Mise en page 1 - Invest in Tunisia, The Foreign Investment ...

SUMMARY
INTRODUCTION 3
AUTOLIV 4
BENETTON 6
BRITISH GAS 8
DANONE – STIAL 10
ERA 12
FUBA PRINTED CIRCUITS 14
GARDEUR 16
GRUNER AG 18
KASCHKE - ZKE 20
LEONI AG 22
PHILIPS 24
SIOEN 26
STEDIM BAG TECHNOLOGY 28
PIRELLI - STIP 30
TELEPERFORMANCE 32
SOCIETE GENERALE– UIB 34
UNILEVER 36
VAN DE VELDE 38
VAN LAACK 40
FIPA-Tunisia 42

INTRODUCTION
“Tunisia: a unique opportunity, just one hour from Europe.”
Tunisia is a welcoming, modern and tolerant country that provides a prosperous and
profitable environment for investors, supported by:
a liberal, competitive and efficient economy;
opening to the outside world, proximity to major markets, short turn-around time;
skilled human resources at competitive cost;
reliable, fast-growing infrastructure;
a favorable environment and numerous opportunities;
advantageous tax and financial incentives;
and by very pleasant living conditions similar to those enjoyed in the countries of
southern Europe, full of unique charm and the feeling of being safely at home.
International institutions are unanimous in lauding the success of Tunisia’s socio-economic
model.
Highly rated at the international level, Tunisia has always been at the top of African and
Arab rankings and has even surpassed a number of industrialized countries, according
to the World Economic Forum’s global competitiveness reports and sectoral
competitiveness studies carried out by world renowned consulting firms.
So, over 2,600 foreign or jointly-owned companies work in Tunisia, providing 235,000
jobs as of end 2003.
The number of initiatives to expand operations continues to grow every year. Several
large groups have strengthened their presence and increased production facilities over the
past five years.
Major groups operating in Tunisia
Akzo Nobel, Alcatel, Autoliv, Aventis, Benetton, British Gas, Courtaulds, Danone,
Dräxlmaier, ERA- Elektrotechnik, FRAM, Gardeur, Gruner AG, General Electric, Henkel,
Isuzu, Japan Tobacco, Kaschke, Klopman, Latécoère, Lear Corporation, Lee Cooper, Leoni
AG, Lucent Technologies, Microsoft, Miroglio, Pfizer, Philips, Pirelli, Rhône Poulenc Rorer,
Sanofi-Aventis, Sara Lee, Siemens, Sioen, ST Microelectronics, Stedim, Société Générale,
Téléperformance, Thomson Multimedia, Unilever, Valéo, Van De Velde, Van Laack……..

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“AUTOLIV is here for the long term. It plans on further development in Tunisia, since the
quality, adaptability and flexibility of staff are decisive comparative advantages.”
Marie Raoul, Director of Human Resources
A U T O L I V
The world’s number one manufacturer of automotive safety equipment, AUTOLIV makes all kinds of
airbags, seats, seatbelts, steering wheels and alarm systems. Clients include the biggest car
manufacturers: Ford, General Motors, Renault, BMW, Toyota, PSA, Nissan, Saab, Volvo …
This initially Swedish group was founded in 1958 and gradually went global. Today it has production
operations in 30 countries, providing jobs to 30,000 people on five continents. 2,500 of these jobs are
in research and development, with 20 test centers located in nine countries.
There has been impressive development over the past 10 years, with an increase from a little over 5,000
employees to more than 30,000 and turnover of 4.5 MM euros in 2003. The company is quoted on the
New York, Stockholm and Chicago stock markets.
AUTOLIV’P two pronged goal is to considerably lower the number of automobile accidents throughout
the world and resulting injuries, by creating, manufacturing and marketing safety products and systems.
AUTOLIV is the number one world producer of airbags (driver and passenger sides, thorax, lateral, and
legs), seat belts, safety seats, car seats for children, steering wheels, and on-board security systems.
Thanks to its research and test centers, AUTOLIV maintains state of the art innovation in the area of car
safety, thanks to an international technical board made up of the top scientists in biomedical research and
traffic safety.
For AUTOLIV, Tunisia is a strategic location and this explains the dazzling development in operations and
employment: 1,750 jobs created in five years at five production sites at the rural site of El Fahs (60 km
south of Tunis) and at Nadhour (100 km south of Tunis).
1998: creation of ASW 1, the first Tunisian site, at El Fahs (a plant manufacturing covered steering
wheels)
1999: ASW 2 in Nadhour (covered steering wheels)
2000: ASW 3 in Nadhour (production of foam steering wheels)
2001: ASW 1 F in El Fahs (covered steering wheels for Ford)
2003: ASW 4 in El Fahs (covered steering wheels for BMW)

AUTOLIV puts human resource management at the heart of corporate policy and this principle has been
successfully applied in Tunisia: “Knowing how to be is our main point of reference.”
AUTOLIV Tunisia employs mainly young women (under 25) and provides training at a specially created
school.
Self reliance on the part of employees is encouraged through a system of incentives for suggestions
concerning higher productivity. Tunisian employees have been sent to factories in Germany to transfer
their manufacturing know-how.
Social policy is based on internal advancement. Employees who started as « coverers » are now in
charge of manufacturing. Internal communication filters down to the most junior operator.
Supervisory staff is largely Tunisian.
A U T O L I V
Support from the Tunisian state has been effective and decisive. Local relations with authorities are
excellent.
“We have been in Tunisia since 1998. Tunisia is a strategic country in our worldwide expansion and we
plan on further development there.”
Marie Raoul, Director of Human Resources
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“Geographic proximity to Europe, low labor costs, political stability and significant tax breaks
have played a major role in the decision to develop our Tunisian affiliate.”
Jonata Massimo, Director BENETTON Tunisia
B E N E T T O N
BENETTON is Europe’s largest clothes manufacturer. This Italian success story began in 1965, when
Luciano BENETTON opened a fabric store with his sister Giuliana. Their youngest brothers Gilberto and
Carlo joined the company in 1969 and the BENETTON family opened its first clothing store in Belluno,
Italy then in Paris the following year.
At first BENETTON merchandise was largely pullovers in classic colors. But Luciano BENETTON soon
decided to innovate, attracting the attention of the younger generation by turning out brightly colored
sweaters. Their slogan is recognized around the world: United Colors of Benetton.
Another innovation involved processing of wool to make it softer and thus nicer to wear. Furthermore,
by using the vibrant colors in demand and offering fast turnaround time, BENETTON was able to get
ahead of the competition. Luciano Benetton’s ability to identify and anticipate market trends led to
incredible growth for the company. Stores popped up around the globe and currently the group has nine
factories in various locations throughout the world. BENETTON has created brands targeting various
client groups:
Sisley, for smart clothes
The Hip Site, for adolescents
Playlife and Killer Loop, for sports clothes.
As consumer demand increasingly turned to leisure clothes for men, women and children, the group
diversified its production by adding to its line of wool clothing cotton and denim items. In the ‘80s,
BENETTON launched new products: sunglasses, watches, handbags, shoes, gloves, hats, jewelry, and car
parts. At this time, BENETTON is putting cosmetics on the market and a new fragrance called « Colors
of BENETTON ».
The BENETTON group works in 120 countries and employs almost 7,000 people. It produces more than
100 million pieces of clothes each year and maintains a network of 5,000 retail outlets.
Development of Benetton’s commercial structure has been boosted by a major investment program in
large-scale stores, a number of which are directly controlled by the group. These stores are characterized
by roomy proportions and prestigious locations in historic and commercial centers.

B E N E T T O N
The BENETTON group recently put forth a three year development plan with new goals for 2007: to
increase sales and profits significantly by improving quality and further delocalizing production outside
of Italy. The group plans:
to invest more than 430 million euros to renovate its plants and its 5,000 outlets;
to develop footwear and accessories, for which margins are higher.
The group also intends to increase its turnover by more than 20%, from 1.85 billion euros in 2003 to
2.19 billion euros in 2007.
It also hopes to continue to invest in new materials in order to keep up with client demand for quality
products at reasonable prices.
BENETTON also intends to invest one hundred million dollars for plants in Tunisia, Hungary and Croatia
where entire collections can be produced. In this context, 80% of Benetton’s European merchandise will
have been produced on low cost production lines by 2007, compared to 60% at this time.
Organization, efficiency, a clear image, and effective advertising are the ingredients that make
BENETTON famous.
The group’s success is such that it is often considered the “McDonalds of the fashion industry”.
The BENETTON Group began operations in Tunisia in 1994 in the framework of delocalization of
production and quickly expanded its activities there: “Geographic proximity to Europe, low labor costs,
the country’s political stability and the many tax breaks available have all played a major role in the
decision to develop our Tunisian affiliate.” Massimo Jonata, Director of BENETTON Tunisia.
Furthermore, “BENETTON has been able to count on ongoing support from agencies like FIPA and API,
which can be contacted and counted on to resolve any problems during start-up of a new initiative.”
Massimo Jonata, Director of BENETTON Tunisia.
BENETTON Tunisia is one of the most important companies in Tunisia at this time. The group has decided
to further strengthen its position in the country by investing 10 million euros in development of a new
industrial project. This project will allow for an increase in the number of items manufactured in Tunisia
and boost export of finished products. This will have repercussions on the Tunisian textile sector as a
whole since subcontracting could double production capacity and bring about new investments.
BENETTON Tunisia thus expects to employ 250 people directly and 6,000 indirectly.
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“Our staff is 90% Tunisian. There is no problem finding very well trained people at all levels
who take their responsibilities seriously.“
Adrian Goodworth, External Relations Manager
B R I T I S H G A S
BRITISH GAS, a major operator, has worked in Tunisia for more than 15 years, with investments of more
than USD 900 million. B.G. TUNISIA is the leading company on the Tunisian gas market, supplying more
than 50% of domestic demand. Production comes from the Miskar offshore fields in the Gulf of Gabes.
Crude gas is piped to the coast south of Sfax where it is processed at the Hannibal plant and sold to the
Tunisian Electricity and Gas Company (STEG). Production by BRITISH GAS in Tunisia goes mainly to the
national energy supply network.
Aside from tapping of this gas field (where B.G. TUNISIA is the sole operator), the company is exploring
and producing gas in the Gulf of Gabes under other licenses in collaboration with the Tunisian Oil Activity
Company (ETAP).
Gas is the main source of energy for producing electricity in Tunisia. In 2003 natural gas met 44% of
the country’s energy needs and consumption is growing by 5 to 6% a year, representing an opportunity
for development of national production of natural gas. BRITISH GAS produces 136 million barrels of oil
equivalent a year throughout the world.
With almost 12 million barrels of oil equivalent, Tunisia provides about 10% of the group’s production.
Priority is currently given to developing energy production capacities. An investment program involving
several million US dollars has been launched to build the BARCA electrical power plant and to increase
capacity to use piped gas. This development will allow for tapping into new resources in the fields of the
Gulf of Gabes but also to use non refined gas and to improve national resource energy profitability.
Development of liquid gas production will help reduce imports.
B.G. TUNISIA is pursuing a strategy of integrated development of the energy production chain in
partnership with the Tunisian Government, which can count on a company that is thoroughly familiar with
all aspects of natural gas. This partnership, which is a model in more than one way, stabilizes the
country’s autonomy in energy and contributes to lower energy prices, a factor in improving Tunisia’s
international competitiveness.

B R I T I S H G A S
More symbolically, these investments are a concrete manifestation of BRITISH GAS’ confidence in Tunisia.
For Adrian Goodworth, head of external relations: “One of the main factors that underpin our
partnership is the very sound stability and economic and social predictability that characterize Tunisia.
This point is clearly essential for major long term investment. But it is not the only factor. Working in gas
requires specific technical skills and a very rigorous approach, for we are responsible for supplying
energy to the population at large as well as Tunisian businesses while also shouldering responsibility for
environmental concerns.
We have no problem recruiting staff with the very special profile that we need in Tunisia: 90% of jobs are
filled by Tunisians and we expect that figure to go even higher. Our Tunisian supervisory staff is given
the opportunity to work abroad. A number of them are currently working for BRITISH GAS in Egypt,
Kazakhstan and at the head office in the United Kingdom.”
B.G. TUNISIA actively supports local projects. USD 500,000 has been made available for joint initiatives
with local structures working in training and other schemes to get people established on the job market.
Projects also target environmental concerns. BRITISH GAS has provided a bus equipped with computers
that goes around rural areas providing extension services to familiarize children with computers and to
demonstrate the environmental advantages of using natural gas.
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“The partnership between Danone and the Tunisian Food Industry Company has been
exemplary. DANONE has contributed its technical and marketing know-how and STIAL its
supply and field knowledge for distribution.”
Mohamed Meddeb, CEO STIAL
D A N O N E & S T I A L
The DANONE Group is well known for its dynamic and powerful brands. It is a world leader in the food
industry, with 13,555 million euros in turnover in 2002:
N°1 world manufacturer of fresh dairy products.
N°1 world manufacturer of processed water.
N°2 world leader of cookies and cereal-based products.
The group employs more than 100,000 people in more than 120 countries.
It owes its ranking as world leader to its portfolio of major international brands and its very solid standing
on local markets (about 70% of world turnover is generated by top ranked local concerns). Four brands
represent more than 50% of the Group’s turnover: DANONE, LU, Evian and Volvic.
The Group’s history can be summarized by these key dates:
1966: two glass companies (Verrerie Souchon-Neuvesel and Glaces de Boussois) announce
their merger in an effort to keep up with developments on the lost packaging market and to
create a company that is big enough and competitive enough for the Common Market.
This merger led to the emergence of BSN (Boussois-Souchon-Neuvesel) with turnover
of a billion francs.
1973: BSN and Gervais Danone announce their merger, becoming the foremost French food group.
1994: The Group takes the name of DANONE.
The Group’s strategy is based on seven key targets:
fresh dairy products, beverages, cookies/cereal-based products: the winning trio for profitable
growth, with almost half of the group’s sales generated by these three activities),
balanced geographical distribution of sales (31% of sales are in emerging countries),
position as world leader based on very strong local positions,
strength and concentration of brands,
ambitious innovation in serving consumers,
priority to a sustainable development model by means of an original approach that helps the group
reconcile globalization and proximity, in full compliance with its corporate culture and values.

D A N O N E & S T I A L
The Group has launched major initiatives to strengthen competitiveness: CPGmarket.com, an on-line
purchasing platform, and THEMIS, an initiative to improve collective efficiency through adoption of SAP
(strategic accounting program) software.
With operations in 120 countries, “The DANONE Group also wanted to be in Tunisia, a promising
domestic market.” Mohamed Meddeb, CEO STIAL.
DANONE has over the years developed its partnership arrangements with the Tunisian Agro food
Industries Company « STIAL » to successfully establish itself on the Tunisian market. The DANONE Group
considers its affiliation with STIAL the best way to introduce and expand its product line in Tunisia.
In effect, STIAL has an unequalled knowledge of the Tunisian market and its environment, is highly
credible with retailers, maintains a smoothly-functioning distribution network, and benefits from totally
committed top management. In return, DANONE contributes the strength of its products, industrial and
marketing expertise, as well as its international network. The perfect complementarity enjoyed by these
two companies has led to stunning success.
The DANONE Group Tunisia – STIAL is the leading manufacturer of dairy products in Tunisia, holding a
67% market share. 2003 turnover came in at 50 million euros, with a work force of 350 employees.
In order to turn out products at affordable prices, milk is produced by farmers in the northwest and
southern areas of the country, in plants that meet international norms. The milk is then transported to the
group’s processing plant in Soliman in the southern suburbs of Tunis.
“DANONE’s know-how is essential in carrying out this joint venture. The Group contributes its know-how
on both the technical side and in branding and marketing. DANONE also contributes its organization
and production methods, which have led to gains in productivity and quality.”
Mohamed Meddeb, CEO STIAL.
The DANONE Group expects the very promising Tunisian market to further develop from its current level
of dairy product consumption, which stands at 11 Kg/year compared to 30 Kg/year in France.
In this context, DANONE Tunisia hopes to contribute to higher consumption of dairy products by
Tunisians. It is working with DANONE Spain to develop new products.
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“There are many strong points that encouraged the ERA Group to set up operations in Tunisia:
its political stability, proximity to Europe that helps keep costs down, the high quality of
management staff, worker productivity, and a favorable social climate.”
Peter Baumgartner, President
G R O U P E E R A
ERA has for many years been a European leader on the standard transformer market.
The group currently employs 1,200 people and its parent company is located in Germany.
It works on three continents at its own production sites and those of local affiliates, in Germany, France,
Tunisia, Canada, and China. 2003 turnover came in at 63 million euros.
The group’s activities include three major product groups:
transformers (plug-in transformers, all-purpose transformers with connecting cables);
coils (for household appliances and for automobiles);
cables.
The group turns out transformers for heating, air conditioning, oral hygiene and household appliances.
In the area of coils for household appliances, the group has a team of experienced specialists that has
long dealt with the study and implementation of large-scale initiatives, in close cooperation with
customers. For example, the provision of services (such as design of lines of entirely automatic coils and
flexible manufacturing installations) supports the client from launching of the project through successful
completion.
The group also produces automotive coils, its expertise being a guarantee of innovation. It is currently
developing the most compact pencil ignition coils in the world in collaboration with its partners, proven
in Formula One racing and now used in almost all racing motors. ERA coils are used in anti-lock braking
systems, anti-theft ignition devices, injection pumps, horns, and dashboards.
The group has put in place new options for manufacturing cables through the ERA-Contact Company,
providing for manufacture of ready to assemble ensembles.
LIn record time, ERA-Contact has also become an indispensable partner for railway industries. The
group’s development services have come up with simple, effective solutions:
in the area of signal transmission and power issues; and
regarding the study of new protective equipment and development of new trials.

G R O U P E E R A
With the advantage of operations on three continents, the ERA Group established itself in Tunisia by
setting up the TUNERA affiliate. This company manufactures transformers, coils and cables and employs
700 people. It generated 8.8 million euros in turnover in 2003.
TUNERA produces a large proportion of ERA’s coil line. Most of their coil operations are carried out in
the existing plant while plastic injection is handled at the new plant. Printed circuits will be produced in
the near future.
The company intends to invest some 14 million euros for expansion of its new plant.
ERA has found in Tunisia proximity to its European markets and the institutional stability that underpin
long term investment.
“ The quality/price ratio for human resources is a central issue for the group, one of the reasons why it
has invested heavily in Tunisia.“ Erich Aichele, CEO
The new structure counts on Tunisian supervisory skill to support its development.
The group works in highly technical areas. It attaches high priority to staff training and this is why it has
invested in its affiliate by setting up the Tunisian training center for technical and commercial learning as
well as language training.
Here are a few significant dates concerning TUNERA:
1982: start up of production at Menzel Djemil
1993: first expansion of production space
1997: further expansion of production (6,100 m 2 )
1999: establishment of the “Centre TUNERA” training center in Bizerte.
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“Tunisia has many strong points: educated, motivated manpower, lower wages than in Europe,
and proximity to the European market.”
Andreas Ebeling, Director of FUBA Printed Circuits Gmbh
F U B A P R I N T E D C I R C U I T S
FUBA Printed Circuits Gmbh is one of the biggest printed circuit manufacturers in Europe. It makes onesided
circuits, metal-hole double-sided circuits, multi-layer and flex rigid circuits.
FUBA Printed Circuits works worldwide, employing more than 1000 people. Turnover exceeds 100
million euros.
Key dates:
1951: FUBA Hans Kolbe & Co founded.
1959: transfer of printed circuit production to Gittelde.
1991: recovery of the printed circuit factory in Dresden and founding of FUBA Printed Circuits Tunisia
SA (joint venture).
1998: acquisition of VOGT electronic FUBA GmbH in Gittelde and of VOGT electronic FUBA GmbH
in Dresden.
2003: legal separation of the printed circuit division. FUBA Printed Circuits is set up anew.
“While many North American and European companies have rushed to Asia, FUBA Printed Circuits
Gmbh has taken another route: Tunisia.” Andreas Ebeling, Director of Fuba Printed Circuit Gmbh.
Thus FUBA Printed Circuits Gmbh acquired shares in the Tunisian company FUBA Printed Circuits Tunisia
and they became partners. “Tunisia is our little China.” Andreas Ebeling, Director FUBA Printed Circuits Gmbh.
For FUBA Printed Circuit Gmbh, Tunisia has many advantages
Wages are lower than in Europe.
Manpower is educated and motivated.
Tunisia is near European markets.
German engineers find Tunisia an attractive site.
FUBA Printed Circuits Tunisia is part of the industrial group GIE Tunisie Câbles, the Tunisian leader in the
electrical/electronics and telecommunications sector.
This group has to date based development on its policy of quality and environment, leading to client
satisfaction and environmental protection.
Thus its new strategy focuses on development of activities to provide its clients with a complete range of
products, adding electronic design and plastic injection. In this framework, the group will set up a new
plastic injection plant that will be operational in late 2004.
The Tunisian group is also involved in automotive subcontracting, where production flexibility and highly
qualified staff are strong selling points.
The group is made up of nine companies, including Tunisie Câbles, TTE international, BETRONIC Tunisia,
FUBA Printed Circuits Tunisie SA.

F U B A P R I N T E D C I R C U I T S
Tunisie Câbles was founded in 1978. The company is currently the leading company in the Tunisian
cable sector. Thus it is one of the most important suppliers on Tunisian public and private markets.
Current turnover is 25 million euros, 20% in exports. There are 300 employees, including 60 highly
qualified engineers and higher technicians.
The company is committed to product quality. It has implemented an ISO 9002 certified quality system
and received the stamp of approval for its cables from France’s Central Laboratory for Electrical Industries
(LCIE) and from Tunisia’s NT standards.
TTE International, a company located in Bizerte (Tunisia), was founded in 2000. It produces
connectors, connector assemblies, electromechanical assemblies and wire cabling.
Its turnover is generated entirely by exports.
The company has taken full advantage of its strong points: geographic proximity to Europe and a quality
insurance system (ISO 9001 AFAQ, Valeo 1000) in line with international standards.
TTE has major means at its disposal: qualified human resources, modern equipment, a network of direct
communication with clients, personal treatment of client requests, working methods based on sound
quality-cost-turnaround ratios, and ongoing attention to technological developments.
BETRONIC Tunisia is a company specialized in assembly of subcontracted electronic products. The
company is the result of a north-south industrial partnership between the Tunisian group Tunisie Câbles
and a Dutch group.
Turnover is generated entirely by exports. There are 170 employees.
Betronic Tunisia has set up a quality insurance system that is certified ISO 9001 and ISO TS16949.
The company benefits from an environment favorable to international trade, thanks to its geographic
proximity to Europe. Its competitiveness is based on a good quality-cost-turnover ratio, thanks to
qualified and ever-improving manpower, a policy of quality in line with international standards, and full
command of efficient logistics.
FUBA Printed Circuits Tunisia is specialized in metal-hold double-sided printed circuits. Daily capacity
today is 600 m 2 , expected to double starting in 2005, and production is based in Bizerte. The company’s
quality insurance system was certified ISO 9002 in 1996, QS 9000 in 1999, ISO 14001 in 2002 and
ISO TS 16949 (2002 version) in 2003.
The company’s main office is in Bizerte. There are 380 employees, 35% of whom are engineers and
technicians, and turnover is generated entirely by exports, which go to France, Germany, Italy,
Switzerland, the United States, Mexico and Brazil. 49% of production is destined for the automotive
industry.
“Faced with competition from China, FUBA Printed Circuits Tunisia can make its considerable advantages
count: high technology, proximity to European markets, and low production costs.” M'Hamed Bouaoune,
Director of Sales.
The company has the advantage of the German parent company’s expertise in printed circuits and highly
qualified Tunisian manpower. The company invests significantly in training of its employees.
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“By building our new plant, we have once again - as in 1974 – affirmed our decision to work
in Tunisia.”
Gunter Weuthen, Manager of GARTEX Tunisia
G A R D E U R
Founded in 1920, GARDEUR, a worldwide textile company, employ 1218 people today.
GARDEUR hopes to become the European leader in both men’s and women’s up-market clothing. To do
so, it plans to boost sales abroad, both to current export markets (Russia, China and Japan) and to brand
new markets. It will continue to use the concept of “shops-in-the-shop “, which currently number 200.
2003 turnover amounted to 95 million euros.
GARTEX TUNISIA SARL and JANSSEN TUNISIA are two affiliates of the German garment group
GARDEUR. GARTEX was founded in the ‘90s and today it employs 270 people in the manufacture of
women’s slacks.
GARDEUR long ago decided to work in Tunisia and operations have evolved considerably since then.
First set up as a mere assembly unit, the Tunisian affiliate has gradually taken on new functions. In 1996
an ironing unit and receiving were transferred to Tunisia and the chain was rounded out with a cutting
unit in 1998.
In 2004, GARTEX settled into its new 10,500 m 2 premises in Ben Arous. Therefore, they own these
buildings, better adapted to their needs, and this will help to quickly attain the short-term goal of
increasing production by 20%.
This new development underlines the company’s commitment to developing new comparative advantages
to add to low production costs and tax breaks, which remain major factors. New comparative
advantages for GARDEUR today include the ability to adapt, flexibility in producing fashionable items
(which by its very nature means frequent change) and logistic proximity to Europe.
These advantages were made possible by staff assimilation of training programs and by the ability of
local management to fully integrate and implement decisions by the parent company.
But the support from the public authorities is also essential.

G A R D E U R
Gunter Weuthen, manager of GARTEX Tunisia explains:
“We have benefited from excellent support from FIPA, the right place to start when setting up operations
in Tunisia. Formalities have been considerably simplified and currently a business can be set up in just
one day.”
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“We opted to set up operations in Tunisia because it presents the best guarantee of stability.”
Eduard Spreitzer, President
G R U N E R A G
GRUNER AG was founded in 1953. It produces different kinds of relays, solenoids and contactors for
energy, semi-conductors, automotive and construction industries. 70% of total production is exported
worldwide. It has developed specific skills and products, requiring very strong integration in production
and management.
Since 1977, GRUNER AG has produced electrical relays and solenoids in the suburbs of Tunis. Today,
more than 30 million of these very specific items are being used throughout the world, for clients as well
known and demanding as SIEMENS, SCHNEIDER, DELPHI, ABB, ALCATEL and SCHLUMBERGER.
The company has 300 employees and generates turnover of 20 million euros.
There are 105 employees in Tunisia, where 70% of the parts produced by the group are manufactured.
The short term goal is to develop the Tunisian branch by increasing the volume of production and the
number of jobs. Moreover, the company is preparing to move into new premises (currently under
construction) that it will own rather than rent.
This is proof indeed of GRUNER’s confidence in its Tunisian operations, which stems from a number of
factors, particularly the excellent business climate.
Eduard Spreitzer explains: “In 1977, we had to make a choice between Morocco, Portugal, Turkey or
Tunisia. We chose Tunisia because of its clear, positive political outlook (our main concern) and well run
economy, especially low inflation. Sea/land shipping to Germany via Genoa or Marseille is a convenient
option. This decision has turned out very well, for Tunisian authorities are always ready to listen and to
provide the help we need. Tax breaks available to offshore companies like ours have been progressively
developed, as have advantages for our expatriate staff, and this has been an equally important factor.
The foreign exchange rate has also remained stable, changing just enough to offset higher costs and thus
maintain our competitive edge. And today we can benefit from the best logistic facilities. All of these
factors are fundamental for us, for we are operators on a world scale and stability and visibility are major
advantages.

G R U N E R A G
Of course low labor costs are also attractive to us, but we quickly realized that our Tunisian staff was
highly motivated and responsible. This too built confidence considerably, since it meant that our objectives
in the area of quality could be achieved at the same level as in Germany. The Tunisian site has also
succeeded in achieving essential gains in productivity, with a reject rate below 0.1%.”
Others have tried to copy GRUNER’s success as a leader on the relay market. But an electrical relay is a
part subjected to extraordinary operating conditions, the main parameter being the level of voltage at
which a relay cuts off. This cannot be tested on production chains on a continual basis since it would
quickly wear down the relay. Thus quality must be obtained upstream, by prior trials and management
on production lines.
GRUNER’s interest in Tunisia can be easily understood since the country readily provides the stability and
performance levels that are required.
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"Our Tunisian engineers form a skilled team that is highly motivated, with a sound sense of
responsibility. Employees have learned German in just a few months. Higher production,
productivity and profits have encouraged us to set up a second unit in just a few years."
Herbert Baumgartner, Director
K A S C H K E - Z K E
KASCHKE GmbH, founded in 1955, is a world leader in ferrites and inductive materials. It has another
production center in Rumania and affiliates in France, Great Britain and the United States. It has clients
in more than 60 countries.
KASCHKE has worked in the Cap Bon since 1978 and in Zaghouan since 1998, producing almost 3.5
million inductive components a month, about 25% for clients in the automotive electronics sector.
The company employs almost 1,000 people in Tunisia, where it has developed its own training centers.
Manufacture is based on coil techniques that produce more than 1500 different items. They are exported to
more than 35 countries, used in highly diverse fields like telecommunications, automobiles, electronics,
lighting and consumer goods. These inductive components are used by Mercedes, Alcatel, Siemens, and
Nissan… customers who demand very high quality, reliability and security for a wide range of uses, such as:
transponder antennae for immobilizer systems;
transformers for child seat detection;
intelligent features for motors using electronic components;
electronic distribution of electricity for dashboard lighting;
ABS and airbag systems;
vehicle air conditioning, ventilation and heating systems;
electronic steering systems (EPAS).
More symbolically, the company provides equipment for the high speed pendulum train developed in
Germany.
These specialized types of products led KASHCKE AG early on to install quality insurance systems at their
production sites. The Menzel Bouzelfa plant currently employs 600 people and is certified ISO 9001 and
ISO 9002 by the TUV certification board of Hanover.
Quality is the basis of KASCHKE’s competitive edge. Professor Michalowsky, who is in charge of quality
trials, explains: "By using strict quality controls, the rate of call-back as a ratio of turnover is down to 0.2
per thousand. Our clients count on our high standards of quality."

K A S C H K E - Z K E
This is made possible by our Tunisian labor force’s ability to learn and to adapt. They have quickly and
successfully moved from cultivating the Maltese oranges for which the Cap Bon is famous to the strict
standards of state-of-the-art German metal industries and management of largely automated production
lines.
Processes for control and operation in real time by satellite link then by internet have been developed,
allowing for coordination and greater flexibility of production at Tunisian and German sites.
KASCHKE of course must also face the new challenges posed by globalization and it has set up plants in
Eastern Europe and Asia. But Tunisian sites retain decisive advantages: visibility and economic and
political stability, tax incentives, quality and productivity within the work force, geographic and linguistic
proximity with Europe, moderate logistic costs.
Faced with the global price war, the company is turning more and more to high quality products and
increasingly responsive production and delivery systems. This has led to further specialization at Tunisian
sites in the areas where they cannot be surpassed: production of high quality products at short notice for
the electronic industry.
“Proximity to Europe and efficient transport facilities allow for flexible delivery and even just in time
production.”
H. Baumgartner, Director of KASCHKE
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“Cabling is a basic component of automobile safety and comfort. Our presence in Tunisia helps
us to meet this imperative by providing our prestigious clients with ever more innovative
products, top quality, quick delivery time, and competitive prices.”
Mohamed Rouis, Director General, LEONI Tunisia
L E O N I A G
The LEONI Group is based in Nuremberg (Germany), devoted to the production of wire and cables for
electrical, electronic and telecommunication industries. It has developed particular expertise in medical
cabling. Cabling systems represent 50% of activity, mainly for the automotive industry.
The group employs 21,000 people worldwide and generates 1,000 million euros in turnover.
With 84% of its workforce outside of Germany, LEONI AG is truly a global company, with production in
Europe (Germany, France, Portugal…), America (USA, Mexico, Brazil), Africa (Tunisia, Egypt, South
Africa) and more recently in Asia (China, India), Eastern Europe (Poland, the Ukraine, Rumania,
Hungary, the Slovak Republic, Turkey).
International competition in the area of cabling being particularly sharp, the cost of manpower is
decisive. Located in Sousse, LEONI Tunisia SA must deal with globalization within the group.
And this is being done successfully. Founded in 1977, expanded in 1997 by 16,000 m 2 then again in
2000 by 11,000 m 2 , LEONI Tunisia today employs almost 3,000 people (average age: 26), expected to
go up to 4000 in 2004 and posts revenues of 80 million euros.
The company focuses on autotive cabling for demanding, prestigious clients: Daimler Chrysler AG
(Mercedes Class A, Class C, Roadstar, Mac Larren, Vito).
The key to its success is ever greater quality, productivity, training and motivation.
Certified ISO 9001 in 1995, the factory has regularly submitted to (and passed) process audits on the
part of its clients. It has been certified ISO 9000 in 2000 and ISO TS 16942 in 2002 and was
designated “Best Site in 2002” within the group.
This result has been achieved thanks to the methods and staff at LEONI Tunisia SA. Management staff,
now entirely Tunisian, uses the latest techniques to manage production, to implement the quality system,
and to put staff in charge.

L E O N I A G
Mohamed Rouis, Director General, speaks of the principles on which the “LEONI Productivity System” is based: “LPS
is a universal standard for production and services, committed to backing up a policy of quality and to
encourage ongoing improvement. It is based on the creation of an internal client-supplier relationship.
Teamwork is at the heart of this approach and training plays a major role. It has led to the creation of
autonomous working groups that have designed and are currently introducing new, more effective and
more ergonomic assembly tables, with expectations of significant improvements in productivity and
quality.”
LEONI Tunisia SA has recognized know-how and in 2001 it opened a design center where engineers
work on new concepts. Company expertise is made available to the group as a whole, with support
missions traveling to other facilities, most recently in South Africa and India. LEONI Tunisia engineers
are called on to take up positions of responsibility (director of quality at LEONI Hungary, technical
director and director of work planning at LEONI South Africa, director of the project on the LEONI
production system at LEONI Kitzingen in the Federal Republic of Germany).
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24
P H I L I P S
“Having soundly established ourselves in Tunisia is an important step in our plans for
considerable development in North Africa.”
Kick Stam, President and CEO of PHILIPS’ Lighting Branch
ROYAL PHILIPS ELECTRONICS of the Netherlands is one of the world’s biggest electronic material
companies, the biggest in Europe. With 29 billion euros in 2003 sales, it is a world leader in televisions,
lighting, electrical razors, medical imagery and medical monitoring equipment. It employs 164,500
people in more than 60 countries.
On 21 February 2000, PHILIPS announced its takeover of 100% of the Tunisian Lighting Company (STE),
in which it had previously held a minority share.
Since 1980, STE has manufactured (under license from Mazda) products for local and foreign markets:
public, industrial, interior and residential lighting. It employs 100 people and generates 5.5 million euros
in turnover. 80% of production is sold in Tunisia and 20% abroad. Its Tunis plant is made up of 3,500 m 2
of workshops for manufacture of products, from shaping of sheet metal to vacuum metallization. 36% of
production concerns outside lighting, 24% involves internal lighting, and 60% deals with studies and
implementation of global projects (stadiums, airport, and other large scale public facilities).
In buying out STE, a leader on the Tunisian lighting market, this number one world manufacturer of
electrical equipment took the strategic step of developing activity on Maghreb markets.
Acquisition of 100% control of STE was achieved amicably with former shareholders and the fact that the
management team was kept on inspired confidence in development prospects for both national and
Maghreb markets. Another positive point was the ability of Tunisian managers and staff to develop
activity in line with top European standards.
This confidence was well placed. Certified ISO 9002 in 2000, the company achieved ISO 14001
certification in 2001 and then ISO 9001 V2000.
Within the group, PHILIPS Tunisian Lighting Company is recognized as the sole Industrial Center in the
Maghreb.

P H I L I P S
Kick Stam, CEO of the lighting branch, speaks of the group’s progress:
“We already have a leading role on the Tunisian market, but we want to double turnover in the next five
years, with growth based mainly on export performance. While we benefit from Tunisia’s advantageous
wages and tax breaks, they would be of limited use for production if it were not for Tunisia’s sound,
diversified industrial base and the skills and commitment of our staff.
Commercially, our presence in a stable country and our command of the dual culture place us in a good
position to develop capital goods and consumer markets from Morocco to Libya, which will one day
constitute a quarter million potential customers or more; and further a field, in West Africa and the Near
East.”
Such development is based on implementation within the company of an action plan involving process,
logistics, quality and flexibility.
At the same time, STE has developed new applications: design of new products adapted to local demand,
consulting services for major projects (the future Sousse Enfidha International Airport, the Rades Olympic
stadium and indoor) facilities, the science complex in Ariana, and - most symbolically – the bells that
chime the hour on Avenue Bourguiba.
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26
“The SIOEN Group has based expansion on facilities in Tunisia. Although it is largely a global
player today, SIOEN remains attached to Tunisia, where minimal risk inspires confidence.”
Karel Thoelen, Director of SIOEN
S I O E N
SIOEN Industries was founded in 1960 in Belgium with just two employees. The group has been growing
rapidly, currently employing almost 5,000 people at plants in Belgium, France, Portugal, Tunisia, Poland,
Indonesia and China.
SIOEN Industries has a history of steady growth, continual diversification and ongoing integration.
Initial activity produced coated synthetic fabrics (Division Coating).
In 2003 the group generated turnover of about 270 million euros and employed 4,617 people. SIOEN
Industries, with 31 production units and 29 sales offices in 15 countries.
Diversification began with production of professional, leisure, protective and safety clothing (Division
Confection), then production of the pigment granulates and pastes used by the group (Division Coating).
The Tunisian Safety Garment Company was founded in 1977 with 30 people. Today the group has a
number of sites in Tunisia, employing 856 people to manufacture safety garments.
The choice to set up operations in Tunisia in 1970 was made on the basis of local economic conditions.
Low labor costs and total exemption from taxes remain key factors, despite even lower labor costs in
Southeast Asia.
Today SIOEN continues to invest in Tunisia and is currently transferring its research/development and
design facilities there. Thus SIOEN’s future fashions will be designed in Tunisia and commercial decisions
will be made there.
Jamil Jarraya, Director of SIOEN Tunisia, explains that “Tunisia’s main advantage is that there are no
surprises. We will continue to transfer other activities to Tunisia, for example our research division and
design unit, so that patterns can be made and prices established.”

S I O E N
SIOEN has found in Tunisia a set of very favorable structural factors:
political stability and business regulations that are very favorable to investment; and efficient
administrative support that facilitates the setting up and operating of businesses.
a calm social climate devoid of conflict, favorable to productivity and based on negotiations between
workers, employers and public authorities that set conditions for the coming four years.
command of economic parameters, with low inflation, that means companies can plan on stable costs
for the coming three years and foreign exchange conditions that change enough to adjust export
prices.
Manpower is able to quickly adapt to technical changes as they arise. Of particular importance is the
quality of Tunisian supervisory staff, who are able to analyze and quickly react in an autonomous manner
to situations that change daily.
This point is fundamental for managing a company that makes more than 3,500 products and that
focuses on specific orders that must meet EU norms as well as customer needs (for example in design or
security tagging), working in small series and no stocked inventory. In this context, geographic proximity
and ease of logistics with Europe make a difference.
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"Despite the small scale of our operations, we got great support from Tunisian officials. This
included for example help to secure hook-up to optic fibers even though our location was
somewhat remote and help in our search for the highly specialized staff we needed.
We encountered nothing like the usual bureaucracy!”
Thierry Favreau, Director General
S T E D I M B A G T E C H N O L O G Y
In July 2001, just one year after the decision to launch operations, STEDIM’s Tunisian affiliate began work
at their brand new plant in the countryside near Mohamdia (the south suburb of Tunis). Confident of the
future, this 2.5 hectare site is big enough to handle a tripling of production.
The parent company was founded in 1978 in Aubagne (near Marseille) to produce pouches for IV
delivery of nutrition. The company developed quickly on the fast growing market for single use pouch
systems used in the industrial process to deliver new biotechnology therapies. Using special plastic films,
generally EVAM based and non polluting of content (contrary to PVC pouches that give off plastic
residue), STEDIM has developed a full range of products, from the simplest to the most complex, that will
not only facilitate use, minimize storage and reduce costs but also guarantee above all the sterility of
contents, which is so difficult to obtain with traditional glass or steel containers.
With its 65% market share, STEDIM is the uncontested world leader in manufacture of biotechnology
processing pouches. There remains considerable potential to be developed, since the penetration rate for
single-use pouch systems stands at only 10% of the market for traditional holders.
Thus the group is moving ahead with operations at its three sites in France, the United States and Tunisia.
While the US plant was built with a view to client proximity, the Tunisian site is meant first and foremost
to back up operations in Aubagne, which are faced with the space constraints of being in the suburbs of
Marseille, which precludes physical expansion.
The Mohamdia site provides real synergy with the Aubagne plant, through well designed and
programmed division of labor. Another objective is to improve the competitiveness of the group
especially for ethical products (hospitals...) that are subject to tough competition.

S T E D I M B A G T E C H N O L O G Y
The decision to start operations in Tunisia was taken after a detailed study of conditions available in other
countries, including Malta and Morocco.
The decisive factors in choosing Tunisia were:
a strong French cultural component, with the highest rate of bilingual studies in the Maghreb countries;
geographic proximity, just 48 hours from one site to the other, allowing for ease of low cost
connections (Port of Tunis / Port of Marseille);
simplified customs procedures and special incentives under the offshore regime;
very favorable labor law, with 2,100 hours of work per year and per person;
significant tax incentives;
political, social and economic stability and visibility.
In this very particular field, quality is not only a mere commercial imperative, it is vital in every sense of
the term. Thus STEDIM has been certified ISO 9001, ISO 13485 (EN46001) for sterile medical materials,
cCMP’s FDA for medical materials, EU 93/42/EEC for medical materials, Registered Manufacturer at
FDA for class II medical materials.
Sami Bendhiaf, Director of the Mohamdia site, makes the following statement: “There are so many conditions
that require an extremely rigorous approach by staff. The local job market has however been able to
readily come up with qualified men and women interested in learning STEDIM’s demanding profession.
Training plans developed in France have been successfully applied here. Indeed STEDIM currently
employs 67 people in Tunisia to produce 2.2 million units a year, generating 10 million euros in turnover.
This altogether remarkable productivity ratio makes STEDIM’s Tunisian affiliate a model for new
companies that are thinking of setting up operations in Tunisia.”
STEDIM generated 41 million euros in 2003 turnover, 32.4 in biotechnologies and 8.7 in ethical
products. At a constant exchange rate, the group was able to maintain its operational profitability thanks
to productivity gains, fully justifying investment in the Tunisian affiliate.
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"PIRELLI is not only a shareholder in STIP capital but also a purveyor of technical assistance and
brand name. In return, it receives not only dividends but also the possibility of supplying STIP with
specific high tech materials and of buying production under its own label or a sub-brand, an
arrangement that is advantageous for both partners."
Mohamed Besbes, President Director General
P I R E L L I - S T I P
Founded in 1980, STIP (the Tunisian Tire Industries Company) benefits from a shareholder who is also a
strategic partner: PIRELLI, one of the great names in tires. Alongside other institutional investors and
Tunisian private parties, PIRELLI holds 15% of capital, but its role goes well beyond financial participation.
In effect, PIRELLI is actively participating in STIP’s development: supply of high-tech machines and
equipment, support to process development, market development, marketing techniques … but also
support to activities along with purchase of part of production under its own label or a sub-brand.
On the national market, PIRELLI is supported by the network developed by STIP, which means very close
service to the consumer, a mark of quality and fidelity.
As specified by Mr. Besbes, STIP’s PDG, “The partnership built up with PIRELLI in fact goes well beyond a
mere pact between shareholders, given its mutually strategic nature. Thus both partners are able to
develop their business in North Africa and beyond, to black Africa and the Near East.”
The most recent and significant of these advances aided by this partnership has been the development of
the “all steel” technology designed for trucking, which cost 75 million Tunisian dinars in investment.
At this time, STIP is the leader on the Tunisian market, with a 56% market share and 34% of sales from
exports: to the Maghreb (with a promising affiliate in Morocco) and the Near East, but also to Italy and
Holland.
At its two plants (in Msaken and Menzel Bourguiba), STIP produces more than 100 referenced tires for
the five main categories of tires : private cars, pick-up trucks and light transport vehicles, heavy trucks,
agricultural machinery, and civil engineering apparatus, which generate 76 million Tunisian dinars in
turnover.

STIP is the only tire manufacturer in Tunisia, serving a national market that regularly grows by 6% per
annum. Still, there is competition from imports and trade in tires will be entirely liberalized by 2008.
The partnership with PIRELLI will be decisive in facing up to this situation and in preparing for these
changes.
Aside from providing the latest technologies, this partner has helped STIP to develop the attention to
quality that is a pre-requisite in today’s context of international competition.
Thus all products are certified ISO 9002 as well as meeting more targeted requirements: ETRTO for
European standards and DOT for American standards. This certification was attained in several stages:
monitoring during the production phase, including verification of raw materials by the company’s
laboratories;
verification of the finished product: visual, X rays to detect problems that are not visible to the naked
eye, verification of uniformity by electronic machines, checking of the tire’s balance, indoor trials attest
facilities specially equipped to meet Pirelli, ECE 30, ECF 54 and DOT norms.
Of course such a high level of quality is essential, given the overriding responsibility of the manufacturer
in turning out these items that are essential for the safety of merchandise and people. This requires staff
that is perfectly trained and highly motivated, and this is one of the major effects of the partnership with
PIRELLI.
STIP has 1,290 employees, 71% of whom are under 45.
P I R E L L I - S T I P
A clear sign that Tunisian staff can follow and benefit from such training is that PIRELLI has sought to
transfer a number of staff members to help develop new production lines in China.
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“The existence of a delocalized network of contact centers is becoming a decisive factor for CRM
mechanisms. To better serve our French-speaking clients, we have created and developed our
affiliate in Tunisia thanks to the availability of skilled human resources.”
Marie Pierre Boileau, Director of TELEPERFORMANCE Tunisia
T E L E P E R F O R M A N C E
Since it was founded in 1978 in Paris, TELEPERFORMANCE has steadily developed marketing services,
specializing in client call centers: banks, telecom companies, software companies, industry …
Number one worldwide network of contact centers, TELEPERFORMANCE SR has been a forerunner in this
field. By 2000 it had developed a three-language delocalized network (English, French and Spanish) in
30 countries. The group has more than 20,000 employees in 30 countries. TELEPERFORMANCE France
has posted very high increases in revenue for three years running, consolidating its standing as number
one in French-speaking countries. Created in 2000 and affiliated to TELEPERFORMANCE France, the
Tunisian Teleservices Company currently employs 1500 people at its centers in Charguia and Ben Arous
(suburb of Tunis).
Currently operating in 30 countries with 132 contact centers and more than 20,000 employees,
Teleperformance is listed on the Paris Stock Market. Revenue is steadily increasingly, amounting to 930
million euros in 2003. TELEPERFORMANCE Tunisia posted 20 million euros in 2003 revenue.
The principles and success of Teleperformance are based on meeting customer expectations and needs,
ensuring readily available quality services. Since economic viability requires optimal management of
contact centers, the existence of a delocalized network of contact centers has become a decisive factor in
CRM mechanisms. This results in optimal and stable service appropriate to the cultural, economic and
consumer environment. Delocalization is an increasingly attractive option, thanks to the growing
availability of highly qualified human resources, organizational flexibility, and technological advances
These advances provide the same potential in remote access, monitoring and remote management of the
delocalized service, by voice (remote listening and data (complete voice/data monitoring of service).
TELEPERFORMANCE’s choices and philosophy are based on the quality of delocalized infrastructure, an
ambitious human resources policy, total technological security, centralized management and ongoing
monitoring of activities by the parent company.
Tunisia provides TELEPERFORMANCE with cultural affinity and geographic proximity.
TELEPERFORMANCE has been in Tunisia since the year 2000, at sites in Charguia and Ben Arous.
TELEPERFORMANCE Tunisia offers the full range of services for a multimedia contact center: securing new
clients, customer loyalty, higher client value, technical assistance, claim collection, marketing studies.
“Six factors predominate in the choice of Tunisia as a delocalized production site:
dynamic country enjoying economic growth,
stable social and political climate

T E L E P E R F O R M A N C E
young, well-trained population,
excellent command of French,
close cultural and economic proximity to France, just two and a half hours away from major French
cities, same time zone (one hour’s difference in the summer).” Marie Pierre Boileau, Director of
TELEPERFORMANCE Tunisia
Readily available human resources are a decisive factor for success. TELEPERFORMANCE Tunisia uses
recruitment and training methods based on high standards of verbal and written ability, client-friendly
service, and oversight/ management of individual and collective performance. High priority is given to
ongoing training of TELEPERFORMANCE Tunisia teams so as to guarantee high level of service.
Programs to strengthen team loyalty (such as incentives and opportunities for career advancement)
provide ongoing motivation. Regular visits by middle management to France contribute to managerial
cohesion between France and Tunisia. Human resources policy in Tunisia is based on a selective
approach that seeks to recruit very high level staff.
Training is a basic building block of TELEPERFORMANCE’s human resource system. TELEPERFORMANCE
Tunisia recruits mainly young graduates who have studied for two to four years after the baccalaureate.
Initial training is carried out at the training center in line with CRM programs. Ongoing training is an
important and regular feature, ensuring that staff periodically updates its know-how and keeps abreast
of the latest developments affecting products and markets. The company’s working environment is
inspired by the latest findings, providing ergonomic, modern conditions that contribute to the well-being
and loyalty of staff.
Key figures for TELEPERFORMANCE Tunisia:
2 modern buildings located in Tunis, in dynamic, international activity zones.
7000 m 2 of premises,
1500 obs, 90% linked to client applications,
8 international liaisons to transmit and issue contacts,
3 locally rented liaisons (for security and to back up the two sites)
14 computer-equipped training rooms
6 recreational spaces, company restaurant
monitoring rooms in France meant to ensure better oversight of activities
20 million euros in turnover.
For TELEPERFORMANCE, Tunisia is a strategic site for the French-speaking market: “In 10 years there will
no longer be any on line call centers in France; TELEPERFORMANCE Tunisia is therefore called on to
significantly increase the number of staff.” Marie Pierre Boileau, Director of Teleperformance Tunisia.
In the next few years, development of in-country business will also help TELEPERFORMANCE Tunisia to
generate part of its turnover from local services.
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“Our clients will find in Tunisia the same values they have always found at the SOCIETE
GENERALE Group: close attention to customer needs and professional delivery of services.”
Philippe Amestoy, Director General of UIB
S O C I E T E G E N E R A L E & U . I . B
SOCIÉTÉ GÉNÉRALE was founded on 4 May 1864. With 140 years of experience, SOCIÉTÉ GÉNÉRALE
has undergone considerable development both in France and internationally. SOCIÉTÉ GÉNÉRALE is
currently the eighth largest French company in terms of stock capitalization (30.7 billion euros as of
31.12.2003) and the fifth largest banking group in the euro zone, according to Bloomberg. It has
88,000 employees worldwide and more than 15 million clients in France and around the globe. Its
portfolio is based on three major areas of activity, with complementarily being a major commercial
advantage and an indication of financial soundness:
retail and financial service networks;
asset management, private manage-mint, and securities trade;
financing and investment banking.
The SOCIÉTÉ GÉNÉRALE Group holds to a policy of profitable growth based on selective development
of the services it supplies, either as a core activity or through acquisitions, building on strong innovative
capacity to meet the needs of customers.
The Group is currently working in 28 countries, including the Mediterranean basin and the Maghreb,
with banking networks in Morocco (SGMB), Algeria (SGA) and Egypt (NSGB) and, since 2002, in
Tunisia, starting with privatization of the International Banking Union (UIB). On 5 November 2002, the
SOCIÉTÉ GÉNÉRALE acquired 52% of UIB stock, in line with the group’s strategy to develop branch
networks abroad.
The International Banking Union was founded in 1963 when the Tunisian branches of Crédit Lyonnais
and the Franco Tunisian Banking and Loan Company (SFTBC) merged. UIB’s head office is located in
Tunis and it has three affiliates:
AIL (Leasing)
INI (stock brokerage, manager of a bond open-ended investment company)
Internationale SICAR (development capital/capital Risk Company).
UIB currently has the third largest network of bank branches in Tunisia, with 86 agencies in the main
economic poles: Tunis, Sfax, Sousse, Bizerte, and Gafsa. It employs 1450 people and holds an 8% share
of the market with 15,000 companies as clients. It intervenes in all sectors of the Tunisian economy, acting
as an all-purpose bank for small and medium scale businesses as well as large scale companies and
private parties. “It makes available to its foreign clients the high level of expertise of its international
department, providing advice and working with companies and investors on the Tunisian market.” Lilia
Meddeb, Direction of the International’s central directorate.

S O C I E T E G E N E R A L E & U . I . B
UIB offers corporate services:
in day to day banking (management of cash flows, electronic banking and monetics);
in operational cycles (current financing, mortgages);
financing (medium and long term loans, leasing);
international services (transfers, encashment of checks in foreign currency, international guarantees,
stand-by letters of credit, temporary guarantees…);
investments (interest on cashflow surpluses, term deposits);
personnel management (payroll: agreements with companies and related offers to staff).
Thanks to its international experience and its membership in the SOCIÉTÉ GÉNÉRALE Group, UIB is able
to offer its clients both conventional services (personalised services, specialists who handle foreign
currency exchange transactions) and options to cover foreign exchange risk.
UIB’s ties to the SOCIÉTÉ GÉNÉRALE Group provide a number of advantages, both for the parent
company, for UIB and for its clients:
the parent company capitalizes flows and takes advantage of the UIB network in Tunisia, which is
specialized both in domestic and international activities. Indeed, UIB has always given priority to
financing of international trade and it uses its experience and expertise to offer a product line that
covers the whole range of needs of both private individuals and companies:
a wide range of accounts for both residents and non residents;
investment options;
short-term financing;
advice on the choice of settlement techniques;
cash capital market activities (term, swap and FRA).
UIB’s expertise is boosted by in-depth knowledge of the various regions of the country, of the economy,
and of Tunisian foreign exchange regulations.
For UIB, there are many advantages in being part of the SOCIÉTÉ GÉNÉRALE Group. Indeed UIB is able
to benefit from the many companies that already work with the SOCIÉTÉ GÉNÉRALE, which boosts
turnover.
“It also takes advantage of the Group’s technical input and know-how in banking, especially international
banking.” Philippe Amestoy, Director General of UIB.
The client benefits from smooth liaison between the SOCIÉTÉ GÉNÉRAL’s network in France and Tunisia
and between African and Mediterranean networks. Such ease of communication is of interest to
companies working in several countries in these regions as well as to companies that hope to delocalize
operations. The Tunisian affiliate presents an additional advantage: “Clients find in Tunisia the same
values they have always found at the SOCIÉTÉ GÉNÉRALE Group: close attention to customer needs and
professional delivery of services.” Philippe Amestoy, Director General of UIB
The SOCIÉTÉ GÉNÉRALE Group has paid tribute to the importance of its Tunisian affiliate by investing in
staff training and in technical support services. A wide-ranging training program will be introduced and
the SOCIÉTÉ GÉNÉRALE’s DELTA information system will be adapted to Tunisia. “The objective is to
increase synergy with the parent company by increasing shared operations.” Lilia Meddeb, Head of
International’s central directorate.
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“Even more than the advantages of reasonably priced manpower and tax breaks, UNILEVER
has appreciated the high quality of welcome it enjoyed when setting up operations in Tunisia.”
Thierry Gearnoni, Director General
U N I L E V E R
The Anglo-Dutch group UNILEVER was founded in 1930. It is made up of two parent companies -
UNILEVER NV and UNILEVER PLC - which, though separate companies, work as a single unit with the
same board of directors. The group currently employs 247,000 people worldwide. It works in 150
countries and generates 48.8 billion euros in turnover.
UNILEVER is one of the main world suppliers of food products, detergents and cleaning products, and
personal care products. Among the group’s products are prestigious brands found in millions of homes
worldwide:
Detergents/cleaning and personal care products include: Axe, Cif, Comfort, Domestos, Dove, Lux,
Omo, Ponds, Radiant, Rexona, Signal, Sunsilk, and Surf.
Food products include: Bertolli, Birdseye, Family Brand, Findus, Healthy Heart, Heart, Hellmann’s, Iglo,
Knorr, Lipton, and Slim-Fast.
UNILEVER’s strong points include:
firm footing on local markets, with a high level of knowledge about the local culture; and
international economic expertise serving consumers worldwide.
In 2000, UNILEVER announced its path to growth strategy. It consists of reducing the number of brands
from 1600 to 400. The idea is to concentrate available resources on a portfolio of well-known
international brands that have potential for strong growth and that help to respond in the best possible
way to consumer aspirations, no matter where they are located.
UNILEVER’s Tunisian affiliate was founded in the ‘50s. In 1982 UNILEVER left Tunisia but sold most of
the company to one of the most important Tunisian industrial groups. Operations continued under
license, with business growing significantly. In 2000 UNILEVER bought back 100% of shares.
UNILEVER Tunisia today produces 35,000 tons of detergent and personal care products at three distinct
units: two for production and one for marketing.
SPCD turns out detergents, soap, and bases for industry.
CODEPAR manufactures personal care products, toothpaste, and shampoo/cream rinse.
An international trading company acts as a platform for products imported from Europe to destinations
in the Maghreb, until a more mature market merits local production.

U N I L E V E R
In 2003, UNILEVER Tunisia posted:
50.7 million euros in turnover, of which 25 million euros were generated by the local market;
226 million euros in export earnings, notably to Libya and UNILEVER companies in Algeria and
Morocco;
more than 700 associates;
more than 60 supervisory staff.
This growth gives UNILEVER Tunisia a strategic position in UNILEVER’s Maghreb/Machrek division as
leader of marketing in these countries.
UNILEVER Tunisia supplies the local market, ensures total coverage of Libya, and serves as a platform for
distribution in the Maghreb of Unilever products imported from Europe. The Tunisian affiliate also works
as a « cultural interface » to succeed on Arab markets.
Thierry Guarnoni, Director General of UNILEVER in Tunisia, has a positive overall vision of Tunisia’s
environment. “Above and beyond local market potential, Tunisia has major advantages to offer for setting
up regional production sites:
political stability,
a central geographic location,
a social climate that favors dialogue and flexibility ,
skilled supervisory staff (engineers and managers),
a degree of cultural neutrality, inherent in being a small country in the middle of a very big region,
with few natural resources aside from sun, sea and pleasant living conditions, Tunisia has based its
development on more technical, industrial activities,
well-placed Tunisian officials who are consistently available and ready to discuss any issue of import to
businesses.
The other criteria that need to be monitored to maintain Tunisia’s performance rating are:
the cross-border flow of goods (raw materials and finished products),
procedures to validate manufacturing norms,
marketing and commercial regulations (freely-set prices, promotional and media activities),
facilitating the settling in of foreign staff (visas, repatriation of wages) that is part and parcel of the
functioning of multinational companies.”
All this places UNILEVER Tunisia in top position among Arab countries in the group’s global strategy,
despite its relatively small size.
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“In a field where you have to maintain a competitive edge, quality of production along with
proximity make VAN DE VELDE’s Tunisian affiliate a strategic site.”
Peter Bynens, Director
V A N D E V E L D E
The VAN DE VELDE Group designs and markets luxury and fashionable lingerie. Design, logistics and
sales are the pillars that have made this company a leader on the BENELUX market. It is also well placed
in other western European countries.
The company has 1,300 employees at three sites (Belgium, Hungary and Tunisia), generating 95 million
euros in turnover.
In 1919 Achiel VAN DE VELDE and his wife Margaretha opened a workshop in Schellebelle, Belgium to
design and manufacture corsets for women. Initially all items were entirely handmade to order.
But in less than 30 years the second generation turned the company into a prosperous manufacturer of
quality women’s lingerie. Since the end of the ‘40s, these products have been sold from stock to stores
in Belgium and Holland. In the ‘60s and ‘70s, VAN DE VELDE NV began to seek new markets, in hopes
of becoming a major actor on the European luxury lingerie market. The first designer line (Mary Jo) was
launched at this time and company growth soared.
In 1986 the company set up workshops for the first time in France and China. The move to delocalize
continued, with the establishment of plants in Hungary and Tunisia. But design, materials management,
quality control and cut of basic materials were still handled in Belgium, where almost 5% of total
production was manufactured. In 1997, VAN DE VELDE was posted on the Brussels Stock Market and
today about 40% of shares are publicly held. Last year the company bought back a large amount of
stock from Top Form, the most important manufacturer of brassieres in the world, located in Hong Kong.
VAN DE VELDE thus entered the eastern Asian and Chinese markets.
VAN DE VELDE currently uses four brand names, developed in line with market studies and in close
consultation with its sales network. Each brand has its own style and aims at a particular market segment.
There is very close monitoring of marketing and sales. Every three months new products are put on the
market. Prior tests are run to determine the chances of success. The distribution circuit is made up of
more than 4,000 multi-brand and up-market stores.
Design teams keep on top of new trends, new materials, new colors and attractive styles. About 12
months are needed between launching of a new line and availability at stores. Thanks to constant
monitoring and attention to quality, VAN DE VELDE has won a number of awards:
1991: export Oscar
1995: fashion Award (Holland)
1997: the Best of Marketing
1998: the Belgian Clothing Federation’s Trophy.

The group is also strong in monitoring production.
V A N D E V E L D E
Monitoring raw materials delivered to the plant
Although VAN DE VELDE systematically opts for the best materials and works only with the best known
suppliers, it subjects all deliveries to rigorous quality control. A sample is cut from each roll delivered to
the plant to test all aspects of quality: weight, elasticity, shrinking and fading. The results of these tests
are then recorded in the central computer and they determine acceptance or refusal of a shipment.
Cut of materials
Solid color fabric is cut automatically, but lace and embroidery are cut in pairs using the chantournage
technique.
Assembly
Assembly requires considerable labor, consisting of a process composed of several successive stitching
jobs that demand great precision on the part of the operator, extreme professional care and skill. Special
skills are needed in working with the delicate, relatively small materials that need to be handled quickly.
Until the middle of the ‘80s assembly was handled entirely at the company’s
Schellebelle facility. Rapid expansion has led management to set up operations in a number of countries
with high production potential. Thanks to sound organization, skilled local management, solid
preparation and technical support by the parent company, VAN DE VELDE has succeeded in
manufacturing products with the same high standard of quality in all countries where they are produced.
Quality control of finished products
All items manufactured at the various production sites are shipped to the head office in Schellebelle where
they are checked piece by piece according to specific, very strict procedures.
The Tunisian affiliate was founded in Kondar near Sousse in 1995. Its 400 employees assemble and
produce 20% of the group’s production at a brand new plant.
In this highly competitive field where cost and quality are decisive, only well organized companies can
hope to survive. In this context “Tunisia provides quality staff, proximity to the head office, and political
stability, all of which are decisive for the long term.” Peter Bynens, Director.
VAN DE VELDE is strongly committed to linguistic and cultural adaptation and its management has
introduced modern working conditions that provide for the comfort of employees along with ongoing
training.
FIPA’s help in setting up operations and facilitating the financial incentives available to industrial
companies has been a decisive factor.
VAN DE VELDE plans to expand activity in Tunisia in the years ahead.
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”We are highly qualified craftsmen. We are totally committed to our profession and each item
is designed to be a work of art. Thus staff, our most important asset, must be highly skilled.”
Ferdinand Terburg, Director General
V A N L A A C K
Since 1881 the label VAN LAACK has been synonymous with quality in up-market shirt making. From its
head office in Münchengladbach, the group has conducted carried out ongoing expansion that has been
thoroughly thought through. Distribution is based on the concept of “shop in the shop”. A network of
more than 100 boutiques is being developed in Asian and Pacific countries and in prestigious shopping
areas like the Faubourg St. Honoré in Paris. The company expects to double its turnover of 50 million
euros in five years.
VAN LAACK set up operations in Bizerte in 1973, very near the old port and the old city. Specialized in
up-market apparel, the company found exceptional working conditions in Tunisia right from the start.
Growth was made possible by long-term investment in staff training designed to meet the very strict
standards required for luxury shirts.
To this end, VAN LAACK has developed its own vocational training center, which has now become a
facility open to the entire Tunisian textile industry. Training that alternates between formal instruction and
on-the-job application helps provide the know-how needed by staff to carry out multiple functions. This
has the additional advantage of boosting motivation and career development. The training center is
supported financially and technically by member companies, conferring a European Union-recognized
diploma. The BISERTEX vocational training center benefits from close cooperation between Tunisian
authorities and businesses. Indeed, public structures encourage and provide support to companies to take
on a greater role in managing the sector.
VAN LAACK employs almost 600 people in Tunisia, where it turns out luxury shirts of high quality thanks
to hand-sewn work tailored to order that use the very best materials.
For Ferdinand Terburg, Director General, “This is an essential point, because we want to reproduce in Tunisia
the vocational training scheme that was the basis for development of operations in Germany and the
Netherlands. Vocational training should be the responsibility of the companies, whom we believe to be
better placed than the State to develop the training programs they need. In a sense, this approach is the
expression of the company’s responsibility to its employees.“

V A N L A A C K
As for production, VAN LAACK has developed an up-market approach based on tailored solutions and
just in time deadlines. The company’s plants in Tunisia can fill orders in 10 days, shipping directly to the
customer with a personalized tag. Total integration of the process will soon be achieved with simultaneous
billing. This approach to luxury shirts is made possible by highly sophisticated skills based on a tradition
of craftsmanship that uses modern production methods. A seamstress’ experienced hand and eye will
always be decisive, but training provides the ability to make patterns designed on the spot with the help
of computer-designed aids, based on each client’s measurements. This devotion to excellence has led
VAN LAACK to opt for direct management of its production centers rather than insisting on subcontracting.
THaving worked for 30 years in Bizerte, Ferdinand Terburg, Director General of VAN LAACK Tunisia, is
also the Vice-President of the Tuniso-German Chamber of Commerce and Industry. His dual roles as head
of both the company and the training center help him to be especially sensitive to future trends: “Despite
the appearance of competitors who can offer very low labor costs, Tunisia remains a sound choice
especially for up-market items. This is made possible by moderate labor costs that remain so, stability, a
pro-active policy of support to businesses and investment, excellent infrastructure, proximity and fast
transit to Europe, and above all the skill of Tunisian workers, which is the main factor for the productivity
needed to remain competitive. Tunisia can be confident of a sound future, since it has managed to
develop the economic and human resource policies needed to develop quality, flexibility, rapidity and
productivity.”
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FIPA - Tunisia – your partner for success
The Foreign Investment Promotion Agency « FIPA-Tunisia » is a governmental organization, which
has been set up in 1995 under the authority of the Ministry of Development and International
Cooperation. It is responsible for providing all support required by foreign investors and for
promoting foreign investment in Tunisia.
FIPA-Tunisia and its offices abroad form a network for information, contacts, advice, support,
assistance and help to foreign investors.
FIPA-Tunisia and its offices abroad form an effective network:
they provide information on investment opportunities in Tunisia and on the main reasons why
Tunisia is such a profitable site for foreign direct investment. All pertinent information on
Tunisia’s economy, human resources, infrastructure and investment incentives are presented in a
wide range of publications in various languages …
contacts can be made in Tunis or abroad, tapping targeted preliminary exploration work and
missions that provide the answers to investor needs. This approach is based on providing the
best Tunisia has to supply to companies looking to go international,
advice is available on the conditions best suited to ensure the success of initiatives, the areas
where operations can be set up, investment regimes, financing modes …
investors will be accompanied on exploratory visits to Tunisia and throughout the various phases
of implementation. FIPA staff will draw up schedules to visit Tunisian institutions and companies
in the sector and areas of interest to a potential investor,
support is provided to ensure the sustainability of the undertaking, by means of personalized
monitoring and ongoing assistance from various Tunisian ministerial departments, institutions
and regional authorities.
FIPA-Tunisia is available to each and every foreign investor:
to identify promising investment options, thanks to prospective studies carried out by world
renowned consulting firms and/or specialized Tunisian institutions;
to organize promotional events of either a general or sectoral nature, dealing with investment and
partnership arrangements, meant to bring together investors and public and private operators and
to put them in touch with the business community;
to gather and disseminate information necessary to launch business initiatives in Tunisia, thanks
to a data bank on Tunisia’s economic environment, regulations, industrial land and facilities,
potential partnerships… ;
to welcome investors and accompany them on business appointments, lining up the right contacts
with public and private parties and organizing field visits throughout Tunisia;
to help find the best sites for facilities, locating appropriate land and buildings at lowest cost,
thanks to an up-to-date data bank at FIPA and to ongoing contacts with regional authorities that
allow for a timely response to any request;
to help foreign promoters throughout the duration of their undertakings, by facilitating the
company’s integration in its new environment.

FIPA Tunisia has offices in:
Tunis
Foreign Investment Promotion Agency
Rue Slaheddine El Ammami
Centre Urbain Nord. 1004 Tunis
Tel.: (216) 71 70 31 40
Fax: (216) 71 70 26 00
E-mail: fipa.tunisia@mdci.gov.tn
www.investintunisia.tn
Paris
8, rue de la Bienfaisance
75008 Paris
Tel.: (33) 01 45 22 68 57
Fax: (33) 01 45 22 68 53
E-mail: apie.tunisie@wanadoo.fr
Brussels
31/33, rue Montoyer, Boîte 4
1000 Brussels
Tel.: (32-2) 512 93 27
Fax: (32-2) 511 17 57
E-mail: fipa1.tunisie@pi.be
Cologne
Hohenstaufenring 44-46
50674 Cologne
Tel.: (49-221) 240 3346 ß 240 3347
Fax: (49-221) 240 3446
E-mail: fipacologne@t-online.de
Chicago
200 World Trade Center Chicago
Suite 1540. The Merchandise Mart
Chicago Illinois 60654
Tel.: (1-312) 467 04 61
Fax: (1-312) 803 96 00
E-mail: fipany@ix.netcom.com
London
63-66 Hatton Garden
London EC1N 8LE
Tel.: (44-207) 430 13 15
Fax: (44-207) 430 14 00
E-mail: london@fipa.co.uk
Milan
Via M. Gonzaga, 5
(Piazza Missori)
20123 Milano
Tel.: (39-02) 809 297 809 298
Fax: (39-02) 809 353
E-mail: fipatunisiamilano@tin.it
Tunisian Economic Representation in Montreal
1253, McGill College, Suite 430
Montreal (Quebec) H3B 2Y5
Tel.: (1-514) 395 95 22
Fax: (1-514) 395 95 23
E-mail: retun@qc.aira.com
43

Conception et réalisation
SERVICED (216) 71 752 889
www.serviced.com.tn