Slim Othmani

Chairman
NCA-Rouiba, spa
slim.othmani@rouiba.com.dz
www.rouiba.com.dz
www.slimothmani.com
Country Profile
Company Background
Vision
Mission
Values
Strategy
The market
SWOT
Africinvest impact
Private Equity in Africa
Agenda
Country Profile
Area (sp. Km) 2,381,74
Coastline 998 Km
Boundaries 6,343 Km
Population 35M
GDP Growth rate 4,1%
Inflation 1,9%
GDP structure
8 % agriculture
30 % services
62 % industry
GDP per capita $7,400 $
Unemployment 10 %
Exchange rate $1 = 72 DZD
Challenges & Difficulties
Bright side
Market Size
Young and educated population
Purchasing Power (wages aggressively adjusted
this year)
High Margin Market (overall sectors)
Still room for growth
Rewarding experience
Challenges & Difficulties
Bureaucracy
Bad overall infrastructure (roads, ports,)
Time consuming
Land prices
Informal Sector
Human Resources (Educated but unskilled
population)
Lagging Financial sector
Company Background
In brief
Employees 450
SKU 32
Market Share 25%
Turnover 40 M
CAGR 2008 2010 22%
Key dates
Registered 1966
Tetra Pak Packaging 1989
New Management 1999
Africinvest 2005
PET Packaging 2010
Africinvest
36%
Slim Othmani
32%
Other Othmani
family
32%
Vision
Maghrebs Leader in Fruit
Juice and Fruit Drinks
Mission
Make our products available,
affordable and acceptable to all
our consumers and customers, in
the most efficient way
Social Responsibility (ISO 26000)
Guaranty to our shareholders an
acceptable ROI.
Values
Human Resources
Quality
Autonomy and responsibility
Long term vision
Innovation
leadership
Commitment
Transparency
Strategy
Differentiate & Unique
Lead the business through
our strengths
Focus our resources where
we have a competitive
advantage
Use our resources and our
capacities at their best to
catch market growth
Y 2005 - SWOT Analysis
Strengths
our ADN (culture)
Market Leader
Strong brand Equity
Distribution Network
Weaknesses
space for extension not
available next to our
facility
Operating Margins
Working capital
Management team
Opportunities
Fast growing market
Room for packaging
diversification
Improving Operation and
revenues
Risks
Exchange rate
More active competition
Country social risk exposure
Why an investment Fund in our Family business ?
Bring Equity
Improve Debt/Equity ratio
Share Financial Risk
Sustain Growth
Preserve Family Assets
Be ready for the future (more share
holders through family growth)
Reduce risks of potential conflicts
between shareholders
Changes Observed
Management & Corporate Governance level
Monthly Bizz Meeting
Proactive Board Meeting
Improved Operations
More Effective Organization
Improved Disclosure and Transparency (annual report
published)
Professional management team recruited
Improved share holders and stake holders relation
Outcomes
Updated and modernized infrastructure and equipments
Average growth rate of 20%
Income after tax 8%
Fast growing EBITDA
Increased wages
dividends distributed for the third year
Africinvest Added Value
Act as a Catalyst of Organizational
Adjustments
Sustain and Monitor agreed action
plans
Committed Team
Fast decision process
Networking
Last but not Least
Transparency
Help catch New Opportunities
Management Added Value
Next Step
List the company in
November at the Algerian
Stock Exchange
Private Equity in Africa
Low and Mid cap
opportunities
IRR must be capped and
linked to the average GDP
Thank You