AgriNova — Management & Organisation
The organisational structure, governance and the human-capital plan underpinning AgriNova.
Section 10 · Business Plan
Management & Organisation
The organisational structure, governance and the human-capital plan underpinning AgriNova.
AgriNova will be led by an experienced executive team spanning
milling operations, engineering, finance and commercial functions,
supported by a board that includes investor and independent
representation. The organisational design separates the food and
equipment divisions operationally while consolidating finance,
procurement, quality and human resources as shared services.
10.1 Organisational Structure
Reporting to the Chief Executive are the heads of Milling Operations,
the Equipment & Engineering division, Finance, and Commercial
(sales, marketing and distribution). Quality assurance reports
independently to ensure food-safety oversight is not subordinated to
production targets. The structure is intentionally lean at launch and
scales with the utilisation ramp.
| Function | Mandate |
|---|---|
| Chief Executive Officer | Overall strategy, capital allocation, stakeholder and funder relationships. |
| Head of Milling Operations | Plant throughput, yield, maintenance and food-safety execution. |
| Head of Equipment & Engineering | Fabrication, installation, maintenance, spares and training. |
| Chief Financial Officer | Financial control, treasury, debt service, reporting and compliance. |
| Commercial Director | Sales, marketing, distribution and channel development. |
| Quality Assurance Manager | Independent food-safety, quality-management and traceability oversight. |
10.2 Governance
The board will comprise executive directors, a representative of the
strategic equity investor, and at least one independent non-executive
director, with sub-committees for audit and risk and for remuneration.
Governance arrangements are designed to meet the standards expected by
development-finance institutions and senior lenders, including
transparent reporting, conflict-of-interest controls and adherence to
King-code principles of corporate governance.
10.3 Human Capital
The Company’s headcount builds across the implementation period, with
recruitment and training scheduled to complete before commissioning.
Administrative and personnel costs are provisioned in the model at R16.0
million in Year 1, rising to R24.6 million by Year 5. Skills development
is both an operational necessity and an ESG commitment, with the
training division doubling as an internal capability-building
engine.
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 AgriNova Milling Technologies (Pty) Ltd.