Sireletso Protective Group Business Plan — Operations
Deployment planning, shift rostering, control room function and the operational disciplines that hold service quality across contracts.
Operations
Jump to section
- Overview & contents
- i. Important Notice
- 1. Executive Summary
- 2. Transaction and Funding Summary
- 3. Business Overview
- 4. Market Analysis
- 5. SWOT and Competitive Position
- 6. Service Offering and Revenue Model
- 7. Operations
- 8. Regulatory and Compliance Framework
- 9. Business Development and Client Acquisition
- 10. Management and Organisation
- 11. Financial Projections
- 12. Working Capital: The Central Finding
- 13. Funding Structure and Debt Service
- 14. Break-Even
- 15. Sensitivity and Scenarios
- 16. Risk Management
- 17. Implementation Roadmap
- 18. Investment Returns
- 19. Key Performance Indicators
- 20. Key Assumptions
- 21. Conclusion
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Application and Sources of Funds
- C. Appendix C: Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- 7.1 The operations control room
- 7.2 Personnel: the binding constraint
- 7.3 Fleet and equipment
- 7.4 Insurance and liability
7.1 The operations control room
A 24-hour control room is provisioned from day one at a capital cost of R1 620 000 and four permanent controllers. It monitors all deployed details and vehicle movements, holds current journey management plans, maintains the escalation matrix for each principal, and coordinates medical and armed response.
This capability is expensive relative to the Company’s early revenue, and a smaller operator would run without it. It is nonetheless treated as non-negotiable, for two reasons. Operationally, an officer on a detail without live monitoring and a defined escalation path is exposed, and so is the principal. Commercially, corporate procurement departments increasingly require evidence of a manned control facility before they will place a duty-of-care arrangement, which means the control room is a condition of access to the segment the plan targets rather than an operational luxury.
7.2 Personnel: the binding constraint
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Average deployed personnel |
71 |
126 |
145 |
158 |
168 |
|
Revenue per deployed officer, R’000 |
480 |
521 |
558 |
600 |
638 |
|
Revenue, R million |
34.08 |
65.60 |
80.96 |
94.76 |
107.17 |
|
Direct cost per deployed officer, R’000 |
295 |
321 |
345 |
373 |
399 |
Deployed headcount grows from 71 to 168, and revenue per deployed officer rises from R480 000 to R638 000 as mix shifts toward higher-rate work and as advisory revenue is earned against essentially no additional deployment. That second effect is why revenue grows 214 per cent while headcount grows 137 per cent.
|
Constraint |
Detail |
Response |
|---|---|---|
|
PSIRA registration lead time |
A complete individual application including the criminal background check takes six to twelve weeks |
Recruitment pipeline maintained at least a quarter ahead of deployment need |
|
Firearm competency |
Required under the Firearms Control Act 60 of 2000 for armed deployment; separate application and renewal cycle |
Competency currency tracked as a KPI; no armed deployment without it |
|
Close protection qualification |
Accredited qualification required; the pool of holders is small relative to demand |
The academy manufactures the pipeline rather than bidding for it |
|
Mandatory pre-registration |
Applies to new entrants to security officer training from 19 January 2026 |
Lengthens the pipeline; an accredited in-house academy manages it directly |
|
Vetting and psychometrics |
Beyond the statutory minimum; an officer alone with a principal warrants more |
R520 000 provisioned at establishment; recurring thereafter |
|
Rotation and fatigue |
A 24-hour principal consumes four to five officers, not three |
Rostering built to defined fatigue limits; relief capacity carried |
7.3 Fleet and equipment
|
Asset |
Quantity |
Cost (R’000) |
Purpose |
|---|---|---|---|
|
Mid-size protective SUV |
6 |
4 680 |
The workhorse of a dedicated detail |
|
Executive sedan |
2 |
1 380 |
Principal transport where a lower profile is required |
|
B4 armoured SUV |
1 |
2 450 |
Elevated-threat principals and high-risk movements |
|
Response and logistics vehicles |
2 |
840 |
Relief, equipment movement and control room response |
|
Firearms, safes, ballistic protection and medical |
— |
1 850 |
Armoury, individual issue and detail medical capability |
|
Vehicle tracking, communications and radio network |
— |
640 |
The data the control room actually monitors |
|
Total fleet and equipment |
11 840 |
7.4 Insurance and liability
Insurance placement is provisioned within the R295 000 legal, formation and insurance line at establishment and carried in fixed overheads thereafter. Cover comprises public and products liability, professional indemnity on the advisory practice, motor fleet, firearms, and personal accident cover for deployed personnel, all ceded to the lender under the security package.