02 Jul Interview with Diogo Caldas, CEO of Refriango, Angola
BF: What are the key factors behind Refriango’s success in Angola’s competitive beverage market, and how do you see them evolving by 2025?
Caldas: Over the past 20 years, we’ve built a portfolio that combines our own brands with international partnerships, tailored to Angolan consumer preferences. We began with non-alcoholic beverages – water, soft drinks, juices, energy drinks, and tonics – with Pura becoming a market leader.
In 2016, we expanded into beer with Tigra, now popular among young Angolans. We also secured partnerships: Coca-Cola’s exclusive bottler in Angola; local production of Diageo brands like Gordon’s, Smirnoff, and White Horse; dairy with Pascual; beer with Super Bock; and distribution of Moët Hennessy.
Our success rests on three pillars: consumer insight, strict quality backed by international certifications, and full control of the value chain. This ensures efficiency and nationwide reach – almost every Angolan household has at least one Refriango product. Going forward, innovation, excellence, and consumer closeness will keep driving growth.
BF: Given the logistical challenges in Africa, particularly in distribution and storage, how has Refriango established a strong presence in both urban and rural Angola?
Caldas: Angola’s vast size and limited infrastructure make logistics complex, so we invested early in our own logistics department. Today we operate a hybrid model: managing distribution directly in some areas and through trusted partners in others.
Our 400+ trucks deliver within 24 hours in Luanda and 72 hours nationwide. In the capital, we serve over 15,000 customers via distribution centers, ensuring product availability.
Adapting to declining purchasing power has also been key. We introduced smaller formats, competitive pricing, and efficiency measures to keep products accessible while maintaining quality.
BF: With the African beverage market changing so rapidly, what trends do you see, and how is Refriango innovating to meet evolving demands?
Caldas: Consumers are more health-conscious, while affordability remains critical. We responded by reducing bottle sizes from 600ml to 250ml at 200 kwanzas, and shifting from cans to returnable bottles to cut costs and support sustainability.
We are also innovating with health-focused products and new flavors. Our portfolio includes Lemon Ginger, Guava & Ginseng, and anniversary editions; flavored Pura water with natural extracts; and reduced-sugar recipes. All new launches follow a structured pipeline planned through 2026, with every product tested for quality, appeal, and affordability.
BF: Refriango’s expansion into the Democratic Republic of Congo represents a significant step – what lessons have you learned, and what are your plans for regional growth?
Caldas: For over a decade we exported to Portugal, São Tomé, Guinea-Bissau, and Namibia, but exports became a strategic priority in the last three years. The DRC is unique: with strong consumer awareness near the Angolan border, we established operations in Kinshasa in 2021, building local teams.
A key lesson has been balancing our brand DNA with local realities – logistics, regulations, and consumer preferences. For example, exporting water was unfeasible, so we are building a factory in Congo while continuing to export other beverages. This marks our transformation from a national leader to an international player. While Congo is the focus, we are also exploring Central and West African markets.
BF: What strategies does Refriango employ to develop specialized talent within its manufacturing and distribution networks?
Caldas: Of our 2,500 employees, only about 70 are expatriates. The Refriango Training Academy provides continuous technical, behavioral, and leadership training, linked to career paths that allow employees to rise from factory roles to management.
We also partner with suppliers like Sidel and Tetra Pak to train staff to international standards and work with universities to offer internships across departments. Many interns build long-term careers with us, reinforcing Refriango’s role as both a manufacturer and talent incubator.
BF: Beyond its commercial operations, what initiatives is the company undertaking to contribute to local communities, and how do they align with its long-term vision?
Caldas: Each brand supports initiatives tied to its identity: Pura with health and sports, energy drinks with extreme sports and gaming, and Tigra with music and youth culture. We also run larger ESG projects. The Tigra Nova Garra Awards mentor young talent in culture and sports, while VoleiBlue, launched 18 years ago, now involves 3,000 children with professional coaching and competition.
All sponsorships are evaluated for measurable impact. This mix of brand initiatives and community projects reflects our vision to be a market leader and social driver.
BF: Looking ahead, what are the key performance indicators Refriango is focusing on, and how does the company plan to maintain growth in the face of market volatility in Africa?
Caldas: Our 2025 strategy is guided by four KPIs. First is sustainable market share growth – reaching new consumers while keeping existing ones loyal. Second is operational efficiency. In a tough environment, we stand out by strictly following fiscal and quality commitments, so we must be more efficient than competitors.
Third is innovation performance. We measure whether new products endure, not just their initial success. For example, Lemon Ginger, launched a decade ago as a limited edition, remains one of our top performers today. Finally, we focus on social and environmental impact. Sustainability is central to our strategy, and we monitor ESG projects to ensure growth aligns with responsible practices and community development.
BF: Could you share more about your professional journey and how it has shaped your career?
Caldas: I’m Diogo, married with three children, and I’ve lived in Angola for seven years, though my connection began 14 years ago. After studying in Portugal and Copenhagen, I started at Nike. In 2013, I moved to Angola to launch Kinda Home.
In 2014, I joined Refriango, overseeing operations and helping launch Tigra beer in 2016. Two years later, I became CEO during a difficult economic period, redefining the portfolio, strengthening efficiency, and forging partnerships with Coca-Cola, Diageo, Pascual, and Super Bock.
In 2022, we expanded into the DRC, establishing a local structure and preparing a new factory. My career has been defined by building projects from scratch, driving transformation, and leading teams to deliver products that connect with consumers.