Talent development for Africa’s emerging energy markets

Angola

Alberto Figueiredo, CEO of OMITC Academy, talks to The Energy Year about the institution’s strategy to develop a long-term talent pipeline for the oil and gas sector while developing training programmes for maritime and aviation professionals.

OMITC Academy is a provider of sector-specific HSE and technical training programmes.

• In Africa’s frontier oil and gas markets, training providers must invest ahead of industry development, as demand for skills-development programmes materialises gradually after production and large-scale operations begin.
• Transitioning workers from legacy economic activities such as fishing, mining or tourism into oil and gas roles requires not just technical training but a fundamental shift in mindset to ensure readiness.
• With oil and gas companies and activity concentrated in key hubs, training providers targeting the sector are relocating and expanding operations to stay close to clients and evolving demand.

What was the vision behind OMITC Academy, and how has your footprint evolved over the years?
OPERATEC founded the Operatec Maritime and Industrial Training Center in 2014 to provide HSE and technical training for oil and gas professionals, and the vision has always been to develop local resources that can meet the needs of the sector.
When we started, there was a clear gap in the market, particularly in Cabinda, where this type of training did not exist, so we decided to invest in a training centre that could directly address industry demand.
After operating for 10 years in Cabinda, we saw that demand was growing and becoming concentrated in Luanda, where most oil and gas companies are based. That naturally led us to expand into the capital to be closer to our clients.
The next step was international expansion, and we chose to invest in Namibia due to its emerging oil and gas sector. Entering the market has required adaptation, and today, we are still scaling up. At the moment, we are operating at around 40% capacity, focusing primarily on training graduates and professionals from sectors such as mining and fishing who are looking to transition into oil and gas.

Can you provide an overview of the main challenges you encountered in Namibia?
Namibia is still in the early stages of developing its oil and gas industry. There is no production yet, and therefore no demand at scale for training services. The market requires a long-term perspective and a willingness to invest ahead of demand, which is not always easy.
One of the main challenges has been the lack of an oil and gas mindset. Namibia’s economy has traditionally depended heavily on tourism and mining, and preparing people for the intensive work and technical requirements of the oil and gas business requires changing their mindset.
To address this, we take young Namibians to Angola for three months of training to help them understand the fundamentals. The objective is to be ready when the market fully develops.
There are also structural challenges, such as inadequate regulatory frameworks and institutional processes that can slow down progress. However, we see these as part of the learning curve and will remain committed, investing and building capacity gradually. The long-term vision remains unchanged, and that is to create a sustainable training ecosystem that supports oil and gas growth.

What triggered the decision to separate OMITC Academy from OPERATEC?
The decision to separate OMITC Academy from OPERATEC was driven by strategy and focus. OPERATEC is moving towards specialised subsea maintenance services, which require a very specific set of assets and capabilities. At the same time, the OMITC Academy has evolved into a business with its own identity and growth potential.
By creating a standalone structure, we gave the academy more flexibility to expand and diversify. Training is a dynamic sector, and demand is not limited to oil and gas. We are already seeing interest from the maritime and aviation industries, with companies approaching us to develop training programmes and invest in new equipment.
Being separate allows each entity to focus on its core strengths and pursue its own priorities. For the academy, it means responding quickly to market needs, exploring new sectors and building partnerships. Our ambition is to become the first private institution in Angola to offer integrated training across the maritime, aviation and energy industries.

How are your capabilities and partnerships evolving to support future growth?
Growth for us is always driven by demand. Every time a company approaches us with a specific training need, we evaluate the space. If our demand projections justify it, we will develop the capabilities, invest in the required equipment and hire additional personnel.
Partnerships play a key role in this process. We collaborate with training centres in the Middle East and the UK to stay abreast of international standards and upgrade our expertise. In some cases, we send our own staff abroad for training to ensure that we meet certification requirements.

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