AGL Congo Terminal and the 2026 corporate culture agenda
Congo Terminal, a subsidiary of Africa Global Logistics (AGL), is preparing to strengthen its corporate culture throughout 2026 through an initiative branded “Win Together”, presented under the banner of cohesion and organisational commitment. According to information shared by the company’s Human Resources leadership, the programme is intended to anchor a year defined by stronger internal bonds and a sustained focus on the human dimension of performance within AGL’s African entities.
The stated orientation is not framed as a one-off event but as a managerial trajectory: a deliberate attempt to consolidate excellence, social ties and team spirit while reinforcing the company’s responsibility toward employee wellbeing, skills development and the shaping of a working environment described as harmonious and motivating. In the language of contemporary corporate governance, such positioning places the workforce not only as a factor of production, but as a strategic asset whose engagement can influence operational reliability and service quality over time.
Team building in January sets the tone for “Win Together”
At the beginning of January, Congo Terminal’s Human Resources department organised a dedicated team‑building day under the “Win Together” slogan. The event was presented as the opening marker of a broader year-long dynamic, designed to foster cohesion and deepen employees’ sense of collective purpose.
The session combined reflective workshops with recreational and interactive activities aimed at consolidating group cohesion, encouraging collaboration and stimulating creativity within teams. While such formats are often associated with workplace wellbeing, the company’s messaging suggests a dual objective: strengthening interpersonal trust while simultaneously aligning teams around shared professional standards and internal expectations.
Precy Dongui’s coaching: communication, trust and inclusion at work
The day was facilitated by Precy Dongui, identified as a certified coach (RNSP and IRC). In a statement delivered during the session, Precy Dongui emphasised that team building should be understood as more than a moment of relaxation, characterising it instead as a practical lever for developing team spirit, communication and trust among colleagues.
“Team building is not only a moment of relaxation; it is a real lever to develop team spirit, communication and trust between colleagues. Each activity is designed to value everyone’s potential and create an inclusive and collaborative working environment,” Precy Dongui explained. The framing is consistent with approaches in organisational development that treat inclusion and collaboration not as abstract values, but as operational conditions that can affect coordination, safety culture and the overall quality of execution—particularly in environments where tasks depend on collective precision and shared routines.
HR director Aristide Ndjawe outlines 2026 vision and targets
For Aristide Ndjawe, Congo Terminal’s Human Resources director, the initiative is presented as a singular opportunity to reinforce cohesion while enabling staff to share in a common vision for 2026. His remarks highlight three practical dimensions: the axes of intervention, the expected areas of improvement, and quantified objectives.
Such language suggests an intention to connect the human resources agenda with performance management, by translating corporate values into measurable ambitions. Without detailing the metrics, the emphasis on quantified objectives signals a will to move beyond symbolic declarations and toward internal accountability—an approach that, in many organisations, supports clearer monitoring of progress and more coherent decision-making across hierarchical levels.
Employee engagement and collective motivation as a business lever
In closing the day, Aristide Ndjawe underscored a collective ambition: to exceed perceived limits through shared motivation and the sustained engagement of employees in pursuing the Group’s projects together. The message, as conveyed, positions cohesion not as an end in itself but as a method for building durable momentum across teams.
In practical terms, “Win Together” appears designed to align individual energies with a common organisational horizon, while reaffirming the company’s stated commitment to employee development and workplace quality. For Congo Terminal, the initiative therefore serves a double purpose: consolidating internal social capital and reinforcing a disciplined, forward-looking culture of execution as 2026 approaches.