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Karingani’s location at the heart of a vast Transfrontier Conservation Area adds greatly both to its importance and to its appeal.



Karingani’s location at the heart of a vast Transfrontier Conservation Area adds greatly both to its importance and to its appeal.


Karingani represents a new way to invest in or donate to the future of Africa. The Karingani model is based on the key realisations that ecotourism alone cannot generate sufficient revenue to protect and preserve this vast tract of wilderness; and that neighbouring communities are partners of genuine standing, rather than a hindrance or dependent on hand-outs. Rather, the Karingani model is based on the payment of annual levies by investors who appreciate the value of long-term planning and who have the patience to wait for true rewards. The levy programme, in concert with equity investment, reflects a long-term vision based on sustainable conservation practices. Levy payments from luxury ecotourism ventures and residents, in addition to charitable donations, are intended to at least partially offset the Karingani’s operational expenses, including community, conservation and security initiatives.

Sound financial management underpins the very purpose of Karingani: namely, to be a world-leader in sustainable conservation by building and maintaining a profitable and best-in-class investment and eco-tourism destination. The notion of considered stewardship is a vital one: Karingani has important responsibilities towards both the land and its wildlife, and the local stakeholders who have the most to gain from the successful establishment and maintenance of an investor-funded conservation model. Equally, they have the most to lose should the model not be a success. Naturally, we have put measures in place to ensure that failure is not an option. It must not be, for Karingani is a strategically vital piece of African real estate and a key piece of the Greater Limpopo Transfrontier Conservation Area (GLTFCA). By enabling the free movement of wildlife between the Kruger National Park and Mozambique, Karingani fulfills a crucial role in the wider ecosystem. It also plays a vital part in every life it touches, as, managed correctly and with a view to long-term growth, Karingani can become the hub of a regional conservation economy with multiplier effects reaching far beyond its 150 000ha.



by building and maintaining a profitable and best-in-class investment and eco-tourism destination.

Like all the best investments, Karingani is based on commitment: the commitment of visionary conservationists to develop an integrated and enduring approach to protecting, maintaining and sustaining this rare and uniquely biodiverse mosaic of habitats.

Karingani’s unique funding model offers investment opportunities of distinction. Whether you are swayed as an investor by the due diligence that has gone into ensuring the viability of Karingani’s financial plans, or as a donor by the chance to be profitably altruistic, Karingani is a place where true value is measured in the return of the wildlife, or the thriving of a neighbouring village. The positive impact of Karingani will be felt not just in Mozambique, but across Africa and even globally, as radical innovation becomes accepted as best practice, investment and donations generate sustained returns.

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Karingani’s story needs to be told. It’s a story full of promise, with many chapters still to come – will you help us to write them?

The name “Karingani” comes from the local Changana language, meaning “storyteller”. The storyteller is traditionally at the heart of each community, maintaining tradition and passing wisdom and culture from generation to generation. 

This story is now entering a new chapter as we create a narrative of sustained conservation success. Our narrative will be woven from three strands; people, wildlife and conservation as depicted in the Karingani logo.

The purpose for Karingani was derived from four conservation visionaries, who could see the potential to establish an extraordinary program that would protect the unique biodiversity that Karingani offers.  

This purpose and future management are based upon solid science and long-term sustainable and rational economics.

Partnership with the local communities is a cornerstone to our constitution and our future responsibilities towards the people and wildlife of Mozambique.

Historically previous attempts by others to conserve the area had created mistrust among neighbouring communities and it was clear that a different approach was required by the founders.

By seeing local communities as part of the solution, their trust has been regained, and they have become key stakeholders alongside Karingani, the Mozambican government, the Kruger National Park, other local stakeholders and strategic partners. Karingani’s public-private partnership represents an innovative way to ensure the future of sustainable conservation.

The Financial commitment from the Karngani investors and donors will be integrated with income generated from low density and high value ecotourism development programs.  The partners have been successful in attracting three of the worlds best in class hospitality brands to participate with us at Karingani.  These operating partnerships will enable Karingani to present its diversity as a destination to the global market, people of influence and a tourism growth sector of high network individuals which includes the demand for conservation-based tourism emerging from the Asia and pacific rim market.

These partnerships are being developed to align with Karingani’s purpose and future positive impact within Mozambique.

Transparent community partnerships based on mutual respect and empathy forms the foundation of our socio-economic upliftment and ongoing job creation program.   Our objective is to create alternative sustainable sources of income is to help obviate the necessity of poaching derived by year of systemic economic stress.


Poaching was not the only legacy issue to be overcome at Karingani. Previous attempts to conserve the area had created a climate of suspicion among neighbouring communities, who had largely been disregarded by previous investors, or who had seen promises broken time and again. The failure of these earlier attempts had largely removed the possibility of a sustainable local economy, which only exacerbated the poaching problem. It was clear that a radically different approach was required. By seeing local communities as part of the solution, their trust was gained, and they became key stakeholders alongside the Mozambican government, the Kruger National Park, local stakeholders, strategic partners and private investors. Karingani’s public-private partnership represents a novel and successful way to ensure the future of sustainable conservation.

Financial commitment from investors and donors will be supplemented by income generated from high-end ecotourism ventures, selected for their compatibility with Karingani’s land use plan which will see at least 40% of this wilderness area left in its raw, pristine state. Transparent community partnerships based on mutual respect and empathy will form the foundation on which the success of Karingani will be built: only by ensuring socio-economic upliftment and ongoing job creation can Karingani fulfil its obligations to its neighbours. This united approach creates a virtuous circle, whereby alternative, sustainable sources of income obviate the necessity of poaching brought on by systemic economic stress. The decline of illegal wildlife offtake, and its replacement by agricultural projects and the building of educational, primary healthcare and community facilities is certainly a story worth telling.

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At every level, Karingani’s approach is based on forging lasting relationships with the organisations and communities that share our vision.

Karingani represents a new kind of partnership for conservation, and a rejection of outdated philosophies and methodologies. We don’t believe that we have all the answers, but we are convinced that by working in partnership with all the stakeholders of Karingani, we will get a lot closer to them. Too many African conservation projects have allowed themselves to adopt an almost arrogant approach, seeing local communities as part of the problem, and government involvement as something to be tolerated. Karingani takes a different approach. We know that our neighbours – in the form of the communities on the fringes of Karingani – are a vital part of the solution. Their knowledge and wisdom, accumulated over many generations, is vital to our understanding of both the needs and potential of this area. The support of our neighbours is the surest way to ensure the enduring success of Karingani. Through building a sustainable conservation economy, we can positively influence the narrative of this area. Through skill-sharing and economic empowerment opportunities, we can provide new, meaningful incentives to our neighbours to conserve and protect their natural heritage.


We are mindful in everything we do that Karingani must succeed as much for the people of Mozambique, as for the country’s wildlife.

To this end, we are delighted to welcome Mozambique’s Ministry of Land, Environment and Rural Affairs (MITADER); ANAC (Mozambique’s Administração Nacional das Áreas de Conservação / National Administration for Conservation Areas); and the GLC Association as key stakeholders in Karingani.

The government of Mozambique, represented here by MITADER, has recognised the vital role that protected areas and ecotourism can play in both the nation’s economy and the upliftment of specific regions and communities. Their ongoing assistance in facilitating land rights for Karingani has been vital.

Established in 2011, ANAC is a Mozambican state institution responsible for the conservation of biodiversity and the sustainable development of the country’s ecotourism. Its main activities are the planning, coordination and execution of activities in the conservation areas, in partnership with local organisations and communities. The conservation areas administered by ANAC represent around 25% of the national territory and include seven National Parks and seven National Reserves. Karingani’s partnership with ANAC enables us to better coordinate our conservation efforts with Mozambique’s overall conservation strategies, and to ensure that the work done at Karingani is compatible with the country’s goals, and helps meet broader strategic aims as identified and promulgated by ANAC.

The GLC Association (comprising the Peace Parks Foundation, Kruger National Park, the government of South Africa and ANAC) oversees the Greater Libombos Conservancy (GLC) – the first privately owned area to be included as part of the Great Limpopo Transfrontier Conservation Area (TFCA) – was established in 2017 with the signing of a memorandum of understanding between ANAC and Licoturismo. GLC was a vital proof of concept for the inclusion of private land in TFCAs, and its success has demonstrated what can be achieved when governmental, parastatal, and private stakeholders join forces. A key factor in the success of Karingani will be the extent to which resolutions made by these strategic stakeholders can be made relevant to neighbouring communities – our most immediate and relevant stakeholders.

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Meet the team of visionary philanthropists and conservationists who are realising their vision for a brighter future through their leadership of Karingani.

Arnold Pistorius

As Chairman of Twin City Development, Arnold Pistorius is a leading figure in South Africa’s real estate industry. Founded in 1984, the core focus of Twin City was initially the development, letting and management of high-quality shopping complexes throughout South Africa.

The business has diversified considerably, reflecting Arnold’s range of interests and in particular his passion for conservation. Twin City Game Breeders is a manifestation of this passion: a specialist wildlife company founded on the notion that we must leave a better world to our children, than the one we ourselves inherited.

Arnold’s success in both business and conservation stems from his recognition that there are no short cuts to success in either – and especially not in the business of conservation. His commitment and track record add great value to the Karingani Management Team.

Whether building tomorrow’s high-end malls or spearheading the breeding of rare species, Arnold’s vision is firmly fixed on the future even as he applies his considerable energy and business acumen to solving today’s problems.


Paul Tudor Jones

Paul Tudor Jones is an American hedge fund manager and investor who is known for both the breadth and scale of his philanthropy. He has made significant donations to educational and environmental causes in the USA, and created the Robin Hood Foundation to address the issue of poverty.

Paul has a long history of involvement in conservation in Africa, and, as the owner of Tanzania’s Grumeti Reserve, has successfully demonstrated the investor-led model of conservation that is now being successfully applied to Karingani.

Paul brings market and investment smarts and a genuine desire to protect and preserve Africa’s wild places and wildlife, and create sustainable opportunities for rural stakeholders. He is committed to philanthropic endeavours that have a positive impact and his record of successful fund management means that he insists on a quantifiable return on each investment.

Paul’s presence on the board of Karingani gives us a great deal of business acumen, as well as enhancing our credentials amongst potential investors. Paul’s reputation is such that where he leads, others follow – which is entirely appropriate for a best-in-class conservation initiative like Karingani.


Luke Bailes

As the third-generation owner of Singita, one of Africa’s leading ecotourism brands, Luke needs no introduction. Singita has become synonymous with high-end, low-impact wildlife tourism in South Africa, Zimbabwe and Tanzania, often working together with international investors to realise his dream of preserving the continent’s most important wilderness areas.

Luke’s approach to the growth of the Singita brand is to look 10, 50 or even 100 years into the future – a philosophy which dovetails neatly with that of Karingani. The success of Singita has demonstrated that the safari industry has evolved, specifically in terms of what “luxury” means to discerning modern travellers.

The opportunity to give something back – and at the same time, to give a genuine sense of purpose to an African safari holiday – has become the truest definition of modern luxury.

Singita has been a pioneer of “relevant luxury” – that is, offering safari experiences that are authentic, but which add to rather than detracting from the landscapes in which they take place.

Singita’s purpose – to preserve large tracts of African wilderness for future generations – is a perfect fit with Karingani.


Harris Family

The Harris Family Charitable Foundation strives to improve people’s lives and unlock their potential by inspiring youth, strengthening communities, and promoting wellness and healthy living.

The Foundation’s differentiated approach combines outcomes-based funding, targeted organizational support, and a network of like-minded donors and strategic sponsors, which amplifies the impact of our contributions.

As such, the Foundation is the perfect partner for Karingani, especially in terms of creating sustainable economic and agricultural opportunities for our neighbours.

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Karingani is proudly Mozambican, and could only succeed in Mozambique. While the project is international in outlook, its roots are firmly in Mozambican soil.

With an area of just over 800 000km2, Mozambique is the world’s 36th-largest country. It has land borders with six other African nations, and over 2 500km of Indian Ocean coastline. The most recent population estimate (2016) was just less than 29 million people. Mozambique’s strategic location means that it has historic trading links with other Indian Ocean nations, and with Europe. These links – which were not always beneficial to the people of Mozambique – have left their mark in terms of language and culture. From 1500, Mozambique experienced almost five centuries of Portuguese influence and rule, which only ended when Mozambique became independent in 1975 after a decade-long war of independence. This period of conflict was followed by a second, even more destructive period of warfare: the Mozambican Civil War which ran from 1977 to 1992 and caused immense damage and suffering. Mozambique subsequently embarked on a long period of rebuilding, which, despite some setbacks (not least natural disasters including major flooding episodes) has resulted in a country that now has a much more optimistic outlook. The example of other Southern African countries (such as Botswana) has shown the beneficial effects that ecotourism can have, especially when the “high-income, low impact” model is adopted. Equally, the example of Zimbabwe shows what can happen when a country experiences a decline in its previously robust tourism sector. It is clear that well-managed and well-funded conservation and ecotourism projects can have a very beneficial impact both locally and nationally.

  • Increased visibility – greater awareness of Mozambique as a desirable destination.
  • Improved national brand – Mozambique can become a more sought-after destination among international travellers, either those coming to Africa for the first time, or repeat visitors looking for a new destination.
  • Attracting investment – both private and NGO/donor-funding is more likely to be channelled to countries where there is a proven likelihood of a positive return.
  • Foreign exchange – with international visitors paying in foreign currency, the country’s foreign reserves will be increased.
  • GDP – increased economic activity contributes to economic growth and generates demand for support services.
  • Job creation – both during the construction/rehabilitation phase, and in the ecotourism/services sector (short-/medium-term and permanent employment).
  • Boosting the local economy – services and supplies will be sourced locally, wherever possible.
  • Preserving and promoting local culture – through contributing to more stable society.
  • Preserving and promoting local skills – specifically construction using locally available materials, and hunting skills through Karingani’s “poachers to protectors” programme.
  • Upskilling – through job creation in sectors not previously represented in the local economy.
  • Infrastructure – investment in transport, health, education and communications facilities.