Two Seasons Garlic Business Plan — ESG and Sustainability
Water use, soil health, labour practice and the environmental and social commitments the business undertakes.
ESG and Sustainability
Jump to section
- Overview & contents
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Market and Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis and Strategic Implications
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Model and Revenue Build
- 20. Projected Income Statement
- 21. Projected Balance Sheet
- 22. Projected Cash Flow
- 23. Capital Expenditure and Working Capital
- 24. Funding Requirement and Structure
- 25. Break-Even Analysis
- 26. Investment Case and Returns
- 27. Debt Serviceability
- 28. Sensitivity and Scenario Analysis
- 29. Key Performance Indicators and Management Dashboard
- 30. Conclusion
- A. Appendix A: Assumption Register
- B. Appendix B: Conditions Precedent to the Seed Subscription
- C. Appendix C: Glossary
208 rural jobs, a 10% employee trust, import substitution and water-efficient irrigation make the company a credible candidate for development-finance participation.
|
Dimension |
Position and commitments |
Measure |
|---|---|---|
|
Employment creation |
208 jobs by FY2031 in two rural districts with high unemployment; ~45% permanent; women targeted at 50% of packhouse roles |
Headcount; permanent share; gender ratio |
|
Local economic impact |
R52.8m revenue retained in the domestic economy in place of imports; local procurement of inputs and services estimated at R25m a year by FY2031 |
Import substitution (t); local spend |
|
Employee ownership |
10% broad-based employee share trust; B-BBEE position supporting retail supply eligibility |
Trust beneficiaries; B-BBEE level |
|
Water |
Drip and pivot irrigation with scheduling; target 20% less water per tonne than regional average; entitlements verified before planting |
m³ per tonne |
|
Carbon and energy |
Solar pumping assessed at Series B and targeted at 50% of irrigation energy by FY2030; two-region model shortens cold chain versus imports |
kWh per tonne; solar share |
|
Soil and chemicals |
Rotation discipline; integrated pest management; reduced-residue programme aligned with retailer specifications |
Residue test results; rotation compliance |
|
Governance |
Independent chair; audit and risk committee; reserved matters; annual audit; ethical-trade audit |
Audit outcomes |
|
Community |
Training of seasonal staff; preference for local contractors; engagement with district municipalities |
Training hours; local contractor share |
Table 33. ESG assessment.
The company is suitable for development-finance co-funding. The R14.0m term facility is structured on terms a DFI agricultural window could offer, and the plan’s job-creation, import-substitution and rural-development outcomes map directly onto typical DFI mandates. Management will engage a DFI alongside the commercial lender at Series A with a view to refinancing or extending the facility on concessional terms.