Aurora Downstream Energy — Management & Organisation
The organisational design, the board and governance and the team build and capability underpinning Aurora Energy.
Section 11 · Business Plan
Management & Organisation
The organisational design, the board and governance and the team build and capability underpinning Aurora Energy.
11.1 Organisational design
Aurora Energy is organised around its core operating functions, with
a lean corporate centre and accountable line management for supply,
operations, commercial and finance. The structure is designed to scale
with the phased roll-out: a focused team in Phase 1 builds the platform
and anchor relationships, expanding into regional operating teams as the
network grows. Functional leadership reports to the Chief Executive
Officer, who is accountable to the board.
Table 16. Core leadership functions and
mandates
| Function | Mandate |
|---|---|
| Chief Executive Officer | Strategy, stakeholder & investor relations, overall accountability |
| Chief Financial Officer | Finance, treasury, working-capital & debt management, reporting, controls |
| Chief Operating Officer | Storage, bottling, logistics, fleet and depot operations |
| Head of Supply & Trading | Procurement, import logistics, inventory and price/FX risk management |
| Commercial Director | Sales, key accounts, reseller network, marketing |
| HSE & Compliance Manager | Safety, environmental and regulatory compliance |
| Head of People & Transformation | Talent, training, B-BBEE and enterprise & supplier development |
11.2 Board & governance
Aurora Energy will constitute a board with an independent-majority
composition appropriate to a regulated energy operator and to
development-finance expectations. The board will operate two standing
committees: an Audit & Risk Committee overseeing financial
reporting, internal controls, treasury and risk; and a Health, Safety
& Environment Committee overseeing the Company’s licence-to-operate.
Investor and DFI representation at board level will be accommodated
within the shareholders’ agreement, alongside customary reserved-matter
protections, information rights and reporting covenants.
Table 17. Governance framework
| Element | Approach |
|---|---|
| Board composition | Independent-majority; investor/DFI representation; relevant sector expertise |
| Audit & Risk Committee | Financial reporting, controls, treasury, risk register oversight |
| HSE Committee | Safety, environmental and regulatory compliance oversight |
| Reporting | IFRS financials, monthly management accounts, covenant compliance reporting |
| Shareholder protections | Reserved matters, information rights, anti-dilution as agreed |
| Transformation | B-BBEE ownership and ESD oversight, targeting Level 2 contributor status |
11.3 Team build & capability
Execution depends on assembling a leadership team with proven
downstream energy, logistics and regulated-infrastructure experience.
The Company will prioritise hires with direct LPG and fuels operating
backgrounds, supply-and-trading expertise, and a demonstrable safety
track record. Headcount grows in step with the volume ramp — from a core
establishment team to regional operating teams — with structured
training and certification programmes underpinning both safety and the
empowerment commitments. Staff costs are modelled explicitly within
operating expenditure in the Financial Plan.
variable
For a greenfield operator, management quality is decisive. Investors
should treat the calibre and completeness of the founding team —
particularly in supply/trading, operations and HSE — as a primary
diligence item. The plan assumes experienced sector hires are secured
ahead of commissioning; key-person risk and the recruitment timeline are
addressed in the risk register (Section 12).
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 Aurora Downstream Energy (Pty) Ltd.