Aurum Grill intends to become a significant youth-employment platform, creating direct jobs across restaurant operations, area management, supply chain, corporate functions and technology, alongside indirect employment through the franchise network and supplier ecosystem.
Workforce composition (FY2031 target)
|
Category |
Year-5 headcount |
Role |
|---|---|---|
|
Restaurant staff |
~3,000 |
Front-line service and kitchen operations |
|
Area managers |
25 |
Multi-site operational oversight |
|
Supply-chain personnel |
90 |
Commissary, cold-chain and logistics |
|
Corporate staff |
120 |
Finance, HR, franchising, property, brand |
|
Technology teams |
35 |
Platform, data and digital product |
Talent development and progression
Structured training academies (anchored at the corporate flagships), operational certification pathways and franchise-ownership progression routes create a talent pipeline that supports both quality and transformation objectives. Investment in training also directly mitigates the labour and service-quality risks identified in Section 23.
NoteEmployment as an impact and financing lever
Large-scale youth job creation strengthens the Company’s positioning with development-finance institutions and enterprise-development funders, and supports the social pillar of the ESG framework in Section 18, potentially widening the pool of concessional and impact-aligned capital available to the platform.