Savannah & Sakura Hospitality Group — Management & Organisation
The governance and board, the executive team and the organisational design underpinning SSHG.
Section 10 · Business Plan
Management & Organisation
The governance and board, the executive team and the organisational design underpinning SSHG.
Execution of a multi-division luxury platform depends on the calibre
of its leadership and the strength of its governance. SSHG will be led
by an experienced executive team spanning culinary, hospitality, finance
and brand disciplines, overseen by an independent-majority board and
supported by a divisional operating structure.
10.1 Governance & Board
The Company will operate a governance framework aligned with the King
IV Code on Corporate Governance. The board will comprise a non-executive
chair, the chief executive, the chief financial officer, and a majority
of independent non-executive directors bringing hospitality, finance,
retail and investment expertise. Board committees — Audit & Risk,
Remuneration, and Social & Ethics — will provide oversight
appropriate to an institutional-grade enterprise and the requirements of
development-finance and equity investors.
| Board / committee | Composition | Mandate |
|---|---|---|
| Board of directors | Independent-majority; chaired by non-executive chair | Strategy, capital allocation, oversight, performance |
| Audit & Risk Committee | Independent non-executives | Financial integrity, controls, risk, debt covenants |
| Remuneration Committee | Independent non-executives | Executive pay, incentives, retention of key talent |
| Social & Ethics Committee | Independent + executive | ESG, transformation, ethics, stakeholder impact |
Table 8. Governance structure and committee
mandates.
10.2 Executive Team & Organisation
The executive team is organised around a lean Group function (CEO,
CFO, Group Culinary Director, Brand & Marketing Director, People
Director) supported by divisional general managers accountable for their
own profit and loss. This structure preserves entrepreneurial
accountability at division level while capturing the benefits of shared
brand, procurement, data and capital allocation at the centre.
• Group CEO — overall strategy, capital, stakeholder and investor
relations. • Group CFO — finance, treasury, debt covenants, reporting and
controls. • Group Culinary Director — menu, quality, academy and culinary
talent. • Brand & Marketing Director — brand equity, partnerships, CRM
and earned media. • People Director — talent acquisition, training, transformation and
culture. • Divisional GMs — day-to-day P&L accountability for each
division.
10.3 Talent Strategy
Talent is the binding constraint on luxury hospitality at scale. The
culinary academy is therefore a strategic, not peripheral, asset: it
secures a proprietary pipeline of trained chefs and hospitality
professionals, reduces dependence on a scarce external labour market,
and embeds the Group’s standards and culture from the outset.
Competitive remuneration, equity participation for key leaders and
structured career progression underpin retention.
10.4 Organisational Headcount Plan
Headcount scales in line with venue commissioning and the revenue
ramp, reaching approximately 1,290 permanent positions at maturity. The
plan below shows the indicative build by function, underpinning both the
payroll line in the financial model and the Group’s social-impact
commitments.
| Function | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| Culinary & kitchen | 90 | 200 | 330 | 460 | 560 |
| Front of house & service | 60 | 130 | 220 | 320 | 400 |
| Estate & accommodation | 12 | 40 | 68 | 88 | 100 |
| Production & supply chain | 16 | 34 | 52 | 66 | 78 |
| Academy & training | 6 | 15 | 24 | 32 | 40 |
| Sales, marketing & membership | 10 | 22 | 34 | 46 | 55 |
| Corporate & support | 14 | 26 | 38 | 48 | 57 |
| Total permanent headcount | 208 | 467 | 766 | 1,060 | 1,290 |
Table 9. Indicative permanent-headcount plan by
function, Year 1 to Year 5.
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 Savannah & Sakura Hospitality Group (Pty) Ltd.