Mr. Nelson Rodrigues de Oliveira, a seasoned and experienced veteran in the African aviation industry and current Chief Executive Officer of TAAG Angola Airlines, in this exclusive interview with Aviation & Allied Business Journal discussed the current state of the airline and African aviation industry at large, SAATM, supply chain challenges in Africa and other issues regarding the industry.
Q: What is your major preoccupation as the Chief Executive Officer of TAAG Angola?
A: My primary focus is to lead a deep and sustainable transformation of TAAG into a financially resilient, operationally excellent, and customer-centric airline. Our ambition goes far beyond transporting passengers; it is about building a modern aviation platform that supports national development, regional integration, and global connectivity.
We are systematically strengthening corporate governance, reinforcing compliance standards, and embedding a performance-driven culture across the organization. At the same time, we are modernizing our commercial, digital, and operational processes to ensure long-term competitiveness.
This transformation is anchored in measurable improvements in safety, punctuality, service quality, and financial discipline. Our ultimate objective is to position TAAG as a reference airline in Africa and as a strategic pillar of Angola’s economic diversification agenda.
Q: TAAG has experienced significant fleet upgrades in the last two years with the deliveries of the series of A220 and the Dreamliners. How has this impacted the airline’s efficiency and services? What is your fleet strategy? Are you retiring some aircraft?
A: Fleet modernization is one of the central pillars of our operational turnaround. The introduction of the Airbus A220 on regional and domestic routes has delivered tangible efficiency gains, including fuel savings of around 25%, higher dispatch reliability, and improved passenger comfort. Similarly, the Boeing 787 Dreamliner has transformed our long-haul operations, offering superior fuel efficiency, extended range, and a significantly reduced environmental footprint. These aircraft enable us to operate profitably on both mature and emerging intercontinental routes.
Our strategy is based on a multi-brand approach, aimed at providing a versatile range of equipment tailored to each flight type-domestic, regional, and intercontinental. Simultaneously, this choice allows us to avoid exclusive dependency on a single OEM, granting us greater maneuverability and resilience in the face of high global demand for maintenance and spare parts. The Airbus A220 and the Dreamliners allow us to offer superior service with significantly lower fuel costs. Regarding the retirement of aircraft, we will gradually be phasing out older units to ensure a young, modern fleet that is fit for current market demands.
Q: At the 57th AFRAA AGA which you hosted, it was reported that TAAG Angola is targeting breakeven by 2028. What plans are in place to ensure that the airline will be a net profitable airline by 2028?
A: Our journey towards sustainable profitability is structured around rigorous cost discipline, revenue diversification, and commercial agility.
On the cost side, we are renegotiating supplier contracts, optimizing fuel management, and streamlining internal processes through digitalization. On the revenue side, we are strengthening cargo operations and leveraging data analytics to optimize pricing and network planning.
Commercially, we are focusing on high-yield routes, strategic partnerships, and improved distribution channels.
The 2028 breakeven and profitability target is ambitious, but it is grounded in realistic traffic forecasts, improving load factors, and a disciplined execution culture that is already delivering measurable results.
Q: Last year, TAAG transferred all its international flights to Luanda’s new Dr. António Agostinho Neto International Airport (AIAAN). How significant has this transfer been to TAAG’s development?
A: The transition to AIAAN represents a structural transformation in TAAG’s operating model. For the first time, we have access to world-class infrastructure that fully supports hub-and-spoke operations, long-haul connectivity, and cargo development.
The new airport significantly reduces congestion, improves on-time performance, and enables faster and more reliable connections. It also provides modern cargo, maintenance, and passenger facilities that enhance both efficiency and service quality.
AIAAN positions Luanda/Icolo e Bengo as a competitive aviation gateway between Southern Africa, Europe, and the Americas. This strengthens TAAG’s role as a regional hub carrier and supports Angola’s ambition to become a logistics and transport platform for the region.
Q: What has been the impact of the Single African Air Transport Market (SAATM) on TAAG airlines operations?
A: SAATM is a transformative initiative for African aviation. We see it not merely as a liberalization framework, but as a catalyst for integration, efficiency, and sustainable growth. For TAAG, SAATM facilitates access to new markets, reduces regulatory barriers, and enables the development of strategic partnerships across the continent.
It encourages healthy competition, which in turn drives innovation and service improvement.
By strengthening intra-African connectivity, SAATM contributes directly to trade, tourism, and economic development. TAAG is actively positioning itself as a leading participant in this integrated African aviation ecosystem.
Overall, SAATM, if fully implemented, is arguably a great catalyst for intra-Africa air traffic growth. To date, the impact is partial. While Angola has affirmed its commitment to SAATM, traffic benefits are delayed by the pace of implementation, which is still ongoing.
Q: Africa regions are said to have some of the most expensive ticket prices. How do you think this can be resolved for the growth of the industry?
A: The relatively high cost of air travel in Africa is largely structural. It reflects elevated airport charges, multiple taxes and fees, high fuel prices, and limited economies of scale.
Addressing this challenge requires coordinated action. Governments need to review and rationalize aviation-related taxes. Airlines must deepen cooperation through alliances, code-sharing, and joint procurement. At the same time, fleet modernization is essential to reduce operating costs per seat.
TAAG is actively engaging with regulators, industry associations, and regional partners to advocate for policies that promote affordability and stimulate demand. Our objective is to make air transport more accessible to African citizens while maintaining financial sustainability.
Q: A major challenge in African aviation today is the retention of skilled professionals. How is TAAG able to recruit the aviation professionals that are necessary for your increasing capacity?
A: Human capital is the cornerstone of our transformation. We are investing in continuous training, leadership development, and technical certification programs to mitigate global shortage.
We offer professionals the opportunity to participate in a national flagship project with regional and global relevance. This sense of purpose and long-term vision is a powerful driver of retention and engagement.
We highlight, as a practical example, our AB INITIO initial pilot training program and our AB INITIO initial aircraft maintenance technician training. These programs are clear evidence of our efforts to prepare the next generation of professionals, ensuring that TAAG has a highly qualified workforce aligned with international standards to sustain our growth.
Q: What are your thoughts on the current state of the African aviation industry and how do you see TAAG’s position in the African aviation market evolving in years to come?
A: African aviation is entering a phase of consolidation, resilience, and renewed growth. Despite structural challenges, long-term demand fundamentals remain strong, driven by demographics, urbanization, and economic integration.
In this context, TAAG is evolving from a primarily point-to-point operator into a strategic hub carrier for the South Atlantic and Southern Africa. Our ambition is to connect Africa more effectively with South America, North America, Europe and Asia.
Over the coming years, I see TAAG becoming a consistently profitable, well-governed, and technologically advanced airline that serves as a benchmark for modernization and professionalism on the continent
Q: Has TAAG Angola been impacted by the global supply chain issues?
A: Like all major airlines, TAAG has been affected by global supply chain disruptions, particularly in relation to spare parts, engines, and maintenance services.
However, we have been proactive facing these challenges and implemented proactive mitigation measures. These include strengthening strategic inventories, diversifying suppliers, and deepening partnerships with OEMs and MRO providers.
As a result, our operational resilience has increased, allowing us to maintain as much as possible our schedule integrity and protect the passenger experience.