Strategic Workshop – Foundations of SOFICAU Ubuntu Group

Over three days (November 23–25, 2025), the executive teams of SOFICAU Ubuntu Group Holding gathered in Grand-Popo to lay the foundations of the Group.This strategic meeting made it possible to clarify the Holding’s vision, define a shared operating model, and prepare the gradual transformation of the eight (08) member organizations.

Key Highlights of the Meeting

• Adoption of an active operating model for the Holding.

• Decision to implement a progressive merger of human, material, and financial resources by the end of 2026.

• Termination of all existing contracts on December 31, 2025, followed by centralized recruitment for all staff.

• Identification of priority challenges:quality of work, communication, English proficiency, digitalization, and the quality of reports and proposals.

• Mandatory requirement for each Director to reach B2 level in English by the end of 2026.

• Clarification of the role of each organization, now structured into specialized business units (poles).

• Adoption of key management documents (code of ethics, salary scale, internal regulations, etc.).

• Definition of priority activities to be launched immediately after the workshop.

Detailed Agenda by Day

November 23, 2025 – Official Launch

The opening ceremony took place in the presence of the governance bodies and the

Chief Executive Officers of the eight member organizations.

The session began with opening remarks, followed by a review of the code of conduct and the presentation of the strategic agenda.

Discussions focused on:

• the Group’s vision,

• the rationale behind the consolidation,

• the operationalization process,

• the major challenges to anticipate.

Participants validated the organizational approach:an active Holding model, administrative integration, centralized recruitment, and internal billing mechanisms to facilitate resource mobility.

November 24, 2025 – Structural Challenges and Organization of Business Units

Discussions addressed the following key issues:

1. Quality of Work

Strengthening editorial standards, mandatory use of the corporate visual identity, communication templates (online and in-person), and stricter requirements for reports and technical and financial proposals.

2. English Proficiency

Implementation of a progressive internal program to improve language skills across all staff.

3. Digital Transformation

Launch of a digital transformation process including:

• deployment of Ubuntu Connect,

• payroll digitalization,

• leave management,

• procurement processes,

• billing, missions, and more.

  
  

4. Internal Structuring

Validation of the organizational chart and governance documents:code of ethics, internal regulations, manuals, mission guides, etc.

5. Presentation of Business Units and Priorities

Each business unit defined its operational priorities:

• SAF: carbon accounting, ERP.

• TALENZIA: Ubuntu Academy, innovative recruitment model, Leaders of Tomorrow.

• SOFICAU: internal audits, standardization, donor diagnostics.

• GEF: training, organizational strengthening, audit preparation.

• KORERA: brand image enhancement, design, video production.

• Pépinière d’Afrique: studies, agricultural project monitoring & evaluation, rural development.

• SAF Juris: legal compliance and security.

• NEXUS: ERP solutions, AI, CRM, and automation.

  
  

6. Salary Scale

Salary formula:Salary = (Grade Points) × Point Value (700) × Country Coefficient

• Each grade is assigned a specific number of points.

• Each country has a coefficient based on the cost of living.

  
  

7. Compensation Policy

The policy defines:

• remuneration structure,

• core principles,

• the classification system (G1 to G7),

• applicable bonuses.

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8. Disciplinary Framework

Presentation of sanction levels and unacceptable behaviors.

November 25, 2025 – Leadership, Urgent Actions, and Closing

The day began with a leadership session, enabling participants to better understand the concept from an anglophone perspective.Leadership was defined as a process rooted in inner peace, psychological balance, and personal well-being, allowing an individual to positively influence their environment—and ultimately others.

A good leader is someone who first influences their own life, then their environment, and finally others.

Key leadership stages include:

• Awareness: self-awareness and environmental awareness,

• influencing one’s environment,

• taking responsibility,

• having a presence that is naturally noticed.

  
  

The teams then identified urgent priority actions:

• finalization of the HR policy and internship framework,

• recruitment announcement email,

• evaluation of Directors’ grades,

• completion of Ubuntu iTrack,

• digitalization through SharePoint,

• deployment of communication tools.

  
  

The workshop concluded with preparation for the session with GIZ, the official signing of the charter, and closing remarks from the Directors.