Strategic performance
We are reshaping our Supply Chain through investing in our capabilities, systems and technologies to unlock efficiencies, cost savings and innovation. This will improve the Group's long-term sustainability while reducing waste and the use of natural resources.
PERFORMANCE IN 2025
We continued to improve our Supply Chain, focusing on the rollout of technology and creating capacity:
- Developed a roadmap to revitalise our manufacturing plants.
- Completed the implementation of the new warehouse management system across all distribution centres.
- Reviewed and optimised our labour structures.
- Developed the Gauteng cold storage facilities in Midrand and exited our lease from the Crown Mines cold storage facility.
- Invested R41 million in capex in manufacturing technologies that improve yield and efficiencies.
- Deepened our strategic procurement facilities of key commodities.
- Appointed a trade marketing consultancy to promote our Retail brands and drive store listings.
PRIORITIES FOR 2026
- Complete the relocation of the Gauteng cold storage facility to Midrand.
- Leverage our warehouse management system to manage our inventory holdings for working capital.
- Explore and invest in leading and efficient manufacturing technologies.
- Complete solar installations at the Midrand Campus and Famous Brands Coffee Company.
- Explore solutions to insulate our Supply Chain from water interruptions and quality issues.
KEY METRICS
We gauge our performance by revenue growth and operating profit growth. As a measure, revenue demonstrates a strong demand for our Supply Chain products, while operating profit shows that our drive for operational efficiencies is successful.
Revenue
Operating Profit
Link to remuneration
Our Long-Term Share Plan includes KPIs regarding efficient operating practices, such as reducing GHG emissions and water usage.
"As our revenue comes under pressure, we must invest further in improving the efficiencies of our Supply Chain to protect our operating profit and margins."
We create great consumer experiences through innovation, flawless execution, and continuous improvement. The food services industry is fiercely competitive, and we must ensure our brands are differentiated through consumer appeal, convenience and value offerings.
PERFORMANCE IN 2025
- We focused on organic growth for our Leading Brands portfolio in SA, SADC and AME markets.
- We invested in media spend and promotional activities to maintain and grow market share in SA.
- We received 21 consumer awards across the SA Leading Brands por tfolio. Ten “Best of ” consumer awards in QSR and 11 in CDR.
- Increased our drive thru presence in SA by opening seven drive thrus.
- Enhanced our own delivery capabilities through the delivery hub model in SA, Botswana and Zambia.
- Rolled out the Munch Sof tware solution to 268 Casual Dining Restaurants in SA.
- Entered the Egyptian market with the launch of two Debonairs Pizza restaurants.
- Net Leading Brands store growth of 83 in SA.
- Grow Leading Brands in SADC (18 net new store growth) and selected AME markets (24 net new store decline).
PRIORITIES FOR 2026
- Increase our drive thru presence in South Africa.
- Expand our use of flexible and smaller formats to increase our footprint.
- Invest in own delivery capabilities.
- Complete the rollout of Munch in our CDR network in SA.
- Grow Leading Brands in SADC and selected AME markets.
KEY METRICS
We measure our performance through internal research metrics and like-for-like sales growth.
Link to remuneration
We consider our Google rating across our brands and net store growth in South Africa, SADC, AME and the UK as KPIs in our 2025 Group Scorecard for STIs.
Our franchise partners represent our brands, and their success drives the sustainability of our front end and back-end. We develop close, mutually beneficial relationships with them.
PERFORMANCE IN 2025
We considered our franchise partners in every major strategic decision. We monitored our menu pricing closely to ensure that our franchise partners have viable operating margins and that consumers receive value for their money.
- We continue to close the alternative power gap, and 96% of SA Leading Brands restaurants have alternative power solutions.
- We explored opportunities for water solutions at the restaurant level.
- We supported franchise partners to comply with labour legislation in response to the Department of Employment and Labour’s audits.
KEY METRICS
We have several KPIs to measure the health of our franchise partner relationships. We regularly interact with the national franchise forums for each brand, and set metrics are evaluated. These metrics are strategic and, therefore, not disclosed.
|
SA net store growth |
2023 | 2024 | 2025 |
|---|---|---|---|
| SA | 48 | 35 | 74 |
| SADC | 12 | 18 | 17 |
| AME | 5 | 24 | (24) |
| UK | (2) | (2) | (2) |
Link to remuneration
Net store growth in SA, SADC, AME and the UK as KPIs in our 2025 Group Scorecard for STIs. We will only grow our networks if we support our franchise partners to thrive.
PRIORITIES FOR 2026
- Supporting franchise partners to secure alternative water solutions.
- Continue our rental rebasing programme with franchise partners and landlords, as lease anniversaries approach.
- Multiple operator business reviews in support of our clustering model.
- Continue the rollout of delivery hubs to drive efficiencies across our own delivery network.
We focus on organic and acquisitive growth in SA and selected markets. We focus on ensuring capital is effectively allocated to execute on strategic goals to support future growth, to meet operational requirements, service debt and pay dividends to shareholders when appropriate.
PERFORMANCE IN 2025
Our financial and investment decisions are aligned with our strategic objectives, which include growing Leading Brands in SA and selected AME markets and enhancing our Manufacturing and Logistics capacity.
- Continued to ser vice our debt, including making a voluntary payment of R20 million.
- Secured project financing for our Midrand cold storage facility.
- Allocated investment to refurbish our Manufacturing operations.
- Acquired 38% non-controlling shareholding interest in Famous Brands Coffee Company.
- Distributed dividends to shareholders.
PRIORITIES FOR 2026
- Refinancing our existing debt structure.
- Prudent capital allocation for:
- Continuing to pay down legacy debt
- Investing in various capability and capacity projects in line with our strategy
- Dividend distribution to shareholders
- Improving working capital management.
- Maintaining a healthy balance sheet.
KEY METRICS
We consider several metrics as indicators of our financial health and ability to successfully deploy capital.
"As our revenue comes under pressure, we must invest further in improving the efficiencies of our Supply Chain to protect our operating profit and margins."