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Wilderness This Report Outlines and Discusses Progress Across a Wide Range 2013

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Wilderness This Report Outlines and Discusses Progress Across a Wide Range 2013 Integrated annual report FOR THE YEAR ENDED 28 FEBRUARY 2013 Integrated Integrated a nnual nnual r eport eport FOR THE YEAR ENDED 28 FEBRUARY 2013 FOR THE YEAR ENDED 28 FEBRUARY COmmerce CONsERvatiON COmmUNity CUlTURE REFERENCE iCONs DiRECTORATE COmmiTTEE iCONs ! Reference to More detail Audit Risk Remuneration Sustainability further reading on the web Committee Committee and Nomination Committee Committee Boundaries and scope – Addition of: Ngaga and Lango camps in the Republic of Congo; CONTEXt AND ATTRIBUTION This report covers our financial year from 1 March 2012 to 28 February – Closure of: Palmwag, Skeleton Coast and Kulala Wilderness This report outlines and discusses progress across a wide range 2013. The financial results reported are those of the Wilderness Camp in Namibia; Lufupa Bush Camp, Kalamu Star Beds, of dimensions using the 4Cs sustainability framework which is Holdings Limited Group. A full list of the companies making up this Kapinga, Chinengwe Riverbed and Kalamu Lagoon Camp in explained in some detail in the body of the report. It is important Group is presented in the Appendices. Zambia. to note that our degree of influence varies across these dimensions and from location to location, depending upon the nature of our The financial scope and boundaries of this document have been set Where possible and meaningful, we have shown the effects of the tenure and contractual engagement, and local circumstances. As a in accordance with International Financial Reporting Standards. Full changes in scope and illustrated trends in performance. consequence of this, the extent to which we are solely responsible details of the accounting policies adopted are given in the Annual The scope of this report covers the items that we believe to be for any advance or regression in whichever dimension also varies. Financial Statements. In terms of the sustainability aspects reported material in the context of the Group. We have used the GRI indicators For example, under the Conservation C, our degree of influence over in this document, we have adopted the following approach to setting as a starting point in the assessment process aiming at Application biodiversity varies greatly and so we take care when claiming any the scope and boundaries: Level B. However, the GRI indicators are biased towards manufacturing direct stimulus. Likewise, under the Community C, the level of our • We report the results associated with operations falling directly and extractive industries and contain many matters that are not impact on local communities varies according to the size of the area under our control. This means that camps which we market relevant to our operation. These have been excluded and a note to concerned, the size and proximity of the community concerned, the but do not manage have been excluded from the boundaries, that effect has been made in the GRI checklist. At the same time, the nature of our involvement, and other factors. We have taken care in whereas those camps that we manage but do not own have been remaining GRI indicators do not cover other matters which are relevant these situations to make clear the extent to which any achievements included. In addition, we have included sustainability data for to us. In order to capture these missing items, we have reviewed a or failures under these dimensions are a consequence of our Central African Wilderness Safaris Limited. The latter company is number of sustainable tourism initiatives to identify other possible engagement. treated as an associate in the financial statements; issues and included these in our assessment framework. The resulting framework is therefore an amalgam of the GRI indicators which are • We have not covered impacts arising in our supply chain, except relevant to our business, plus additional indicators from other sources. assurance for a small case study on our Namibian operation. We do, however, Comments about this report and sustainability initiatives detailed intend to extend our boundaries to include our supply chain in We have considered the recommendation of the King Code of herein can be directed to [email protected]. future. Corporate Governance (King III) to seek independent third party assurance, and have decided not to seek external assurance this year. A full list of the reporting units falling within the scope of this report accuracy, completeness and We believe that our reporting processes have improved and are still is given in the Appendices. To summarise, the report covers: improving after previous assurance engagements with Integrated • Nine offices. The Gaborone office has not been covered: this comparaBility of data Reporting and Assurance Services (IRAS). Once our sustainability housed just one permanent member of staff at the year end. As This is the Group’s third integrated report. The data reported in this data gathering matures further, we may consider seeking external such, it is not material; document is based on our third year of reporting on sustainability assurance again. • Flying operations in five countries; and indicators. We believe that there has been a general improvement in • 58 camps in eight countries. the quality of the data and some errors reported last year have been detected and corrected. Nonetheless, some of the data continues to This scope has been changed somewhat from the previous year’s be based upon broad assumptions and extrapolations and require Integrated Report. The following changes have been made: further refinement. As time goes by, we expect our measurement • The list of camps covered has been reduced to 58, in eight and reporting activities to become more sophisticated and therefore countries (seven in 2012), with the following changes: more accurate and complete. www.wilderness-holdings.com Contents COMMERCE ABOUT WILDERNESS • Making money is fundamental to what we do IFC About this report • Sustained financial prosperity will create genuine long-term value for Wilderness and this wealth 1 4Cs explained creation provides us with the ultimate mandate to lead and innovate in the world of responsible 2 Our business COmmerce business 3 The 4Cs at a glance • We clearly understand that, in order to be inspirational, we must be successful 4 The Wilderness business 12 Board of Directors CONSERVATION 14 Chairman’s letter 16 Acting Chief Executive Officer’s report • Without the wilderness there is no Wilderness • Investments to maximise the positive impacts of our operations, and measures to minimise the negative impacts, frame our behaviour CONsERvatiON • Respecting and caring for the wilderness makes for a better business and a better world SUSTAINABILITY REPORT For management purposes, the Conservation C has been divided into two sub-sets: 20 Commerce • Environmental management systems: our endeavours to ensure that any negative impacts on the environment arising from our operations are minimised; and • Biodiversity: our initiatives to maintain and improve the biodiversity and the ecosystems upon which our 26 Conservation operations are based 28 – Biodiversity 35 – Environmental management systems COMMUNITY 44 Community • People are at the heart of our business 48 – Internal community • While our external communities contribute tenure, support and revenue, our internal community 61 – External community connects our guests to the wilderness 72 Culture COmmUNity • We are committed to the development and maintenance of positive and empowering relationships with all Wilderness communities Once again, for management purposes the Community C has been divided into two sub-sets: GOvERNANcE REPORT • internal community: our own people; and • external community: our neighbours and other external stakeholders 80 Corporate governance 87 Report of the Audit Committee It should be noted that this division is an artificial construct, needed for internal management purposes. 88 Report of the Remuneration and Nomination Committee In many instances our staff are drawn from neighbouring communities and so there is significant crossover 92 Global Reporting Initiative (GRI) G3 Index between the two sub-sets. 95 Annual fINANcIAL statemENTS CULTURE 133 Appendices • Our world is culturally diverse 137 Notice of annual general meeting • Respecting and embracing cultural differences is fundamental to our business • Our ultimate goal is to make the wilderness relevant to our cultural collection 139 Proxy form CUlTURE 140 Notes to the proxy form IBC Corporate information For appendices on the web, including figures and tables, see http://www.wilderness-holdings.com/investor_centre/ presentations/current_year WILDERNESS HOLDINGS LIMITED INTEGRATED ANNUAL REPORT 2013 1 ABOUT WILDERNESS OUR business OUR vISION OUR mISSION Our vision is a wilderness that • We exist as we believe that the world’s wilderness areas will save kenya inspires positive action humankind congo safaris • Our aim is to get to understand the wilderness better, to respect it, care safaris 0 for it and share it 0 • Our quest is to offer our guests the collection most original journeys and collection 20* experiences 48 • Our promise is the very best in client service and guest experience SEYCHELLES OUR Values • Make every experience special • Creatively adapt through insight • Act ahead of expectation • Build open and honest relationships • Show versatility and always be yourself • Empower and share knowledge • Proceed with care and respect • Be decisive, courageous and • Never compromise the environment passionate • Pursue growth and
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