Solvanta Renewables — Management & Governance
The executive team, the board and governance and the organisational build underpinning Solvanta.
Section 15 · Business Plan
Management & Governance
The executive team, the board and governance and the organisational build underpinning Solvanta.
Executive team
| Role | Mandate | Required profile |
|---|---|---|
| Chief Executive Officer | Strategy, capital raising, key offtaker relationships | 15+ yrs renewable infrastructure; REIPPPP-era development track record |
| Chief Financial Officer | Project finance, treasury, investor relations | Infrastructure project finance; DFI transaction experience; CA(SA) |
| Chief Operating Officer | Construction delivery, O&M, HSE | Utility-scale EPC/owner’s team delivery of >500 MW |
| Chief Technology Officer | Technology selection, digital platform, BESS strategy | Power systems engineering; storage integration; trading systems |
| Head of Development | Land, EIA, grid, permitting pipeline | Grid access and permitting expertise; NTCSA/Eskom networks |
| Head of Trading (TradeCo) | Trading licence, balancing, wheeled book | Licensed energy trading experience; settlement systems |
| Head of Commercial | PPA/RESA origination, key accounts | C&I energy sales leadership; legal-commercial structuring |
Board and governance
The board comprises seven directors: two executive, two
investor-nominated, and three independent non-executives including an
independent chair, with audit & risk, investment, and social &
ethics committees constituted per King IV. Investment governance runs a
stage-gate system, development capital released against milestone gates
(site control, EIA record of decision, grid budget quote, anchor offtake
heads of terms), with full investment committee approval required before
EPC award and financial close. Delegation-of-authority limits and
independent engineer sign-off protect minority investors and lenders
from development-stage discretion.
Organisational build
Headcount scales from 38 (FY2027) to approximately 210 (FY2031),
weighted toward development and commercial roles in the early years and
operations roles as the fleet commissions. Staff costs rise from R88
million to R375 million over the plan, held at or below 7% of revenue
from FY2029. Scarce-skills risk (grid engineers, traders, BESS
specialists) is managed through the learnership pipeline, retention
equity in the management incentive plan (10% of HoldCo fully diluted),
and Cape Town’s deep renewable-sector talent pool.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Solvanta Renewables (Pty) Ltd.