The Nigerian aviation sector has recently been rocked by two unrelated but equally troubling incidents - both involving passengers whose conduct allegedly compromised the safety, order, and decorum of air travel. While distinct in circumstances, these events share an uncomfortable truth: they expose systemic weaknesses in the enforcement of regulations, the preparedness of industry actors, and the governance culture that underpins the sector

These are not isolated “human behaviour” problems. They are governance problems - warning lights on the dashboard of an industry that operates in one of the most heavily regulated spaces in the world. Aviation is not just about moving passengers from one destination to another; it is about safeguarding lives, protecting assets, and maintaining public confidence. Any breach of safety protocols, whether caused by crew, passengers, or operators, is a failure that demands reflection and reform.

From Crisis to Correction: The Governance Imperative

Strong corporate governance in aviation means much more than compliance with Aviation Regulations or reacting after an incident. It means embedding a culture of accountability, foresight, and decisive enforcement at every level - from airlines’ internal disciplinary frameworks to the regulators’ zero-tolerance stance on breaches.

If governance had been treated as a living system — proactive, predictive, and preventive — many such incidents could have been deterred or swiftly neutralised before they escalated. For example:

• Rigorous Passenger Conduct Policies: Airlines must go beyond the generic “no unruly behaviour” clauses buried in ticket terms. Clear, enforceable, and well-publicised codes of conduct should be communicated at multiple touchpoints — booking, boarding, and in-flight — with transparent consequences for violations.

• Crisis Management Training: Crew members must receive regular, scenario-based training that equips them to de-escalate conflicts quickly and assertively, backed by the full weight of corporate policy and regulatory protection.

• Industry-wide Blacklist Protocol: Instead of ad hoc bans by individual operators, the sector needs a harmonised, regulator-led “No-Fly Register” that applies across airlines, preventing offenders from hopping carriers and repeating dangerous behaviour.

• Leadership Accountability: The boards and executive teams of aviation companies should be held to high governance standards that require proactive safety reviews, periodic reporting to regulators, and independent oversight of incident response mechanisms.

Closing the Regulatory Gaps

These incidents also reveal areas where Nigeria’s aviation regulatory framework could evolve. Regulations must not only prescribe penalties but also incentivise preventive governance structures. For instance, periodic third-party governance audits could be made mandatory for all operators, ensuring that safety, compliance, and ethical conduct are not treated as afterthoughts.

Moreover, industry regulators must shift from a posture of reactive sanctions to anticipatory governance — detecting early warning signals through data analytics, incident trend mapping, and proactive engagement with operators.

A Call to Industry Leaders

The aviation industry thrives on trust — the public’s trust that every flight is safe, professional, and governed by strict discipline. When high-profile incidents undermine that trust, leaders must not merely issue statements; they must lead reforms. Ethical leaders do more than enforce compliance; they embody fairness, equity, and accountability in decision-making. In an industry as diverse and global as aviation, leadership must ensure that rules are applied consistently, that the voices of both frontline workers and passengers are respected, and that disciplinary actions are grounded in justice rather than expediency. By prioritising equity in governance and fairness in enforcement, aviation leaders reinforce the principle that safety and dignity are inseparable — and that the culture of trust is built not only on technical excellence but also on moral responsibility.

Corporate governance is not an abstract principle; in aviation, it is as tangible as the bolts on a wing. It is the invisible structure that keeps flights safe, operations smooth, and reputations intact. The Nigerian aviation sector must now decide whether to treat these recent events as temporary storms — or as wake-up calls to build stronger, smarter, and safer skies for all.

Research & Advocacy Unit,

Chartered Institute of Directors (CIoD)

28, Olawale Edun Road (Formerly Cameron Road), Ikoyi, Lagos.