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4, place Charles Hernu
69 100 Villeurbanne

+33 (0) 4 72 91 89 91

contact@orfite.com

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Background

In 2006, the owner of a small group operating both in the manufacture of lubricants and the distribution of products for the building trade, Orima, was planning his forthcoming retirement. His children, who worked in the company, Olivier and Frédéric Morihain, were not able to buy out all of the shares of the family holding company and their father did not want to sell the company to competitors or to investment funds. How could this prosperous company be kept in the family? Orfite offered a solution.

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In a family company, one only answers to oneself. How could we tolerate the aggressive rules of an investment fund? Orfite’s response was quite different.

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The Orfite solution

Orfite proposed a financial structure that was capable of ensuring the continuity of the company after the departure of the father, Mr Morihain. The framework organised was simple and clear: Orfite was to take a minority stake within the group and, as part of the strategy that was presented and which was adopted, was to undertake not to intervene in the management of the company. A relationship of trust was hence created from the outset between Orfite and the managers at Orima, who each focused, on both sides, on Orima’s success.

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When meeting Orfite, I quickly understood that we could do business – it is a company that puts the business manager at the heart of its considerations.

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The Orfite experience

The Morihain brothers kept control of the company. Every two or three months, they would meet Orfite’s team to speak freely about new markets, potential customers and address a more global vision of business.

A few years later, Olivier and Frédéric Morihain decided to buy out Orfite’s share, to which Orfite agreed without raising the bid.

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If the opportunity presents itself and the time is appropriate for me, I would certainly invest with Orfite.

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Successful transfer

For the Morihain brothers, the collaboration with Orfite was beneficial at all levels. From the outset, they were able to continue to develop their company without bearing excessive financial risks. They then established the relationships with the banks, whose trust in Orfite was proven. The basis of their partnership, the quality of the human relationships between the managers at Orima and Orfite’s team, was maintained after the departure of the leading shareholder.

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