Only ten airlines on the African continent carry more than one million passengers per year, reflecting a gap in workforce development, regardless of the continent’s having access to 731 airports and 419 airlines, a report has said.
These figures were highlighted in the International Labour Organization’s (ILO) October 2023 report titled: Towards a Green, Sustainable and Inclusive Recovery for the Civil Aviation Sector, which says, “Africa contributes just 2.5 percent of global air passenger traffic. This makes the aviation sector relatively small and underdeveloped especially as regards its workforce”.
To improve on this, the heads of state from African Union countries launched the Single African Air Transport Market (SAATM) in 2018, involving 34 countries with the aim of promoting aviation growth across the continent.
Regardless, the pandemic significantly impacted the global aviation industry, with Africa not being an exception. “….the sector was then severely hit by the COVID-19 pandemic, resulting in frontline staff and lower-skilled workers turning to other jobs…a number of challenges will need to be overcome”, according to the World Economic Forum.
However, business travel to Africa recovered strongly. It grew by 36 percent in 2021, the second highest globally after the Middle East, which underscores that the region still has room for improvement and growth. However, this sector is poised to create employment opportunities.
Yakubu Ibrahim, the technical coordinator, AATO, noted, “Africa’s aviation industry is on the cusp of significant growth and development. As the continent continues to experience economic expansion, urbanization, and increased connectivity, the demand for air travel is poised to soar”.
“Africa requires more than 60, 000 pilots, technicians, cabin crew to meet its manpower requirements. Boeing predicted that more than 600,000 pilots, maintenance technicians, 800,000 cabin crew members will be required to operate the global commercial fleet. The commercial fleet will be doubled by 2041 to nearly 50,000 aircraft.”
In order to address the challenges, it is important to understand civil aviation’s workforce composition.
The aviation workforce composes of the following: Roles in building and maintaining aircraft, ground staff, flight personnel (both operational and non-operational), air traffic control, information and communications technology, catering for airlines, customer service at airports and onboard aircraft, airfield management, and piloting aircraft.
Some of these positions require specialized training and sophisticated machinery, while others require minimal training.
Here are some of the on-going efforts to address its workforce-related issues.
Staffing levels and shortages
A 2022 survey by the International Air Transport Association (IATA) found a significant staffing shortage in Africa’s aviation sector.
It found that pilot staffing levels were at 72 percent, while cabin crew levels were only at 61 percent in 18 months. The shortage of captain pilot captains was especially severe, as differences between regions make the problem worse.
The unpredictability of the airline industry and discussions about environmental sustainability made this career field less attractive, which intensified the staffing crisis. The report highlights strategic action to address these issues and promote regional development.
Best practices for apprenticeships, retraining, and transferable skills during a crisis
Training plays a key role in the recovery and advancement of Africa’s aviation industry demonstrated in the regulatory framework of the Chicago Convention which controls personnel licensing.
Now, new training areas are emerging, with a focus on net zero emissions. cyber security and competency-based handling of dangerous goods. These airlines have demonstrated a successful workforce development and retention model through exemplary internship and retraining program.
British Airways: operates a comprehensive apprenticeship program where apprentices gain nationally recognized qualifications and practical training across business sectors, while being paid.
Malaysia Airlines: Launched pandemic-era program for over 2,000 employees, providing voluntary training to participants and temporary reassignment to other departments within the company.
AirAsia: Establishes a technical training center to enhance the skills of reasonable employees and facilitating the transition to digital roles.
Qantas: Placed many employees through training and certification programs focused on cloud skills.
Equality and inclusivity
Promoting gender equality in aviation is an urgent priority.
The ILO’s 2019 Annual Working Report highlights the critical importance of achieving gender balance in industry.
In the same vein, the International Civil Aviation Organization (ICAO) emphasised the need for gender equality in aviation. The 2018 Global Aviation Gender Summit also supported measures to help women develop the skills needed for success in aviation careers, such as apprenticeships, grants and mentoring programmes.
In line with these efforts, IATA launched a 25-year initiative by 2025 that aims to increase the number of women in senior and under-represented positions by 25 percent by 2025.
Reinforcing talent pool in ground operations
Rising passenger volumes and cargo demand have strengthened the talent pool in the airline industry. This is especially true in ground operations. Ground operators usually operate in a semi-open market with limited licenses, facing significant challenges and offering high quality training opportunities.
These difficulties are increased with more intense competition for cost-cutting measures, which increases the pressure to maintain skilled and well-trained personnel. Hence, this talent pool needs to be reinforced.
Wage and working condition policies
Airports Council International (ACI) recommends procurement practices that focuses on added value rather than just cost.
To ensure quality and sustainability ILO guidelines supports fair wages and working conditions in public auctions and promote fair competition. These guidelines help airlines respond to crises by implementing effective training and skills development programmes which is necessary for operational efficiency and employee satisfaction.
Ngozi Ekugo holds an MSc in Management from the University of Hertfordshire. She is also an alumna of University of Lagos, Queen’s College, and an Associate Member of CIPM. Her experience includes a brief exposure in the Human Capital Management division of Goldman Sachs in London. She draws on her cross-sector experience to cover employment trends, career opportunities and international mobility.
