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“Environment of doing business in Namibia – perspective of a local investor” by Sven Thieme WSDI/Namibia International Investment Conference Safari Conference Centre Windhoek, 31 October 2007. Topics: . Who we are 2. History/establishment era 3. Growth phase 4. Way forward and future

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slide1

“Environment of doing business in Namibia – perspective of a local investor”by Sven ThiemeWSDI/Namibia International Investment Conference Safari Conference CentreWindhoek, 31 October 2007

slide2

Topics:

  • Who we are
  • 2. History/establishment era
  • 3. Growth phase
  • 4. Way forward and future
  • 5. Namibia – Good Investment Destination
slide3

Who we are

  • Proud history of investing into our own country
  • “As pioneers in in their related industries, the
  • Ohlthaver & List Group, is synonymous with Product
  • innovation and the enhancement of socio-economic wealth
  • in Namibia.”
  • Largest privately held group outside the mining sector
  • 80% of the total turnover is value adding
  • Over 4000 employees
  • Epia as empowerment partner
  • Subdivided into seven industry-related Focus Groups
slide4

Who we are: a truly Namibian company

1. Focus group: Beverage

slide6

Who we are: a truly Namibian company

3. Focus group: Leisure

slide9

Who we are: a truly Namibian company

6. Focus group: Property

slide10

Who we are: a truly Namibian company

7. Focus group: Services

slide11

Who we are: Vision and mission programme (Mwenyopaleka)

  • Implemented during 2004
  • Aims to communicate vision, mission and values to all employees
  • Encourages value driven culture
  • Vision:
  • To create wealth by building innovative and sustainable businesses and thereby enhancing living conditions and socio economic wealth.
  • Mission:
  • Everyday we challenge our past to improve the future for everyone.
slide12

History: a long established business…

  • 1923 founded by Carl List and Hermann Ohlthaver in Windhoek
  • Started as a banking establishment
  • 1964: Werner List, Carl List’s son, takes over chairmanship
  • Growth through acquisitions and vertical integration
slide13

Growth phase:

  • Year 2002
  • Appointment of new management early 2002
  • Understand global competitive forces (Globalisation)
  • Lack of skills and expertise (global dynamics)
  • Lack of economies of scale
  • Lack of access to best practice
  • Lack of access to marketing best practice
  • High costs base
  • Lack of proper systems, processes and techniques
  • Import increasing & export decreasing
slide14

Growth phase (continued):

  • 1.Changed Management
  • Change Management Programme
  • Develop own Management & Talent Programmes
  • Exchange programs
  • Rotation programs
  • Benefit
  • Identify and build future talent
  • Build future management capacity
slide15

Growth phase (continued):

  • 2. Entered into various strategic partnerships
  • Heineken (Heineken brand – most international)
  • Diageo (largest beverage co in the world)
  • Broll (within top two in SA property management)
  • Pick ‘n Pay (one of the largest retailers in SA)
  • Dimension Data (of the top network co in the world)
  • Benefit
  • Access to best practice
  • Access to latest technologies & expertise
  • Access to top people
  • Exchange of people
  • Promotion of export opportunities
  • Access to brands
slide16

Growth phase (continued):

  • 3. Execution of an aggressive plan (learned from the world and adopted to Namibia):
  • Clear financial goals
  • Critical success factors identified
  • Clear enablers identified
  • Clear initiatives taken to support to above
  • Benefits
  • Clear alignment
  • Timeous execution
slide17

Growth phase (continued):

  • 4. Key initiatives undertaken
  • Implementation of state of art business systems
  • Best practice in whatever we do
  • Investment (about N$ 1 bn) in value add facilities &
  • businesses, retail & commercial building, leisure etc.
  • Investment into people
  • Rationalized businesses
  • Streamlined operations
  • Value-adding focus (from commodity)
  • Benefit
  • To be as cost effective and efficient as possible
  • Producing value add – maximise sales value
  • To be sustainable
slide18

Growth phase (continued):

  • 5. Innovation
  • Part of our corporate vision
  • Learned from the world - Adopted to Namibia
  • Participation in worldwide trade-fairs
  • Participation in most know-how & expertise forum in the world
  • Benefits
  • to become (if possible) a leader in what we do
  • to be in the know of all latest technologies
slide19

Growth phase (continued):

  • 6. HR is the agenda (People)
  • Substantial investments in people
  • Mwenyopaleka improved organisational culture & climate, enhanced labour productivity
  • Performance management system (Appraisal and development plan)
  • Employee health (comprehensive HIV testing, treatment and support)
  • Benefits
  • Nothing more then obvious what this will do
slide20

Results

  • Doubled Turnover to 2.4 billion
  • Doubled Asset base to 2.4 billion
  • Despite restructuring the businesses – employment increased to 4200 - 4300
  • Close to 1 billion invested over the last three years
  • Dramatic increase in exports
  • New businesses created
  • State of art systems & processes implemented
  • Major Value adding production facilities
  • New innovations launched
slide21

Way forward & the future

  • New Joint Venture created with Kempinski/IFA - establish a 5 star
  • portfolio in Namibia to the value of N$ 550 million,
  • Expand into Southern Africa using current bilateral, multilateral and
  • similar agreements,
  • Use the access to 190 million customers and consumers in Souther Africa
slide22

Namibia – Good Investment Destination

  • Macroeconomic conditions
  • (Free Market Economy, Stable political environment, Good legal
  • system, Stable tax rates and regime)
  • Physical infrastructure
  • (Roads, Rail, Flight services, ports, telecommunication, etc.)
  • Major trade agreements
  • (AGOA, SADC, SACU, preferential treatments for Namibian products)
  • Foreign Investment Act
  • (Special incentives for manufacturers/exporters)
  • Life style/social infrastructure
  • (quality of life, medical services, education etc.)
slide23

Namibia – Good Investment Destination

  • Industry Sectors of potential
    • Mining
    • Tourism
    • Agriculture
    • Aquaculture
    • Fishing (value adding)
    • Value adding manufacturing
    • Services