Partnerships

1. NOT AN OFFICIAL UNCTAD RECORD Partnerships The basis of development in Africa

2. Market Dynamics From To In the 90’s Regulated Competitive Domestic Global Production driven Customer driven Know your customer Focus and specialization Reflect the discipline of market leader For the years 2000 Partnerships improve competitiveness

3. Workforce Dynamics From To In the 90’s Simple task Complex, high technology Multi layer Flattened Labor force Empowered employees Recruit with a vision Train with focus Equip for the challenge For the years 2000 Partnerships create expertise

4. Managerial Dynamics From To In the 90’s Automatic Coach counsel Telling, directing Listening, sharing Controlling Empowering Seek the leaders Encourage team work and cooperation Reward and celebrate accomplishments For the years 2000 Partnerships develop leaders and sharpen their skills

5. Challenges The true challenge is to manage the change agenda in emerging countries where there is an history of high protection and a tradition of hierarchical structures Traditional family businesses / Petroleum independents will reinvent themselves and create shareholder value through effective partnerships

6. Oismine Group Response • Concentrate on core competence • Develop a world class team • Restructure and reposition businesses • Develop strong and enduring strategic alliances with international market leaders ChevronTexaco Addax & Oryx SHV Gaz Corral

7. Oismine: A well organized holding company focusing on energy and including three petroleum affiliates with their related business supports PETROTANK Fuels484 MT 10,4% Somepi C. TIMLOG ORYX(C.I. – Mauritania…) GESTRA Somirgy885 MT14 % SOTRAGAZ LPG395 MT32.5% Tissir Primagaz Lubes6,3 MT9 % Somepi Texaco GREIF Turn over: 4,8 MMM DHs INTRAL EXIMTRA Partners are global leaders : ChevronTexaco – Addax –SHV – Corral –Greif …

8. TPZ - Partnership values Tissir Primagaz: The first strategic international alliance

9. TPZ - Partnership values • Tissir Primagaz : 50% SHV Gaz 50% Somirgy • Become leader in GPL with 32.5% market share in Morocco • Strengthen LPG supply power • Take advantage of marketing synergies and cost reduction process • Bring environmental and safety culture • Leverage best practices and develop new leaders

10. STL - Partnership values The perfect partnership to promote double brand lubricants

11. STL - Partnership values • Somepi Texaco Lubrifiants : 50% ChevronTexaco 50% Somirgy • Take advantage of a double brand strategy (global and local) • Market a comprehensive product line • Access to new technology and improve excellence in operations • Focus more effectively on safety and environmental issues • Develop and train employees through best practices sharing

12. ORYX Côte d’IvoirePartnership values Oryx : A strong brand in Africa to support a successful market entry in Cote d’Ivoire

13. ORYX - Partnership values • ORYX joint participation : 70% ORYX 30% OISMINE (Cote d’Ivoire / Mauritania) • Combine financial and human resources to facilitate market entry • Lean on Addax/Oryx pan African organization to manage and control the businesses effectively • Take advantage of Moroccan competences and field knowledge to gain new customers • Extend area of cooperation to other businesses ( Lubricants in West Africa and Marine fuels in Morocco) • Learn and exchange best practices

14. Key for partnership success • Proactively manage safety and respect ethics • Make partnership valuable to customers • Align workforce to operate within a global organization • Create a culture of discipline • Shareholders share the same vision and values and communicate effectively ChevronTexaco Addax & Oryx SHV Gaz Corral

15. Partnership – Good to Great “The most successful companies will be those that exploit knowledge more effectively than their competitors ” Jim collins Partnerships provide private business family with access to the knowledge and its effective transfer to the business ChevronTexaco Addax & Oryx SHV Gaz Corral