EIT’s unique shareholder position as a hybrid financial investor/telecom sector expert, enables it to play a dual role in key areas including business development and deal sourcing, while also promoting operational excellence and effective asset management. Consequently, EIT has a unique capacity to develop highly effective strategies for value-creation programs in the companies in which it invests. .

EIT’s initial investments have proven themselves to be successful examples of how the two pillars of EIT’s business model work. The restructuring of the operations of Tunisie Télécom, for example, was fundamentally driven by and based on the unique value-creation model developed by EIT.

As the shareholder of several companies, value is created through the sharing of best practice processes and policies. It is also created through the synergy of strategic sourcing and the fostering of corporate skills in several areas such as marketing, leadership and technology.

Collaboration and synergies between the subsidiaries could also be fostered in the areas of research and marketing, supply relationships and the development and sharing of management talent.

In Tunisia, EIT executives created and implemented a wholly new business strategy for the company, including developing and introducing a new operating model, corporate governance, procurement methodologies and an organizational chart and business process re-engineering, all of which were conceived of in the creation of a transformation program for the company. This exciting new program, developed together with company buy-in, continues with the placement of a new executive leadership team who are continually assisted and supported by EIT’s dynamic and multi-disciplinary best-of-class resources hired from around the world.

The annual results of the transformation program for Tunisie Télécom were directly felt in the market place, as the company grew its market share in the mobile telecommunications segment by 2% in 2007, reversing its previous trend of market share loss when it lost 10% market share in 2006. Overall, Tunisie Télécom’s revenue grew by 5% in 2007 also reversing the declining trend show by a 3% decline in 2006, providing further evidence of the efficacy of EIT’s efforts as the primary institutional shareholder.