Moving giants

De Beers Group is collaborating on a multi-year, multi-elephant conservation project that is exactly the feelgood story the jewellery industry (and your news feed) needs…

De Beers Group is collaborating on a multi-year, multi-elephant conservation project that is exactly the feelgood story the jewellery industry (and your news feed) needs right now.

In 2018, Venetia Limpopo Nature Reserve (VLNR), managed by De Beers Group and adjacent to their Venetia diamond mine in South Africa, had an elephant problem. The 32,000 hectare reserve has a carrying capacity of 60 elephants, which means that the environment there can sustain 60 elephants before they begin damaging the ecosystem and threatening other species. In 2018, the reserve had 270 elephants.

By contrast, Zinave National Park in neighbouring Mozambique with 400,000 hectares of protected reservation land, had only 8 elephants. Mozambique is trying to rewild its parks and reserves after a devastating civil war between 1977 and 1992 that seriously affected the country’s human population as well as countless elephants and other animals.

The Moving Giants project is a collaboration between De Beers, the governments of South Africa and Mozambique, NGOs, private donors and animal conservation organisations. A multi-year project, the aim is to “re-wild”, or translocate, 200+ elephants across Africa, returning them to native habitats and restoring balance across ecosystems. Moving 200 mammoth creatures more than 1700kms across a continent is an enormous undertaking. The stories along the way are heartwarming and astonishing, and full of hope.

The translocations are hugely expensive, with the cost of helicopters, huge trucks and large crews to cover. They also require extensive planning. The first phase, which saw 20 elephants undertake the 54 hour journey, took eight months to prepare.

On top of funding the translocation, De Beers Group is donating US$500,000 (via the Anglo American Foundation) over five years to Peace Parks Foundation, which co-manages Zinave with the Mozambique Government, to bolster anti-poaching measures. The park already has a new digital radio system in place to enable communication across the territory and to link into a new Anti-Poaching Operations Control room.

It’s not just the elephants that will benefit from the translocation. The re-wilded Zinave will bring in tourists, and the communities around the park will benefit from 20 per cent of the revenue the park generates; also, some of the local people are being trained as rangers.

Giant-moving specialists Conservation Solutions, co-founded by translocation expert Kester Vickery, and conservationists at De Beers Group are working together bringing “cutting edge conservation” to the longest elephant translocation ever undertaken in South Africa. The journeys are documented on the Moving Giants website in a series of blogs, articles and videos. In one video, Kester Vickery says: “Corporate responsibility is the future of conservation…and I feel De Beers is really stepping up to the plate in doing this.”

New technology and new conservation theory is being bought into play in this project. Even just a decade ago, it was considered too difficult to move adult elephants—the older elephants were culled and only the young orphaned elephants were moved. But elephant society relies heavily on manners and order—respect and standards of behaviour are taught to young elephants by older family members. Previous projects involving translocated orphaned elephants have not fared well. In South Africa’s Pilanesbery National Park, a group of young elephants moved in the 1990s became known as “the Delinquents”. In a testosterone-fuelled rampage, the elephants aggressively attacked rangers, visitors and even started killing rhinos for sport!

The new theory behind translocation is to identify entire breeding herds, and move them together, as a family. Not only does this allow for the translocated animals to benefit from social cohesion, it also relaxes the elephants in transport by keeping the family units together. And it seems like the right thing to do.

But moving an entire breeding herd as opposed to a few young calves is an extremely complex operation that involves precision planning, a large ground crew (including multiple veterinarians to monitor the elephants’ well-being), and a wide array of vehicles: recovery vehicles, transport trucks, and a helicopter. And those complexities are not without risks to both the elephants and the translocation crew.

By October 2019, De Beers Group was pleased to report that the 101 elephants moved so far to Mozambique appear to be settling in well and enjoying their new environment. Being a keystone species, the park there is also starting to see other improvements made possible by the presence of the elephants, and other species, such as sable, oribi and eland are being re-wilded back into the park. Moving Giants is a positive environmental story that is protecting and enhancing two ecosystems across two countries—and one that swells the heart.

If you need a dose of cuteness, wonder, inspiration and hope during lockdown, spend some time at www.movinggiants.org or follow @movinggiants on Instagram. The baby elephant videos will melt you.

Further reading:

Global pandemic changes Australian jewellery industry forever

The Australian jewellery industry has undoubtedly endured its fair share of hardships. Whether it was the Dot-com bubble or the 2008-2009 global financial crisis, the…

The Australian jewellery industry has undoubtedly endured its fair share of hardships. Whether it was the Dot-com bubble or the 2008-2009 global financial crisis, the Australian jewellery industry has always found a way to weather the storm. This time is different, this time it is not a marketcaused crisis but a health crisis that is causing an economic crisis. Indeed, this is the first time in history where nations around the world, ours included, have willingly closed their borders, shut down their economies and plunged them into recession for the sake for public health.


Whether this great social experiment works out will undoubtedly be written in history books. In the meantime, we took the opportunity to reach out to a couple of big players in the Australian jewellery industry, to get their take on these unprecedented times, what it means for the Australian jewellery industry, and for Australian business more broadly.

How jewellers are coping with the pandemic.

Jewellers across Australia have had to make sweeping changes to their business practices and implement widespread cost-cutting measures in order to remain afloat. Founder of online personalised jewellery brand Belle Fever Sarah Saputra said that they consider their staff like family, and tried hard to cut costs in other places before considering laying anyone off. “The steps we took were, firstly, cutting costs and services that we didn’t really need or could do without for now and move those required tasks to our staff that were not as busy as usual; secondly we had to reduce hours for each person so that we could all carry the weight and make it as little of an impact as possible,” she said.

It was a similar story over at Pastiche, where director Amy Bradley also had to implement some cost-cutting strategies. “Economic strategies included reducing staff hours and reducing some overhead costs,” she said. “This was done early, swiftly and in consultation with all stakeholders.” Both brands also had to radically change the way their workplaces operate. Amy said they had to arrange for non-operational staff to work from home, deny access to external people in their office, allow contactless pickup/drop-off for couriers, migrate systems to allow for staff to work remotely, and disinfect their workstations daily.

“These changes were started early March and enabled us to confidently control contact tracing within the warehouse,” she said. The change in working arrangements were as drastic at Belle Fever, where Sarah had to set up the workflow to be able to be carried out by each staff member from home with minimal travel to the workshop. “This proved to be very difficult but once we ironed out the challenges, it became a new normal we had to adapt to,” she said. “We have always had technology as a big part of communication and processes so meeting online through Zoom and having our task and project management software was very helpful.”

Increased growth despite consumer hardship.

One might expect that with mass unemployment, fewer savings and much less disposable income, that this would subsequently lead to decreased consumer spending on luxury items like jewellery. Fortunately both brands we spoke to have actually had some increased growth. Amy said that following the shutdown, orders to traditional bricks-and-mortar retailers have reduced, but Pastiche has seen an increase in alternative channels as consumer demand shifts.

“Our online channels and our online wholesale accounts have seen growth, limiting any large downturn on our business,” she said. Sarah said that initially Belle Fever’s sales took a little dip while her team were focused on making sure their back-end and processes were smooth. However, once that was done, they directed their efforts on their marketing initiatives, to be able to engage their audience and customers more and get back to the basics of communicating more with their customers.

“From all these efforts, our sales began to increase and miraculously brought us ahead of our sales from last year,” she said. “While yes, more people are spending less on luxury items, speaking to customers’ needs and understanding them more will help make the support of your business grow through that.”

How will the Australian jewellery industry recover?

Even once the shutdowns end, and the restrictions lift, it will take some time for businesses and the Australian jewellery industry to recover. Amy predicts that there will be a surge in sales for wholesalers once restrictions are lifted. “People will be excited to get out and shop in a traditional way,” she said. She said other factors that will play a role in how long recovery takes, such as how long until a vaccine is developed or how long the domestic and international borders remain shut. “We should expect that the impact of this will be felt for many years, and that this pandemic will change the way consumers buy.” Sarah thinks it will take at least 3 to 6 months to get back to typical consumer buying behaviour when it comes to luxury items like jewellery. “The hardest thing about this is the difficulty of holding on while waiting for things to recover,” she said.

How consumer behaviour will change.

For brick-and-mortar jewellery retailers, the change in consumer behaviour is expected to last for some time. Sarah said that for these retail jewellers, if social distancing is still a requirement, it will mean having limited customers in store at one time, making business harder to maintain.

“However, on the other hand, as soon as people can start going out, they might rather feel like doing shopping in store as they may have missed doing that,” she said. “But, it could be the other way, where customers have now developed that habit and ease of shopping online in their own time, their own way and feel that they like it that way more.” Amy predicted the latter situation to occur, especially as restrictions to go out for non-essential items will likely be in place for another three months. “This is leaving people only with the option of shopping online,” she said. “Many stores have online websites set up and if they can market that correctly to their local customers then they should be able to still see sales coming through.”

Growing the digital market to remain afloat.

Compared to other industries, Sarah feels the jewellery industry has taken the longest to adapt to digital marketing and online trends. “I think taking this time to reassess one’s online presence and how it can incorporate into a business and customer journey will be very beneficial for the industry as well as the customers,” she said. Amy also lauded the boons of the online market, as it has seen huge growth for Pastiche.

“During early to mid-March we were preparing ourselves for months of very slim sales, at one stage discussing potential hibernation options, however we have been surprised by the strength of our online channel,” she said. “If stores have any way of getting online and promoting themselves then they should, as consumers are still buying gifts and are sourcing local companies to purchase from.” She recommended brands should start by growing their social pages and build on their loyal followers.

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