KarooPrime Capretto — Appendices
Supporting appendices — the revenue by stream, operating cost by line, depreciation by asset class, operating drivers, implementation work packages, processing capacity and utilisation, and the notes and definitions underpinning the KarooPrime Capretto business plan and financial model.
Section 17 · Business Plan
Appendices
Supporting appendices — the revenue by stream, operating cost by line, depreciation by asset class, operating drivers, implementation work packages, processing capacity and utilisation, and the notes and definitions underpinning the KarooPrime Capretto business plan and financial model.
The appendices provide supporting detail underpinning the projections
in the main body. All figures reconcile to the single financial model
used throughout this document.
Appendix A — Revenue by stream (full 7-year)
| ZAR million | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
|---|---|---|---|---|---|---|---|
| Carcass & primal (domestic) | 49 | 91 | 143 | 210 | 288 | 354 | 414 |
| Value-added retail (branded) | 17 | 39 | 74 | 132 | 216 | 299 | 391 |
| Export cuts (Halaal cold-chain) | 17 | 35 | 62 | 102 | 158 | 215 | 265 |
| By-products (skins, offal, rendering) | 11 | 20 | 31 | 44 | 58 | 65 | 81 |
| Total revenue | 95 | 185 | 310 | 488 | 720 | 933 | 1,150 |
Table A.1 — Revenue by stream, all years.
Appendix B — Operating cost by line
| ZAR million | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
|---|---|---|---|---|---|---|---|
| Livestock procurement | 38 | 73 | 119 | 184 | 266 | 340 | 414 |
| Feedlot finishing & feed | 8 | 16 | 27 | 41 | 59 | 76 | 92 |
| Processing & direct labour | 15 | 29 | 48 | 74 | 106 | 136 | 166 |
| Logistics & distribution | 10 | 19 | 32 | 49 | 71 | 91 | 110 |
| Overheads & administration | 8 | 16 | 27 | 41 | 59 | 76 | 92 |
| Marketing & export compliance | 4 | 8 | 13 | 20 | 30 | 38 | 46 |
| Total operating cost | 84 | 161 | 265 | 410 | 590 | 756 | 920 |
Table B.1 — Operating cost by line, all years.
Appendix C — Depreciation by asset class
| ZAR million | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
|---|---|---|---|---|---|---|---|
| Abattoir & processing plant | 4.0 | 4.0 | 4.0 | 4.0 | 4.0 | 4.0 | 4.0 |
| Feedlot infrastructure | 2.3 | 2.3 | 2.3 | 2.3 | 2.3 | 2.3 | 2.3 |
| Logistics & cold-chain fleet | 3.6 | 3.6 | 3.6 | 3.6 | 3.6 | 3.6 | 3.6 |
| Aggregation centres (5) | 1.0 | 1.0 | 1.0 | 1.0 | 1.0 | 1.0 | 1.0 |
| Technology & traceability platform | 2.0 | 2.0 | 2.0 | 2.0 | 2.0 | 0.0 | 0.0 |
| Phase 2 expansion (Year 3) | 0.0 | 0.0 | 3.8 | 3.8 | 3.8 | 3.8 | 3.8 |
| Phase 3 expansion (Year 5) | 0.0 | 0.0 | 0.0 | 0.0 | 4.2 | 4.2 | 4.2 |
| Maintenance capex pool | 0.0 | 0.7 | 1.9 | 3.7 | 6.4 | 9.9 | 14.2 |
| Total depreciation | 12.9 | 13.6 | 18.5 | 20.3 | 27.2 | 28.7 | 33.0 |
Table C.1 — Straight-line depreciation by asset class.
Appendix D — Operating drivers
| Driver | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
|---|---|---|---|---|---|---|---|
| Throughput (head) | 40,000 | 75,000 | 120,000 | 180,000 | 250,000 | 325,000 | 400,000 |
| Realisation (R/head) | 2,375 | 2,470 | 2,583 | 2,710 | 2,880 | 2,870 | 2,875 |
| EBITDA margin (%) | 12.0 | 13.0 | 14.5 | 16.0 | 18.0 | 19.0 | 20.0 |
Table D.1 — Core operating drivers.
Appendix E — Implementation work packages
| WP | Work package | Phase | Owner | Depends on |
|---|---|---|---|---|
| WP1 | Financial close & funding drawdown | Phase 1 | CEO / CFO | — |
| WP2 | Site acquisition & civil works | Phase 1 | COO | WP1 |
| WP3 | Abattoir construction & fit-out | Phase 1 | COO | WP2 |
| WP4 | Feedlot & aggregation hubs | Phase 1 | COO / FDM | WP2 |
| WP5 | Cold-chain fleet & ERP/traceability | Phase 1 | COO / CFO | WP2 |
| WP6 | Farmer recruitment & training (1,000) | Phase 1 | FDM | WP4 |
| WP7 | Halaal / HACCP certification | Phase 1 | Q&C Mgr | WP3 |
| WP8 | Commercial operations launch | Phase 1 | COO | WP3–WP7 |
| WP9 | Regional rollout & export accreditation | Phase 2 | COO / Comm. | WP8 |
| WP10 | Capacity expansion (Ph 2 & 3) | Phase 2–3 | COO | WP9 |
| WP11 | Scale to 10,000+ farmers / steady state | Phase 3 | FDM / COO | WP10 |
Table E.1 — Work-package breakdown with phase, accountable owner
and dependencies. FDM = Farmer Development Manager; Q&C = Quality
& Compliance; Comm. = Commercial/Export Director.
Appendix F — Processing capacity & utilisation
The table below reconciles annual throughput to daily slaughter rate
and implied plant utilisation, assuming an effective operating calendar
of approximately 300 days. Single-shift design capacity is progressively
unlocked through shift extension and the Phase-2/3 capacity expansions,
keeping utilisation within efficient bounds across the ramp.
| Metric | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
|---|---|---|---|---|---|---|---|
| Throughput (head) | 40,000 | 75,000 | 120,000 | 180,000 | 250,000 | 325,000 | 400,000 |
| Implied head / day (300d) | 133 | 250 | 400 | 600 | 833 | 1,083 | 1,333 |
| Design capacity / day | 300 | 350 | 600 | 700 | 1,300 | 1,300 | 1,400 |
| Utilisation (%) | 44% | 71% | 67% | 86% | 64% | 83% | 95% |
Table F.1 — Throughput-to-utilisation reconciliation. Utilisation
stays within efficient single- and multi-shift bounds; spare capacity in
expansion years absorbs the subsequent ramp.
Biosecurity & animal-health protocol (summary)
- Intake screening, quarantine and vaccination records captured
digitally at aggregation hubs. - Traceability from farm to dispatch enables rapid isolation and
recall in a disease event. - Veterinary oversight, controlled-movement protocols and feedlot
hygiene management. - Livestock mortality and disease-interruption cover within the
insurance programme.
Appendix G — Notes and definitions
- CFADS — cash flow available for debt service: EBITDA less tax and
adjusted for working-capital movements and maintenance capital. - DSCR — debt service cover ratio: CFADS divided by scheduled
principal plus interest. - EBITDA — earnings before interest, tax, depreciation and
amortisation. - IRR / NPV — internal rate of return and net present value,
computed on unlevered (project) and levered (equity) cash
flows. - Chevon — goat meat.
- RCF — revolving credit facility used to bridge working-capital
seasonality.
Sources: Industry statistics in Section 3 are
drawn from South African agricultural sources including the National
Agricultural Marketing Council (NAMC), the Department of Agriculture,
the Bureau for Food and Agricultural Policy (BFAP) and published sector
research current as at 2025. Figures are indicative and should be
independently verified during due diligence.
This document contains forward-looking projections based on
assumptions believed reasonable at the date of preparation but not
guaranteed. It is not audited, is not an offer of securities, and should
not be the sole basis for any investment decision. Independent
professional advice should be obtained before committing
capital.
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 KarooPrime Capretto (Pty) Ltd.