Fish Master Premier Business Plan — Key Performance Indicators
The survival, feed conversion, hatchery output and cost indicators monitored per cycle, with intervention thresholds.
Key Performance Indicators
Jump to section
- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Market and Positioning
- 3. Why the Hatchery Is the Business
- 4. Regulatory Position
- 5. The Production System
- 6. SWOT and Competitive Position
- 7. Route to Market
- 8. Management and Governance
- 9. Financial Plan
- 10. Break-Even and Debt Service
- 11. Investment Analysis
- 12. Sensitivity and Scenario Analysis
- 13. Risk Analysis
- 14. Implementation Roadmap
- 15. Key Performance Indicators
- 16. Key Assumptions
- 17. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital and Production Schedules
- C. Appendix C: Funding, Debt and Grant Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
The following are the operating measures on which this enterprise should be managed. Three of them — feed conversion ratio, fingerling sales volume and dissolved oxygen — carry more information about whether the plan is holding than any revenue figure, because revenue rises with the tonnage ramp whether or not the underlying economics are working.
|
Indicator |
Definition |
Target |
Why it matters |
|---|---|---|---|
|
Feed conversion ratio |
Feed issued divided by biomass gained |
1.52 by Year 5 |
Feed is the largest single cost. A weekly feed register is what makes this knowable before the annual accounts |
|
Fingerling sales volume |
Sexed fingerlings sold to third parties |
2.6 million by Year 5 |
The largest single sensitivity. A 25% movement swings Year 5 profit by R2.15m |
|
Realised fish price |
Fish revenue divided by kilograms sold |
Above R98/kg |
Against a full production cost of R91.60. The margin is R6.50 a kilogram and there is no room below it |
|
Mortality rate |
Fish lost divided by fish stocked |
Below 13% by Year 5 |
28% in Year 1 is deliberately assumed; first-cycle losses are normal and pretending otherwise misleads the funder |
|
Hatchery share of contribution |
Fingerling contribution divided by total contribution |
Monitored at 82% |
The structural fact of this business. It should rise, not fall |
|
Energy cost per kilogram |
Energy cost divided by kilograms harvested |
Below R10/kg by Year 5 |
Net of solar. Improves with scale, siting and system tuning |
|
Water quality exceedances |
Readings outside the control band |
Zero tolerance on dissolved oxygen |
Aeration failure is the single fastest route to catastrophic stock loss |
|
Debt service cover |
EBITDA divided by interest and capital |
Above 1.30x from Year 4 |
Nil in Years 1 and 2 by construction; the three-year grace is a term of the facility |
|
Broodstock traceability |
Spawnings with complete genetic records |
100% |
Traceability is the commercial basis of the fingerling business, not an administrative nicety |
|
Premium channel contracted volume |
Weekly kilograms under agreement |
Ahead of harvest |
Contracting weekly volume rather than expressions of interest is what separates this plan from the failures |