ABOUT US
WELCOME TO HUGO COMMODITIES
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Over the years, Hugo Commodities has developed an exciting commodities business not only in the West Africa sub-region but in Sub-Saharan Africa and beyond. The vision of the company’s Founders is to create a business that can thrive on in the continent and beyond under all political circumstances.
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Our aim is to establish ourselves as a credible provider of commodities in today’s dynamic current and new emerging commodities markets. We believe that there has never been a better time to work with local commodities merchants (suppliers and exporters).
At Hugo Commodities, we do not measure the success of our business by our size, but by the quality of our products and the service we provide to all our customers.​ We achieve this by the support we provide to our associates, in all areas of our business. We understand the benefits of working and developing local partnerships in West Africa; it has become the backbone of our business and has proven to be evident all over the continent.
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Some of the key benefits are:
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SUSTAINABILITY
OUR RELATIONSHIP WITH OUR-GROWERS AND ASSOCIATED PARTNERS
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Strong and positive relationships with our out-growers are vital to the success of Hugo Commodities. We only buy from producers and farming co-operatives where possible; this allows us to engage with growers and manage quality from the farm gate to our customers’ destinations. We work closely with co-operatives and farmers to enable them to improve their productivity, income, and operations; this is at the heart of our corporate and social values, which is delivered through sustainable strategic programs.​​
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OUR RELATIONSHIP WITH OUR SUPPLIERS
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Our approach to suppliers is an important part of our strategic plan since almost every company, whether product- or service-oriented, is dependent on suppliers. At Hugo Commodities, we need good and reliable suppliers. When we find them, we treat them like gold. We put in the effort to build good supplier relationships as we do building good relationships with our customers.
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HERE ARE THE WAYS OUR SUPPLIERS CAN IMPACT OUR COMPANY
QUALITY
Supplier components can positively or negatively affect the quality of our product. Higher quality increases customer satisfaction and decreases the chances for customer dissatisfaction, which adds cash to your bottom line.
TIMELINESS
Their timely deliveries are important to how customers view our reliability. A quick turnaround can become the key to minimizing inventory, which in turn translates to less risk of inventory obsolescence and lower cash needs.
COMPETITIVE
Our suppliers give us an edge over the competition based on their pricing, quality, reliability, technological breakthroughs and knowledge of industry trends.
INNOVATION
Suppliers make major contributions to new product development. We are cognizant of the fact that they know their products more than we do.
WHAT WE DO TO KEEP OUR SUPPLIERS HAPPY
WE PAY ON TIME
We pay our bills on time! We negotiate for favourable payment terms before we place an order, but once the order is placed, we do not renege or attempt to change the rules. Paying on time builds goodwill and loyalty.
OUR PEOPLE
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At Hugo Commodities, our people are at the core of our business and success. With the contributions, energy and vision of our employees, we continue to build our future and to be highly competitive. Therefore, we have an ongoing interest in continuing to improve our work environment and to be surrounded by dedicated employees who take ownership through high performance and sustainable culture.
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Our people are extraordinarily talented individuals who share a passion for achieving the very best in everything they do.
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GOVERNANCE AND MANAGEMENT
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To ensure that we attract and have the best talent in the right role at the right time, we:
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Design organizational structures that maximize effectiveness and efficiency and help employees reach their potential
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Ensure consistency in our talent processes through global policies, guidelines, and services
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Develop our people so they can execute our strategy, grow individually, and contribute to the constant reinvention of our business
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Provide the right incentives and rewards schemes that recognize performance and motivate our people to continuously exceed their performance targets.
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Our people management approach drives our efforts to develop organizational structures that maximize effectiveness and efficiency and help employees reach their potential. We seek to develop leaders that have a vision, aspirations, and values that align with those of our company, a deep understanding and belief in our mission, and the knowledge and skills to keep us competitive.
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CORPORATE SOCIAL RESPONSIBILITY
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At Hugo Commodities, we believe that Corporate Social Responsibility embodies an ardent commitment and social pact with all the stakeholders. Thus, we are committed to creating enduring partnerships for sustainable development whilst adding immense value to the diverse communities in which we operate.
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Corporate Social Responsibility is a key component of our business activities and to ensure optimum impact and sustainability, our CSR strategy focuses on three pillars:
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COMMUNITY
DEVELOPMENT
COMMUNITY
DEVELOPMENT
We believe that giving back to the less privileged residents of our host communities is a prerequisite for the overall development of those communities.
EDUCATION
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EDUCATION
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Our approach to corporate social responsibility has induced us to partner with like-minded organizations, such as the International Society for the Red Cross in Switzerland; the Commonwealth Business Council; and several others.
ENVIRONMENT
ENVIRONMENT
Every day presents the opportunity to make history at Hugo Commodities and in achieving this, we constantly evolve whilst consolidating our pride of place as a truly international organization.
Corporate Social Responsibility is how we colour the lives around us.
DRIVING SUSTAINABILITY FORWARD
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For commodity production and procurement to be sustainable, we believe that farmers, miners and others on the frontlines of the product extraction process must be able to earn adequate income; engage in responsible labor practices; safeguard the environment through sound agricultural or extraction practices, have the means to provide for the basic health and education needs and general well-being of their families.
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We have identified three key factors- that impede the drive towards optimality and sustainable production across all the sectors we operate. They are technical knowledge, reliable equipment and funding.
TECHNICAL KNOWLEDGE
There is a need for more training in good agricultural practices to enable farmers to improve productivity and generate more income.