Page 220 - Atouts Economiques Cameroun-2019-GB
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                 During the 2016-2017 cotton season, the agro- industrial flagship of the northern regions of Cameroon achieved tur- nover of 120 billion with a positive bottom line of CFAF 4.3 billion. The sales forecast for all its products for the year 2017-2018 are around CFAF 140 billion, and heir cottonseed production estimated at 255 000 tons.
Mr. ABATE EDI’I JEAN
Chairman of the Board of Directors, SODECOTON
Mr. MOHAMADOU BAYERO
CEO, SODECOTON
HEAD OFFICE: GAROUA
Po Box. Msgr Yves Plumey Road GAROUA – CAMEROON
Tel. (+237) 222 271 080
CEO’s Secretariat:
(+237) 222 271 685 sodecoton@sodecoton.cm
PRESENTATION
HUMAN RESOURCES
SODECOTON is a semi-public limited company in the agribusiness sector with publicly-owned majority sharehol- dings. The Garoua-based company has a Board of Directors and a Senior Management. Created in 1974, it has capital holdings of 23.643 billion broken down as follows: Cameroon State, 59%, GEOCOTON, 30% and SMIC, 11%.
Their number is about 5000 people, of which 2000 per- manent staff, 2500 to 3000 seasonal and temporary staff a year. A close partnership with the National Association of Cotton Producers CNPC-C, which moni- tors more than 250 000 farmers organized into 2000 CIGs, 48 CIGs trade unions, 9 federations of CIGs.
TASKS
CURRENT PERFORMANCES / KEY DATA OF OPERATION AND PRODUCTION
SODECOTON has several tasks including: improving the people’s living conditions through a position of key creator of jobs and most important economic player in the northern regions of Cameroon; contributing in the modernization of agriculture, while providing farmers in general, and those in the cotton areas particularly technical assistant by the perfecting of farm manage- ment techniques (seed treatment, mineral and organic fertilization, weedkillers...) in partnership with the Cameroon National Association of Cotton Producers(CNPC-C); ginning the cotton purchased from cotton famers to produce refined vegetable oil (cattle cake); selling cotton fibre, refined vegetable oil, cattle cake and shells; furthering all crops (maize, sor- ghum, soya...) subject to rotations with cotton.
Owing to the poor state of its industrial facilities and rol- ling stock, SODECOTON suffered a severe infrastruc- ture crisis from 2014 to 2016. With the coming of a new management team, it has entered a recovery phase with a joint support from the State and player for develop- ment. For the first time for more than 15 years, the com- pany has succeeded reorganizing its functional strategy to convey and gin its entire production, that is 255 000 tons before the return of the rains, in such a way to avoid cotton moisture and huge losses: An evidence that the main agribusiness of the northern Cameroon is gaining a new lease of life. The most significant initiatives one should point out include: the purchase of forty (40) poly- skips trucks to collect cotton seed from the fields to the factories; two (2) loans obtained from the financial insti- tutions for the modernization and the increase in the mills’ capacities; a loan from the Islamic Development Bank (IDB) to purchase a civil engineering caravan; the purchase of power generators to render the factories self- sustainable with regards to electricity power; a 90% upgrade of the industrial facilities; an increase of mills’ capacities; a remobilization of the staff through social actions (house allowance and the categorization of truck drivers) and effective commercial policies (different oil products are successful on the market).
AGRICULTURAL SEASON
the collection of cotton, a working capital for fertili- zers to be granted the Cameroon National Association of Cotton Producers (CNPC-C), the reorganization of the company’s overall governance, with the implemen- tation of a new procedures manual and a geographic information system, the modernization of cotton gra- ding, using the latest technological equipment, the set- ting up of young farmers on EDF funds, for a mecha- nized farming, and the (electrical and solar) energy self-sufficiency of all ginning mills.
INDUSTRIAL FACILITIES AND CAPACITIES
SODECOTON has nine (9) ginning factories with a cumulated capacity for processing of 320 000 tons of seed cotton a year for 121 000 tons of fibre, and two (2) oil mills, with a cumulated capacity for crushing of 120 000 tons of cotton seed a year; production of edible varies between 14 and 19 million litres and 60 to 70 000 tons of feed a year. The company’s fleet is nearly 500 rolling stock made up of light-duty vehicles, trucks and other heavy machinery.
PERFORMANCES FROM 2012 TO 2018 IN FIGURES
WORDING
Seed cotton production (in tons)
Collected soya (in tons)
Distributed agricultural loans (in billions)
Incomes distributed to producers
Cotton fibre production (in tons)
Refined cotton and soya production oil (in millions of litres) Feed production (in tons)
Turnover (in billions CFA F)
           ONGOING PROJECTS AND PROSPECTS
The State’s strategic objective being set at 400 000 tons of seed cotton by 2021, a three-year recovery plan in the process of implementation was approved during the board of directors meeting on November 29, 2017.
SODECOTON was then authorized to look for funding to carry out the investment and actions of great impor- tance, which include among others,: two (2) ginning factories, one (1) mill to be set up, civil engineering equipment for rural tracks repairs, poly-skips trucks for

































































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