Oman Refreshment Company SAOG ($ORCI)

Okay. Good afternoon, and welcome to our meeting regarding the performance for the year 2025. We'll start first by the results, and I hand over to Faizan. Go ahead, Faizan.

All right. Thank you so much. The first few weeks started with the growth of Omani parent company group's structure. We are stretching to 3 companies, Oman Ref for the parent, Arabian Vending and ABC Algeria. Oman Ref was a parent company has been in the business since 1977. Arabian Vending we acquired effective 2018. ABC effective 2021 which was already a strategic acquisition are based in Algeria. Parent is of course, listed with Muscat Stock Exchange, Arabian Vending and ABC are both private limited companies. Our core business is primarily a bit manufacturing and bottling. We have the PepsiCo franchise both in Oman as well as in Algeria. The core role of the company in Oman is in addition to the bottling this includes the distribution across the trade. Modern trade, traditional trade, food service. While Arabian Vending supports for coffee and Lavazza branded coffee vending machine. The businesses primarily in the hotels and office. ABC, we have adopted model where we distribute into bottle, we manufacture that into beverages and we distribute within Algerian Market. So from a strategic importance, of course, Oman RefCo, the parent is our core funding and cash generating entity. Arabian Vending is more into a diversified product offerings while ABC is our long-term geographic diversification and strategic platform. We talk about our mission, vision and values. Our vision is to cross USD 0.5 billion revenue by 2030. Vision is we want to bring happiness in every moment while enabling the welfare of our consumers, retailers, employees, shareholders and of course, the client. Values that we aspire our quality, integrity, meritocracy, commitment and dispatch. We really want our people to do the right thing now, act as owner, leader and role models and we, of course, celebrate our best performance. If we talk about the SWOT analysis of the group. So on the strength side, we have the strongest lead in Oman and a very decent and moderate leads in Algeria, we have a strong local manufacturing capacity and capability and a very strong and consistent product quality. We ensure a safe working environment across our organizations while complying to all the mandatory and good to have regulations. We have a strong investment into digitized system, and we continue to invest. Opportunities, of course, to further enhance our digital transformation agenda, the product expansion, both category as well as geography, e-commerce stores for [indiscernible]. And we talk about the weaknesses of course, our concentration of revenues to geographies. I mean we are in Oman and Algeria currently. We have positive margin pressures primarily due to the geopolitical developments in the region, leading to a higher logistics and RM cost. Presence of private labels, low-price imported alternatives, intensifying competition and also uneven excise practices, which are leading to -- which are impacting the fair competition. If you talk about our results of 2025, so for the group profitability, you would see a lot of -- if this was a recovery year, and we have improved on almost all the key metrics, including profit after tax, where we were negative in 2024, we have moved to a positive position, delivering a 5% group profitability at a good level. Profit before tax, again, moving from a loss making position of minus 5.1% to 6.9%. Again, all was contributed by better operating profits and better gross profit margins even. If we talk about the parent profitability, you would see that we have improved on all the key metrics, including PAT, PBT, OB and gross margins versus prior year 2024. We continue to focus on liquidity. Group liquidity ratios have improved -- slightly levered to ensure that we really have the right working capital and CapEx executed across the group. Debtors are within the acceptable range in addition to the creditors and inventory holding. The same applies on PAT and in liquidity ratios, where we see improvement on almost all the metrics. So looking forward, priorities. We talk about the 3 strategic pillars. One is we need to have the consumer-centric growth by ensuring that we are close to consumer's hearts by offering top quality products, continue to expand and diversify our portfolio to ensure that we have the right offerings in place across the geographies to drive future growth. As far as people and local value creation is concerned, we continue to retain and continue to attract strong local talent values by retaining and growing the top performance across the organization. We would continue to invest into our manufacturing capacity, reinforcing our commitment we made in Oman products. Capabilities and resilience and performance. So we'll continue the recovery journey, which we have seen in 2025. We'll be further accelerating our digital transformation agenda during 2026. However, we have to navigate, of course, and we are proactively managing the risks which are leading from the geopolitical uncertainties prevailing. All right. That's from our side, if there are any questions, we are happy to take.

If no further questions. Thank you.

Thank you.