The former African unit of the French logistics heavyweight, Bolloré SE, will operate under a new name: AGL, which stands for Africa Global Logistics. The renaming is a consequence of the change of ownership which took place on 21DEC22, when SAS Shipping Agency Service, a subsidiary of Switzerland-based MSC Group, completed the acquisition of Bolloré's African business in a deal worth US$ 6.3 billion.
This rebranding marks the end of a long and successful era for Bolloré in Africa, at least as a provider of logistics services, and port facilities and terminals operator. But its resounding name
will not disappear on the continent thanks to the company’s ongoing strong involvement in Africa, particularly through TV Channel Canal+, and its continuing developments in the fields of
communications, entertainment, telecommunications, and publishing.
A plethora of targets, but where are the focal points?
Beginning immediately, AGL is responsible for steering the logistics business of its French predecessor, which will greatly strengthen the presence of the Mediterranean Shipping Company on the
continent and create synergies to the benefit of parent MSC and its African offspring. In the first press release published by the rebranded company, there is nothing to be read of modesty. On
the contrary, AGL promises the market to be a universal provider of comprehensive logistics services, whether air, sea, road or rail. “As the reference multimodal logistics operator in
Africa, AGL has the ambition to participate in the transformation of Africa by providing customized logistics solutions, improving the connectivity of territories, and contributing to the
establishment of a virtuous logistics ecosystem for all its stakeholders,” the release announces. This all sounds like the MSC subsidiary has set itself a comprehensive mission to modernize
Africa and lower the continent’s environmental footprint.
Transforming the continent – a challenging mission
Similarly, Philippe Labonne, CEO of AGL, argues: “The new brand reinforces our ambition to be a trusted logistics partner for our customers in Africa and around the world, while underlining
our commitment to innovate and participate alongside Africa’s states and partners in the transformation of the continent.”
AGL runs over 250 logistics and maritime agencies, 22 port and rail concessions, 66 dry ports, and 2 river terminals, formerly belonging to Bolloré’s Africa division. Through this network, the
company designs and implements solutions adapted to the needs of its customers along the value chain, including less accessible areas, the management of the renamed company promises.
Mammoth program
Further to this, the company says that it will respond to the challenges of intra-African trade, energy transition, demographic growth, improvement of the living environment and digitalization of
Africa. The company sees itself as a main contributor to sustainable and inclusive growth in Africa. To reduce its own environmental footprint, it will invest in sustainable businesses, implement
programs to set up eco-responsibility in transport and green terminals, and mobilize its employees, subcontractors, and suppliers to reduce the impact of its activities on the environment.
In summary, AGL has set itself a mammoth program in its first public appearance that will be scrutinized by customers and certainly African governments. The company's future business practices
will be measured against this.
Heiner Siegmund
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