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3 Q-LIONS INFOS p.12 TRAJECTOIRE Michel Dieudonné ONDOKO P. 7 S O M M A I R E L

3 Q-LIONS INFOS p.12 TRAJECTOIRE Michel Dieudonné ONDOKO P. 7 S O M M A I R E LA VIE DU GROUPE SABC ACTION COMMERCIALES EVENEMENT NOS METIERS Le groupe sabc gagne le prix castel P.23 Renouvellement de La flotte 2019 P.26 Ocean Day P.28 Une journée de travail à NAME Recycling P.29 47th Edition of World Environment Day P.30 Non à la consommation de l’alcool par les mineurs P.30 Un autre point d’eau potable pour les populations de Mbanga P.31 Road Safety P32 Certification of the Douala Production Plants (Koumassi & Ndokoti) P.24 Missions des Centres Emballages. P.25 PERFORMANCE ET INNOVATION NOTRE RESPONSABILITE Une nouvelle équipe à la DCM p.8 Brasseries du Cameroun organises first edition of National Top Cup P.15 « 90 minutes of thrill under your cap » P.13 Orangina au cœur des jeux universitaires 2019 de Dschang p.16 Visite de NICHOLS International p.16 XXL energy vous offre des soirees night xxlment puissantes ! P.13 Reinventer la socaver p.17 Une stratégie de diversification 100 % qualité Pp.19 -20 SOCAVER - ATELIER CASIERS p.21 NOS PRODUITS Castel Beer p.6 C’est la boisson officielle des Lions Indomptables du Cameroun. p.16 Alain TADIE Directeur d’Exploitation KAMENI Vincent Directeur des Ventes M. SIMO TAGHUE Chef service Fabrication M. TCHONMO RUBEN chef Service Fusion Emmanuel POUTCHEU Chef Atelier Préformes Mme TCHINDA Léa Pélagie P33 CHEZ NOS CLIENTS ET PARTENAIRES PAGE PRATIQUE Hypertension artérielle et risque cardiovasculaire P34 LE SAVIEZ-VOUS la bière est un produit 100% naturel p.37 CA BOUGE Arrivées et departs au groupe sabc Pp.35-36 4 Responsabilité Performance Intégrité Dear collaborators of SABC Group W e are already in the middle of the year 2019, and as you know henceforth, this year has as theme « performance and excellence through continuous amelioration » so as to tackle the numerous challenges confronting our Group as a team, in order to preserve and develop our business Model of Standard regional agro-industrial leader at the service of development of our country Cameroon. Thus safety, security, equitable and inciting tax system for our activity and our ecosystem, fight against fraud are permanent external preoccupations. Meanwhile internally, productivity, competitivity, transversality, solidarity and customer attention remain sure axes for amelioration. Tremendous efforts have been made that permit us today to achieve intelligent economies on our operating losses and variable costs, promotion of « local content » with our 10 000 tons of maize and 30 000 tons of local sugar, considerable amelioration of our proximity with our Distributors hence our Customers thanks to the reorganisation of our distribution. Even if we are regretting, we are nevertheless happy that the increase in our prices – rendered necessary by the 2019 finance law- was able to take into account the low purchasing power of consumers by absorbing (indeed to the detriment of our profitability) a major portion of the impact. We are progressing with the projects of professionalisation of our Distributors (PRODIS), the digitalisation of our activity, as well as the reactivation of our Quality Management System and the weighting of posts and job channels. A rational tax system for our activity and our ecosystem including our Points of sale and our Distributors, remain a major stake to finally make us become the first activity to be totally taxable thus civic in this country. Other successes have been registered or in progress such as the imminent launching of the 4th industrial Well at SEMC and the mounting of the new ultra-modern RGB production plant in Ndokoti that stand out as more proofs of our continuous positive evolution, true business of faith in this country. During the meetings of the « Re-foundation Day », Management noted your desire to bestow more authority to our Factories and Regions, in order to obtain social dialogue based on more transparency, equity, modernity, proximity whereby anyone can freely express himself, but taking into account the common good and enterprise culture. We therefore have to continue this transformation of the SABC Group where our team spirit, our cohesion and solidarity must remain our DNA, for our Group to become a real Leader at the service of her Vision, conscious of our Mission and in respect of our Values and her newly adopted Code of Conduct, whereby everybody can professionally and socially blossom. Our great thanks to the Managing staff of SOCAVER that has meticulously handled with success the reinvention of her structure towards more diversification of their jobs. We can now talk of SOCAVER as a veritable expert in packaging. We rely on the dynamism of her teams in order to once more catch up with durable growth for the good of our Group and her ecosystem. The spirit of Actor and Conqueror must be demonstrated more than before, guarantee for realising our performance indicators in daily respect of our Code of Conduct. In same spirit, next time we will put SEMC in glory …. Cheer equally to our Factories that have all succeeded in the KORE and FSSC 22000 Audits, a sign of renowned maturity in the quest of irreproachable quality. We reiterate here that continuous amelioration (Lean) with the imminent certification of our Group (ISO 9001 V 2015) are the only guarantees for our industrial and commercial leadership. In order to effectively animate this SMQ approach, we will soon welcome the first edition of the Q-Lions Infos which is an invitation for each of us to be an actor in the attainment of this important challenge. All these supported by the unbelievable DSI team devoted and committed to render us more mobile, more efficient, more performant with powerful aid tools to decision-making… Finally, at the time I write these lines, we are at the point of launching the 2nd phase of our institutional communication campaign that will continue to reinforce the spirit of belonging both internally and externally to our Group, that has been working tirelessly economically and socially, over 70 years for the development of her country and conscious of her corporate responsibility. I thank the governance of SABC CODIR/COMEX, for the commitment and managerial courage demonstrated on a daily basis. Thanks to all the Operations and Support Divisions of the Head Office and our regions for their devotion, as well as all those who have been striving tirelessly (CC Ombe and Bamenda) to downplay the effects of the different crises that we are going through, with the resilience of our Group ; proud of the recovery of SEMC, the reinvention of SOCAVER and great progress accomplished within Les Brasseries du Cameroun. I therfore invite our Group and our ecosystem to remain serene and mobilised behind the State that is engaged in the protection of her industry and the Made in Cameroon in order to make our agro- industry-patrimony of All, by All, at the service of All- a champion and National Pride. To all, I wish a happy reading of this number 82 of our Magazine and as never before “One Team, One Goal! “. Emmanuel DE TAILLY Managing Director 5 Professionnalisme Loyauté Innovation Emmanuel DE TAILLY Directeur Général Chers Collaboratrices et collaborateurs du Groupe SABC N ous voilà déjà au milieu de l’année 2019 et, comme vous le savez désormais, cette année s’est inscrite sur le thème de la performance et de l’excellence au travers de « l’Amélioration Continue » afin de relever en équipe tous les nombreux défis auxquels notre Groupe doit faire face pour sauvegarder et développer notre business model de leader agro industriel régional de référence au service du développement de notre pays, le Cameroun. Ainsi sureté, sécurité, fiscalité équitable et incitative pour notre activité et notre écosystème, lutte contre la fraude sont des préoccupations externes permanentes. En interne, productivité, compétitivité, transversalité, solidarité et écoute client demeurent des axes d’amélioration certains. Des efforts ont été déployés qui permettent aujourd’hui de réaliser des économies intelligentes sur nos pertes de gestion et sur nos coûts variables, de faire la promotion du « local content » avec nos 10.000 tonnes de Maïs et 30.000 tonnes de sucre local et d’améliorer considérablement notre proximité avec nos distributeurs et donc nos clients grâce à la réorganisation de notre distribution. Même si nous le regrettons, nous nous réjouissons que l’augmentation de nos tarifs - rendue nécessaire suite à la loi de finance 2019 - ait pu tenir compte du pouvoir d’achat affaibli de nos consommateurs en absorbant (certes au détriment de notre rentabilité) une grande partie de ses impacts. Nous continuons avec le chantier de professionnalisation de nos Distributeurs (projet PRODIS), celui de la digitalisation de notre activité comme de la réactivation de notre Système de Management de la Qualité et celui de notre pesée des postes et filière d’emplois. La fiscalisation raisonnable de notre filière et de notre écosystème y compris nos points de vente et Distributeurs demeure un enjeu majeur pour permettre d’être la première filière totalement fiscalisée et donc citoyenne de ce pays. D’autres progrès ont été enregistrés ou sont en cours avec la mise en service prochaine du 4ème Forage de SEMC et le montage en cours de la uploads/Management/ 33-degres-a-lombre-numero-82-du-2e-trimestre-2019 1 .pdf