Basis of preparation
The financial model is constructed as a single, internally consistent source of truth. It preserves the sponsor’s headline system-wide revenue and EBITDA trajectory exactly, and independently re-derives all items below EBITDA, full depreciation on the Company’s asset base, full cash interest on drawn facilities, and taxation at the 27% South African corporate rate with assessed-loss carry-forward (applying the 80% taxable-income limitation). The result is a fully articulated three-statement model whose balance sheet ties to zero in every projection year.
NoteTwo revenue lenses, one model
Throughout the financial statements, system-wide sales denotes the network’s gross turnover (the sponsor headline), while statutory revenue denotes the Company’s own IFRS-15 revenue. All three financial statements, DSCR and equity returns are built on the statutory lens, the conservative and correct basis for credit and valuation.
Funding requirement
The Company seeks R550 million to fund the corporate flagship rollout, commissary and cold-chain infrastructure, technology systems, owned property, working capital and national expansion.
|
R350m EQUITY |
R150m SENIOR SECURED DEBT |
R50m WORKING-CAPITAL FACILITY |
Sources and uses of funds
|
R millions |
2027 |
2028 |
2029 |
2030 |
2031 |
|---|---|---|---|---|---|
|
Equity capital |
350 |
||||
|
Senior secured debt |
150 |
||||
|
Working-capital facility (revolving) |
50 |
|
Use of proceeds |
R’m |
Category |
|---|---|---|
|
Central commissary & cold-chain |
130 |
Infrastructure |
|
Corporate flagship stores (8 at open) |
88 |
Network |
|
Technology & digital platform |
55 |
Infrastructure |
|
Owned flagship property (land + building) |
60 |
Real estate |
|
Head-office & regional infrastructure |
25 |
Infrastructure |
|
Pre-opening, brand launch & training |
35 |
Launch |
|
Debt-service reserve account (DSRA) |
25 |
Reserve |
|
Working-capital & contingency reserve |
85 |
Reserve |
|
Transaction & financing costs |
12 |
Financing |
|
Total deployed at / near close |
515 |
Key findingIs R550m sufficient? Capital adequacy assessment
The R515m deployed at close leaves the R50m revolving facility and a reserve buffer to fund the FY2027 ramp loss and the phased corporate store additions in FY2028–FY2030 (a further ~R132m of corporate capex, funded from operating cash flow as the network scales). The model maintains a positive cash balance (minimum ~R15m) in every year, and peak revolver drawing is modest (~R12m). Capital is therefore adequate under the base case, but it is not over-funded: a material ramp shortfall or capex overrun would require the revolver to be upsized or a second equity tranche, which prudent structuring should pre-agree.
Debt structure
The R150 million senior secured facility is structured with a 24-month capital grace period (interest-only in FY2027 and FY2028) to accommodate the network ramp, followed by straight-line amortisation over FY2029–FY2033. It is priced at prime (10.5%) plus 2.75%, i.e. 13.25%. The R50 million revolving facility (prime + 3.5%) funds working-capital timing, and a R25 million debt-service reserve account provides an additional cushion.
The revenue-recognition bridge
The following reconciliation is the most important single exhibit for credit and valuation purposes. It translates the headline system-wide sales into the Company’s statutory revenue, the base on which debt is serviced and equity is valued.
|
R millions |
2027 |
2028 |
2029 |
2030 |
2031 |
|---|---|---|---|---|---|
|
System-wide network sales |
180 |
516 |
1,050 |
1,956 |
3,200 |
|
less: franchisee gross sales (not Company revenue) |
-0 |
(74) |
(368) |
(1,105) |
(2,268) |
|
Corporate store sales (retained) |
180 |
442 |
682 |
851 |
932 |
|
add: franchise royalties (6%) |
0 |
4 |
22 |
66 |
136 |
|
add: initial franchise fees |
0 |
7 |
23 |
50 |
63 |
|
add: property rental income |
0 |
6 |
20 |
48 |
82 |
|
add: supplier rebates |
3 |
9 |
17 |
32 |
53 |
|
Statutory Company revenue (IFRS 15) |
183 |
470 |
776 |
1,081 |
1,334 |
Marketing levies of 3% of franchisee turnover are treated as a pass-through to the national brand fund and are excluded from statutory revenue. The reconciliation makes explicit that Aurum Grill is, at maturity, predominantly a franchisor-plus-property business whose own revenue is roughly 42% of the turnover its brand commands across the network.