1. As one of the leading logistics operators in Africa, AGL has established a strong presence across the continent. Could you share the most significant milestones in AGL Angola’s development and explain how the company has evolved?

Jean-Yves Lunot: Our presence in Angola dates back approximately three decades. In 1996, the former group took over SDV AMI in Angola, which is why AGL Angola is recognised today as a long-established company with deep roots in the country. The company underwent several name changes over the years, with the most recent taking place approximately three years ago following its acquisition by the MSC Group, when it became Africa Global Logistics.

Our first headquarters in Angola was located in Lobito before the company moved to Luanda in the late 1990s. This historical connection gives particular significance to our renewed focus on the Lobito Corridor today. I have been leading the company since mid-2022, building on this long history of continuous development. My priority has been to ensure that AGL Angola continues to grow while remaining aligned with its strong legacy.

Today, our core focus is logistics. AGL is the leading integrated logistics provider in Africa, with operations in 51 countries and activities across logistics corridors, ports and freight forwarding. In Angola, we are present in all the country’s ports, with offices and operations in Cabinda, Soyo, Luanda, Lobito and, more recently, Namibe. Our services include international freight forwarding, customs clearance, logistics bases, warehousing, shipping agency and trucking. Through our international network, we can move cargo from virtually any point in the world to Angola and back.

What distinguishes our model is its level of integration. Many competitors cover only certain segments of the logistics chain, while we can manage every stage using our own equipment and infrastructure, giving customers greater flexibility and control.

Our footprint expanded significantly with the concession of Lobito Terminal. The concession agreement was signed in late December 2023, and operations officially began in March 2024. To manage this strategic asset, we created AGL Lobito Terminal, a company wholly owned by AGL, with its own entity, management structure and operating framework. The terminal is now fully operational.

The year 2025 was our first full year of operations at the terminal, and the results exceeded expectations. The volumes we anticipated are ramping up, and momentum continues to build. The concession has transformed the perception of AGL Angola both domestically and internationally and has considerably increased Angola’s visibility within the global AGL network.

In the past, AGL had a stronger profile in markets such as Senegal, Cameroon, Côte d’Ivoire, Congo and Gabon, where the group had long held a significant market share. Angola was different. Although we were already operating in the country, many people primarily saw us as a freight-forwarding and logistics company competing with international players.

Lobito Terminal demonstrated that AGL is far more than a freight forwarder. We manage terminal operations, logistics platforms and integrated supply chains across Africa. Since taking over the concession, the terminal has reinforced our broader capabilities and shown customers and stakeholders that we can manage every stage of the logistics chain. Today, when people speak about AGL Angola, AGL Lobito Terminal is often one of the first operations they mention.

Since my arrival, the number of employees has almost doubled, reflecting both the expansion of the business and our long-term commitment to local employment. Across Angola, our operations now employ almost 1,000 people, and recruitment is expected to continue as new trucks and other equipment are delivered.

Our ambition is clear: to strengthen our presence, support the development of Angola’s logistics sector and contribute sustainably to the country’s economic growth and integration into global value chains.

2. Could you share the key operational indicators and investments that best demonstrate AGL Angola’s current scale and commitment to the country?

Jean-Yves Lunot: Our company operates and manages a broad range of sites, including warehousing infrastructure, open-yard space and operational facilities that form the backbone of our logistics activities in Angola.

For AGL Lobito Terminal, we made an initial investment of approximately USD 80 million to secure access to the concession. We plan to invest a further USD 120 million over the 20-year concession period, with most of that investment concentrated in the initial years to rapidly upgrade and modernise the terminal. This represents a total commitment of approximately USD 200 million.

Beyond physical infrastructure, we strongly believe that people are a key driver of sustainable growth. We are therefore investing approximately USD 4 million in training and professional development during the initial years of the project, focusing on skills development, technical expertise and operational excellence.

On the logistics side, AGL will invest approximately USD 5 million in 2026 in logistics equipment, refurbishment projects and infrastructure improvements. Around 30% of this budget is allocated to equipment, including trucks, forklifts and cranes, while the remaining amount will be dedicated to developing and improving logistics facilities.

We have recently invested in 11 new trucks, with a further eight expected to be added in the coming months. We are also rehabilitating our existing logistics base and developing a new ten-hectare logistics facility in Panguila, specifically designed to support oil and gas logistics operations. This project represents an additional investment of approximately USD 3 million and will further strengthen our service offering in a strategic sector for Angola.

Strengthening our position in the Angolan market has been a long journey, and our capital expenditure is one of the clearest demonstrations of our commitment. The MSC Group has been highly supportive. Since the acquisition, we have reinforced our commitment to Africa through significant investment, and Angola is one of the countries benefiting from that strategy.

We see ourselves as a company that connects African regions while leveraging a worldwide network. Our objective is to build and grow together. Over the past few years, we have continuously improved our capabilities and service offering, and the trajectory is extremely positive and unlike anything we had experienced before.

3. How is AGL Angola investing in human capital as its operational footprint continues to grow?

Jean-Yves Lunot: Investing in human capital is a strategic priority for AGL Angola, and we follow international standards in this area. Growth brings responsibility, and we believe that responsibility includes creating opportunities for Angolans to develop their skills and careers.

One of our key strengths is being part of a global logistics group, which allows us to benefit from knowledge sharing, mobility and best practices across different countries. We actively promote the exchange of international expertise. For example, teams from Abidjan, where AGL operates a port, travelled to Lobito to train and support our local teams during the launch of terminal operations. This hands-on collaboration ensures knowledge transfer and accelerates the development of local expertise.

We also send Angolan employees abroad for training, notably to France, Côte d’Ivoire and South Africa. These international programmes expose our staff to advanced operational standards, new technologies and diverse working environments, strengthening both their technical and managerial capabilities.

In partnership with the Embassy of France, we sent two young Angolans to France for specialised logistics and technical training. This and other programmes are designed to build expertise that will benefit both the individuals and the broader logistics industry. Training, local content and skills development are not separate initiatives for us; they are part of the company’s identity.

We also emphasise diversity and internal mobility. Employees are encouraged to pursue career opportunities across Angola and throughout Africa. We have seen people progress from operational roles into management positions, and we continue to promote opportunities regardless of gender.

Beyond professional training, we place strong emphasis on employee wellbeing and social protection. When I arrived, family health-insurance coverage was not available. In 2023, I decided to extend health-insurance coverage to employees’ families, typically including three to four family members, with a progressive plan to cover all minors. This was an important step towards improving social protection and quality of life for our people.

We also provide additional medical services for employees, including eye examinations and prescription glasses, as part of our preventive-healthcare approach. Our investment in human capital therefore combines skills development, international exposure, internal mobility, diversity and employee wellbeing.

Our ambition is to build strong, competent and committed local teams capable of supporting the company’s long-term growth and contributing meaningfully to the development of Angola’s logistics sector.

4. How is AGL Angola integrating innovation, digitalisation and automation into its operations?

Jean-Yves Lunot: Innovation and digitalisation are increasingly central to the way AGL Angola operates. Our objective is to improve transparency, efficiency, safety and service quality for our clients while aligning our operations with global logistics standards.

A concrete example is AGL LIVE, our real-time cargo-tracking solution. The tool is already being used by several clients and was implemented at the end of last year. It has proved to be a genuine game changer. Through AGL LIVE, clients can track their goods instantly and continuously, which is essential in modern logistics.

Today, information is as critical as physical delivery. Clients need to know at all times where their cargo is, what its status is and when it will arrive. Providing that level of visibility improves communication, planning and decision-making across the entire supply chain.

At the operational level, we also place strong emphasis on performance and safety. Our processes are designed to comply strictly with health, safety and environmental standards while ensuring that key performance indicators are achieved. Our delivery timelines typically range between three and five days, depending on the corridor and the type of operation.

We are fully aware that artificial intelligence, Internet of Things solutions, automation and smart warehousing are shaping the future of logistics worldwide. As part of a global group, AGL Angola is actively following and progressively adopting these technologies in line with operational requirements and the maturity of the local market.

This approach enables us to modernise responsibly, improve productivity and provide increasingly reliable and competitive services to our customers. Innovation at AGL Angola is therefore not simply about introducing technology. It is about using the appropriate tools to improve visibility, decision-making, operational excellence, safety and customer satisfaction.

5. What are AGL Angola’s main investments, and how are they contributing to the development of Angola’s logistics ecosystem?

Jean-Yves Lunot: Our largest and most strategic investment in Angola is the Lobito Terminal concession, which is at the centre of our long-term vision for the country’s logistics ecosystem. The terminal plays a critical role in supporting the Lobito Corridor, an important regional trade route connecting Angola with the Democratic Republic of Congo, Kolwezi and major mining regions in Central and Southern Africa.

Through Lobito Terminal, we are directly enabling mineral exports, particularly copper, which is loaded into containers at the terminal and shipped mainly through MSC. Copper volumes have recently reached approximately 15,000 tonnes per month, demonstrating the corridor’s growing importance and competitiveness.

Compared with Luanda, Lobito is structurally more export-oriented, which generates strong demand for empty containers to support outbound cargo flows. In addition to copper, the terminal supports granite-block exports from southern Angola and is designed to handle future cobalt exports as regional mining projects continue to develop.

The terminal concession represents a 20-year commitment, clearly demonstrating that AGL intends to remain in Angola and play a lasting role in the country’s economic development and integration into global value chains.

Beyond Lobito Terminal, we are actively exploring additional growth opportunities that can strengthen Angola’s logistics infrastructure. These include the development of logistics platforms in strategic locations such as Luau and Caala, in cooperation with the national logistics agency, and participation in public tenders related to transport and railway infrastructure, including potential projects connected with the Moçâmedes railway.

Our ambition is to act as a long-term partner of Angola, working closely with the Ministry of Transport and other public stakeholders. Through these investments, we aim to improve connectivity, support exports, attract regional transit flows and contribute to the sustainable transformation of Angola’s logistics ecosystem.

AGL offers integrated logistics solutions that very few companies can match. We manage every stage of the logistics chain, from origin to final destination. Whether customers are importing equipment, exporting products or moving cargo through complex energy and mining supply chains, AGL can coordinate the entire process.

We are adapting to the growth of Angola’s economy. Energy remains at the core of our business, but we are also seeing increased activity in sectors benefiting from the country’s economic-diversification policies, including fast-moving consumer goods, chemicals, information technology and agriculture. As Angola’s economy evolves, logistics providers must evolve with it.

For energy and mining companies, our value proposition is clear: integrated services, strong local assets, continental reach and a long-term commitment to investing in Angola. This combination allows us to support customers at every stage of their growth.

6.  What are AGL Angola’s main priorities for future expansion?

Jean-Yves Lunot: Our future expansion priorities are strongly aligned with Angola’s long-term logistics ambitions and with our role as a strategic partner in the country.

Our primary focus remains the development of the Lobito Corridor, which is a cornerstone of regional integration and connects Angola with inland markets, particularly in Central Africa. Strengthening this corridor will further support export flows, mining logistics and Angola’s position within regional and global supply chains.

We are also working on the development of logistics platforms in Luau and other strategic inland locations. These platforms are essential for improving multimodal connectivity, facilitating transit cargo and supporting both import and export activities along the corridor.

Building on our existing presence across Angola’s ports, we are evaluating additional locations to support major trade corridors and logistics routes serving the region. The objective is to be present wherever our customers need us and wherever economic activity is growing.

In parallel, we are actively exploring potential partnerships and new concessions, particularly in logistics infrastructure and transport. These opportunities are assessed in close coordination with public authorities and institutional partners to ensure that they remain aligned with national priorities.

All future investments will continue to be evaluated according to their feasibility, sustainability and long-term impact. Our approach is pragmatic and disciplined, ensuring that each project reinforces operational efficiency, service quality and economic value for Angola.

Our ambition is to strengthen AGL Angola’s position as a key logistics player and a long-term partner contributing to the development, modernisation and competitiveness of the country’s logistics ecosystem.

7. What environmental, social and community initiatives is AGL Angola implementing?

Jean-Yves Lunot: ESG is an increasingly important pillar of AGL Angola’s strategy, and we are progressively strengthening our commitments across environmental responsibility, social impact and community engagement as our footprint continues to grow.

From an environmental perspective, we are rolling out green-terminal initiatives, particularly at Lobito Terminal, even though the terminal is still relatively new. Our focus is on reducing our carbon footprint, improving energy efficiency and increasing the electrification of equipment and operations wherever feasible. These actions form part of a long-term roadmap aligned with the group’s environmental standards.

At the community and social level, we are actively engaged locally. In Lobito, we support surrounding communities through the distribution of goods and other basic-support initiatives, particularly in areas close to our operations. We also develop partnership-based social projects, including collaboration with Don Bosco and support for an orphanage in Luanda.

Our teams participate in local clean-up initiatives around our operational bases, focusing on waste management, container organisation and improvements to the immediate environment in coordination with surrounding communities. These actions reinforce good environmental practices while strengthening our local relationships.

We also emphasise employee participation in ESG initiatives. We planned community activities for 1 May involving both employees and local residents. These initiatives are designed to foster solidarity, shared responsibility and closer ties between AGL and the communities in which we operate.

8. How has your professional experience shaped your management approach, and what legacy would you like to leave in Angola?

Jean-Yves Lunot: I have approximately 15 years of experience in transport and logistics, having joined the Bolloré Group around 2011 or 2012. Throughout my career, I have worked across different geographies and operational environments, which has reinforced my conviction that logistics is a strategic enabler of economic development, particularly in Africa.

Transport and logistics are essential for the continent. Demand is significant and continues to grow, while infrastructure, connectivity and regional integration are still developing. Africa’s relatively low level of internal trade integration remains a major challenge, but it is also a major opportunity. My personal objective has always been to contribute to addressing this gap and to make a tangible difference through the development of logistics.

In Angola, my ambition is to leave behind a strong and sustainable legacy. This includes a strong and well-structured AGL Angola organisation, successful flagship projects such as Lobito Terminal, well-developed logistics platforms and corridors that support trade and regional integration, and solid, trusted institutional relationships with public authorities and other key stakeholders.

Beyond infrastructure and operational performance, what truly matters to me is ensuring that AGL continues to grow responsibly, creates value locally and contributes meaningfully to Angola’s economic development and its people.

My role is part of a longer-term journey: building on the past, strengthening the present and helping position AGL Angola for sustained success in the future.