Midrand Print Company Business Plan — ESG and Sustainability
Paper sourcing, ink and solvent handling, waste and energy, and the social commitments undertaken.
Section 18 of 28
ESG and Sustainability
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis and Strategic Implications
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Structure
- 21. Investment Case and Returns
- 22. Sensitivity and Scenario Analysis
- 23. KPIs and Management Dashboard
- 24. Conclusion
- A. Appendix A: Assumption Register
- B. Appendix B: Monthly Summary, FY2027
- C. Appendix C: Glossary
17.1 Environmental
- Substrate and chain of custody. FSC chain-of-custody certification by month 11, with a stated target of 85% of paper and board volume from certified sources by FY2029. This is commercially necessary as much as environmentally motivated, listed corporate tender documentation increasingly requires it.
- Ink and emissions. Latex and UV-cure technologies were specified in preference to solvent systems. Both materially reduce volatile organic compound emissions, remove the need for solvent ventilation infrastructure, and simplify the permitting position.
- Waste. Paper, board and offcut waste segregated and routed to recycling; a target of under 6% substrate waste against an industry norm nearer 9%, achieved principally through the batching discipline described in Section 12.
- Energy. Rooftop solar is provided for in FY2030 maintenance capex, motivated by grid reliability and cost as much as by carbon. The plan does not claim a net-zero pathway; it would not be credible at this scale.
17.2 Social
|
Measure |
FY2027 |
FY2029 |
FY2031 |
|---|---|---|---|
|
Total employment created |
24 |
39 |
47 |
|
Of which production and semi-skilled roles |
15 |
27 |
34 |
|
Apprentice and learnership positions |
2 |
4 |
6 |
|
Annual payroll (R m) |
6.5 |
13.4 |
18.1 |
|
Target B-BBEE level |
Level 4 |
Level 3 |
Level 2 |
Table 29: Employment and transformation profile
Payroll is the sum of production labour and the employment component of operating expenditure, estimated at 42% of overheads.
Print manufacturing creates semi-skilled and skilled employment at a capital cost per job of approximately R870,000, unremarkable for manufacturing but meaningfully better than capital-intensive process industry. Of the 47 positions at FY2031, 34 are production roles accessible without a tertiary qualification, which is the substantive social argument and the one relevant to a development finance lender.
17.3 Governance
The governance arrangements set out in Section 13.3, an independent non-executive chair for audit and risk matters, quarterly board meetings, monthly reporting against a defined KPI set, and reserved matters covering unbudgeted capital expenditure and revolver utilisation above 80%, are proportionate to the scale of the business and to the liquidity risk it carries. External audit from year one is recommended rather than independent review, notwithstanding the additional cost, because the company will be asked for audited statements by both lenders and corporate procurement teams from FY2028.