13. Human Capital Strategy

The service model depends on people: premium hospitality training, a high-energy service culture and genuine customer-engagement skill. The Company treats hospitality talent as a strategic asset and builds the pipeline to support the rollout.

By Year 5 the platform supports approximately 2,800 venue staff, 180 management personnel, 90 corporate staff and 30 marketing specialists. A hospitality training academy, structured career progression, and retention incentives tied to service and consistency underpin the >80% retention target. Employment equity and skills development are integral both to the Company’s values and to its B-BBEE positioning, which affects corporate and landlord relationships alike.

13.1 Organisation and governance

The corporate organisation is built in three layers: a lean executive team (chief executive, operations, finance and brand) accountable to the board; a central platform of procurement, technology, finance, marketing and franchise support; and the venue operating teams, each led by a general manager with head-of-bar and head-of-kitchen reports. A board with independent non-executive representation and, during the facility term, lender observer rights, oversees strategy, capital allocation and risk. Monthly management accounts — profit and loss, cash flow, covenant calculations and the KPI dashboard — are produced within eight working days and shared with funders under the facility’s information covenants.

13.2 Remuneration philosophy

Remuneration is structured to align the team with investor outcomes: competitive but disciplined base salaries, meaningful at-risk incentives tied to EBITDA, cash conversion and service quality, and a management equity pool vesting over four years against plan milestones. Venue-level incentives reward the operational KPIs that drive the model — beverage margin, table turnover, satisfaction and retention — so that the people running each venue are paid to protect the numbers the forecast depends on. Key-person cover on the senior executives mitigates the concentration risk inherent in a founder-led venture at this stage.