2.

GROUND OPERATIONS

The following report reflects the activity of ground operations department from 01 to 29 of
August 2022.

A. (1) MONTHLY EXPENDITURE FOR AUGUST 2022

Supplier Name Station Amount – USD Notes

(Rate *430 AOA per
1 USD)
ESCAB CBT 734.88 TAAG Store Security Service
JOÃO PAULO DE MELO MARCELINO CBT 1,162.79 TAAG Store Security Service
ESCAB CAB 496.30 TAAG Store Security Service
ABEL MARTINS SOUSA MEG 172.09 TAAG Store Security Service
PICOSUL SDD 636.28 TAAG Store Security Service
ATECABE SVP 697.67 TAAG Store Security Service
SAFIL NOV 714.53 Station Cleaning Service
MAM DZAOEW SECURITE NOV 813.95 TAAG Store Security Service
ANGO -PATRULHA SPP 697.67 TAAG Store Security Service
ANGO SEGU MSZ 2,226.98 TAAG Store Security Service
SEGUSERVICE VPE 662.79 TAAG Store Security Service
GHASSIST LAD 541,039.67 Handling Provider
VIPAERO LAD 32,219.92 PUSHBACK Service
NOTE: To this date, it has been possible to determine only these amounts, because some suppliers only send invoices at the
end of the month. As for the International Stations, we continue to wait for the approval of the Organizational Chart of the
Stations to make it mandatory that Stations submit financial reports to Ground Operations Department.

A. (2) COST CONTROL & SAVINGS

COST SAVING INITIATIVES

Actions Jan-Dec Amount Saved to Total Expected Progress of Status
2021 Actual date Saving Action
Cost - USD USD USD
Outsourcing
João P. de Melo Marcelino 13,953.48 0 6,976.74 0% In progress
Segu-Service 7,200.48 0 3,600.00 0% In progress
Ango-Segu 33,604.80 0 10,081.44 0% In progress
Man-Dzaoew 7,813.92 0 3,906.96 0% In progress
Cost Reduction

Manpower Reduction
Number of Staff reduced 0% In progress
Table 2.7 Cost Savings
NOTE: Some of our contracts are in Kwanzas. We used the rate of 430 AOA per 01 USD to convert the amounts.

B. LEAVE BALANCES

Department 2021: 2022: 2021 & 2022 Vacation Vacation

Number of Number of Accumulated Usage: Balance:
Brought forward assigned days to days
 days from 2021 2022
Passenger Assistance 0 3.850 1.925 50,00%
Division
Ramp Services Division 0 2.904 1.348 46,42%

Regulation and Quality 0 264 89 33,71%

Control Division
Administrative Support 0 198 88 44,44%
Division
Station Coordination 0 154 75 48,70%

Director's Office 0 44 12 27,27%

NOTE: In order to have the 2022 vacation plan cover in 12 months, we need to have 28 employees on leave per month. This is
equal to 616 days per month.

C. ABSENTEEISM

Total Absences = 119

0
0
Director's Office 0
0

0
4
Station Coordination 0
0

0
3
Administrative Support Division 0
0

0
0
Regulatory and Quality Control Division 0
0

0
17
Ramp Services Division 14
10

0
58
Passenger Assistance Division 7
3

Bereavement Illness Justified Unjustified

For the month of August, we had a increase in absenteeism, for reasons of illness.

D. TRAINING
 Employees per Trainning
22
20
15

8
6
2
0 0 0 0
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g (P aA Pe
r
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o
Ra C t( H
a ge m sd nç or
i
rd de os ana Ra ink u ra ad
e lo H c
 ( P ro M (L eg er
nd nt ty ks (S (M
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Fo C L d
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nd tro S to vi G
st
A
Co
n
SM ve rA us
In Fo ro
Lo ad y g e
Lo rit an
ecu - D
-S G
R
E C D
S
V
A

Based on the data presented, it can be concluded that there was a 100% approved in the training carried out
during the month of August.

Employees Trained per Stations

Luanda - LAD
26
(HUB)
Ondjiva - VPE 5

Uíge - UGO 6

Menongue - SPP 37

Soyo - SZA 3

Huambo - NOV 5

São Paulo - GRU 22

Catumbela - CBT 10

Namibe - MSZ 6

The Ground Operations Department, through management and control of the Training and Resource Planning
Section, planned and carried out in August, training actions for the stations on the graphs.
The Training Section continues with the online training project, thus combined with the face-to-face training that
the trainers have taught in the National and International stations.
The Board of Directors has approved the Internal Communications of DOT, for the travel of trainers in order to
provide training to all employees.

E. AIRPORTS – KEY SUMMARY and KPI’s

The ground operations challenges for the second Q22 are:

 95% OTP Network Target < 15

 DOT new organizational chart
 Set KPI and operational goals for all Stations
 Turnaround timings process control
 Review all SGHA SLA

F. GROUND OPERATIONS OTP and STATISTICS

Ground Operations | On Time Performance - OTP Aug 2022

95 95 95

0Hub - Luanda0 0 Domestic 0 0International0

OTP (-15) % OTP (+15) % Target %
 Stations| On
Stations | OnTime
TimePerformance
Performance- -OTP
OTPJul
Aug 22
2022
100

90

80

70

60

50

40

30

20

10

0
CAB DUE VHC LUO SVP NOV CBT MSZ SDD SPP UGO VPE LAD GRU HAV LIS LOS TMS FIH WDH MPM JNB MAD CPT

OTP -15 % OTP +15 % Target %

G. PASSENGERS & BAG STATISTICS

 AVIH

PETC

STRCH

UM

WCH

No Show

Transfer Pax

Boarded Pax

Flight

Passengers per Class and Bags per Type of Route

First Class Business Class Economy Class Bags

Domestic International

H. MISSING/DAMAGED BAGGAGE – LUANDA, NATIONAL & INTERNATIONAL

MISSING BAGS DPR BAGS

LUANDA NATIONAL INTERNATION
 AL
STATION/ AHL CFI AHL CFI AHL CFI
AREA

TOTAL
NOTE (1): AHL = missing baggage processes created - CFI = Closed/completed processes

I. CHECKED BAGGAGE REGISTER (OHD)

Refers to baggage processes found/unclaimed, this baggage may be unloaded baggage of passenger dropouts,
such as baggage not collected after disembarkation, or baggage found inside the airport without identification.
These bags are usually collected and delivered to their passengers, or are sent as a rush to other destinations
when claimed.

CHECKED BAG REGISTER (OHD)

Num. of Bags
FIELD DESCRIPTION LAD DOMESTIC INTERNATIONAL
Checked Baggage (OHD)
Baggage lifted
Baggage sent C/Rush Label
Baggage delivered to customs
Unused Luggage
 TOTAL

J. COMPENSATION
The figures below indicate processes that have been sent to the Directorate of Planning and Finance,
after completion of investigations of missing or damaged baggage, which required compensation to
their passengers. This data is from Luanda only.

TVI TVD
Details
Costs
TOTAL
NOTE: We used the rate of 430 AOA per 01 USD to convert the amounts.

K. DOT PROCESS MONITORING

10
9 This is the
8 monitoring
7
of the
ground
operations
1 process´s.

Schedule Inspec- Inspections Carried Findings Occupational Investigations

tions Out Acidents
MONITORED AREAS
AREA FINDINGS OBSERVATION STATUS
UGO – Station 05 03 In progress
SVP – Station 04 00 In progress
SPP – Station 05 04 In Progress
 Sub direction GSE 05 05 In Progress
PROMETEUS 00 00 Closed
VIP AERO 00 00 In Progress
DCS Editing 04 04 In Progress
MSZ 02 01 In Progress
Those are the areas monitored in August, it is important to mention that the accident reported is due
to lack of lumber belt.

AUDITS
AUDITOR AREA/STATION FINDING OBSERVATIO STATUS NOTE
S NS S
ENI DOT 0 0 In progress Follow
Up
This is the result of the External Audits to check compliance.

L. GSE TAAG LIST

GSEs _ OPERATIONALS Qty REQUIRING

TRACTORS 03 +01
GENERATORS /GPU 06 +10
AIR CONDITIONING 01 +06
AIR STARTER 01 +02
CONVEYOR BELTS 03 +02
PUSH BACK DIVERS 01 +02
PAX STAIRS 07 +10
AMBULIFT 00 +02
MINI BUS 01 +03
POTAVEL WATER CAR 00 +02
CREW SUPPORT VAN 00 +02
VAN FOR TRANSPORT OF SHIMS FOR AIRCRAFT WHEEL 01 +02
 BAGGAGE CART 20 +10
RUBBER Shims 15 +12
REFLECTOR CONES 15 +20
CONTAINERS/ULDS 86 +100
SCALES - GATE E BAGGAGE TERMINALS 00 +04
VARIOUS SPEARS 04 +02
LOAD CONTROL SUPPORT CAR 01 +01
DUMP CAR 00 +01
SUB-TOTAL 138 +192
We are studying and analyzing which process will be most common for the acquisition of new
GSEs.

M.INOP GSE LIST

INOPERATIONALS Qty
TRACTORS 07

GENERATORES/GPU 12

AIR CONDITIONING 04

AIR STARTER 05

CONVEYOR BELTS 03

PUSH BACK TMX450 06

PAX STAIRS 09

AMBULIFT 01

MINI BUS 03

POTAVEL WATER CAR 01

CREW SUPPORT VAN 02

 VAN FOR TRANSPORT OF SHIMS FOR AIRCRAFT 01
WHEEL
CONTAINERS/ULDS 100

SCALES - GATE 03

LOAD CONTROL SUPPORT CAR 00

SUB-TOTAL 142

The process of purchasing parts for repair of the GSEs is already in DAS

N. ACTIONS COMPLETED & ON GOING

Key Points Proposed Action Prog % Start End Date Status
Date
1.0 Efficiency
Restructuring of the DOT Ground Operations The document is 90% 01 May 01 Sept In
Directorate: Design and implement a flatter already with PCE for 2022 2022 Progress
structure, which allows communication, approval.
decision making and execution of functions
faster and more efficiently. Achieving focus
on the core of the DOT to improve
profitability.
Define RFP, choose a new GHA and sign a 25% 01 Jul 30 Jul 2022 In
contract and SLA for LAD 2022 Progress
Define RFP, choose a new GHA and sign a 90% 15 Jun 10th Jul In
contract and SLA for LIS 2022 2022 Progress
Define RFP, choose a new GHA and sign a Contract under review 95% 01 Jun 15th Jul In
contract and SLA for GRU and subsequent 2022 2022 Progress
signature by the PCE
1.1 People/Process
Elaborate a memo to remove the actual staff Change the 50% 01 May 01st Sep In
and promote a new staff Supervision Staff at 2022 2022 Progress
TVD, TVI and Ramp
1.2 New Business

O. ACTION ITEMS & UPDATES

Analyzing the received proposals for further negotiation and contract and SLA signing.
 LAD: Delay in the process of purchasing GHASSIST by interested companies. TAAG contacted GHASSIST
directly for an offer of services and is delayed a week in the response.
LIS: Provider Portway begins new services on 1 August. The contract will be signed in September for reasons
within Portway.
GRU: The new Orbital provider will begin on 1 September. Delay in the revision of the contract and SLA due to
lack of information. New date to have signed the contract 15 July.

P. PROJECTS & UPDATES

Key Projects July Update Prog. Start Date End Date Status
%
1.0 Efficiency

Updating of the manual and its Setbacks for Finance 10% 20 Jun 01 Oct In Progress
processes by an external company. and Human Resources 2022 2022
for not agreeing with
the contract. Pending
to solve this problem
in the first week of
August.

Q. PROJECTS & UPDATES – Details

Updating of the manual and its processes by an external company.

Another contract will be made.

R. ROOT CAUSES, ACTIONS & RECOMMENDATIONS

Root Causes

 Lack of radios for operational communications

 Constant lack of water in Ground Ops facilities
 Lack of A/C for some Ground Ops facilities
 Lack of computers in all departments
 Lack of BRS system
 Lack of illumination at Ramp’s facilities
 Lack of furniture in some areas
 Need of paint maintenance for facilities
 Lack of uniforms
 Lack of GSE spare parts
 Actions

All of those issues were already address with DAS and DIT but there is no action plan from those
departments to solve them.
Recommendations

We need direct intervention from the COO with the Board of Directors to quickly address these
problems

There is an increasing need to resolve the rosters issues so we can increase the operational efficiency
and performance and the first step is to finalise and approve the organizational chart.

S. GROUND OPERATIONS AREA CONCLUSIONS

In July, we began to implement a new work dynamics that after the approval of the new organization
chart will improve the processes in ground operations. We have had some problems in LAD with the lack
of labels and we have some problems that are identified in the root cause, we will continue to work with
the other areas so that in a short time we can overcome all these difficulties.