Miguel Carneiro, Chief Transformation Officer at TAAG – «TAAG should serve as a connectivity hub for transport, trade and investment.»
TAAG is going through a critical phase of transformation, in which operational efficiency, financial discipline and strategic modernisation are intertwined with the ambition to establish Angola as a leading regional hub. In an interview with Villas&Golfe Angola, Miguel Carneiro, the company’s Chief Transformation Officer, elaborates on the challenges, priorities and metrics that are driving this process of change and the path towards sustainable profitability.
Will TAAG be able to generate consistent profits in the coming years? What changes do you think it needs to make?
Consistent profitability is a realistic goal, but it requires strategic discipline and continuity throughout the transformation process. TAAG has been reducing its losses and is working towards achieving sustained positive results by the end of the decade. To do so, the company needs to increase asset productivity, boost operational efficiency, optimise its network and step up its digitalisation efforts. This is the focus of the strategic plan and the PALANCA Programme (2025–2029): transforming TAAG into a modern, efficient and financially sustainable company.
What is the biggest obstacle to profitability today?
Profitability depends on striking a balance between costs, efficiency and commercial decisions. At TAAG, the challenges have involved simplifying processes, making better use of the fleet and ensuring the sustainability of the network. The transformation is focused on creating a more agile organisation, an optimised network and operational discipline. The partnership with Lufthansa Consulting aims to bring the company into line with international standards of management, operations and governance.
Where can the greatest efficiency gains be found today?
Fleet renewal is important, but not enough. The greatest gains have been made in fleet utilisation (more flight hours and productivity), network management (sustainable routes and enhancing Luanda as a hub), and digitalisation and revenue management, which optimise prices, channels and seat occupancy. The overall development of these areas makes the company more competitive.
What metrics do you use to measure success?
Transformation is measured by financial and operational indicators. Financial indicators include revenue per passenger, operating margin and net profit. Operational indicators include load factor, punctuality, reliability and fleet productivity. Customer confidence is another key factor, essential for sustainable growth. With consistent improvements in these indicators, financial results follow naturally.
What strategic role should TAAG play in Angola?
Angola enjoys a strategic geographical position between Southern Africa, West Africa, Europe and South America. TAAG should operate as a connectivity hub for mobility, trade and investment. The new Dr António Agostinho Neto International Airport underpins this ambition. An efficient airline has a positive impact on tourism, trade, logistics and regional integration.
«[TAAG] serves as a vehicle for Angolan identity and hospitality […]»
What difficult decisions will have to be made?
Transformation demands challenging decisions: strengthening financial discipline, optimising costs and ensuring contributions from all areas. TAAG is already implementing expenditure control and rationalisation. Routes will need to be optimised, fleet productivity increased and technical partnerships consolidated. The goal is a more solid, efficient and competitive company.
Is TAAG ready to be a driving force for tourism in Angola?
A visitor’s experience begins on the plane. TAAG is working towards modernising its fleet, improving the passenger experience, ensuring operational consistency and strengthening connectivity. It also serves as a vehicle for Angolan identity and hospitality, and when combined with international standards, becomes an ambassador for the country.
Are you willing to make unpopular decisions?
Transformation requires strategic clarity and accountability. The ultimate goal is to ensure a sustainable TAAG, in line with the best international practices. This entails making difficult decisions, when necessary, not for the sake of causing disruption, but out of a sense of responsibility. There is a vision, a plan and an internal appetite for change, meaning that the company is evolving towards a more modern and efficient model.
Text: Editorial team
Photos: Rights Reserved