Singapore Airlines: Still a great way to work?

FOR decades, Singapore Airlines (SIA) has been held up as the gold standard in global aviation. Its iconic cabin crew, impeccable service, and attention to detail have become synonymous with Asian hospitality in the skies. The airline’s consistent ranking among the world’s best is a testament to its unwavering commitment to service excellence.

But beneath the polished surface lies a question the aviation industry, and SIA itself, must confront: Is this model of perfection sustainable in today’s evolving labour market realities?

The foundation of SIA’s brand is the “Singapore Girl” – a symbol of grace, hospitality, and a refined service ethos. While the branding has been updated, the core expectation remains: near-flawless service delivered by a highly professional, meticulously trained cabin crew.

This level of service is a key differentiator in a fiercely competitive industry where price and schedule often dictate passenger choices. For a premium airline, the human touch is not just a value-add; it is the product itself.

The human cost of perfection

The process of forging this human excellence is rigorous. Cabin crew are trained extensively, not just in safety protocols but also in grooming, deportment, and a brand of customer interaction that feels both intuitive and carefully curated. The result is an in-flight experience that is consistently refined, anticipating passenger needs with a subtle yet impactful elegance.

Yet, this perfection carries a human cost. Media reports and anecdotal accounts from current and former crew point to the demanding nature of the role: long duty hours, rigid service protocols, and the emotional labour required to maintain a consistently cheerful and helpful demeanour even in challenging circumstances. The psychological pressure of upholding such an exacting image can be immense.

While SIA does not publish a breakdown of cabin crew attrition, its Sustainability Report FY2024/25 states that the combined turnover rate for SIA and Scoot was 8.2 per cent in the financial year 2024 to 2025 – not excessively high by industry standards, though the figure excludes involuntary departures. Still, the anecdotal evidence suggests that for some, sustaining this pace over the long term is difficult, raising questions about whether the airline can rely on the same steady pipeline of talent in the future.

Younger generations entering the workforce add another layer of challenge. Millennials and Gen Z place a higher premium on work-life balance, mental well-being, and personal fulfilment over brand prestige. They are less willing to accept rigid, top-down corporate cultures in exchange for a prestigious employer on their resume. The very attributes that have made SIA stand out may risk alienating a new generation of workers.

The squeeze of rising costs

Compounding this is the economic reality of Singapore. The city-state is consistently ranked among the world’s most expensive places to live. Rising housing and living costs mean that even with competitive pay, financial pressure is mounting for Singapore-based crew.

This dynamic risks accelerating what might be termed an “experience drain”. Seasoned crew, who have mastered the intricacies of five-star service and act as mentors to new recruits, are the hardest to retain. Their departure is not just a loss of a single employee but of institutional knowledge, consistency, and leadership. When attrition bites, service quality can erode – not overnight, but in subtle ways that premium passengers may eventually notice.

Unlike SIA, competitor airlines such as the Gulf carriers have a structural advantage. With globally diversified recruitment pools, they spread risk and tap into talent from dozens of nationalities, often offering expatriate packages that are attractive to young workers from developing economies.

SIA’s reliance on a largely Singapore-based workforce, while central to its identity, magnifies its exposure to domestic cost pressures and makes its labour model less flexible in responding to global trends.

A model under strain

The central question remains: Is SIA’s celebrated labour model fit for the future? The airline’s premium positioning depends entirely on delivering a service experience few can replicate.

But that model assumes a steady pipeline of motivated, well-trained, and loyal crew. If talent becomes harder to retain and replacements less seasoned, the core of the brand comes under immense pressure.

There are already signs the model is under strain. The global shortage of pilots and cabin crew has forced carriers to compete more aggressively for talent, driving up salaries and benefits.

Training costs are rising, and the investment in each new hire is becoming more significant. The labour market of the late 20th century, where prestige and loyalty could be relied upon to fill the ranks, is no longer the same.

To remain competitive, SIA must rethink its labour equation. This does not mean abandoning the premium ethos that defines its brand, but finding new, innovative ways to sustain it.

Technology could play a role: AI-driven personalisation may allow crew to anticipate passenger needs more easily, while automation of routine tasks could free up time for more meaningful interactions.

But technology alone is not enough. SIA’s employee value proposition must evolve. Beyond competitive salaries, crew need to feel supported, respected, and able to thrive. This means greater attention to mental health, more flexible rostering, and a culture that recognises contributions beyond adherence to protocol.

For a service-led airline, human capital is as critical as fleet or fuel. Neglecting it risks undermining the very foundation of the brand.

The real test of excellence

Ultimately, the true test of service excellence is not whether an airline can deliver five-star hospitality in the short term, but whether it can sustain that delivery over decades. Singapore Airlines has proven it can define the gold standard.

The open question now is whether it can reinvent its labour model to preserve that standard in a new era of workforce expectations – challenges that will test not just SIA, but its Gulf rivals as well.

The writer is founder of BAA & Partners