Green Master Vegetables Business Plan — People and Operations
The permanent and seasonal labour establishment, harvest planning, and the operating disciplines behind consistent supply.
People and Operations
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Why Limpopo
- 3. The Market and the Commission Problem
- 4. Water: The Binding Constraint
- 5. Open Field Versus Tunnels
- 6. Crop Plan and Rotation
- 7. SWOT and Competitive Position
- 8. Route to Market
- 9. Unit Economics
- 10. The Five-Year Build and Its Gates
- 11. Funding
- 12. People and Operations
- 13. Certification and Compliance
- 14. Financial Projections
- 15. Break-Even
- 16. Sensitivity and Scenarios
- 17. Risk Management
- 18. Implementation Timeline
- 19. Returns
- 20. Key Performance Indicators
- 21. Key Assumptions
- 22. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
|
Role |
Year 1 |
Year 3 |
Year 5 |
Responsibility |
|---|---|---|---|---|
|
Founder and manager |
1 |
1 |
1 |
Crop planning, buying, market relationships, funding |
|
Farm manager |
— |
1 |
1 |
From Year 2; daily operations, planting schedule, labour |
|
Agronomist |
— |
Contracted |
1 |
Contracted from Year 2, appointed by Year 4 as a gate condition |
|
Permanent field staff |
4 |
9 |
14 |
Irrigation, spraying, planting, tunnel management |
|
Seasonal harvest labour |
Variable |
Variable |
Variable |
Peaks at harvest; the reason plantings are staggered |
|
Packhouse staff |
2 |
5 |
8 |
Grading, packing, cold chain, dispatch |
|
Driver and dispatch |
1 |
2 |
3 |
Market runs and direct deliveries |
|
Administration and bookkeeping |
1 |
1 |
2 |
Invoicing, debtors, payroll, records for funders and certification |
|
R’000 |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|---|---|---|---|---|---|
|
Field and packhouse labour |
486 |
780 |
1 248 |
1 760 |
2 290 |
|
Owner remuneration |
264 |
318 |
384 |
444 |
510 |
|
Management and agronomy |
— |
216 |
396 |
588 |
792 |
|
Combined |
750 |
1 314 |
2 028 |
2 792 |
3 592 |
|
As a share of net revenue |
36.5% |
31.1% |
23.7% |
19.9% |
17.3% |
|
Per hectare, R’000 |
93.8 |
90.6 |
84.5 |
80.9 |
79.8 |
People cost falls from 36.5 per cent of net revenue to 17.7 per cent across the plan, and from R93 800 a hectare to R79 400. Owner remuneration is a real cost from Year 1 at R264 000 rising to R510 000, deducted before EBITDA, so the break-even in Section 15 is calculated after the founder has drawn a living.