Profile Mozambique: Agility inaugurated its Logistics Park in Maputo in 2021, with a 290,000 m² site and 32,000 m² of ready-to-lease warehouses, offering solutions for storage, distribution, and even light manufacturing. How would you describe the journey since its launch to the present, in terms of growth and market response?
Neide Tsenane: We consider 2021 as the true relaunch of our logistics park in Maputo. We began operations in 2019, still during the implementation phase, but were quickly constrained by the impact of the Covid-19 pandemic, which shrank the market to minimal levels. At that time, we had only one client. It was only in 2021, during the economic recovery, that we managed to energize the operation and push forward with our growth strategy.
Initially, we had to invest in market education, especially among large corporations, to explain the advantages of operating in a warehouse space built to international standards. The usual reality in Mozambique is quite different—many operators merely provide a space where goods are placed directly on the ground. We brought an innovative proposal, with warehouses 9 meters high, allowing not only horizontal storage but also vertical optimization of space.
When we started in 2021, we had only 10% occupancy. We closed that same year at 47% and, since then, growth has been consistent. Today, we stand at about 90% occupancy, a clear reflection of market acceptance and confidence.
PM: In October 2023, the global logistics operator DSV leased 12,000 m² in the park, with an option for expansion. How do you assess the growing interest of multinationals and local companies? Which sectors are showing the highest demand?
NT: Since the inauguration of our logistics park, we have seen growing interest from both multinationals and local firms, a reflection of confidence in the solutions we provide. The partnership established in October 2023 with the DSV group, whose end client is a well-known Dutch brewer, demonstrated that our facilities meet the ideal conditions for large-scale operations, particularly in the beverage and fast-moving consumer goods (FMCG) sectors.
We had already secured strategic clients such as distributor Oceana, which centralized its logistics in our park thanks to the combination of prime location and high safety standards. Many of our partners had previously faced pest problems and poor storage conditions in other facilities, leading to significant merchandise losses. By transferring their operations to our warehouses, they realized that, while the initial investment may be higher, the reduction of losses and improved distribution efficiency more than compensate. Located near one of Maputo’s main exit corridors, we offer a competitive advantage for supplying the entire country quickly and securely.
PM: What has been the park’s contribution to the local economy in terms of employment, value chain development, and strengthening the country’s logistics competitiveness? Is there a positive spillover effect on sectors such as energy, mining, or consumer goods?
NT: Our contribution to the local economy starts with the fact that we were pioneers in an area where, before our arrival, there were practically no structured projects. Our presence spurred the revitalization of the zone, attracting other investments and leading to the construction of additional warehouses in the vicinity. From the beginning, we committed to giving back to the host community, and one of the most concrete ways was through local job creation. We required our subcontractors to prioritize hiring residents from the region, which enabled many men and women, neighbors of the park, now integrated into the Marracuene municipality, to work with us.
We also maintain an active relationship with municipal authorities, collaborating on initiatives that reinforce sustainability and community capacity-building. One example is our project with the Clarísse Machanguana Foundation, through which we support digital literacy in surrounding areas. We rehabilitated the IT block of a local school and provided computers, ensuring that children and young people have access to essential learning tools. In this way, we not only strengthen the country’s logistics value chain but also create lasting social impact, promoting inclusion and competitiveness from the ground up.
PM: Considering the park’s sustainable construction and ecological management policy, how does Agility frame its environmental responsibility strategy within the national and regional economic context?
NT: Environmental responsibility is a central pillar of our operations, aligned both with the national economic reality and the regional context. We take this commitment very seriously and believe we are currently the only warehouse operator in Mozambique with EDGE certification, internationally recognized for sustainable building practices. From the planning stage, we incorporated solutions that reduce energy consumption, such as the Skylight system, which integrates roof openings to allow natural light, thereby reducing reliance on electric lighting during the day.
Our warehouses were built with sandwich panels, which provide better thermal insulation while using more sustainable materials, thus reducing environmental impact. Our engineering team is constantly evaluating ways to improve projects, ensuring that each new facility is more efficient and environmentally friendly. As the Agility Group, we invest in emerging markets with a long-term perspective, we are not here for just five or ten years, but to stay and contribute sustainably. That is why we seek certifications and adopt practices that not only qualify our current facilities but also raise the standard for future projects.
PM: Given the high demand for grade-A warehouses, are there plans to expand infra-structure or open new logistics hubs in other parts of the country or the Southern African region?
NT: Yes, we have clear expansion plans. Currently, our presence in Southern Africa is limited to Mozambique, but we are active in other emerging markets on the continent, such as Ghana, Côte d’Ivoire, and regions of North Africa. In Mozambique specifically, we have already defined a growth plan focused on the Maputo area.
Today, our logistics park occupies only one-third of the total area allocated to us. Between the end of this year and early next year, we plan to build more than 20,000 m² of warehouse space, raising the park’s total capacity to over 50,000 m². This is a significant milestone, rare even in Southern Africa, in terms of available space concentrated in a single location.
We recognize that the market is expanding and that demand for grade-A warehouses grows daily. That is why we also want to offer accessible options for small and medium-sized enterprises starting their operations. These new warehouses will have slightly different specifications, lower height, adapted for loads that do not require high racking, and loading platforms tailored to local realities. However, we maintain Agility’s quality standards, ensuring that the product meets the specific needs of the Mozambican market and various economic sectors.
PM: How does the park enable national companies, especially SMEs, to access international-grade logistics infrastructure? Are there support programs or differentiated conditions?
NT: Yes, we are fully aware that the financial capacity of a multinational differs from that of a small or medium-sized national company, especially those just starting out. That is why we seek to support these entrepreneurs in ways adapted to their circumstances.
This does not always mean a direct reduction in rental prices, but we can, for example, offer grace periods during which the company does not pay rent immediately, allowing it to organize operations and adjust its cost structure before fully assuming expenses. We assess each project individually, maintaining this flexibility so the client can “breathe” until reaching operational stability.
We adopt this approach because we understand that many companies are intimidated when comparing costs with their initial budget. Therefore, we always encourage dialogue, knowing the project and its potential is the first step toward finding solutions that facilitate access to our international-standard infrastructure while maintaining Agility’s quality benchmark.
PM: What regulatory, exchange rate, or infrastructure challenges do you still face, and how do you assess the framework of stability and public policies in Mozambique for the development of the logistics sector?
NT: In our involvement with the logistics chain, we mainly face challenges related to infrastructure and urban organization. For example, we are in a municipality that is still in a learning phase, and some issues do not advance at the desired pace. A concrete case is access to our park—currently, those traveling to the site must take a detour of more than five kilometers to reach the warehouses. From the beginning, we flagged to the authorities the need for more efficient access roads, which would significantly optimize logistics operations.
We believe that improving infrastructure, such as road access, will have a direct impact on sector efficiency. With the recent creation of a dedicated ministry, we hope these issues will receive priority attention. Furthermore, we advocate for a collaborative approach to logistics, in which companies like Agility provide support to operators without their own infrastructure. In this way, we can jointly create comprehensive market solutions, enabling clients and logistics providers to use our facilities for storage, cargo handling, and complementary services. This type of partnership helps strengthen the entire national logistics chain.
