How we create value over the short-, medium-, and long-term.
Capital Inputs
Financial Capital
- Borrowings: R373.7 million
- Net debt: R318.5 million
- Equity: R1 008.6 million
Manufactured Capital
- Consolidated farm operations through community owned land: 3 630 ha
- Owned property 3 711 ha under irrigation
- Capital expenditure: R77.3 million
- Value of equipment: R619.0 million (total PPE)
Intellectual Capital
- R1 399 383 invested in training and skills development
- Total number of employees: 2 652
- No employees retrenched
- Our low staff turnover of 5.6% reflects the sentiment that people want to work for CBL
Human Capital
- Total number of employees: 2 652
- Total employee remuneration: R253 million
Social and Relationship Capital
- Long-term relationships, partnerships, and joint ventures
- Broadly, our key stakeholder Groups include:
- Business partners
- Communities
- Employees
- Shareholders and investors
- Customers and suppliers
- Government and regulators
Natural Capital
- Electricity consumption
- Water consumption
- Fuel consumption (diesel and petrol)
- Plant material for propagation
- Fertilizer to maintain soil health
- Pesticides and herbicides for yield protection
Financial Capital
- Borrowings: R227.5 million
- Net debt: R184.7 million
- Equity: R1 145.0 million
Manufactured Capital
- Consolidated farm operations through community owned land: 3 588 ha
- Owned property: 3 359 ha under irrigation
- Capital expenditure: R94.4 million
- Repairs and maintenance: R2.8 million
- Value of property, plant and equipment: R772.6 million
Intellectual Capital
- R16.0 million investment in new technologies/innovation (Eswatini Solar Project)
- R1.2 million invested in training and skills development
- Total number of employees: 3 161
- No employees retrenched
- Low staff turnover of 3.6% reflects the sentiment that people want to work for CBL
Human Capital
- total number of employees: 3 161
- Total employee remuneration: R238.5 million
Natural Capital
- Electricity consumption
- Water consumption
- Fuel consumption (diesel)
- Plant material for propagation
- Fertilizer to maintain soil health
- Pesticides and herbicides for yield protection
Social and Relationship Capital
- Long-term relationships, partnerships, and joint-ventures
- Broadly, our key stakeholder groups include:
- Business partners
- Communities
- Employees
- Shareholders and investors
- Customers and suppliers
- Government and regulators
to grow quality food smartly, sustainably and profitably to provide nutritional energy for human productivity, while at the same time growing our people.
Our key Business activities include the production of primary agricultural products and long-term property development
- Developing farming operations to their utmost potential to produce and supply quality products
- Empowering the best growers for the best yields
- Unlocking value through land use transformation and optimisation
- Leveraging partnerships and shareholdings in the value chain for greater vertical integration
Primary agricultural products:

Bananas

Macadamias

Sugar cane
Property development:

Residential units and developable land
Commodity prices
Macro-economic factors beyond the group’s control contribute to lower revenue prices earned from sale of the group’s agricultural commodities. This is particularly prevalent in the banana and macadamia industry, which is demand and supply driven. In South Africa, the Recoverable Value (RV) sugar price is governed by legislation.
Mitigating Measures
The group is conducting banana export trial-runs to the Middle East in an effort to unlock new revenue markets for its bananas. Likewise, further markets for macadamias are being explored. There are signs that the lucrative Chinese dry-nut-in-shell market may slowly be returning, which bodes well for export revenue at hard currency prices. The removal of the additional sugar industry levy on growers has already seen an uptick in the South African RV sugar price in recent months.
Farming Input Costs
Geopolitical and global events beyond the group’s control can push up the costs of fertilizer and agrochemicals (herbicides, fungicides, insecticides). In the months following the Russia/Ukraine conflict, the group has experienced double-digit cost increases across most categories of its fertilizer and chemical purchases.
Mitigating Measures
The group is conducting banana export trial-runs to the Middle East in an effort to unlock new revenue markets for its bananas. Likewise, further markets for macadamias are being explored. There are signs that the lucrative Chinese dry-nut-in-shell market may slowly be returning, which bodes well for export revenue at hard currency prices. The removal of the additional sugar industry levy on growers has already seen an uptick in the South African RV sugar price in recent months.
Shipping And Fuel Costs
In the advent of the COVID-19 pandemic, most major shipping lines increased their shipping and freight rates significantly. The group exports a significant portion of its deciduous fruit crop to Europe and the United Kingdom. The higher cost of shipping resulted in dramatically lower net revenue earned on the export sale of the group’s deciduous fruit. Higher fuel costs further increased the group’s road delivery costs.
Mitigating Measures
Global shipping and freight rates are slowly starting to come down, and we are seeing this benefit through higher net revenue prices earned on our 2023 deciduous crop. Fuel costs are contained where possible, through reduction of vehicle hours to more efficient levels.
Loadshedding
Loadshedding impacts on our farms being able to meet its irrigation demands and forces us to irrigate during peak periods when the cost of electricity is high. Not being able to maintain a consistent atmospheric-controlled temperature in our deciduous fruit cold storage facilities, results in a risk of spoilage of fruit needed to be kept cool at consistent temperatures. The requirement for generators and diesel to power them results in additional cost pressure to the group.
Mitigating Measures
To combat the effects of loadshedding, irrigation has been rescheduled to ensure the crop demands are met with particular attention being paid to irrigating off peak where possible. Generators and inverters are used to provide an uninterrupted supply of electricity to the packing facilities, workshops and offices.
Climate Risk
Extreme weather events such as wind, hail, floods, drought with dry-hot conditions, severe cold and frost, can cause damage to our sugar cane roots, tree orchards and crops. These extreme weather phenomenon’s adversely impact the quality of our crops and result in lower revenue earned. Following a wet three-year La Niña phase, an El Niño phase is predicted to return. Drier conditions are forecast for southern Africa.
Mitigating Measures
To ensure sufficient water availability at the irrigated estates, water storage reservoirs have been established to provide water during extended dry periods. Shade nets are used in high hail areas to prevent bruising of banana fruit. Fire and peril risk cover over irrigation equipment and infrastructure will be increased where necessary.
Foreign Currency Price Risk
South African Rand, Zambian Kwacha or Mozambique Metical weakness against the US Dollar and Euro, results in an increase cost of certain types of fertilizer and chemicals that are imported. A weak Rand against the US Dollar also makes the servicing of our US Dollar term-debt at our Mozambique macadamia operation more expensive.
Mitigating Measures
The group has a formal hedging policy and employs the use of forward exchange contracts and other derivatives to hedge against foreign exchange risk.
Interest Rate Risk
Interest rate hikes increases the borrowing cost associated our term and demand debt facilities. Between March 2022 and July 2023, the South African prime lending rate has gone up by 400 basis points.
Mitigating Measures
The group structures its debt facilities into a balance of term and demand debt. In certain instances, fixed-rate borrowings are selected, as opposed to volatile variable rate instruments.
KZN Property market
Rising interest rates, a depressed residential and commercial property industry, as well as the 2021 riots and 2022 floods have hurt sentiment for the KZN property market. These challenges hamper the group’s efforts to unlock commercial land and residential unit sales at its Renishaw property division, in the south coast of KZN.
Mitigating Measures
The group employs the use of reputable and experienced sales and marketing agents, to assist with land sales as well as residential units.
Labour Unrest
Rising inflation and the cost of living, puts further pressure on the consumer and impacts on peoples’ ability to live of their incomes. The risk of strikes by our waged workers at our farms is therefore a high risk.
Mitigating Measures
There is constant engagement and consultation with employees, Unions and Bargaining Councils where applicable. In all cases, the group endeavours to abide by prevailing labour legislation and minimum wage requirements.
Liquidity Risk
The reduction in operating earnings over the last year put a commensurate strain on operating cash flows required to support the group’s working capital needs. When combined with the group’s capex requirements and servicing of interest on borrowings, the group’s funding requirement is such that it is still heavily reliant on its short-term banking facilities.
Mitigating Measures
A portion of the proceeds from the sale of the group’s three deciduous farms will be used to reduce short-term bank debt with the balance being allocated to complete other projects as well as for working capital requirements. In addition, the group’s bridging facility from its bank has been extended until the deciduous sale transaction is completed.
Capital Outcomes
- Revenue: R615.7 million
- Long term assets with high future returns
- CBL continues to assess ways in which to unlock value for shareholders
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- New acquisitions
- Disposal of non-optimal assets
- Creating commercially viable land through land use transformation and development
- Continuously improved systems and new insights into monitoring enable the Group to better manage and enhance poor performing farms
- Improved brand recognition and reputation enables us to scale our business
- 12 students assistance opportunities
- 10 learnership opportunities
- No employees retrenched
- Expertise and skills gained through everyday learning
- Improved efficiency and conservation processes for water and electricity usage
- Soil health maintained through nitrogen, phosphorus and potassium (NPK) inputs for better yields
- Waste recycled through circular processes
- Waste generated from internal operations
- As part of our commitment to respond to climate change, the Group has launched processes to measure and record our total greenhouse gas (GHG) emissions
- Savings from our solar plant
- CBL continues to establish valued partnerships and joint ventures
- Tax contributions: R1.8 million
- Corporate social investment (CSI) Contribution: R1.0 million
- Benefits to our partners through dividends