Vantor Mobility Group Business Plan › Section 9 › Organisational Structure & Human Capital

9.1 Group Operating Model

VMG operates a federated group operating model. Group functions
(finance, treasury, technology, brand, commercial standards, risk,
audit, and procurement) are centralised in Sandton for scale,
consistency, and capital efficiency. Country operations (fleet
management, route operations, country marketing, government and
regulatory affairs) are delegated to country managing directors who
report into the Group COO and lead operational P&Ls in each market.
This balance allows pan-African brand consistency and technology
leverage while preserving local operational responsiveness.

Figure 12.

9.2 Executive & Senior Leadership

The C-suite is structured into six positions (CEO, CFO, COO, CCO,
CTO, CRO) reporting to the Group CEO who in turn reports to the Board.
Beneath the C-suite, the senior leadership layer comprises Country
Managing Directors, Group Functional Heads (Fleet, Safety, Sales,
Customer Experience, Logistics, Platform Engineering, Data, Legal, HSE),
and the senior management of strategically-significant terminals
(Johannesburg Hub, in particular).

9.3 Headcount Plan

Total headcount scales from approximately 1,180 at end of Year 1 to
approximately 6,400 at end of Year 6 in line with fleet, network, and
country expansion. The composition mix shifts modestly toward
operational roles (drivers, terminal staff) as the fleet scales, with
corporate and technology functions scaling more slowly to deliver
operating leverage.

Table 12. Five-year headcount plan

9.4 People Strategy

Talent is a competitive constraint in a labour-intensive operating
business with substantial training requirements. VMG’s people strategy
rests on five elements: (1) a structured talent-acquisition function
with central pipelines for drivers, mechanics, terminal staff, and
technology hires; (2) an in-house Driving Academy from Year 2 (targeting
600 driver graduates per annum at steady state); (3) competitive
remuneration benchmarked against the upper quartile of the South African
transport-sector market with country adjustments; (4) a tiered
career-progression framework for operating roles; and (5) an ESOP-based
long-term incentive scheme covering executives, senior managers, and
selected operating-supervisor roles.

9.5 Diversity, Inclusion & Local Empowerment

South Africa’s Broad-Based Black Economic Empowerment (B-BBEE)
framework requires structured progress on ownership, management control,
skills development, enterprise-and-supplier development, and
socio-economic development. VMG is being designed from inception to
achieve Level 3 B-BBEE status by Year 2 and Level 2 by Year 4. In other
operating countries, the Company will comply with local empowerment
frameworks (Citizen Empowerment in Botswana, Indigenisation in Zimbabwe
where applicable, and local-content requirements in Namibia and
Mozambique).

9.6 Industrial Relations

Driver and operational workforces in South Africa are typically
unionised under SATAWU (South African Transport and Allied Workers
Union). VMG anticipates formal recognition of SATAWU and engagement
through bargaining-council mechanisms where applicable. The Company’s
approach is to negotiate constructively, build long-term relationships,
and deliver remuneration and conditions that reduce industrial-action
risk by competitive choice rather than confrontation. Multi-year wage
agreements with productivity-linked components are the preferred
structure.

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