can • CAPEX: $13m provided by 2020 eroding capital, aim for 5% ($300k) community development department leverage to get better prices and deals per annum to support planned and collaborative • Section a portion of the fund including use of shared revenues, with interest ($1.6m over 6 years) to be community involvement made available for critical CAPEX • Ensure systems in place are adequate REDUCED DEPENDENCE ON TRAIN STAFF WITH THE PROPER and revenue generating projects with to provide detailed and transparent BORROWINGS SKILLS THEY NEED payback into the fund at interest rates accountability of use of funds, to be superior to 5% shared with community • Creation of an Investment Committee Monthly finance training & reviews Zero overdraft, Zero creditors >30d to approve each individual plan that the reserve funds are invested into • Move all creditors to 30 day terms • Capacity building for existing staff • Use MKWE funds to remove overdraft through training and encouragement and ensure does not re-occur in acquisition of professional • Reduced dependence on borrowings certification Organic revenue generation sufficient • Use the appraisal system to help to meet financial commitments, identify individual development and operational costs and CAPEX training needs FINANCE building blocks: Please note these are total cash impacts combining P&L & CAPEX. Where requirements. • Staff wellness programs implemented zero investments are recorded this is because we can achieve that strategy from within our underlying base costs. • Identify suitable financing • Stringent hiring procedures to secure mechanisms that are available and appropriate skill set USD costs ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 beneficial to organization in the • Training for non-finance people so Reduced borrowing dependence 0.0 0.0 0.0 0.0 0.0 0.0 long run with least debt servicing that senior management take more Train staff with skills they need 0.0 0.0 0.0 0.0 0.0 0.0 obligations and minimal exposure responsibility themselves for the Improve internal controls 0.0 -18,000 -18,000 -19,000 -20,000 -20,000 e.g. Donor Funding, Philanthropic finances of their departments High statutory compliance 0.0 0.0 0.0 0.0 0.0 0.0 debt, Returns from OPDC project, Strong back-office systems 0.0 -9,000 -9,000 -9,000 -10,000 -10,000 Shareholders’ Equity, Government MKWE venture capital fund 0.0 0.0 0.0 0.0 0.0 0.0 subsidies – taxes , duties • Sell remaining MKWE planned Community revenue sharing 0.0 0.0 0.0 0.0 0.0 0.0 houses (+33) to generate additional Cost-conscious culture 0.0 0.0 0.0 0.0 0.0 0.0 funds Underlying base -809,000 -951,000 -408,000 -392,000 -405,000 -416,000 -404,000 -418,000 TOTAL INVESTMENT -809,000 -951,000 -408,000 -419,000 -432,000 -444,000 -434,000 -448,000 DELIVERY - 42 DELIVERY - 43 FINANCE: FINANCE: SImplified P&L view cash view

Combines EBITDA, CAPEX and other cash impacts to give a complete investment picture.

KSh m ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 Tourism revenue 2,618,000 2,618,000 2,753,000 3,106,000 3,591,000 4,117,000 4,709,000 5,367,000 Agriculture revenue 1,434,000 1,539,000 1,713,000 1,883,000 2,083,000 2,276,000 2,472,000 2,682,000 Fundraising revenue 132,000 162,000 810,000 2,814,000 2,117,000 3,896,000 1,860,000 2,027,000 Total income 4,184,000 4,319,000 5,276,000 7,803,000 7,791,000 10,289,000 9,041,000 10,076,000 Tourism costs -194,000 -288,000 -286,000 -291,000 -305,000 -320,000 -336,000 -351,000 Agriculture costs -1,071,000 -551,000 -924,000 -955,000 -1,015,000 -1,087,000 -1,192,000 -1,223,000 USD ‘13 ‘14 ‘15 ‘16 ‘17 ‘18 ‘19 ‘20 Fundraising costs -0.0 -108,000 -132,000 -137,000 -143,000 -172,000 -1,265,000 -839,000 -1,211,000 -1,353,000 -1,452,000 -1,545,000 -1,670,000 -1,747,000 PURPOSE Net contribution available 2,919,000 3,480,000 4,065,000 6,450,000 6,339,000 8,744,000 7,370,000 8,329,000 Conservation -777,000 -808,000 -820,000 -1,197,000 -1,145,000 -3,453,000 -1,315,000 -1,365,000 Human capital expense -571,000 -723,000 -673,000 -700,000 -728,000 -757,000 -788,000 -889,000 Community Development -67,000 -168,000 -277,000 -806,000 -974,000 -1,124,000 -1,225,000 -1,370,000 Security expense -342,000 -388,000 -610,000 -625,000 -658,000 -693,000 -730,000 -769,000 -844,000 -976,000 -1,097,000 -2,004,000 -2,119,000 -4,577,000 -2,540,000 -2,736,000 Sales and marketing expense -84,000 -114,000 -97,000 -133,000 -138,000 -144,000 -150,000 -156,000 Logistics expense -749,000 -808,000 -939,000 -1,035,000 -1,072,000 -1,113,000 -1,156,000 -1,150,000 FUNDING Finance expense -119,000 -181,000 -164,000 -197,000 -205,000 -213,000 -221,000 -230,000 Tourism 2,424,000 2,331,000 2,452,000 2,782,000 3,115,000 3,397,000 3,567,000 5,015,000 -1,864,000 -2,214,000 -2,483,000 -2,689,000 -2,801,000 -2,920,000 -3,045,000 -3,195,000 Agriculture 363,000 988,000 508,000 -394,000 1,002,000 1,085,000 1,214,000 1,393,000 Net funds available 1,055,000 1,266,000 1,583,00 3,761,000 3,538,000 5,825,000 4,326,000 5,134,000 Fundraising 132,000 162,000 801,000 2,680,000 1,805,000 3,519,000 1,427,000 1,531,000 Conservation investment -777,000 -808,000 -820,000 -864,000 -986 ,000 -1,211,000 -1,260,000 -1,310,000 2,919,000 3,480,000 3,761,000 5,068,000 5,923,000 8,001,000 6,208,000 7,939,000 Community Development investment -67,000 -168,000 -277,000 -806,000 -938,000 -1,088,000 -1,219,000 -1,370,000 -844,000 -976,000 -1,097,000 -1,671,000 -1,924,000 -2,299,000 -2,479,000 -2,681,000 DELIVERY EBITDA 211,000 290,000 486,000 2,090,000 1,613,000 3,526,000 1,846,000 2,454,000 Human Capital -571,000 -723,000 -673,000 -1,065,000 -998,000 -1,027,000 -1,158,000 -1,159,000 EBITDA margin 5% 7% 9% 27% 21% 34% 20% 24% Security -342,000 -388,000 -671,000 -598,000 -571,000 -535,000 -525,000 -534,000 Tax -120,000 -76,000 -70,000 -66,000 -66,000 -65,000 -65,000 -65,000 Sales & Marketing -84,000 -114,000 -97,000 -133,000 -138,000 -144,000 -150,000 -156,000 Loan Servicing (AWF/Overdraft) -310,000 -143,000 -63,000 -25,000 -25,000 -25,000 0.0 0.0 Logistics -853,000 -867,000 -956,000 -1,209,000 -2,025,000 -1,539,000 -1,091,000 -1,122,000 Non-Cash Livestock Component -248,000 -547,000 -106,000 -110,000 -114,000 -119,000 -124,000 -129,000 Finance -809,000 -951,000 -8,000 -18,000 -32,000 -45,000 -617,000 -539,000 MKWE Reinvestment 400,000 400,000 400,000 400,000 -184,000 -90,000 -2,658,000 -3,044,000 -2,405,000 -3,024,000 -3,765,000 -3,290,000 -3,540,000 -3,509,000 -546,000 -283,000 -521,000 -2,340,000 -1,859,000 -3,674,000 -1,412,000 -541,000 Cash available for CAPEX below -335,000 7,000 -35,000 -250,000 -246,000 -148,000 435,000 1,913,000 FINAL CASH POSITION -583,000 -540,000 259,000 40,000 40,000 133,000 127,000 1,694,000 Conservation 0.0 0.0 0.0 -333,000 -159,000 -2,243,000 -55,000 -55,000 Community Development 0.0 0.0 0.0 0.0 -36,000 -36,000 -6,000 0.0 Tourism 0.0 0.0 -15,000 -33,000 -170,000 -400,000 -806,000 0.0 Agriculture 0.0 0.0 -281,000 -1,323,000 -66,000 -104,000 -66,000 -66,000 Fundraising 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Human Capital 0.0 0.0 0.0 -365,000 -270,000 -270,000 -370,000 -270,000 Security 0.0 0.0 -70,000 0.0 -14,000 0.0 0.0 0.0 Sales & Marketing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Logistics -104,000 -60,000 -18,000 -175,000 -1,032,000 -508,000 -20,000 -60,000 Finance -12,000 -4,000 -5,000 -21,000 -22,000 -23,000 -24,000 -25,000 -116,000 -63,000 -388,000 -2,249,000 -1,768,000 -3,583,000 -1,347,000 -476,000 FINAL CASH POSITION -583,000 -540,000 259,000 40,000 40,000 133,000 127,000 1,694,000

DELIVERY - 44 DELIVERY - 45 MOMBASA NAIROBI Mt Kenya NANYUKI Sweetwaters Secondary School OL PEJETA CONSERVANCY 5 4 3 MORANI’S RESTAURANT MORANI INFORMATION CENTRE Pelican Dam Pelican PELICAN HOUSE PELICAN 2 SERAT GATE SERAT NANYUKI TO & NAIROBI 7 RONGAI GATE NANYUKI TO Marura Dam 8 8A 1 MOUNT KENYA (MKWE) WILDLIFE ESTATE 10 9 Kilometres 20 A ROLE MODEL FOR CONSERVATION Conservancy conserve to wildlife, Ol Pejeta works The generate a sanctuary apes and to provide great for and complimentary tourism wildlife through income in conservation re-investment and for enterprises community development. 0 Acacia Dam 1 Equator Sign Ol Pejeta Dam Ol Pejeta OPC Rhino Cemetery 21A 2 Baraka the Black Rhino Elephant Dam Elephant Marura Medical Dispensary Grants Plain Grants 19 Serat Plain Serat 3 21 1B 18 SERENA CAMP SWEETWATERS 4 KONGONI DONGA KONGONI Spoonbill Dam Zebra Plain Zebra Marsh Viewpoint 15A 15 12 5 Oryx Plain MURERA DONGA CAMPSITE Elephant BridgeElephant 17 6 Hippo Hide 11 CAMPSITE RIFT VALLEY HIPPO HIDE ADVENTURES 13 DONGA 14 MURERA OL LERAI CAMPSITE SANCTUARY CHIMPANZEE 16 HQ GATE HOUSE Airstrip OL PEJETA EWASO CAMPSITE Ngobit River OL PEJETA BUSH CAMP WHEAT AREA WHEAT Ewaso Ngiro River Ngiro Ewaso Scotts Plain NGOBIT CAMPSITE KICHECHE Endana SecondaryEndana & Primary School Lodru Dam 1 Lodru LAIKIPIA CAMP Lodru Plain Lodru COTTAGES OL PEJETA Gatune Plain Ngerenyi Plain Ngerenyi Tangi Nyeusi Plain Nyeusi Tangi LOIDIEN Sidai Plain Muturu Plain MARBE KAMOK GATE Airstrip KAMOK WILDLIFE CORRIDOR 1 Withare Medical Dispensary Loirugurugu Plain Loirugurugu PORINI RHINO CAMP JAMBO MUTARA CAMP MUTARA JAMBO WILDLIFE Sirima Dam 2 CORRIDOR 2 SIRIMA Sirima Dam For all the rhinos Ol Pejeta poached on For AND LODGES MAJOR CAMPS (MKWE) ESTATE WILDLIFE MOUNT KENYA ENDANGERED SPECIES ENCLOSURE SPECIES ENDANGERED ANIMAL ‘DAMS’ JUNCTION NUMBERS SANCTUARY CHIMPANZEE SWEETWATERS 4.00pm hours 10.00am to Visiting SITES/COTTAGES SITES/PICNIC SELFCAMPING RHINO GRAVEYARD MUTARA CONSERVATION AREA CONSERVATION MUTARA WILDLIFE CORRIDOR 3 MAIN ROAD ROADS ALL WEATHER BUSH TRACKS RIVERS PLAINS AREA MAIN CONSERVATION WILDLIFE CORRIDORS ROADS ADC FIREBREAKS

TO RUMURUTI, TO

MUTARA CONSERVATION AREA OL PEJETA CONSERVANCY AND DISCOVERING EQUATOR NAKURU & NAVAISHA NAKURU & NAVAISHA

Keeping curiosity wild ©2014 Thank you to all the staff that Douglas Kamaru Njeri Joseph Mungania Mathenge James Mwangi Nderitu contributed to this handbook: Rebecca Ruguru Kiriinya Rose Wangari Ndungu Charles Odhiambo Oduka Lucy Wairimu Waweru Charles Muchiri Mathenge Joseph Njoroge Theuri Daniel Mwaniki Kariuki Joseph Kimani Kariuki Suman Ngiro Lemore Jesee Wanekaya Ndunga Sammy Kariuki Njoroge Robert Kamau Mwaura Edward Ngesa Oboogi Bernard Ongondo John Tekeles Sellah Achieng Kaudo Richard Van Aardt James Cyprian Ngeso Ndeki Parsaloi Kaparo Danson Njenga Karathi Kenneth Kimandi Matiri Ivy Wairimu Wanjira Richard Vigne William Njoroge Nyamu John Kasina Mumo Kevin Wabungo Beja Edward Machuki Mombo Peter Gakinya Mwangi Martin Muriira Samuel Gitau Mbogo Catherine Njeri Wanjiku Mary Wanjiku Wachira Robert Theuri Wachiuri Annick Mitchell Ambrose Nyaga Njagi Gilbert Kipkoech Langat George Nganga Njoroge Joshua Kiama Wambugu Joseph Kipserem Maiyo Titus Pepela Lunani Festus Njebere Baithibua David Mundia Maina George Omondi Paul Frankline Onyango Juma Brian Haworth Martin Shikuku Mulama Letty Joice Achieng Owiti Owiti James Mwangi Mwaniki John Ogalo Opiyo Malte Sommelatte Josphat Mwangi Kiama Robert Breare Peter Karanja Nganga Sylvester Mutisya Samuel Bernard Kariuki Mwangi Paul Macharia Kihoro Fridah Nyawira Gatimu Stephen Eregae Elimilim Sylvester S Lesokoyo Scholastica W. Waihenya Samson Omuombo Ochieng Charity Nyawira Warungu Moses Waihenya Geita James Chumbe Siundu Simon Mwaura Mieru John Kipyego Serem Nancy Angulu Ingutia Kennedy Kariuki Nyakinyua Josphat Muhambe Amugune Elodie Sampere Emily Rosa Lerosion Moses Kilonzi Musyoka Stephen Karithi Eliungu William Okoth Wakanda Moses Mburu Muthoki Charles Ndungu Mwangi Mmiriti Maingi Wilson Muriithi Kithinji Caroline Chebet Ngweno Antony Maina Gachugi James Muriuki Narangwi Irene Anyango Onyango Giles Prettejohn Peter Njau Karangu