António Pombal, Chairman of Airport Temporary Operator & Operational Consulting
At a critical moment for Angolan aviation, Dr António Agostinho Neto International Airport (AIAAN) is consolidating its position as a strategic infrastructure for the country’s future. In this interview, we explore the challenges of a transitional phase, the role of the ATO model in coordinating operations, and the ambition to establish Angola as a leading logistics and aviation hub in Africa, under conditions of high demand, innovation and growing international integration.
«Dr António Agostinho Neto International Airport is a pivotal piece of infrastructure for re-establishing Angola’s position on the African and international aviation and logistics map.»
What has been the main challenge in managing and commissioning Dr António Agostinho Neto International Airport during this transition phase?
The main challenge has been to ensure a comprehensive operational transition, one that is both gradual and safe, between 4 de Fevereiro Airport and Dr António Agostinho Neto International Airport, while dealing with a high degree of technical, institutional and logistical complexity. There is more to this than simply transferring flights; it involves reconfiguring an entire airport ecosystem, encompassing airlines, ground handling operators, border authorities, cargo logistics, technological systems and mobility flows. This process has called for ongoing multilateral coordination, operational discipline and institutional alignment. There is also the challenge of commissioning a next-generation airport still in its development phase, which involves the real-time calibration of processes, capacities and service levels, whilst ensuring international standards of safety and quality.
How has the ATO model contributed to ensuring an efficient and safe transfer of operations from the old airport to AIAAN?
The model of ATO & OC, S.A. has proven to be instrumental as an operational and institutional coordination entity at this stage. Inspired by the best international practices in Operational Readiness and Airport Transfer (ORAT), it centralises the planning, coordination and delivery of critical activities, ensuring an all-encompassing view of all those involved in the airport system and the air transport and logistics ecosystem. This model helps to mitigate operational risks through phased planning and testing, ensure alignment between public and private stakeholders, guarantee operational continuity without significant disruptions, create a structured foundation for the future concession holder, and operate as a mechanism for bringing stability and credibility to the transition process.
What strategic impact might the new airport have on Angola’s standing as a logistics and aviation hub in Africa?
Dr António Agostinho Neto International Airport is a pivotal piece of infrastructure for re-establishing Angola’s position on the African and international aviation and logistics map. Thanks to its existing capacity, geostrategic location and potential for expansion, Angola can now develop a regional passenger hub with intercontinental connections, establish a logistics corridor for air and multimodal freight, attract international operators in logistics, aircraft maintenance and distribution, and drive the development of the aerotropolis and adjacent economic zones. This stance is reinforced by the government’s strategic vision, particularly that of the Ministry of Transport, which is advocating an integrated approach encompassing infrastructure, regulation and the attraction of private investment.
«The model of ATO & OC, S.A. has proven to be instrumental as an operational and institutional coordination entity at this stage.»
What are the priorities set by the ATO model regarding passenger experience and operational efficiency at this initial stage?
The priorities are focused on two areas: operational predictability and passenger experience quality. At an operational level, the focus is on stabilising critical processes (check-in, security, border control, handling and baggage), reducing processing times and ensuring the efficient integration of systems and entities. From the passenger’s perspective, the aim is to ensure clear signage, smooth passenger flows, consistently high levels of comfort and service, effective communication during periods of change, and the removal of any inconveniences during the passenger journey, ensuring a smooth check-in process, seamless security and a world-class shopping experience, where international brands coexist with Angolan hospitality. The goal is for the first impression to be one of modernity, organisation and excellence.
Looking towards the future, what do you consider to be the most important legacy to leave behind during this transitional management phase, prior to the arrival of the permanent operator?
The most meaningful legacy is the creation of a solid, credible and sustainable foundation for the airport’s future operation. This entails leaving behind an operationally stable and tried-and-tested airport, standardised processes aligned with international standards, a functional and coordinated ecosystem of stakeholders, a clear and performance-oriented governance model, and an asset that is highly valued and attractive to international investors and operators. Just as important is preparing a platform for growth with the potential to compete and establish itself as a regional hub, as well as handing over a credible asset with certified processes and a skilled, resilient workforce. Its success will be measured by the smoothness of the transition to the permanent operator, handing over not just a piece of infrastructure, but rather a functional, safe airport ecosystem with immediate growth potential that Angolans can be proud of.
«The most meaningful legacy is the creation of a solid, credible and sustainable foundation for the airport’s future operation.»
Text: Editorial team
Photos: Edson Azevedo