{"id":5304,"date":"2025-12-10T12:47:36","date_gmt":"2025-12-10T12:47:36","guid":{"rendered":"https:\/\/www.theirmindia.org\/blog\/?p=5304"},"modified":"2026-02-06T11:10:25","modified_gmt":"2026-02-06T11:10:25","slug":"why-indian-aviation-needs-accountability-more-than-new-rules","status":"publish","type":"post","link":"https:\/\/www.theirmindia.org\/blog\/why-indian-aviation-needs-accountability-more-than-new-rules\/","title":{"rendered":"Why Indian Aviation Needs Accountability More Than New Rules"},"content":{"rendered":"<p><a href=\"https:\/\/www.theirmindia.org\/certification-track\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-5040\" src=\"https:\/\/www.theirmindia.org\/blog\/wp-content\/uploads\/2025\/11\/blog-image-300x74.png\" alt=\"Getting India Risk Ready\" width=\"668\" height=\"166\" srcset=\"https:\/\/www.theirmindia.org\/blog\/wp-content\/uploads\/2025\/11\/blog-image-300x74.png 300w, https:\/\/www.theirmindia.org\/blog\/wp-content\/uploads\/2025\/11\/blog-image-768x191.png 768w, https:\/\/www.theirmindia.org\/blog\/wp-content\/uploads\/2025\/11\/blog-image.png 1024w\" sizes=\"auto, (max-width: 668px) 100vw, 668px\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">India today possesses one of the world\u2019s fastest-growing aviation ecosystems. Our aircraft orders are record-breaking, our airports world-class, and our market among the most dynamic anywhere.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Yet recent turbulence around flight-duty regulations and <\/span>fatigue risks<span style=\"font-weight: 400;\"> has shown something deeper than an operational disagreement. It has exposed a universal governance truth:<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Our challenge is not regulation. Our challenge is accountability and effective <\/span><a href=\"https:\/\/www.theirmindia.org\/level1\" target=\"_blank\" rel=\"noopener\"><b>risk mitigation<\/b><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<h2><b>We Do Not Suffer from a Rules Deficit<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Globally and domestically, aviation is already among the most regulated industries on earth:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">ICAO\u2019s Safety Management Systems norms guide carriers worldwide on <\/span>aviation risks<span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">DGCA\u2019s Flight Duty Time Limit rules are grounded in well-established fatigue science.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Indian law already imposes fiduciary obligations on boards and management.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Criminal statutes cover negligence, falsification of records, corruption, and public endangerment.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">From safety engineering to director duties, no major regulatory vacuum exists.<\/span><\/p>\n<p><strong>What does exist is something far more dangerous:<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">A credibility gap between regulation on paper and enforcement in practice.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Rules without consequence are ritual \u2014 not protection.<\/span><\/p>\n<h2><b>Where Governance Usually Fails<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Governance breakdown is rarely spectacular. <\/span>Governance risks<span style=\"font-weight: 400;\"> evolve quietly through:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Operational risk<\/b><span style=\"font-weight: 400;\"> and pressures allowed to override safety margins.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Data escalations softened before reaching boards.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><b>Workforce fatigue<\/b><span style=\"font-weight: 400;\"> perceived primarily as an industrial relations issue rather than as a <\/span><b>safety risk<\/b><span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Regulators constrained by capacity limits or procedural hesitation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Accountability diffused so widely that no one feels responsible.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">None of these are rare phenomena. They occur in complex systems worldwide when compliance becomes performative rather than intentional.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The risk is not that people deliberately choose danger.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The risk is that they become comfortable inside unsafe margins.<\/span><\/p>\n<h2><b>Accountability Is the Real Safety Infrastructure<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Safety is not delivered by checklists alone. It is sustained by consequences and <\/span><a href=\"https:\/\/www.theirmindia.org\/\" target=\"_blank\" rel=\"noopener\"><b>risk management<\/b><\/a><span style=\"font-weight: 400;\"> following breaches.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Three pillars form the backbone of effective <\/span><b>aviation risk<\/b><span style=\"font-weight: 400;\"> governance anywhere in the world:<\/span><\/p>\n<p><strong>1.\u2060 \u2060Clear Ownership<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">Boards must treat safety as a fiduciary obligation equal to financial solvency. Good <\/span>board leadership<span style=\"font-weight: 400;\"> involves personally reviewing fatigue metrics, roster risk maps, and escalation logs. Safety must sit on the board agenda, not only in the operations committee.<\/span><\/p>\n<p><strong>2.\u2060 \u2060Independent Investigation<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">When credible safety concerns arise, inquiries cannot remain departmental. <\/span>Risk assessments<span style=\"font-weight: 400;\"> can be conducted by independent investigation teams with forensic authority who are required to audit records and communications \u2014 impartially and professionally.<\/span><\/p>\n<p><strong>3.\u2060 \u2060Swift Adjudication<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">Unsafe operations are not purely administrative breaches. Where <\/span><b>workforce risks<\/b><span style=\"font-weight: 400;\"> and public endangerment appears, justice must be both swift and visible. Prolonged legal uncertainty undermines deterrence and public trust.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">This is precisely why many countries operate specialised safety tribunals or dedicated aviation courts \u2014 not to bypass justice, but to deliver it without procedural paralysis.<\/span><\/p>\n<h2><b>Culture Cannot Be Legislated \u2014 But It Can Be Governed<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">Most safety failures stem from culture rather than ignorance.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">According to the <\/span><strong><a href=\"https:\/\/www.theirmindia.org\/\" target=\"_blank\" rel=\"noopener\">Institute of Risk Management (IRM)<\/a><\/strong><span style=\"font-weight: 400;\">, world&#8217;s leading certifying body for <\/span><strong><a href=\"https:\/\/www.theirmindia.org\/global-qualifications\/what-is-erm\" target=\"_blank\" rel=\"noopener\">Enterprise Risk Management<\/a><\/strong><span style=\"font-weight: 400;\"> exams across 140 countries, <\/span><strong><a href=\"https:\/\/www.theirmindia.org\/rmat-risk-culture-assessment\" target=\"_blank\" rel=\"noopener\">risk culture<\/a><\/strong><span style=\"font-weight: 400;\"> refers to the values, beliefs, knowledge, attitudes and understanding about risk shared by a group of people with a common purpose \u2014 in particular, the employees of an organisation. It shapes \u201chow things are done\u201d when it comes to risk-taking, decision-making, and behaviour.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Culture determines whether:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">frontline staff escalate concerns without fear,<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">boards welcome uncomfortable data,<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">regulators exercise authority early instead of reacting late.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Culture cannot be mandated through circulars.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">But it can be governed by leadership intent, transparency and accountability.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The <\/span><b>corporate executive boards<\/b><span style=\"font-weight: 400;\"> of airlines, regulators, and ministries alike must create environments where safety escalation strengthens careers rather than jeopardises them.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Silence must cost more than speaking up.<\/span><\/p>\n<h2><b>The Future: From Rule-Writing to Trust-Building<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">India\u2019s aviation expansion must now be matched by governance evolution.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">What we require next is not more regulation \u2014 but:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Independent safety investigations when issues surface.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Timebound adjudication procedures for public-risk cases.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Transparency in safety disclosures thereby minimizing <\/span><b>regulatory risk<\/b><span style=\"font-weight: 400;\">.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Board-level accountability linking safety outcomes to leadership compensation and tenure.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Above all, we require a shared understanding that:<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Safety dishonesty is not an operational lapse \u2014 it is a <\/span><b>reputational risk<\/b><span style=\"font-weight: 400;\"> created as a result of the breach of public trust.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And public trust is the only real licence to fly.<\/span><\/p>\n<h2><b>Building an Aviation System the World Can Trust<\/b><\/h2>\n<p><span style=\"font-weight: 400;\">India stands at a choice point.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">We can chase growth metrics alone \u2014 or we can become the global benchmark for trusted aviation governance:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Where compliance is not cosmetic.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Where culture values rest as much as revenue.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Where justice is swift when safety is compromised.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Where boards see themselves not as business stewards alone \u2014 but as guardians of human life.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">The future of <\/span><b>Indian aviation<\/b><span style=\"font-weight: 400;\"> does not depend upon how many planes we order.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">It depends upon whether every leader in the ecosystem \u2014 corporate or public \u2014 understands this simple truth:<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Accountability is the strongest safety system we have to ensure effective <\/span><b>aviation risk management<\/b><span style=\"font-weight: 400;\"> .<\/span><\/p>\n<p><b><i>The author of this blog is Mr. Shailesh Haribhakti, Chairman \u2013 Board Stewardship, Governance &amp; Safety Stewardship Advocate<\/i><\/b><\/p>\n<h2><b>FAQS<\/b><\/h2>\n<p><b>1.What are the major issues the Indian aviation sector is facing?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">The major issue the Indian aviation sector is facing revolves around governance breakdown. It evolves quietly through:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Operational pressures allowed to override safety margins.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Data escalations softened before reaching boards.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Workforce fatigue is perceived primarily as an industrial relations issue rather than as a safety risk.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Regulators constrained by capacity limits or procedural hesitation.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Accountability diffused so widely that no one feels responsible.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">None of these are rare phenomena. They occur in complex systems worldwide when<\/span><\/p>\n<p><span style=\"font-weight: 400;\">&#8211; compliance becomes performative rather than intentional.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">&#8211; The risk is not that people deliberately choose danger. The risk is that they become comfortable inside unsafe margins.<\/span><\/p>\n<p><b>2. What role should\u00a0 boards of airlines play in ensuring aviation safety and accountability?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Boards of airlines can ensure aviation safety and accountability in the following manner &#8211;<\/span><b>\u00a0<\/b><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Boards must treat safety as a fiduciary obligation equal to financial solvency. They should personally review fatigue metrics, roster risk maps, and escalation logs. Safety must sit on the board agenda, not only in the operations committee.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Most safety failures stem from culture rather than ignorance. Culture cannot be mandated through circulars. But it can be governed by leadership intent, transparency and accountability. The boards of airlines must create environments where safety escalation strengthens careers rather than jeopardises them.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Boards must prioritise governance evolution and match it to India\u2019s aviation expansion. Board-level accountability linking safety outcomes to leadership compensation and tenure is the need of the hour.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Boards must see themselves not as business stewards alone \u2014 but as guardians of human life. In order for India to become the global benchmark for trusted aviation governance, boards of Indian airlines must understand this simple truth: Accountability is the strongest safety system we have.<\/span><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>India today possesses one of the world\u2019s fastest-growing aviation ecosystems. Our aircraft orders are record-breaking, our airports world-class, and our market among the most dynamic anywhere. Yet recent turbulence around flight-duty regulations and fatigue risks has shown something deeper than an operational disagreement. It has exposed a universal governance truth: Our challenge is not regulation. Our challenge is accountability and effective risk mitigation. We Do Not Suffer from a Rules Deficit Globally and domestically, aviation is already among the most regulated industries on earth: ICAO\u2019s Safety Management Systems norms guide carriers worldwide on aviation risks. DGCA\u2019s Flight Duty Time Limit [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":5312,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[56],"tags":[129,228,227,193,92,229],"class_list":["post-5304","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-risk-360","tag-aviation-risk-management","tag-board-leadership","tag-indian-aviation","tag-risk-assessment","tag-risk-mitigation","tag-workforce-risk"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v15.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Aviation Risk Management in India: Why Accountability Must Precede New Rules - IRM India<\/title>\n<meta name=\"description\" content=\"Indian aviation faces a growing safety credibility gap not a shortage of rules. 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