Ocean Basket Group – Focus, simplicity and courage

From one restaurant in Pretoria in 1995 to over 200 Ocean Basket restaurants in 16 countries across the globe, Ocean Basket delivers the very best seafood dining experience to over 18 million people every year. From Kazakhstan to Cyprus, Mauritius to Ghana, individuals unite in their appreciation of Ocean Basket’s award-winning seafood and commitment to value. We spoke to Grace Harding who has been the CEO of Ocean Basket for over 11 years.

Tell us a bit about the growth of the Ocean Basket Group. How have you grown a local business into a global brand?

Ocean Basket goes beyond the individual; it is about the team and a brand that has gained immense recognition, love, and trust. When I joined the Ocean Basket Group, we only had a few restaurants operating in other countries. Our growth can be attributed to the widespread recognition our brand has achieved.

One significant milestone in our expansion was when we launched in the Dubai International Airport. This breakthrough opened numerous opportunities for us, just as our restaurant in Cape Town’s V&A Waterfront paved the way for our entry into Dubai.

Cyprus has also played crucial role as a powerful advertising platform, attracting businesspeople who have experienced the quality of Ocean Basket. As a result, we have expanded into countries like Kazakhstan and Malta.

What are some of the key milestones, and how have these unlocked transformation within the Group?

The restaurant industry has created opportunities for many. With its low barriers to entry, our restaurants are predominantly operated by individuals who have grown and risen through the ranks. Many of them have gone on to become part of our franchise system. This growth and progression is also evident in our support team.

SA has experienced a variety of challenges over the past few years including a pandemic and ongoing loadshedding. How has the Ocean Basket Group navigated this?

Tough times always bring about new thinking and a drive to find new solutions. The Ocean Basket Group has expanded its sourcing network from under five countries to over 15 in just eight months. Our supply chain strategy includes strategic partnerships and innovative container-filling methods. Economies of scale and considering benefit for everyone in the value chain is important. The world is shifting towards partnerships for broader benefit rather than just focusing on individual interests.

economies of scale even harder. We prioritise responsiveness to our partners' needs and hold their investment decisions in high regard.

What advice would you give to entrepreneurs wanting franchise opportunities?

Franchising covers many business categories. While I can only speak about the restaurant sector, I would advise entrepreneurs to scrutinise many options before deciding. It's not only about opting for a well-known brand; success hinges on robust systems, processes, and supportive infrastructure.

If you don’t get that, then you might as well open up your own business. Taking ownership of your investment is essential. Remember, franchising is a partnership, not a fail-safe way of living. Nothing replaces hard work and grit.

a reliable business model and a reputable brand.

What is the foundation of the Ocean Basket Group’s success?

Focus, simplicity and courage. To stay focused on only seafood is a long game. Seafood is not the number one protein of choice, and we have never been tempted to add burgers or chicken meals. We are devoted to seafood and see the potential it has. Delivering a seafood dining experience at a great price is the cherry on the top. We have spent nearly 30 years navigating this strategy, and it continues to evolve.

From a franchise perspective, there are still people who want to invest in a reliable business model and a reputable brand. We have not seen a decline in interest. However, investors now scrutinise ROI more closely, prompting us to drive

You have said, “I think the thing that works during times of struggle is unity”. What does this mean to you?

Covid brought the sit-down restaurant industry together, fostering a sense of unity. It never used to be an industry where competitors united to create something meaningful for the industry as a whole. However, we realised that standing alone reduced our voices to a whisper. To be heard, we took responsibility by gathering data, seeking representation, and expressing our desire to make a positive impact on our country. After all, without data and representation, we cannot expect the government to sit up and take notice. We would love government to also invite the smaller industries to the boardroom table for inclusive decisionmaking.

Is there sufficient support for the restaurant sector from government and industry to help promote growth, unlock employment opportunities and skills?

The government has made significant efforts in driving skills development through SETAs. When it comes to the restaurant industry and its vast value chain, there is huge opportunity for more. More awareness, more deliberate skills development plans, and promoting the restaurant and hospitality sector as a great place to work.

We want to drive this together with the government. By pooling resources, including major restaurant groups and renowned chefs like Shaun Smith, we can drive positive change together. It’s all about collaborating. Government cannot make magic alone, and neither can we.

What has been the biggest change to impact the industry, and how has the Ocean Basket Group navigated this?

Ocean Basket is a strong brand, held together by authenticity, care and love. As a privately owned business, the core values of our brand have remained strong. We never want to compromise on quality or experience. If there is ever a batch of seafood that falls short, it truly devastates us.

As for our current challenges, we recognise that we must navigate around them as we are unable to solve their core issues. For instance, our chips may not always have the desired extra crispy coating due to manufacturers' limited electricity supply.

We also encounter additional expenses, such as the extra R30 000-R40 000 a month for diesel as well as the additional cost of power walls, generators, rentals, and concerns for the wellbeing of our non-South African staff members.

Over the past 20 years, the restaurant’s net profits have been eroded. Passing increases on to the customer is not sustainable. Everyone is under pressure. That means it’s a fine line and a tight squeeze. It requires constant reinvention to cope with the circumstances.

We strongly urge the government to include us in their strategies and think tank sessions that directly impact our industry. We are dedicated to South Africa and the over one million staff the restaurant and hospitality industry employ, and the thousands of business owners who have millions invested in their restaurants.

Tell us a bit about the Group’s sustainability journey.

Sustainability encompasses everything from responsible fishing, recycling and the well-being of people – all people. This includes our staff, as well as the staff of our suppliers and partners.

We prioritise meticulous care in fishing practices and proudly display our SASSI seal of approval. Taking a holistic approach, we consider our supply chain and its sustainability.

Our logistics partners, Digistics, have great projects underway that aim to save fuel and electricity. The need to reinvent our electricity sources has been imposed upon us, and we actively seek alternative solutions.

How do you foresee the industry unfolding over the next couple of years?

I wish I had a crystal ball. People want to connect, eat together and have some reprieve from the drudge of life. People all over the world feel depleted. Food has brought people together around a table since biblical times. We get together to share a meal to celebrate, cry and take a breath.

What are the key opportunities in SA’s hospitality industry?

There are always opportunities. They arise from great co-creation between suppliers and clients, as well as collaboration among competitors. I believe that we have already become less territorial and are sharing our problems.

Increased collaboration and navigating the obstacles will give birth to new ideas. Embracing virtual specialists offers exciting possibilities. Who needs a business analyst in the office these days? They can be based anywhere in the world. This will give us a wider perspective and a global scope.

What are the challenges facing SA’s hospitality industry?

The current brain drain from South Africa is concerning. The state of electricity and the overall decline of our country are disheartening. Our country is rich and yet so poor.

Tourism needs to improve. We need to market our country properly. We need to invest in brains and great marketing tactics. The rampant theft must stop. I drive through small towns that are completely broken. People are losing hope. We need strong leadership. The leaders of our country should have KPIs and be held accountable. One should run the country in the same way one runs a business.

What can we expect next from the Ocean Basket Group?

We are determined to grow. In 2022 and 2023, our focus has been on regrouping after opening two restaurants in the UK during a period of economic crisis. We are learning, our restaurants in the UK are finding their feet and the Brits are slowly discovering affordable, delicious seafood.

We have also been addressing the challenges within South Africa, striving to find stability amidst the chaos. Looking ahead, we have plans to open four new restaurants in Africa this year through licence partners.

What has been the key to your success as a leader?

Success is not a destination. It does not just arrive. It comes and goes. Success and failures dance together in my life all the time. I am grateful to all my mentors over the years, to the founder of Ocean Basket, Fats Lazarides, who gave me such a great opportunity and taught me about this industry. I remain curious and ‘ignorant’. And, have nerves (and balls) of steel. I am driven by my deep care for others. And for making things better wherever I can.

What are the lessons you have learned?

Be nice to everyone. Always. There is no reason to be rude or demeaning. Always tackle the bad things – poor performance, problems, culture misalignment. Never stop learning. Always say thank you. 

About Grace Harding

Grace Harding, CEO of the Ocean Basket Group, has spearheaded its transformation with a steadfast commitment to industry unification and enhancing guest experiences. Her leadership, rooted in simplicity, focus, and purpose, draws from a passion for theatre and travel. Prior to her role at Ocean Basket, Harding made a significant impact as a leadership specialist, using her 15-year tenure at Edgars Group and her leadership consultancy to galvanise leading South African brands. As cofounder of The Restaurant Collective, she's shown a dedication to industry progress.