KarooPrime Capretto — Appendices

Supporting appendices — the revenue by stream, operating cost by line, depreciation by asset class, operating drivers, implementation work packages, processing capacity and utilisation, and the notes and definitions underpinning the KarooPrime Capretto business plan and financial model.

KarooPrime Capretto Business PlanSection 17 › Appendices

Section 17 · Business Plan

Appendices

Supporting appendices — the revenue by stream, operating cost by line, depreciation by asset class, operating drivers, implementation work packages, processing capacity and utilisation, and the notes and definitions underpinning the KarooPrime Capretto business plan and financial model.

The appendices provide supporting detail underpinning the projections
in the main body. All figures reconcile to the single financial model
used throughout this document.

Appendix A — Revenue by stream (full 7-year)

ZAR million Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Carcass & primal (domestic) 49 91 143 210 288 354 414
Value-added retail (branded) 17 39 74 132 216 299 391
Export cuts (Halaal cold-chain) 17 35 62 102 158 215 265
By-products (skins, offal, rendering) 11 20 31 44 58 65 81
Total revenue 95 185 310 488 720 933 1,150

Table A.1 — Revenue by stream, all years.

Appendix B — Operating cost by line

ZAR million Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Livestock procurement 38 73 119 184 266 340 414
Feedlot finishing & feed 8 16 27 41 59 76 92
Processing & direct labour 15 29 48 74 106 136 166
Logistics & distribution 10 19 32 49 71 91 110
Overheads & administration 8 16 27 41 59 76 92
Marketing & export compliance 4 8 13 20 30 38 46
Total operating cost 84 161 265 410 590 756 920

Table B.1 — Operating cost by line, all years.

Figure B.1
Figure B.1 — Operating cost structure (share of total).

Appendix C — Depreciation by asset class

ZAR million Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Abattoir & processing plant 4.0 4.0 4.0 4.0 4.0 4.0 4.0
Feedlot infrastructure 2.3 2.3 2.3 2.3 2.3 2.3 2.3
Logistics & cold-chain fleet 3.6 3.6 3.6 3.6 3.6 3.6 3.6
Aggregation centres (5) 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Technology & traceability platform 2.0 2.0 2.0 2.0 2.0 0.0 0.0
Phase 2 expansion (Year 3) 0.0 0.0 3.8 3.8 3.8 3.8 3.8
Phase 3 expansion (Year 5) 0.0 0.0 0.0 0.0 4.2 4.2 4.2
Maintenance capex pool 0.0 0.7 1.9 3.7 6.4 9.9 14.2
Total depreciation 12.9 13.6 18.5 20.3 27.2 28.7 33.0

Table C.1 — Straight-line depreciation by asset class.

Appendix D — Operating drivers

Driver Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Throughput (head) 40,000 75,000 120,000 180,000 250,000 325,000 400,000
Realisation (R/head) 2,375 2,470 2,583 2,710 2,880 2,870 2,875
EBITDA margin (%) 12.0 13.0 14.5 16.0 18.0 19.0 20.0

Table D.1 — Core operating drivers.

Figure D.1
Figure D.1 — Throughput ramp and blended realisation.

Appendix E — Implementation work packages

WP Work package Phase Owner Depends on
WP1 Financial close & funding drawdown Phase 1 CEO / CFO
WP2 Site acquisition & civil works Phase 1 COO WP1
WP3 Abattoir construction & fit-out Phase 1 COO WP2
WP4 Feedlot & aggregation hubs Phase 1 COO / FDM WP2
WP5 Cold-chain fleet & ERP/traceability Phase 1 COO / CFO WP2
WP6 Farmer recruitment & training (1,000) Phase 1 FDM WP4
WP7 Halaal / HACCP certification Phase 1 Q&C Mgr WP3
WP8 Commercial operations launch Phase 1 COO WP3–WP7
WP9 Regional rollout & export accreditation Phase 2 COO / Comm. WP8
WP10 Capacity expansion (Ph 2 & 3) Phase 2–3 COO WP9
WP11 Scale to 10,000+ farmers / steady state Phase 3 FDM / COO WP10

Table E.1 — Work-package breakdown with phase, accountable owner
and dependencies. FDM = Farmer Development Manager; Q&C = Quality
& Compliance; Comm. = Commercial/Export Director.

Appendix F — Processing capacity & utilisation

The table below reconciles annual throughput to daily slaughter rate
and implied plant utilisation, assuming an effective operating calendar
of approximately 300 days. Single-shift design capacity is progressively
unlocked through shift extension and the Phase-2/3 capacity expansions,
keeping utilisation within efficient bounds across the ramp.

Metric Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Throughput (head) 40,000 75,000 120,000 180,000 250,000 325,000 400,000
Implied head / day (300d) 133 250 400 600 833 1,083 1,333
Design capacity / day 300 350 600 700 1,300 1,300 1,400
Utilisation (%) 44% 71% 67% 86% 64% 83% 95%

Table F.1 — Throughput-to-utilisation reconciliation. Utilisation
stays within efficient single- and multi-shift bounds; spare capacity in
expansion years absorbs the subsequent ramp.

Biosecurity & animal-health protocol (summary)

  • Intake screening, quarantine and vaccination records captured
    digitally at aggregation hubs.
  • Traceability from farm to dispatch enables rapid isolation and
    recall in a disease event.
  • Veterinary oversight, controlled-movement protocols and feedlot
    hygiene management.
  • Livestock mortality and disease-interruption cover within the
    insurance programme.

Appendix G — Notes and definitions

  • CFADS — cash flow available for debt service: EBITDA less tax and
    adjusted for working-capital movements and maintenance capital.
  • DSCR — debt service cover ratio: CFADS divided by scheduled
    principal plus interest.
  • EBITDA — earnings before interest, tax, depreciation and
    amortisation.
  • IRR / NPV — internal rate of return and net present value,
    computed on unlevered (project) and levered (equity) cash
    flows.
  • Chevon — goat meat.
  • RCF — revolving credit facility used to bridge working-capital
    seasonality.

Sources: Industry statistics in Section 3 are
drawn from South African agricultural sources including the National
Agricultural Marketing Council (NAMC), the Department of Agriculture,
the Bureau for Food and Agricultural Policy (BFAP) and published sector
research current as at 2025. Figures are indicative and should be
independently verified during due diligence.

Final disclaimer

This document contains forward-looking projections based on
assumptions believed reasonable at the date of preparation but not
guaranteed. It is not audited, is not an offer of securities, and should
not be the sole basis for any investment decision. Independent
professional advice should be obtained before committing
capital.

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 KarooPrime Capretto (Pty) Ltd.