Two Seasons Garlic Business Plan — Management and Organisation

The management team, agronomy and operations structure, and the hires that gate each stage of the build.

Management and Organisation

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13.1 Board and executive team
13.2 Organisational structure, hiring plan and headcount
13.3 Governance, KPIs and incentives

A four-person executive team covering agronomy, production, finance and retail sourcing, an independent chair and two investor nominees, and a headcount that scales from 38 to 208 in two rural districts.

13.1 Board and executive team

Role	Background	Responsibilities
Independent non-executive chair	Commercial advocate; former chair of an agricultural marketing council; 22 years in agribusiness governance	Board leadership; audit and risk committee chair; trade-remedy monitoring oversight
Chief executive officer	Plant pathologist; doctorate in allium disease management; 11 years in commercial vegetable production	Strategy; seed-bank and agronomic integrity; investor relations
Operations director	20 years in irrigated vegetable production in Limpopo and the Northern Cape; previously farm manager for a listed producer	Both blocks; planting, harvest, curing; mechanisation; labour
Financial director	Chartered accountant; nine years in agricultural finance including a development finance institution	Finance, treasury, the term facility, management accounts, compliance
Commercial director	Former fresh-produce category buyer for a national retail group; 14 years in retail sourcing	Retail programmes; food-service distributors; export; pricing
Non-executive director (seed lead)	Investment principal; agricultural private equity	Investor oversight
Non-executive director (Series A lead)	Managing partner; agribusiness and food-processing investments	Investor oversight; remuneration committee

Table 25. Board composition and executive responsibilities.

13.2 Organisational structure, hiring plan and headcount

Function	FY2027	FY2028	FY2029	FY2030	FY2031	FY2031 average cost (R’000)
Field operations (incl. seasonal)	26	58	84	114	142	58
Packhouse and processing	4	14	24	34	44	72
Agronomy and technical	3	5	6	8	10	520
Commercial and logistics	2	3	4	6	7	540
Administration and management	3	4	4	5	5	780
Total headcount	38	84	122	167	208

Table 26. Headcount plan. Seasonal field labour is shown at peak-season equivalent; ~55% of field roles are seasonal.

Payroll is embedded in field cost (seasonal and permanent field labour), packing and peeling cost (packhouse staff) and overheads (agronomy, commercial, administration). Executive remuneration is set at market for agribusiness of this scale, R1.2m to R1.6m per executive director including benefits, with 40% of the incentive component tied to yield, pack-out and EBITDA and 60% vesting through the employee share trust and a management option pool within it.

13.3 Governance, KPIs and incentives

Board. Independent chair, four executive directors, two investor nominees; quarterly meetings plus a pre-planting session before each window.
Reserved matters. Annual planted area; capex above R1.0m; further share issuance; disposal of the seed bank; changes to the retail pricing framework; any new debt.
Reporting. Monthly management accounts; seasonal agronomic report on yield, pack-out and disease incidence; quarterly board pack; annual audited financial statements.
Audit and risk committee. Chaired by the independent chair, meeting twice yearly, with specific responsibility for crop-insurance adequacy and trade-remedy monitoring.
Management KPIs. Yield per hectare; pack-out rate; seed-bank health score; programme fill rate; blended realised price; EBITDA; cash; DSCR. Set out in full in Section 24.
Employee share trust. 10% broad-based trust covering permanent employees; a governance commitment and a material element of the company’s B-BBEE position, which affects its ability to supply national retailers.

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