Magalies Quarry Business Plan — Management and Organisation
The management, mining and plant establishment required to operate a permitted quarry.
Section 11 of 26
Management and Organisation
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- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Industry Analysis
- 6. Market Analysis
- 7. Competitive Landscape
- 8. Products and Services
- 9. Business Model and Operating Model
- 10. Go-to-Market and Commercial Strategy
- 11. Management and Organisation
- 12. Regulatory, Licensing and Fiscal Framework
- 13. ESG, Rehabilitation and Community Impact
- 14. Strategic Plan
- 15. SWOT and Strategic Implications
- 16. Risk Analysis
- 17. Implementation Roadmap
- 18. Financial Plan and Projections
- 19. Funding Requirement and Structure
- 20. Investment Case, Valuation and Returns
- 21. Scenario and Sensitivity Analysis
- 22. KPIs and Management Dashboard
- 23. Conclusion and Recommendation
- A. Appendix A: Projected Income Statement
- B. Appendix B: Projected Balance Sheet
- C. Appendix C: Projected Cash Flow
A lean, experienced operating team sized to the business, with governance and transformation credentials proportionate to a funded mining operation.
Organisational structure and headcount
The organisation is built around a General Manager accountable to the board, supported by mining/production, plant/engineering, sales, finance and SHEQ (safety, health, environment, quality) functions. Total headcount scales with the ramp from roughly 45 in Year 1 to about 70 at nameplate, complemented by contractor drilling-and-blasting and outsourced haulage where that is more efficient.
|
Function |
Key role |
Core responsibility |
|---|---|---|
|
Executive |
General Manager |
P&L, safety, stakeholder and board accountability |
|
Mining |
Mine Manager (2.9.1 appointee) |
Drilling, blasting, load-and-haul, reserves |
|
Processing |
Plant/Engineering Manager |
Crushing, screening, sand plant, maintenance |
|
Commercial |
Sales & Logistics Manager |
Accounts, pricing, dispatch, customer QA |
|
Finance |
Financial Manager |
Reporting, treasury, covenant compliance |
|
SHEQ |
SHEQ Manager |
Legal compliance, environment, quality, community |
Headcount and payroll build
Permanent headcount scales with the ramp while blasting and a portion of haulage are contracted to preserve flexibility. Payroll cost below is the modelled charge (including on-costs), escalating with the assumed wage inflation.
|
R’000 unless stated |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|---|---|---|---|---|---|
|
Permanent headcount (approx.) |
45 |
55 |
62 |
66 |
70 |
|
Payroll cost |
11,310 |
14,207 |
16,446 |
17,515 |
18,654 |
|
Non-payroll fixed cost |
11,700 |
13,367 |
14,607 |
15,483 |
16,412 |
|
Total fixed operating cost |
23,010 |
27,574 |
31,053 |
32,998 |
35,066 |
Governance and transformation
The board includes independent non-executive directors with audit-and-risk and social-and-ethics committees. A meaningful B-BBEE shareholding, local procurement and enterprise-development commitments, and Social and Labour Plan (SLP) obligations are integral to the licence to operate and to the development-finance narrative.