Congo Terminal HR launches ‘Win Together’ in 2026
Early January, Congo Terminal’s Human Resources directorate convened a team‑building day under the slogan “Win Together”, framing the start of 2026 as a year dedicated to cohesion and sustained engagement (Journal de Brazza). Beyond the symbolic value of a shared slogan, the initiative was presented as a practical effort to consolidate a corporate culture of excellence, reinforce social bonds inside the company, and strengthen teamwork across functions.
In a context where large operational organisations depend on coordination and mutual trust, Congo Terminal’s messaging emphasised that collective performance is inseparable from day‑to‑day cooperation. The HR leadership described the gathering as an opportunity to align staff around a common direction while renewing an internal commitment to constructive dialogue and shared responsibility (Journal de Brazza).
Workplace cohesion, skills and wellbeing as HR priorities
According to the organisers, the team‑building day sought to translate broad human‑capital ambitions into concrete practices: employee wellbeing, continuous skills development, and the cultivation of a work environment that remains both harmonious and motivating (Journal de Brazza). Framed in these terms, the initiative aligns corporate performance with the quality of professional relationships, suggesting that operational efficiency is reinforced by a stable and supportive workplace culture.
The company’s account also underlined a sustained commitment to employees as a strategic resource. Rather than treating cohesion as a one‑off event, the “Win Together” framing signalled continuity: a desire to maintain engagement over time, to encourage collaboration as a reflex, and to recognise that the work climate contributes to retention, learning and productivity (Journal de Brazza).
Precy Dongui leads interactive workshops and reflection sessions
The programme was facilitated by Precy Dongui, presented as a certified coach (RNSP and IRC). Under his guidance, the day combined reflection workshops with playful and interactive activities, each designed to foreground cohesion, collaboration and creativity within teams (Journal de Brazza). The mix of formats aimed to balance structured discussion with experiential learning, allowing participants to test collective problem‑solving in real time.
In a statement reported by the organisers, Precy Dongui insisted that team‑building should not be reduced to a pause from routine but understood as a managerial lever. “Team building is not only a moment of relaxation; it is a real lever to develop team spirit, communication and trust between colleagues,” he said, adding that each activity is designed to value individual potential and foster an inclusive and collaborative work environment (Journal de Brazza). The remarks place emphasis on inclusion and trust as operational assets rather than abstract values.
HR Director Aristide NDJAWE sets targets and improvement axes
For Congo Terminal’s HR Director, Aristide NDJAWE, the day carried a dual purpose: consolidating cohesion while clarifying the organisation’s priorities for the year. He described the gathering as “a unique opportunity to strengthen our cohesion and share together our vision for 2026, notably the axes of intervention, the expectations for improvement and our quantified objectives.” He concluded with a collective call to ambition: “Together, we can go beyond our limits” (Journal de Brazza).
The emphasis on “quantified objectives” signalled an intention to link organisational culture to measurable performance. In this framing, cohesion is not presented as an end in itself but as a condition for delivery: a means to improve execution, to clarify expectations, and to anchor professional development in clearly stated targets (Journal de Brazza). While the company’s account does not detail the metrics, the language reflects a managerial approach that combines motivation with accountability.
A symbolic closing: unity, motivation and shared commitments
The day ended with a “family photo” taken amid enthusiastic shouts of “Win Together!”, a closing moment described as embodying unity, collective motivation and employees’ commitment to pursue the Group’s projects together (Journal de Brazza). Such rituals, though simple, often serve a strategic function: they translate organisational narratives into memorable images and shared references that can sustain morale beyond the event itself.
Congo Terminal’s account portrays the initiative as a deliberate investment in internal cohesion, with the HR function acting as a convening authority for collaboration and continuous improvement. By coupling interactive exercises with a management message on priorities and objectives, the company positioned “Win Together” as both a cultural statement and a practical framework for 2026—one intended to support performance through stronger interpersonal ties and clearer alignment across teams (Journal de Brazza).
