• Inefficiencies - Many firms e.g. Kenol-Kobil have to deal with an inefficient oil importation regime. They are forced to process 50% (by law 70%) of their requirements through Kenya Petroleum Refineries Ltd (KPRL) which uses much older technology (hydro-skimming) as well as being sub-optimal in size. This leads to lower high-value (white fuels) derivatives. Cost to Kenyans an additional 3/- per litre.
• Corruption - Many firms e.g. Kenol-Kobil are forced to pass on additional 'charges' to consumers since the management of Kenya Pipeline Company (KPC) has a history of being involved in corrupt deals (including tenders to extend the pipeline). The latest scandal was Triton-KPC. Cost to Kenyans is hard to determine but definitely high.
• Legal system breakdown - HFCK will take defaulters to court but the case could take 5 years even if HFCK has all the cards. Why? An over-burdened court system which does not have a dedicated 'business' court. Deferrals are common as lawyers postpone, postpone & postpone hearings. And when they do show up, the judge/magistrate does not.
• KRA (non)refunds - KRA collects VAT, duties, taxes, etc. Penalties abound if a business is late in remitting the payments. In the event of a refund... get in line. We are not talking of disputed refunds. Even simple refunds are not paid to the businesses in a timely manner. KRA claims they are given KShs 1.04 billion per quarter for refunds REGARDLESS of what they collect. Kenol-Kobil & Total could have KShs 1,000,000,000 outstanding to each of them at any one time. So they borrow from the market. And add financing costs to our petrol price.
• Taxes ad infinitum - The government imposes horrendous amount of taxes in the form of levies, duties, VAT, income tax, etc. Then there are property taxes, license fees, payroll taxes, etc. A retail outlet in the CBD with a 10% margin can't even break-even. And this is before rent is due!
• Insecurity/theft - Theft by employees is pretty common in Kenya. And I do not mean office supplies. I have so many personal examples. My Dad (an engineer/entrepreneur) used to scour Industrial Area factories for jobs - rewind/resuscitate old (burnt) motors. Reduced imports. Saved Kenya forex. Helped the environment. Provided Kenyans jobs. While he was juggling sales, accounting, etc... the employees were busy stealing & selling NEW copper wire (used to rewind motors) as scrap metal. He soon found out about the theft since income didn't match expenses. The copper wire was bought on credit. He paid the suppliers out of his pocket. Heart-broken. Fired ALL the employees. Shut the business down.
• Uncertainty - Uncertainty is very costly. The KShs careens all over the place because of Kenya's fragility. These ups & downs creates problems. Look at the volatility of the Kenya Shilling. Or how volatile oil prices caused KQ's KShs 7.5 billion loss on hedges. Or the 'fear' of violence in almost every election. Fear had gripped the country in 2002. and when Kenyans relaxed in 2007, it blew up in their faces.
• The 'politically-connected businessmen' - How does a legit business compete against these tax evaders who the KRA never touches? Goods come in from Somalia untaxed but nary a raid on Eastleigh or Mandera?

• Dogs can't bark without permission. WTF?
• No rainwater harvesting. SMH.

CAUTIONARY STATEMENT

Olympia Capital Holdings Limited (OCHL) owns 51% of Olympia Capital Corporation Limited (OCC), a company listed on the Botswana Stock Exchange. In December 2006, OCC purchased 74% of Plush Products (pty) Limited (Plush).

For the fnancial periods ended December 2006, February 2008 and February 2009, Plush did not contributed positively to the bottom line of the group. From September 2008, following the slipping of the South African economy into a recession, we saw a signifcant drop in our sales that made the company go into a loss making situation.

We believe in the products and the market, but not the model to market that we have used to date. A decision has been made to close the company, sell the assets to meet our obligations and consider re-entering the market with a leaner model.

The closure of Plush will not have any negative effect on the operational group proftability, however we will only tell with time the effect that the loss of the actual investment will have on our group balance sheet.

Michael Matu

Chief Executive

23rd June 2009

Many folks have been asking about Olympia Capital Holdings (Kenya). The shares' trading was suspended on Monday at 11am but resumed trading on Tuesday after the statement was released. We will have to wait for the FY 2008-9 results expected by 30 June 2009.

The conventional wisdom in financial markets is that the longer the delay in announcing results, the worse they are.

[KQ released their 2008-9 results 1 week later than usual. Well, there was a Kes 7.5bn charge to profits relating to hedging.]

It is highly likely that OCHL will have to write off the ENTIRE equity injection into Plush-Yokota. And there is a chance that the profitable units might suffer as well from the cash drain or 'connection'. Nevertheless, OCHL's acquisition of Plush has set Olympia back many years.

That said, Plush has NEVER contributed to the bottomline for OCC (Botswana). So this action will stop the cash outflows for now.